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National Volunteer Service Program Phase II
Small Grants Manual Batch 4
March, 2018
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Table of Content:
I- Background & Objectives of the NVSP:
1. Background
2. Objectives & Components
3. Purpose of the Operations Manual
II- Implementation Arrangements:
1. Ministry of Social Affairs
2. NVSP PIU
3. SDCs
4. The World Bank
5. Implementing Partners
6. Youth Volunteers (15 to 29)
III- National Communications Campaign:
1. Objectives
2. Logo & Tag Line
3. Online Portal
IV- Eligibility Criteria:
1. Weekend Activities:
i. Eligibility Criteria for youth volunteers
ii. Eligibility Criteria for implementing partners
iii. Eligibility Criteria for activities
2. Small Grants:
i. Eligibility Criteria for youth volunteers
ii. Eligibility Criteria for implementing partners
iii. Eligibility Criteria for projects
V- Selection Process of Volunteering Proposals:
1. Weekend Activities
i. Launch of the Call for Expression of Interest (CfEOI)
ii. Selection process
iii. Contracting of selected implementing partners
2. Small Grants
i. Launch of the Call for Expression of Interest (EOI)
ii. Selection Process
iii. Contracting of selected implementing partners
VI- Financial Management
VII- Procurement
VIII- Monitoring & Evaluation
IX- Environmental Impact
X- Quality Assurance
XI- Safety at work
XII- Complaint Mechanism
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I. Background & Objectives of the NVSP:
1. Purpose of the Operations Manual
This Project Operations Manual (POM) sets out the arrangements for the effective and
efficient implementation of the NVSP. Specifically, the POM describes the key processes
and procedures for the implementation of each of the project’s main components and
activities, as well as the main responsibilities for all project stakeholders. The POM also
spells out the project’s procurement, financial management, disbursement and
monitoring & evaluation arrangements, and includes all relevant supporting documents
(ie.: Terms of References, SGP application and M&E forms, etc) that are critical to launch
project activities on a timeline manner.
This POM, which is a living document and can be amended at any point during
implementation due to changing project circumstances, is intended to be a reference
document for project partners. The POM can be used by the NVSP PIU, MOSA, PPs, and
other relevant parties engaged in the implementation of the program.
2. Background
Throughout the MENA region, there is a need to invest in scaled-up volunteerism for
youth and move towards a general culture of contributing to improvements in society.
Awareness also needs to be raised on how volunteerism contributes to bridging cultural
barriers and to long-term peace. In Lebanon, volunteerism exists, but has been affected
by the 15-year civil war and the ensuing fragility and political instability. The few
available volunteering opportunities are provided primarily through political parties,
NGOs/Community Based Organizations (CBOs), universities, municipalities/central
ministry, and to a very limited extent, the private sector. For example, the NGO sector,
which is numerous and active in Lebanon, provides its member youths with some
volunteering opportunities. However, it has limited capacity to manage them and recruit
additional volunteers.
Besides the lack of sufficient volunteering opportunities, another factor preventing
youth from volunteering is the country’s difficult economic situation, which requires
them to focus on finding paying jobs. Volunteerism can provide youth the opportunity
to participate in an unpaid work experience and improve their soft skills, thus increasing
their employability. Indeed, soft-skills, which include the ability to work in teams,
innovate, manage and resolve conflict as well as responsibility and flexibility at work,
enable youth to work efficiently and effectively at the workplace, thus improving overall
performance and productivity.
Despite its small geographic size, many youths have never been exposed to another part
of the country before they enter the academic or professional world. With a highly
complex political, religious and social landscape, as well as numerous political parties
and large numbers of refugees, the country’s current civil peace is fragile. Volunteerism
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is believed to defuse tensions by bringing groups together around shared goals, thus
building more cohesive societies through citizenship development.
With all this in mind, the Government of Lebanon (GoL) included the promotion of volunteerism in the country as an objective in the National Social Development Strategy. To meet this objective, the World Bank, through a US$2m grant from the State and Peace-Building Fund (SPF), supported the MOSA to implement the first phase of the National Volunteer Service Program (NVSP). The first phase of NVSP, which was implemented between 2013-2016, sought to increase youth civic engagement and improve social cohesion across communities and regions by: (i) expanding youth volunteerism among 15-24 year olds, particularly in communities other than their own; and (ii) improving the employability of youth through enhanced soft skills. The Ministry of Social Affairs (MoSA) is NVSP implementing agency. Phase 1 of the NVSP, achieved and surpassed most of its intended objectives and results, with the direct involvement of more than 6,800 youth and close to 125 NGOs, schools, universities and municipalities in the project’s activities. In addition, Phase 1 of the NVSP created 2 important public goods (an online portal and a soft skills training curriculum tailored specifically for Lebanon), both of which have helped to increase the project’s reach and impact and will undoubtedly have long-lasting impact in the implementation of future related programs. Thanks to these impressive results, Phase 1 of the NVSP was recently selected by the Solutions for Youth Employment (S4YE) as 1 of 19 good practices in the world, due to its “promising model for youth employment interventions.” Only 2 World Bank projects were among the selected 19 projects. The on-going crisis in Syria has taken a toll on millions of lives, with an estimated 11 million Syrians having fled their homes since the outbreak of the civil war in March 2011. According to the United Nations High Commissioner for Refugees (UNHCR), 4.8 million Syrians fled to neighboring countries, and 6.6 million became internally displaced within Syria. Meanwhile, about one million Syrians have requested asylum in Europe (UNCHR, 2016). In Lebanon alone, the number of registered Syrian refugees has reached 1,033,513 as of June 2016. Host communities across Lebanon, but in particular those located in the most vulnerable 251 cadastral zones, are struggling to meet basic needs, and face rising and deteriorating intra-communal social tensions.1 A 2014 community-level vulnerability assessment of the 251 most vulnerable cadastral zones shows that Lebanese citizens and Syrian refugees reported difficulties in accessing shelter, water, education and health services. Syrian refugees reported difficulties to access food and shelter, while host communities identified access to electricity supply and drinking water as key challenges. In addition, the assessment revealed that lack of employment opportunities is a key concern for both groups. Recent assessments have also found that Lebanese households in these cadastral zones are facing higher expenditures, as the cost of goods and services are rising, particularly food items. Economic hardship has accentuated the already fragile inter-communal relations and social tensions in host communities, as Lebanese citizens attribute the decline in their own living standards to presence of Syrian refugees.
1 Cadastral zones are below the level of districts/cazas. They are not administrative divisions, and are used solely by humanitarian
practitioners in Lebanon. The ranking at the cadastral level takes into account two factors: the number of Lebanese living on less than US$4 a day, and the geographic distribution of registered Syrian refugees by cadastre
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To address some of the challenges posed by the Syrian refugee crisis on host communities, MoSA requested the World Bank to provide Additional Financing (AF) to scale-up NVSP in Lebanese communities hosting Syrian refugees.
3- Objectives/Components
Component 1: Capacity development, communications and outreach.
