Mozambique. Non-state Actors and local authorities in development by Plan Nederland

Contracting Authority: Delegation of the European Union to the Republic of Mozambique

Non-State Actors and Local Authorities in Development Actions in partner countries - MOZAMBIQUE Grant Application Form Budget lines Lot 1 (21.03.01) Lot 2 (21.03.01) Lot 3 (21.03.02) Reference: EuropeAid/131572/L/ACT/MZ Deadline for submission of concept notes: 4 August 2011 For economical and ecological reasons, we strongly recommend that you submit your files on paper-based materials (no plastic folder or divider). We also suggest you use double-sided print-outs as much as possible

Title of the action:

Poverty Reduction through Youth Empowerment, Technical Training and Employability in Mozambique

Number and title of lot

Lot 1: Non-state Actors (BL 21.03.01)

Location(s) of the action: Name of the applicant

Homoine and Jangamo districts in Inhambane province, Mozambique

Stichting Plan Nederland

Nationality of the applicant1 Dutch 1

For organisations, the statutes must make it possible to ascertain that the organisation was set up by an act governed by the national law of the country concerned. In this respect, any legal entity whose statutes have been established in another country cannot be considered an eligible local organisation. In this respect, see also footnotes of the Guidelines of the call. Page 1 of 66 Page 1 of 66

Dossier No (for official use only)

EuropeAid ID2

NL-2008-CPM-0901665251

Ongoing contract/Legal Entity File Lumber (if available)3

6000233319

Legal status4

Non profit making, Non-governmental Name: ACUDES (Associação Cultural para o Desenvolvimento Sustentável) EuropeAid ID: MZ-2011-BQL-1101839448

Partner(s)

Nationality and date of establishment: Mozambican; 16 th April 2004 Legal status: Associação (Community Based/Non-Governmental Organisation) NOTE: THIS IS THE SAME PARTNER AS IN THE CONCEPT NOTE - HOWEVER NOW STATED AS THE PROVINCIAL DELEGATION OF INEFP.B

Partner(s)6

Name: DPEFP-I (Delegação Provincial do Emprego e Formação Profissional de Inhambane) EuropeAid ID: MZ-2010-EUH-2501813822 Nationality and date of establishment: Mozambican, 2nd July 1997 Legal status: Governmental body, Local Authority

Applicant's contact details for the purpose of this action Postal address:

Plan Nederland P.O. Box 75454 1070 AL Amsterdam The Netherlands

Telephone number: (fixed and mobile) Country code + city code + number

+ 31 (0)20 549 53 69

Fax number: Country code + city code + number

+ 31 (0)20 644 40 65

Contact person for this action:

Meghann Halfmoon

Contact person's email:

meghann.halfmoon@plannederland.nl

To be inserted if the organisation is registered in PADOR. This number is allocated to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/europeaid/onlineservices/pador.

If an applicant has already signed a contract with the European Commission and/or has been informed of the Legal Entity File number. If neither of this apply, indicate "N/A".

E.g. non profit making, governmental body, international organisation.

Add as many rows as partners.

Add as many rows as partners. Page 2 of 66 Page 2 of 66

Address:

Plan Nederland Van Boshuizenstraat 12 1083 BA Amsterdam The Netherlands

Website of the Organisation:

http://www.plannederland.nl/

Any change in the addresses, phone numbers, fax numbers and in particular e-mail, must be notified in writing to the Contracting Authority. The Contracting Authority will not be held responsible in case it cannot contact an applicant.

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NOTICE If processing your application involves the recording and processing of personal data (such as names, addresses and CVs), such data will be processed pursuant to Regulation (EC) No 45/2001 on the protection of individuals with regard to the processing of personal data by the Community institutions and bodies and on the free movement of such data. Unless indicated otherwise, your replies to the questions and any personal data requested are required to evaluate your proposal in accordance with the Guidelines for the call for proposal and will be processed solely for that purpose by the data controller. Details concerning processing of your personal data are available on the privacy statement at http://ec.europa.eu/dataprotectionofficer/privacystatement_publicprocurement_en.pdf .