This component finances the development of marketing materials (flyers, brochures, banners, posters, etc.) to be used through various means of communication (social media, TV, radio, newspapers, SMS outreach, email, etc.) as well as in national volunteering events to be financed under this component. These communication and outreach activities will seek to promote overall awareness on the importance of
volunteerism as well as on NVSP activities and results among key project stakeholders. The component will also finance minor adjustments and overall maintenance to the NVSP online portal. This component will also finance the design and delivery of capacity building activities for participating NGOs and youth volunteers. Capacity-building activities include: (i) soft skills training for participating youth; (ii) PSS awareness training for participating youth; and (iii) proposal and project management training for participating NGOs. Those youths who participate in projects financed under the SGP and implemented by selected NGOs will benefit from a 20h training on soft skills, whose content will be based on the soft skills training curriculum that was developed under Phase 1 of the NVSP and which was tailored specifically for the project. The soft skills training curriculum enables participating youth to improve their conflict-management, life and career planning, business, and entrepreneurship skills. SGP participating youth will also benefit from a 4h PSS awareness training, which will be sensitive to the specific mental health issues afflicting members of the communities where the volunteering projects will be implemented. Participating youth volunteers will be trained on basic psychosocial principles to increase their awareness of psychosocial issues affecting Lebanese and Syrian refugees living in the targeted host community. The curriculum will be structured around the following areas of knowledge and learning: (i) socio-cultural understanding of target groups; (ii) local expressions and culture-specific understanding of mental health; (iii) explanatory models of mental health, such as the role of religion in shaping beliefs, expressions, and help-seeking behaviors; (iv) coping strategies for men, women, and youth; (v) help seeking behaviors of men, women,
and youth; (vi) reinforcing positive coping strategies; and (vii) appropriate referral mechanisms. The curriculum will be aligned with best practices and guidelines of the Inter-Agency Standing Committee (IASC) on Mental Health and Psychosocial Support (MHPSS). The IASC is the primary mechanism for inter-agency coordination of humanitarian assistance, which is chaired by UNICEF and IFRC, and supports the implementation of IASC policies and strategies on MHPSS. The SGP soft skills and PSS awareness trainings will be provided by expert agencies/consultants, which will be competitively selected following World Bank
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procurement guidelines. The contracted agencies/consultants will coordinate the delivery of the trainings with the participating NGOs, so that the trainings are aligned with the project implementation timeline, and to ensure that logistics (i.e..: place of delivery of the training, which needs to be arranged by the participating NGO and municipality) are adequately managed. The contracted agencies/consultants will also provide implementation support to the participating NGOs throughout the duration of their projects. In addition, and in close collaboration with the NVSP Monitoring and Evaluation (M&E) Specialist as well as the NVSP Field Coordinator, the contracted agencies/consultants will monitor and evaluate the trainings through field visits, ongoing data collection efforts, and the implementation of a pre-post assessment. Selected NGOs are responsible for providing the contracted training agencies/consultants all data and input necessary for carrying out the M&E work. The contracted agencies/consultants will report directly to the PMT, which has the responsibility for ensuring that the training activities are carried out satisfactorily.
The NVSP team will be in charge of providing implementation support as well as of all related M&E efforts to NGOs and municipalities and Social Development Centers (SDCs) implementing weekend activities. The NVSP PMT will support eligible NGOs under the SGP (see Component 2) in (i) identifying the proposed target host community and its social service needs; (ii) developing project proposals, with realistic and measurable objectives, activities, budget and implementation plan; and (iii) planning the delivery of the required soft skills training and the psychosocial awareness and community building activities for participating youth volunteers. Beyond capacity building, this support will ensure that all proposals that are submitted for NVSP funding are relevant for the targeted communities and will indirectly promote coordination between the proposed projects and other relevant Government and donor activities at the local level.
Component 2: Youth volunteering for social stability and service delivery.
This component seeks to provide volunteering opportunities to youth aged 15 to 29, in order to address both the unmet social service delivery needs as well as the social tensions in communities hosting Syrian refugees. This component finances the delivery of 137 volunteering projects in the 251 most vulnerable cadastral zones. Beyond soft skills and PSS awareness training (see component 1), participating youth will benefit from daily meals and transportation to/from the project sites. They will receive a certificate of participation from MoSA. The participation of female youth will be highly encouraged through the projects’ selection criteria. Syrian refugee youth in the targeted communities will be able to participate in the project activities. NGOs, SDCs, clubs and municipalities will be in charge of implementing the volunteering projects financed
under this component. The component has the following two sub-components:
1. Sub-component 2.1: Volunteering weekend activities. This sub-component finances 100 volunteering WAs to also be implemented in the most vulnerable communities hosting Syrian refugees. SDCs, NGOs and municipalities interested in participating in the volunteering WAs will be able to submit their project proposals to MoSA based on a Calls for Proposals initiated by the NVSP. The SDC at the target host community will have to endorse the proposed WAs, to ensure its relevance as well as overall coordination at the local level. Each volunteering WAs will have a maximum
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budget of US$5,000 (for SDCs) and US$10,000 (for municipalities and NGOs), and will benefit a minimum of 20 youth volunteers. Volunteering WAs will provide participating youth at least 8 hours of volunteering.
2. Sub-component 2.2: Small Grants Program (SGP). All interested PPs will first have to respond to an Expression of Interest (EoI), through which they will have to identify the main parameters of their proposed projects. (See Annex 1B). EoI will be evaluated by a Selection Committee against pre-identified eligibility criteria (see Section VI 2). Eligible PPs will then be able to submit their full project proposals, which will be evaluated and selected by the same Selection Committee (See Section VII-2-ii). This sub-component will finance a total of 37 small grants, each with an average duration of 2 months. Each small grant will have a maximum budget of US$ 25,000 and will benefit a minimum of 40 youth volunteers. Small grants will provide participating youth volunteers at least 40 hours of volunteering, as well 24 hours of soft skills and
psychosocial awareness training (see Component 1). In addition, and in order to complement their volunteering experience, youth volunteers will participate in psychosocial and community-building activities, which is hoped to further contribute to improve intra-communal relations and social tension.
Component 3: Monitoring & Evaluation and program management.
The NVSP will be supported by an overarching sound results-based M&E system to
ensure effective planning and coordination of all M&E efforts for the different project
components. The M&E system will ensure the successful accomplishment of the NVSP
goals, and the identification of lessons and recommendations for improving the project’s
quality and effectiveness. The M&E system has a monitoring component both at the
project and implementing partners (IP)/service delivery levels, in order to periodically
track progress towards key indicators, as well as an evaluation component, to assess
the effectiveness of NVSP and its impact on reaching its intended objectives. For detailed
M&E arrangement, see Section X of this Manual.
The Program management team is composed of: Program Manager, Program Assistant,
Financial Management Officer, Communications Officer, Monitoring & Evaluation
Officer, Field Coordinator.
II. Implementation Arrangements
1. MoSA: (Main stakeholder)
• Set and plan strategic vision for NVSP making sure that the program is aligned
with MoSA objectives, mission and priorities
• Identify sustainability mechanism to ensure program continuity beyond donor
financing
• Ensure overall coordination and open channels of communication among all
program stakeholders, including social development centers (SDCs)
• Identify and address NVSP implementation challenges
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• Oversee the overall implementation of the program, ensuring that it meets the
predefined objectives using the available resources
• Ensure adequate and transparent usage of funds by following WB Procurement
and Financial Management policies and procedures
• Manage key messages and communicated through the program to all
stakeholders, ensuring proper dissemination through its media department
• Ensure proper PMU staffing based on program needs, all the while assessing their
performance regularly as needed
2. NVSP PMT:
• Adjust program design features based on project needs
• Design new components/activities for possible project scale up or additional
financing.
• Manage day-to-day operation, including: Communications, Procurement, FM,
and M&E
• Draft TORs, budget plan, procurement plan, disbursement plan, communication
plan, and M&E plan
• Coordinate with MoSA units that have similar objectives
• Ensure adequate and transparent usage of funds by following WB Procurement
and Financial Management policies and procedures
• Raise awareness among stakeholders about program’s goals, plans and activities
through different communication tools
• Oversee implementing agencies work through required reporting
• Follow up with MoSA on needed clearances and approvals regarding FM &
Procurement related issues/documents
• Ensure proper reporting of updates to WB and prepare needed information to be
shared during missions
• Provide technical support to implementing agencies before, throughout and after
implementation
• Procure all related program goods and services
3. SDCs:
• Support eligible IPs in the identification of local needs for chosen projects to better reflect those needs.
• Contribute to implement the national communications campaign at the local level, to insure local stakeholders are well informed to participate in the program
• Support NVSP monitoring the activities being implemented at the local level
• Implement Weekend Activities following MoSA / NVSP rules and regulations
4. The World Bank:
• Ensure that the project is implemented as approved, following all relevant WB
implementation guidelines and procedures (Procurement and FM)
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• Support MoSA and the NVSP team in the implementation of the program through
support missions as well as capacity building efforts
• Support MoSA in the identification of additional resources for project
strengthening and scale up.
• Support MoSA to liaise with other government agencies (ministry of education
and higher education…) for increased coordination and project implementation
• Ensure adequate and transparent usage of funds by following WB Procurement
and Financial Management policies and procedures
• Support MoSA and NVSP to identify and address implementation challenges
• Support MoSA in setting and planning strategic vision for NVSP as well as the
overall youth agenda
5. Implementing Partners (IP):
• Carry out the selected project within the timeline and the financial resources
specified in the approved proposal
• Provide a detailed financial and activities reports
• Ensure proper supervision and management of selected volunteers
• Carry out, by all means possible, maintenance and sustainability activities for
the implemented works
• Share post implementation information and related data collected during the
project cycle, as well as a video showcasing the completed activities
• Follow procurement methods as indicated by NVSP Team, and to keep in file all
records related to procurement processes
• Allocate a focal point for project management purposes
• Keep an inventory of delivered goods, equipment, works and consultancies.
• Designate an M&E focal point which will be responsible for collecting any information on the NVSP-supported project(s) that will be required for monitoring and evaluating the program
• Provide a place to deliver the SST and the PSS training Insure that at least one volunteer can complete the required volunteering hours at MoSA or any SDC related to MoSA
6. Youth Volunteers:
• Network and build positive relationships with colleagues.
• Understand what a job requires before accepting it.
• Carry out their tasks efficiently and honestly.
• Accept guidance and supervision from the person in charge of volunteers.
• Participate in any training offered by the organization.
• Strengthen their knowledge and understanding of the concept of volunteerism by
reading relevant publications distributed by the Interested Agency (IA) by which
they were recruited and taking active part in its activities.
• Reflect on the type and quality of voluntary action that he/she is undertaking,
including participation in ongoing reflection activities, if suggested by the IA.
• Comply with any data collection processes required or the project, (i.e.:
satisfaction surveys, interviews, baseline & follow up questionnaires…)
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III- National Communications Campaign
1. Objectives
The main objective of the campaign is to raise awareness among NVSP stakeholders
about the importance of volunteerism to improve social stability and social service
delivery in the most vulnerable communities hosting Syrian refugees. Specific messages
per target audience are provided in the table below.
Target
audience Objective Main message
Interested PPs
(NGOs)
Inform PPs about the
availability of funds to
finance projects that promote
volunteering activities, and
about the eligibility/selection
criteria, particularly the
registration requirement
Invite the eligible PPs to submit their
proposal to the PIU. Highlight other
benefits of participating in the
program, including the Soft Skills
Training and the Psycho-social
awareness training.
Invite them to the Launching CfEOI.
Youth
volunteers
Raise awareness about the
importance of volunteerism.
Encourage youth to register
and participate in all NVSP
volunteering activities.
Highlight the benefits of volunteering
to improve social stability. Inform
them of the available volunteering
opportunities and of the possibility
of obtaining a certificate upon
completion of volunteering activities.
2. Logo & tag line
The NVSP logo and tag line is shown below. This logo will be used in all communication
material related to the program. The logo depicts youth volunteers from all regions
assembling a puzzle of the map of Lebanon, which symbolizes the benefits of
volunteering and collaborating for enhancing social stability. Each word of the program’s
name (The National Volunteer Service Program) illustrates an element of the logo, as
follows:
“National” = Lebanese map and flag
“Volunteer” =
Youth volunteers from across the country working
together
“Service” = Assembling pieces of the puzzle
“Program” = All activities under the program
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3. Online portal
PPs and volunteers will be required to register on the online portal in order to participate
in the NVSP. Following registration, PPs will be able to post volunteering opportunities,
and interested youth will be able to search/apply for these opportunities based on their
interest, thus making the online portal a matching platform and creating a database
that could be used for an eventual NVSP scale up. In addition, an e-learning section
offers an online soft-skills curriculum tailored specifically for the Lebanese youths.
In all, the dynamic online portal will serve primarily to:
1. Raise awareness about volunteerism among all project stakeholders.
2. Provide information on potential volunteering opportunities in NVSP and
elsewhere.
3. Match volunteers with selected projects under the SGP.
The link to the portal is the following: nvsp.socialaffairs.gov.lb
VI- Eligibility Criteria:
1. Weekend Activities (WAs):
i. Eligibility Criteria for youth volunteers:
To be eligible to participate in the WAs, volunteers must be:
✓ Registered in the NVSP online portal (see section III-3.)
✓ Aged between 15 and 29 years – individuals outside this age
group who are interested in volunteering can participate in
the selected projects. However, volunteers outside the age
group will not be counted toward the minimum 20 volunteers
number required per project
✓ Balanced in terms of gender
✓ Is committed to provide at least 8 hours of community service
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ii. Eligibility Criteria for potential partners (PPs):
To be eligible to submit a WAs proposal, the PPs must:
✓ Be a SDC, NGO, municipality, club.