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Table of content PART B. FULL APPLICATION FORM.................................................................................6 1 1

General information...............................................................................................................6 The action................................................................................................................................7 1.1.

Budget of the action, amount requested from the Contracting Authority and other expected sources of funding.....................................................................................................................................7 1.2. Description of the Action ...........................................................................................................8 1.3. Applicant's experience of similar actions..................................................................................36

The applicant ........................................................................................................................45 2.1. 2.2. 2.3. 2.4.

Identity .....................................................................................................................................45 Profile........................................................................................................................................46 Capacity to manage and implement actions..............................................................................53 List of the management board/committee of your organisation................................................56

Partners of the applicant participating in the action........................................................57 3.1. 3.2.

Description of the partners........................................................................................................57 Partnership statement................................................................................................................61

Associates of the applicant participating in the action......................................................62

Checklist for the full application form...............................................................................63

Declaration by the applicant................................................................................................64

Assessment grid of the full application form .....................................................................66

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PART B. FULL APPLICATION FORM Only to be completed by the applicants who receive an invitation to submit a full proposal (at the time of the invitation) For economical and ecological reasons, we strongly recommend that you submit your files on paper-based materials (no plastic folder or divider). We also suggest you use double-sided print-outs as much as possible

GENERAL INFORMATION

Reference of the Call for Proposals

EuropeAid/131572/L/ACT/MZ

Title of the Call for Proposals

Non-State Actors and Local Authorities in Development; Actions in partner countries - MOZAMBIQUE

Name of the applicant

Stichting Plan Nederland

No. of the proposal7

Number 18

Title of the action

Poverty Reduction through Youth Empowerment, Technical Training and Employability in Mozambique

Location of the action

Homoine and Jangamo districts in Inhambane province, Mozambique

-specify country(ies) region(s) that will benefit from the action No. of the Lot

Lot 1: Non-state Actors (BL 21.03.01)

For restricted procedures only; the proposal number as allocated by the Contracting Authority and notified to the applicant at the time of communicating the outcome of the evaluation of the Concept Note. Page 6 of 66

THE ACTION 8

1.1. BUDGET OF THE ACTION, AMOUNT REQUESTED FROM THE CONTRACTING AUTHORITY AND OTHER EXPECTED SOURCES OF FUNDING

Fill in Annex B to the Guidelines for applicants to provide information on: •

the budget of the action (worksheet 1), for the total duration of the action and for its first 12 months;

•

justification on the budget (worksheet 2), for the total duration of the action and,

•

amount requested from the Contracting Authority and other expected sources of funding for the action for the total duration (worksheet 3).

For further information see the Guidelines for grant applicants (Sections 1.3, 2.1.4 and 2.2.5). Where the financing in full of the action by the Contracting Authority is allowed by the Guidelines for Applicants, justify your request to benefit from such financing in full of the estimated total eligible costs, by showing that it is essential to carry out the action. Please note that the cost of the action and the contribution requested from the Contracting Authority have to be expressed in EURO.

The evaluation committee will refer to information already provided in the Concept Note as regards objectives and relevance of the action. Page 7 of 66