✓ Collaborate with at least one partner (Municipality, NGO,
SDC etc.)
iii. Eligibility Criteria for activities:
Eligible PPs (see section VI- 1. ii.) must ensure that their proposed
activities comply with the basic WAs eligibility criteria. Proposed
activities must:
✓ Promote youth civic engagement by providing eligible youth
an opportunity to volunteer.
✓ Include a budget request from NVSP for up to US$5,000 for
SDCs and UD$10,000 for NGOs and municipalities.
✓ Be implemented throughout a weekend or a maximum of
three days.
✓ Reflect the needs of the local community, by partnering with
the Municipality in the targeted community.
✓ Do not trigger World Bank environmental and social
safeguards.
2. Small Grants:
i. Eligibility Criteria for youth volunteers:
To be eligible to participate in the implementation of the SGP,
volunteers must be:
✓ Registered in the NVSP online portal (see section III-3.)
✓ Aged between 15 and 29 years – individuals outside this age
group who are interested in volunteering can participate in
selected projects. However, volunteers outside the age group
will not be counted toward the minimum 40 volunteers
number required per project or towards the minimum that
at least 20% of them must come from the community where
the project will be implemented
✓ Balanced in terms of gender
ii. Eligibility Criteria for potential partners:
To be eligible to submit an Expression of Interest for a
volunteering project, the PPs must:
✓ Be registered in the NVSP online portal (see section III-3)
✓ Be registered as an official organization, and if shortlisted
(See section VII-2-ii-a), show an official registration
document from a relevant governmental unit (i.e: Ministry of
Interior, Ministry of Youth & Sports…)
✓ Be a local NGO
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iii. Eligibility Criteria for projects:
Eligible PPs (see section VI-2-ii) must ensure that their project
proposals comply with the basic SGP projects eligibility criteria.
Proposed projects must:
✓ Include a budget request from NVSP for up to US$25,000.
The requested budget needs to be consistent with the
project’s overall goals and related activities, and will be
evaluated against the project’s expected results (cost-benefit
analysis)
✓ Be implemented in 2 months or less, during the summer.
✓ Be implemented in the most vulnerable communities hosting
Syrian refugees
✓ Reflect the needs of the local community, by involving the
Social Development Centers in the targeted community.
✓ Promote volunteerism by providing at least 40 volunteers
with a minimum of 40 hours of volunteering.
✓ Enhance social stability by ensuring that at least 20% of the
total recruited volunteers come from the community where
the proposed project will be implemented
✓ Provide participating youths at least 20 hours of soft skills
training and 4 hours of PSS awareness training.
✓ Do not trigger World Bank environmental and social
safeguards.
VII- Selection Process of Volunteering Proposals:
This section of the POM provides information on the processes of identification,
submission and selection of projects financed as part of the WAs and the SGP.
The flowcharts in Annex 1A provide an overview of the review and approval
process to be followed. The steps are summarized below.
1. Weekend Activities
i. Launch of the Call for Proposals (CfEOI)
The NVSP team will launch the CfEOI on its social media pages, its
online portal and MoSA’s website. PPs will be invited to register and
fill out the CfEOI application on the NVSP portal (See annex 1C),
using the NVSP budget template. (See annex 2C)
The EOI must be submitted electronically on the NVSP Online
Portal.
The deadline for submission of EOI is approximately one month
from the Launching day. Those proposals submitted after the
deadline will not be considered.
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ii. Selection process
A Selection Committee will be formed and presided by the MoSA DG
and will include members of the NVSP team as well as other
members as deemed relevant and appropriate. This committee will
review the proposals and will evaluate them based on pre-identified
criteria. Only the best proposals will be selected for funding. The
evaluation process will last approximately 15 calendar days.
Selection criteria:
1. Innovation
2. Relevance to NVSP goals
3. Feasibility
4. Balance of PPs type
5. Balance of geographical distribution
iii. Contracting of selected implementing partners
Selected IPs will be granted a contract, except for SDCs that will
follow internal MoSA procedures. The selected IP will have two (2)
calendar days to sign two (2) hard copies of the contract. The PIU
will then submit signed contracts of all accepted projects to the
Minister of Social Affairs for counter-signature. This is expected to
take approximately seven (7) calendar days. The selected IPs will
keep one of the two counter-signed copies of the contract and the
NVSP will keep the other after having them registered at the archive
of the Ministry of Social Affairs.
2. Small Grants
i. Launch of the Call for Expression of Interest (CfEOI)
H.E. the Minister of Social Affairs launches the request for
Expression of Interest, where eligible PPs will be invited to fill in the
standard application template form (see Annex 1B) with the
following information:
a. General information on the IA
b. Proposed project description, problematic and strategic
intervention
c. Description of the budget
The CfEOI will be widely advertised with different media, and the
application form will be available on NVSP Online Portal.
The EOI must be submitted electronically on the NVSP Online
Portal.
The deadline for submission of EOI is approximately one month
from the Launching day. Those proposals submitted after the
deadline will not be considered.
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ii. Selection Process:
a. Proposals Prescreening
The submitted EOIs will first be pre-screened by the Technical Team
(NVSP PMT) to ensure compliance with the basic eligibility criteria
as specified in Section VI-2-ii of this Manual and with the
application attached to the EOI. PPs found to be ineligible will be
rejected.
b. Proposals Selection
The Selection Committee will be formed and presided by the MoSA
DG and will include members of the NVSP team as well as other
members as deemed relevant and appropriate.
This committee will be in charge of thoroughly reviewing,
evaluating, scoring and ranking the submitted EOIs based on the
selection criteria listed below. This shortlisting procedure is
expected to last approximately 10 calendar days. Only the top-
ranked EoIs will be short-listed.
Selection criteria:
1. Innovation
2. Relevance to NVSP goals
3. Feasibility
4. Balance of PPs type
5. Balance of geographical distribution
All PPs will be notified by email of the decisions regarding their
applications once the selection process is completed. Results of the
selection process will also be published on the NVSP online portal
(see Section III.3) and the NVSP Facebook page. PPs whose projects
are not funded can request an explanation from the PMT regarding
the reasons for not being selected. Those organizations whose
proposals are selected for financing will be required to coordinate
soft skills and PSS Awareness training sessions with the PMT and
the relevant provider/consultants before the approved projects are
launched (see Section IV). Additional information on these trainings
will be provided when organizations are notified if their proposed
projects are selected for financing.
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iii. Contracting of selected implementing partners
Following the notification, selected IPs should present a bank letter stating
that the IP has an official Bank account in US dollars
The IPs should designate 2 project coordinators to be the focal
points/contact persons to supervise and manage implementation
IPs will be awarded a contract. It is important to note that the expenditures
incurred during the preparation of the proposals shall be entirely born by
the IPs – even for proposals that will not receive funding. The IPs will have
two (2) calendar days to review the contract and request clarifications from
the PMU.
The selected IP will then have two (2) calendar days to sign two (2) hard
copies of the contract. The PMU will then submit signed contracts of all
accepted projects to the Minister of Social Affairs for counter-signature.
This is expected to take approximately seven (7) calendar days. The
selected IPs will keep one of the two counter-signed copies of the contract
and the NVSP will keep the other after having them registered at the
archive of the Ministry of Social Affairs.
VIII- Financial Management
IPs are responsible for ensuring that sub-projects are implemented in accordance with
project plans and contract agreement, and that resources are used efficiently and
effectively, and only for project purposes. IPs are also accountable for all financial
aspects of projects and must ensure compliance with all financial covenants and
technical assistance agreements.
Specific responsibilities include:
• Designating a Financial Management Focal Point who will handle all financial
management related matters.
• Maintaining proper financial accounting and management systems and procedures,
which are acceptable to the World Bank and MOSA.
• Implementing comprehensive and effective internal controls for project financial
operations.
• Managing and safeguarding project assets. Prepare a comprehensive list of all fixed
assets (see Annex 2A) acquired by the project funds. The fixed asset list will be added
to the monthly financial reports.
• Monitoring the financial performance of projects and ensuring that decision making
to address variances to plans/budgets is done in a timely manner.
• Ensuring compliance with the project financial reporting requirements. Submit
project financial reports in a format and content satisfactory to the World Bank and
MOSA (see Annex 2B).
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• IP should use their official bank account to be credited with all disbursements made
by the PMT. The IP acknowledges that the PMT is entitled to receive from the IP’s
copies of the monthly bank statement related to the bank account (together with
copies of the cancelled checks) and that the PMT has the right to take any measure
it deems necessary if there has been misuse of funds or instances of fraud, this may
include, among other measures, the right to withhold the payment of any further
installment and to take appropriate action to recover any misused funds. The IPs
will also submit to the PMT an official memo from the bank where the accounts have
been opened showing the names of the two persons from the IP authorized to sign
on checks.
• Recording all expenditures involved in the implementation of the sub-project. IPs will
keep these records and all invoices and other evidence of expenditures in a file for a
period of five years after the completion of the sub-project.
• Allowing the above accounting records, works, goods and services to be inspected
and verified by the PMT, the World Bank and the external auditors assigned by the
PMT
• The PMT have the right to retain all original documents over the life of the project.
• Cooperating fully and allowing access to the office, personnel and files by the
Independent auditors appointed by MOSA and the World Bank to enable the
appointed auditor to carry out the required auditor’s services.
• Furnishing to MOSA copies of applications, bank statements, explanation or
documents mentioned above, as well as original invoices.
• MOSA remains the official implementing agency of the project and in case any of the
IPs used the funds provided for other than the intended purposes, MOSA will be
responsible in ensuring that the funds are recovered and reimbursed to the World
Bank.
The financial records and all supporting documents (i.e. contracts, invoices, receipts
etc…) of the project should be stored in the IP offices as paper copies and as computer
disc copies. The IP Financial Officer should allocate an appropriate storage area for the
financial records and maintain them in locked cabinets to which access is controlled
and limited. The IP will allow the external auditor of the project to access and review
these records as deemed necessary. The reports should be prepared in the currency of
the Bank Account which is the US Dollars. IP has to have an acceptable FM system,
including staffing, accounting and financial reporting. The Financial management
system will enable the IP to record daily transactions and generate the required financial
reports as per the Ministry requirements. The IP will share a sample of the financial
reports with the Ministry. The IP will ensure that an acceptable Financial management
system is maintained throughout the life of the project.
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IX- Procurement
1. Introduction
The selected IPs are responsible for implementing their approved projects, which could
include contracting for civil works, purchasing goods, as well as selecting and recruiting
consultants and temporary personnel that they may need to carry out their projects (see
Annex 3 for the procurement plan sample).
Selected IPs must comply with the World Bank “Procurement Guidelines”2 and
“Consultant Guidelines”3
2. Procurement Process
Selected IPs can launch the procurement of works, goods, and consultants once their
project has been approved. All selected IPs should designate a Procurement Focal Point
who will handle all procurement related matters.
The PMT shall conduct on-site spot checks to ascertain whether the prices paid and the
quality of the works and goods supplied and of services performed are within acceptable
limits. In case of purchased equipment, the NVSP PMT should be present on the day of
the delivery, to make sure the same equipment requested were delivered.
3. Procurement of Works and Goods
The method of procurement largely depends on the estimated value of each contract,
taking also into account local practices and the capacity of the IP to manage the process.
Direct Contracting
When the estimated amount of the contract is lower than US$500 the selected IP will
select a contractor or supplier familiar to them, agree on a price with him/her and award
the contract for this negotiated price.
Local Shopping
When the estimated amount of the contract is equal to or greater than US$500 but lower
than US$30,000, local shopping should be used. At least three quotations from different
bidders are needed to prove that the IP has conducted and selected the lowest evaluated
bidder on the basis of criteria mentioned in the request for quotation (RFQ).
Procurement of Services (Consultants)
In most cases, services (consultants) will consist of the recruitment by the selected IP of
an individual consultant or engineering consulting firm for SGP approved project
preparation and supervision, or of temporary personnel to carry out activities (such as
training) included in the approved project. Selected IPs should prepare terms of
2 These guidelines can be found on the following link: http://go.worldbank.org/1KKD1KNT40 3 These guidelines can be found on the following link: http://go.worldbank.org/U9IPSLUDC0
19
references clearly stating the scope of the assignments, and the required qualifications
and experience.
Single Sourcing
When the estimated amount of the contract is lower than US$5,000, contracting directly
on a single source basis is acceptable.
Competition
When the estimated amount of the contract is equal to or greater than US$5,000, the
selected IP should collect at least three interested and qualified candidates.
4. Conflict of Interest
In order to avoid conflicts of interest, members of the selected IP responsible for the
management of the approved project cannot be selected as contractors, suppliers or
consultants for the implementation of the community approved project. Members of
their families, and enterprises managed by them and by members of their families, are
also excluded.
5. Formal Contract Agreements
The selected IP shall ensure that formal contract agreements are executed whenever the
contract value exceeds US$ 5,000; in all other cases, the selected IP may not be required
to prepare formal contract documents provided that clear letters of award notification,
acceptance or other acceptable documents are issued on behalf of the selected IP.
All contract agreements or other documents shall be for definite duration.
Renewal or extension of contracts shall not be undertaken without the prior approval of
the selected IP.
6. Procurement Records
The selected IP should keep all procurement records and documents available for
inspection by the PMT and World Bank representatives / auditors, as well as other
relevant parties, for a period of five (5) years.