1.2. DESCRIPTION OF THE ACTION 1.2.1. Description (max 14 pages) Making reference to the overall objective(s) and specific objective(s), outputs and results described in the concept note elaborate on specific expected results indicating how the action will improve the situation of the target groups and final beneficiaries as well as the technical and management capacities of target groups and/or any local partners. Indicate in particular foreseen publications. Overall objective: To close the gap between market demand and qualified labour supply in Jangamo and Homoine districts, contributing to improved economy and poverty reduction. As well as contributing directly to the first specific objective under Lot 1 of the guidelines, the overall objective of the proposed action contributes to general objective 2 in The Poverty Reduction Action Plan (PARP) 2011 – 2014: promote employment, and in particular “to improve the occupational prospects of target groups such as women and youth, persons with disabilities and persons infected with or affected by HIV/AIDS”. It has also been developed in line with the Integrated Professional Reform Programme (PIREP), which encouraged private-public partnerships to establish market-driven TVET. Specific objective: To increase the number of employable and self-employed youth in Jangamo and Homoine districts through vocational training by 2015. The proposed action will work through a partnership between Plan, ACUDES and DPEFP-I (Provincial Delegation of INEFP in Inhambane) and take place in Jangamo and Homoine districts in Inhambane province. 3 VTC currently exist in Homoine, offering subjects such as teaching, agriculture and carpentry. There are currently no VTC in Jangamo. These districts were selected on the basis of Plan’s presence at the community level, the willingness of the local government and stakeholders, and the different geographic traits: Homoine being inland and Jangamo coastal, which will influence the types of training opportunities to be offered based on the market needs of each district, in both the formal and informal sector. The demographic traits are similar enough where lessons learned in one district can be relatively easily implemented in the other. Lessons learned will additionally be up-scaled at national level to other VTC in the country through DPEFP-I. The action creates a mechanism whereby the needs of both the demand side (employers) and the supply side (local youth searching employment) are continuously taken into consideration to ensure flexible TVET training opportunities in appropriate facilities that are able to produce skilled, professional workers (or entrepreneurs) in a dynamic and modern economy. Key Impact Indicators: •

Functioning TVET system in Homoine and Jangamo districts, with a focus on local girls and marginalised youth.

•

500 youth in Jangamo and Homoine districts are trained and absorbed into the job market annually (disaggregated by gender, location and industry) – employed or self-employed

Expected Results: There are three expected results. The expected results identified in the concept note have been slightly modified to provide a more logical flow of intervention. Result 1: Improved quality of technical vocational education and training (TVET) in Jangamo and Homoine districts The OECD pointed out in 2008 that TVET “failure rates and drop-out rates remain consistently high [in Mozambique] as a result in part of under-qualified instructors, a shortage of learning materials, and dilapidated workshop facilities”. Result 1 responds directly to this, focusing on creating an enabling environment where quality, market-oriented TVET is accessible to all youth. The action will improve the quality of TVET through both “hardware” and “software” aspects: •

1a: Relevance of courses to the local labour-market and qualified human resources

•

1b: Appropriate infrastructure and equipment

•

1c: Management of VTC and youth employment strategies Page 8 of 66

Result 1a: Youth benefit from diversified professional trainings and apprenticeships relevant to the local market in Homoine and Jangamo districts and are absorbed into the job market The government of Mozambique has an ambitious policy regarding TVET activities – PIREP – but VTC still fail to produce qualified youth workers with skills that meet (formal and informal) market needs. A thorough market scan done during the preparation phase will identify current gaps between labourmarket demand and supply in the two districts and surrounding areas, which will be used to determine the types of courses necessary in the VTC in Homoine (existing; one of which is a teacher’s college but is willing to accept additional subjects) and Jangamo (to be established through the action). Existing documentation suggests that hospitality and carpentry are likely to be priority areas. Market-oriented courses lasting from 45 days to 12 months will be offered, with varying entrance criteria (i.e. attained education level), based on the particular trajectory (i.e. business or tailoring). For most courses there will also be the option of following a full-time or flexible/part-time programme, likely to be particularly attractive to local youth as well as marginalised youth who often are unable to prioritise education due to other commitments (such as immediate income generation and/or care of ill family members). To ensure efficiency and effectiveness, the VTC will coordinate course offerings and have a set of “core” courses (such as life skills and obtaining and managing District Development Funds (DDF)). More specialised courses will be reviewed on a regular basis by the Private-Public Partnership (PPP), as introduced in the concept note, and further detailed under Result 3. Improved communication and coordination between the VTC will eliminate overlap of course offerings where focus is more efficient (i.e. not all VTC should offer tourism, for example), encourage learning from experiences and will work as a model for other VTC and TVET activities in the province and throughout Mozambique. Training will be provided to current (refresher) and new VTC staff on topics relevant to their specific fields (such as updated technology) as well as youth-friendliness and gender sensitivity. Local employers will also receive training to effectively lead apprenticeships and to provide input into the design of market-led curriculum. This will directly impact the training received by the youth as well as the quality of skills employers can expect in the future. Career guidance and on-going monitoring and support during and after training periods will greatly improve youth success in employment. These aspects create an environment in which (local) youth develop practical skills and capacity relevant to the local labour-market and are able to find Decent work (the availability of employment in conditions of freedom, equity, human security and dignity, as defined by the ILO) or self-employment. Outcomes Result 1a: •