7. Summary Table
Works and Goods
Estimated contract amount
US$500
Direct contracting
US$500 amount US$30,000 Local shopping - at least three quotations
Services (consultancy)
Estimated contract amount
US$5,000
Single Sourcing
Estimated contract amount
US$5,000
Competition - at least three candidates
20
A- Table of activities: B- Procurement documents:
a. Goods: requesting quotations, evaluation, purchase order (templates available
upon request)
b. Individual consultants: CV, evaluation, contract (templates available upon
request)
Foot note: For guidance purposes, and if the institution has something along these lines they can use
their template provided it contains the needed information
21
X - PROJECT MONITORING & EVALUATION
The NVSP will be supported by an overarching sound results-based M&E system to
ensure effective planning and coordination of all M&E efforts for the different project
components. It will also ensure the successful accomplishment of the NVSP goals and
the identification of lessons and recommendations for improving the project’s quality
and effectiveness. The M&E system will entail a monitoring component at both of the
project and implementing partners (IP)/service delivery levels in order to periodically
track progress towards key indicators, as well as an evaluation component to assess
the effectiveness of NVSP and its impact on reaching its intended objectives.
At the project level, the M&E plan will periodically (monthly and quarterly) monitor
and assess progress for key output and outcome indicators per specified annual targets
in the agreed-on results framework (Annex 4A), which are ultimately connected to
meeting the PDO: “improve social stability and service delivery in the most vulnerable
Lebanese communities hosting Syrian refugees through youth volunteering, soft skills
development, and psychosocial awareness activities”.
The main output indicators to measure and track are:
a. Number of Lebanese municipalities where projects that aim at strengthening
social stability have been implemented through youth volunteering
projects/activities;
b. Number of social service projects carried out in communities hosting Syrian
refugees by youth volunteers;
c. Number of social service WAs carried out in communities hosting Syrian refugees
by youth volunteers;
d. Number of youth involved with volunteering projects of NGOs, municipalities,
and other implementing partners;
e. Percentage of youth involved in volunteering in activities from within host
communities and from outside;
f. Partner organizations interested in volunteerism registered at the online portal;
g. Number of youth interested in volunteering who have registered on the online
portal;
h. Number of youth volunteers who have received 24h of soft skills/psycho-social
awareness training;
i. Number of youth volunteers who have completed 40h of community service
volunteering.
The main outcome indicators to measure and track are:
a. Percentage of volunteers satisfied with their volunteering experience;
b. Proportion of beneficiaries of volunteering projects in host communities who are
satisfied with the services received;
c. Increased employability/soft skills of volunteers participating in the program;
d. Proportion of youth volunteers with increased awareness/understanding of key
psychological concepts;
22
e. Increase in tolerance values of youth at the end of their volunteering experience;
f. Percentage of former volunteers who were offered a job following their
volunteering experience.
At the IP/service delivery levels, the plan includes developing and implementing
monitoring instruments to track progress towards NVSP goals throughout the duration
of the project, as well as monitoring the quality of inputs provided to beneficiaries that
requires periodic assessment and reporting on. This will be done at two levels. First,
monitoring will be regularly conducted to monitor compliance by assessing whether the
youth that had signed up to participate in NVSP are the same ones that are provided
with volunteering opportunities, soft skills training, and psychosocial awareness. In
addition, accountability will be ensured by monitoring budget execution and regularly
assessing the quality of offered volunteering opportunities and trainings and their value
added to volunteers. Second, monitoring will be regularly conducted at the level of
service delivery by assessing the services offered to host communities, in terms of their
relevance to their most pressing needs and their quality, and hence the degree of
beneficiary satisfaction. Periodic qualitative data from the field will be collected
regarding the nature and type of volunteering projects, number of participating
beneficiaries from host communities and their profile, and output-based results
associated with carried out activities. To the extent possible, data at the disaggregate
level will be analyzed in order to inform aggregate project-level indicators and provide
an overall trend of how the project is progressing.
M&E ROLES & RESPONSIBILITIES
The M&E system will be managed and overseen by NVSP M&E officer, with the support
of NVSP field coordinator, and under the overall supervision of NVSP program manager.
The World Bank technical team will work hands-on with the M&E officer and provide
guidance at all various stages as needed.
On the monitoring component, the flow of information from downstream levels (IPs
and implementation sites) to upstream levels (NVSP and World Bank), along with the
division of labor between the various stakeholders, will be as follows:
a. The NVSP M&E officer, in coordination with the World Bank, will first work on
designing a draft M&E plan at the project level to be used for assessing performance
and tracking progress towards delivering key outputs and outcomes per the agreed-
on results framework. The M&E plan at the project level will identify the future
information needs of the project; the resources available in MoSA/NVSP for M&E
activities; the M&E roles and responsibilities of different project stakeholders for the
different components; the sources of information for each indicator (some will come
from monitoring data, others from impact evaluation surveys – see below); the
frequency of reporting for each indicator; the methods and tools for data collection;
and the intended uses of the information.
b. The NVSP and World Bank teams will work on strengthening the registration base
of volunteers, managed by NGOs, in order to better profile volunteers and
understand their main demographic and socioeconomic characteristics, particularly
23
given the diversity of targeted volunteers (both Syrian and Lebanese, from within and
from outside host communities);
c. The NVSP M&E officer & field coordinator will jointly work with the World Bank on
designing a comprehensive monitoring plan at the IP level to monitor compliance
and record attendance, which will entail the following:
- Ensure the approved activity schedule in the proposal is followed;
- Follow up with IPs on any change in the activities and/or schedule from the
approved proposal;
- Follow up with IPs on any change in the volunteers’ status (e.g. any volunteer
that is no longer able to continue the project, any new volunteer who wants to
join the program, etc.);
- Take attendance of all volunteers attending each activity/training session;
- Keep an attendance record of activities/training sessions for each volunteer.
In case of any possible change in the approved activities, implementing partners are
required to notify NVSP in written the reasons for change, and new suggested
activities to replace the initial ones with detailed expected budget. NVSP will then
review the proposed changes to check the possibility of granting approval.
d. NVSP will also implement a plan to provide constant supervision and follow-up on
the majority of the activities of the executed projects. The M&E officer, together with
the field coordinator, will work on setting up random and periodic sit visits sites
throughout implementation. The NVSP team may rely on local researchers to ensure
full coverage of implementation sites. The objective of the visits would be to monitor
projects’ implementation status and collect periodic data -- according to templates
developed by NVSP and World Bank -- that will be important in informing how each
project is progressing against its own objectives as specified in the proposals.
Collected data may be at the level of volunteering & training activities as well as the
level of service delivery.
e. The NVSP M&E officer will work on gathering the data collected at the disaggregate
level, standardizing it in appropriate templates, and aggregating it at the project level
in order to inform progress towards delivering key inputs and outputs as specified
in the results framework.
On the evaluation component, the M&E officer will work alongside the World Bank in
designing the baseline and follow-up evaluation instruments, following-up with
contracted data collection firm and guiding them in sample selection and field-work
coordination, conducting regular quality reviews of data, and supporting the World
Bank in data analysis and report writing.