TVET trainers provide quality, market-driven training (as evidenced by youth employment and evaluated by the PPP)

•

At least 150 local employers accept apprenticeships (total, by project end)

•

20% annual increase in VTC enrolment of local youth (50% of whom are female)

•

15% increase in females participating in courses traditionally for males

•

90% of enrolled youth complete the course (at least 45% of whom are female)

•

80% of youth find decent employment within 6 months of TVET completion

Result 1b: Vocational training centres (VTC) are suitably equipped and equally accessible to girls and boys The market scan will provide input for the type of infrastructure and equipment required to meet local labour-market demand in a dynamic economy. It will also function as a baseline survey and include information regarding barriers to access for girls and marginalised youth as well as the types of facilities required to reduce these barriers and ensure their participation. This may include hardware – separate toilets, day-care facilities, female TVET trainers – or software – links with local health care services for Voluntary Testing & Counselling (of STI & HIV).Additionally, a percentage of spaces in the private VTC will be reserved for youth who are unable to pay tuition (public VTC are free) so as to reach the most marginalised youth. The three currently existing VTC in Homoine are dilapidated and running at capacity and will therefore be renovated, equipped and expanded where necessary. A new VTC will be established in Jangamo (90 hectares has already been committed by the district government), already a first step in improving access as this new VTC will reduce travel time and costs for youth in the area. Relevant new equipment Page 9 of 66

will serve as a means and an incentive to improve services to young people and as attraction for local youth to attend VTC. Cost-recovery strategies will be explored (by the PPP, Result 3) to reduce dependence on government funding and ensure sustainability of the VTC, such as the establishment of a restaurant or small hotel in which youth can work during their training. This would function as skills-building, income for the youth and income for the VTC to continue and eventually expand. Contributions from local private sector will also be explored. Outcomes Result 1b: •

3 VTC in Homoine district are suitably equipped to provide market-driven TVET

•

1 VTC in Jangamo district is suitably equipped to provide market-driven TVET

•

% increase in females trained in VTC (% to be identified during baseline)

Result 1c: CBO/local NGO and local authorities in Jangamo and Homoine districts have institutional and technical capacity to lobby, manage VTC and implement successful youth employment strategies Both partners have considerable expertise and experience in working with youth on vocational skills and apprenticeship programmes upon which the project will draw. However, the activities under this result will significantly contribute to the capacity of both partner organisations: for DPEFP-I to more effectively manage public VTC and monitor private VTC in Inhambane province; and for ACUDES, and other local NGOs involved in TVET, to more effectively collaborate with local authorities and the private sector for the benefit of youth employability and employment. Both partners will develop their expertise and have a stronger presence in their respective networks and the capacity to effectively participate in the multistakeholder PPP (Result 3). The current system DPEFP-I use for “tracking and tracing” (monitoring) trained youth is manual. It is prone to errors and ineffective in accurately tracking and tracing youth from time of enrolment in VTC through to employment and in monitoring the labour-market supply and demand gap. The action will allow for the acquisition of a centralised database at provincial level that will link to Homoine and Jangamo districts. It will track and trace youth training from enrolment to at least 6 months past completion. The system will also monitor types of employment obtained by youth and local businesses searching for young employees (job bank), which will assist in documentation and dissemination of lessons learned and results and in implementing provincial strategies for youth employment. This will help to minimise the labour-market supply and demand gap and eventually lead to the reduction of poverty in Homoine and Jangamo districts. DPEFP-I will be trained in the management and maintenance of the database and will cascade the training to the district level. It is envisaged that successful implementation will vie as a model for province-wide, and eventually nation-wide, usage. Outcomes Result 1c: •