M&E REPORTING REQUIREMENTS & DELIVERABLES
The NVSP M&E officer will work closely with the World Bank technical team on
delivering the following reporting requirements:
24
Monthly reporting
- The M&E officer will provide monthly tracking updates with regards to progress made
on each NVSP indicator mentioned in the project’s results framework and will share
that on a monthly basis with the World Bank team Monthly/quarterly reporting
- IPs are expected to provide detailed activity implementation reports on a quarterly
or monthly basis and to share it with NVSP team, who will in turn share it
thereafter with the World Bank team. The report templates will be designed by
NVSP and World Bank;
- NVSP M&E officer will complement IPs’ reports through additional quantitative
and qualitative data from on-site visits on the nature and type of volunteering
projects, number of participating beneficiaries from host communities and their
profile, and output-based results associated with carried out activities;
- The NVSP M&E officer will provide regular short summary reports on the overall
implementation progress of all IPs, taking into account collected data and IPs’
submitted reports, to assess whether IPs are progressing as planned, what events
(negative or positive) may have taken place, and how to best work with those that
are encountering challenges.
Pre-post training assessment
- NVSP and World Bank will develop pre-post training assessments for both of the
soft skills and psychological awareness trainings to gauge volunteers’ familiarity
of level of understanding of concepts before and after the completion of trainings;
- Depending on the existing capacity on the ground, such surveys may be carried
out by IPs themselves, service providers, or by NVSP and local field coordinators
during on-site visits. Collected data may then be entered by NVSP and jointly
analyzed by the World Bank.
Beneficiary satisfaction surveys
- NVSP and World Bank will jointly develop tools to assess beneficiary satisfaction,
for both volunteers and members of host communities following project
implementation. For volunteers, surveys would gauge perceptions regarding the
quality of provided volunteering opportunities and the training activities. For
beneficiaries of provided services, such surveys would gauge satisfactions with
regards to the projects’ relevance to the communities’ most pressing needs and
quality of implementation and results;
- Depending on the existing capacity on the ground, such surveys may be carried
out by IPs themselves or during regular site visits conducted by NVSP and local
field coordinators. Collected data may then be entered by NVSP and jointly
analyzed by the World Bank.
Volunteer registration database
- NVSP and World Bank will finalize the volunteer registration database and will
have a complete Masterfile of all volunteers who participate in the second phase,
along with their profiles based on a pre-determined list of baseline variables.
25
Baseline and follow up surveys
- NVSP and the World Bank will develop both of the baseline and follow-up
surveys that pertain to the impact evaluation.
III. Environmental impact As projects will be identified by interested and eligible IAs in partnership with the local
community (bottom-up, demand-driven approach), the precise nature of the activities
cannot be known in advance. However, no environmental impacts are expected as the
projects financed in the context of SGP will not entail construction or physical
investments. However, for due diligence, an environmental and social checklist is
contained as annex in the manual (see Annex 9). This checklist will be used to screen
the sub-project proposals. If the screening checklist shows potential adverse
environmental and/or social impacts, the sub-projects will not be funded. Those
selected for funding by the PMT will also be reviewed by the World Bank Environmental
Specialist for clearance before final approval.
IV. Quality assurance Selected IAs must ensure that its projects activities are carried out as effectively and
efficiently as possible. They must follow all process and procedures described in this
manual as well meet all the obligations included in their contracts. This includes
delivering high quality products (namely providing a meaningful volunteering experience
as well training to volunteers), participating in the required training session described
in Section VII.4 of this manual as well as complying with all the established
requirements related to Financial Management, Procurement, M&E (including reporting
obligations), environmental impact, and safety at work (See sections VIII, IX, X, XII and
XIII). To promote quality assurance, all payments included in the contract between
MoSA and each selected IA will be disbursed upon completion of specific milestones and
upon receipt of a financial/activity report describing project progress-to-date (see Annex
2b and 4b). In addition, the PMT will conduct random audits/spot checks during
implementation of the projects. A report summarizing the audit/spot check’s findings
will be prepared by the PMT and will be shared with the selected IA within 3 days. In
the event that selected IAs are found to be not in compliance with one of more NVSP
rules and procedures and/or not fulfilling their obligations as described in this section,
the audit/spot check report will include recommendations to improve compliance.
Selected IAs will have 7 days to take action. Failure to do will result in termination of
the contract.
V. Safety at work The safety of volunteers throughout the duration of the projects financed under the SGP
is critical. Poor working conditions can lead to injuries that can cause physical and
financial distress to the volunteer and his or her family. In addition, productivity is lost
when workers, or in this case volunteers, have to stop doing their job to deal with the
situation. Even after the injured worker/volunteer has been sent home or taken to
hospital, other workers/volunteers may be distracted or need to take time off from work
in the aftermath of the incident. As such, it is important that all selected IAs anticipate,
26
identify and eliminate conditions or practices that could result in injuries and illness
among participating volunteers. Thus, selected IAs are required to provide volunteers
an on-the-job safety training session to be delivered before projects begin to be
implemented, and which must include all the safety processes and procedures to be
followed to prevent and mitigate injuries at the workplace. In addition, each selected IA
will appoint a staff to oversee overall safety throughout project implementation. Selected
IAs might also chose to identify a volunteer or a group of volunteers who act as the
project’s designated safety team. These volunteers would be responsible for ensuring
that the premises are in compliance with all safety regulations.
VI. Complaint Mechanism Development projects can have adverse impacts on many actors, ranging from project
beneficiaries to members of the community where the project is being implemented. As
such, it is critical for affected individuals to be able to express their concerns and have
their issue resolved thoroughly and in a timely manner. As such, the PMT will provide
all project stakeholders (IAs, participating volunteers, etc.) the name and contact
information of a designated PMT staff that will handle all the filed complaints. His or
her name and contact information will also be featured in the project Facebook page
and the MOSA website, so that anyone desiring to voice his or her concern is able to do
so. In addition, complaints and feedback can be submitted through the online portal.
27
Annex 1A:
Flowchart of the Small Grants Program Selection Process
Implementation of the awareness campaign
Launch of the Call for Expression of
Interest (CfEOI)
Submit EOI on NVSP Online Portal
Reject if incomplete
or not eligible
Technical Team reviews, evaluates,
scores and ranks eligible EOI
Notification to all winners and
contract signature
Contract counter-signature by the
Minister
Head of the Administrative
Committee with the PM selects
winning proposals
Validation of results by the Minister
of Social Affairs
28
Flowchart of the Weekend Activities Selection Process
Implementation of the awareness campaign
Launch of the Call for Expression of
Interest (CfEOI)
Submit EOI on NVSP Online Portal
Reject if incomplete
or not eligible
Evaluation Committee reviews, evaluates,
scores, ranks and selects eligible EOIs
Notification to all winners
Validation of results by the Minister
of Social Affairs
29
Annex 1B: Small Grants Expression of Interest Template
Civic Action Plan Template and Guideline
Project Title
Name of Organization
Targeted Community/Geographical Area
Duration of Project (between August 1st and September the 30th, 2017) Expected start date Expected completion date
Total Budget
Date of Submission
Grade
I. Theme
25
Identify the Theme: The second phase of NVSP seeks to address social needs (education, health, social protection, etc.). The theme is the general issue that you will be addressing, which overarches the pressing concerns facing the targeted communities that in this case are the most vulnerable Lebanese communities hosting Syrian Refugees.
Provide background information of the targeted group/community, including the location, beneficiaries (direct and indirect), socio-economic status, and most importantly the relevance of the theme to the context.
II. Problematic 25
Identify the Problematic: it is the root cause that underlies the challenges and that is directly related to the theme (ex: patriarchal misconceptions, hazardous pollution levels in underground water, high number of school drop-outs, inter-communal instability and the like).
List five distinct challenges that manifest the Problematic in the targeted community. Ex: Problematic: inter-communal instability Challenge 1: discrimination/bullying Challenge 2: security threats Challenge 3: sexual harassment Challenge 4: labor competition Challenge 5: Demographic changes
30
III. Strategic Intervention Identify a Strategic Intervention: it is the project/idea that can penetrate deep-seated barriers in order to induce change from within (ex: delivery of clothes, tent building, water tank installation, community health awareness campaigns, tutoring/language classes and the like).
30
A. Stakeholder Mapping
List five phases for operationalizing the intervention with a clear action plan. Ex: Strategic Intervention: vocational center on urban agriculture for women’s economic empowerment Phase 1: Install rain water harvesting systems Phase 2: Assemble a green-house to serve as workshop Phase 3: Introduce vertical agriculture systems Phase 4: Train trainers on urban agriculture techniques Phase 5: Develop and distribute self-help kits If applicable, list the relevant group(s), individual(s) and organization(s) that you will partner with for project implementation, and include the following information: • Name of organization, mission and vision
• Organization type (NGO, municipality, local public school, etc.)
• Sector of intervention (education, health, public service, refugees, etc.)
• Specify their role
5
B. Volunteers Commitment
• At least 40 volunteers from inside the community where the project will be implemented should be recruited for project implementation
• The youth volunteers will attend 20 hours of soft skills training that is hoped to increase their employability as part of the NVSP goals
• Throughout the project implementation the volunteers should be involved in a minimum of 40 hours of volunteering
• The youth volunteers will also be involved in at least 4 hours of psychosocial awareness training and community building activities to increase their awareness of psychosocial issues affecting Lebanese and Syrian refugees living in the targeted host community
5
C. Resource Mobilization Reflect on the resources necessary for the project implementation including any local support, required approval(s) from local stakeholder(s). Also mention whether you will need a specialized trainer, a specific consultant, a particular type of equipment.
5
D. Challenges and Risks Think about risks that may affect your implementation, including failure to secure approvals, weather conditions, political and security situation(s), logistical matters, and any other local challenges (etc.) and include how you intend to address these risks in your implementation.
5
31
E. Exit Strategy Describe your plans for the period following project implementation taking into account ethical considerations, such as ensuring commitments to community members are clearly communicated from the onset of the project and followed through on. In case the project will continue beyond the duration of this grant, explain the sustainability strategy and who will take ownership. Finally, outline plans to communicate project impact and lessons learned with relevant stakeholders.
5
F. Monitoring and Evaluation
Describe briefly how you will monitor and evaluate the implementation of your project. How will your results be evaluated? What indicators will you use to know that you have achieved the intended results?
5
IV. Budget Devise a detailed moderate budget including all necessary items, unit cost, and description of each mentioned task. The grant amount does NOT cover NGO team salaries.
20
32
Annex 1C: Weekend Activities Expression of Interest Template
Applying agency and partnering
entity(ies):
E-mail:
Phone No:
Address:
Name of representative responsible to
follow up on the program with MoSA:
E-mail:
Phone No:
Summary of proposed program:
Problem or need targeted by the program:
33
Project name: Geographical location:
Execution period:
From: To:
Expected number of volunteers to
implement the project:
Number of volunteers provided by the local community:
Proposed budget: (Kindly Attach the detailed budget sheet as per annex A)
Direct beneficiaries:
34
Indirect beneficiaries:
Expected results / impact (social, environmental, etc...):
Name:
Date:
Stamp and Signature:
35
Annex 2A: Fixed Assets Report
Fixed Assets Report
Project: ………………….
IP: ………………………….
Date:
Description Serial No Quantity Location Supplier Name Invoice
Amount
Condition
Name:
Signature:
36
Annex 2B: Financial Report Financial Report
Project: ………………….
IP: ………………………….
Date:
Completed Items
Description by Activity Activity Completed
Date Amount Budgeted $ Amount Expended $ Notes
Total
Financial Status
Total Amount Received $ Total Amount Expended $ Balance $
Name:
Signature:
37
Annex 2C: Budget Report
Budget
Project: ………………….
IP: ………………………….
Date:
Detailed Description by Activity Unit Cost (A) Number of Units (B) Total (C=AxB) Amount Requested from NVSP
Activity 1
Activity 2
Activity 3
Total
38
Annex (3): Procurement template
Activity (preparation duration)
Original Date
Amendment Date
Contract/Invoice Date (1-month execution)
39
Annex 4: Activity report
The frequency of submission of the activity report will depend on the duration of the project. For instance,
an IA implementing a project over 3 months shall then submit 3 activity reports, 1 at end of each month.
On another hand, if the project lasts 1 month, the IA shall then submit 1 activity report at 2 weeks and
another at the end of the month.
NVSP-SGP Contract number :
IA name:
Activity Report number:
Project Title:
Period covered by the report: from dd/mm/yyyy to dd/mm/yyyy
Official Stamp of the IA
VSP - Activity report - Number of volunteers monitoring template
# male
volunteers from same community (*)
# female volunteers from same community (*)
# volunteers from same community (*)
# male volunteers from other communities (**)
# female volunteers from other communities (**)
# volunteers from other communities (**)
# volunteers
# child volunteers (0-14 years old)
# youth volunteers (15-24 year old)
# adult volunteers (25 years old and older)
Total # volunteers
(*) Number of volunteers from the same community where the project is being implemented (**) Number of volunteers from communities other than the community where the project is being implemented
40
Volunteer Name # of training hours # of volunteering hours
1.
2.
3.
Total # of hours Average # of hours Total # of volunteers
Activities
Work package Title of the activity/sub activity Activity Status *
Activity
Activity
Please add new lines if you
planned more activities
Please mark an X sign in the week of implementation.
* Options include: 1. Completed as planned 2. Partially completed
3. Not completed 4. Modified
41
Have any changes occurred in relation to the general project conditions/project set-up in the concerned
reporting period? (e.g. key persons, schedules, activities, budget)
Please describe the project activities' goals implemented and the accumulated results of the project from its
start (to be reported at the end of the project implementation).
To be filled in upon the submission of the final Activity Report.
Prepared and Certified Accurate by:
Name:
Organization:
Date
42