4 local NGO/local authorities carry out successful lobby (i.e. to increase budget from national government allocated to vocational training at province level)

•

4 local NGO/local authorities have capacity to manage VTC (local authorities develop annual plans together with VTC upon which to manage), as perceived by youth and other stakeholders, and as evidenced by an increase in funding from local business, increase in enrolment and an increase in employment

•

Youth training & employment is effectively monitored, documented and analysed (and this information is used, for example, to make changes in TVET and/or lobby national-level government)

Result 2: Alumni groups and youth cooperatives are functional ACUDES will facilitate the formation of alumni groups in all target VTC, which are very relevant for networking purposes. Existing youth groups in Inhambane, supported by Plan, will assist in the capacity building of the alumni groups, particularly in creating links between youth in the community with the VTC (to potentially attend VTC). The alumni will also facilitate links between youth currently following TVET and recent graduates for mentoring purposes as career guidance. Additionally, alumni groups will enable DPEFP-I and ACUDES to obtain and document first-hand information on the challenges faced by youth in the labour-market for monitoring purposes. This will feed into and influence youth employment strategies developed and implemented by DPEFP-I provincially as well as their lobby for potential changes at the national level. Page 10 of 66

ACUDES will also facilitate the establishment of trade-based youth cooperatives in Homoine and Jangamo districts in order for youth choosing self-employment, and particularly those in the informal sector, to support each other in becoming productive and profitable. Through training, the youth will develop skills in organising, managing and facilitating cooperatives and will build the capacity to compete for tenders. The youth will be supported to link with more established associations and cooperatives, such as the Mozambican Association for the Promotion of Modern Cooperatives (AMPCM), in order to professionalise their cooperatives and take part in provincial and national decision-making concerning youth employment and employability. This will also provide for further development and capacity strengthening of the youth cooperatives. It is envisaged that the cooperatives will be member-managed and begin generating revenue by action completion. While the cooperatives will be separate from the alumni groups, some members will be the same, affording strong links between the two and the VTC. This is important as it provides continuity between VTC and employment and improves financial prospects of the youth. Representation of both cooperatives and alumni groups is envisaged in the PPP (Result 3). Outcomes Result 2: •

Alumni groups are functional in “recruiting” local youth to VTC

•

Alumni groups are functional in supporting youth in VTC to choose career tracks and find employment

•

At least 2 youth cooperatives are created (1 per district) and support at least 50 youth entrepreneurs

Result 3: Multi-stakeholder Private-Public Partnership (PPP) is equipped to support youth employment As Mozambique is experiencing rapid economic growth, there will be a focus on flexibility of TVET to the market through a multi-stakeholder quadrate PPP and through improving and guaranteeing access to girls and marginalised youth. The quadrate PPP establishes a partnership between local CBO/NGO involved in TVET; local authorities, such as DPEFP-I and DPEC-Provincial Directorate of Education and Culture, responsible for TVET in the target areas; the private sector, including potential employers in the formal and informal economy; and youth through representative organisations, such as youth groups, cooperatives and VTC alumni groups. Relevant stakeholders, identified during the market scan, will be approached early in the action as potential PPP members. These stakeholders will meet in a short series of introductory meetings during which objectives and roles & responsibilities of members will be defined. Commitments will then be made by participating members and stipulated in a legal document, formalising the PPP. Such commitments may include financial contributions, guaranteed apprenticeship positions (in formal and informal sector) and guaranteed maintenance of VTC to meet market-driven skills development. The document will also include information on the (organisational) structure of the PPP, gender balance, terms of members and the introduction of new members, for example. Capacity building activities will ensure that all involved parties are empowered to contribute to decisionmaking. By the end of the action, a functioning PPP will meet twice yearly to assess the link between TVET and local labour-market demand and will review the curricula once every two years, guaranteeing flexible, market-driven TVET, leading to greater youth employment and employability. Outcomes Result 3: •

20% increase in local (potential) employers providing apprenticeships

•

Local CBO/NGO, local private sector (formal and informal), local authorities and youth are equally represented in a functioning PPP (optimal number of participants will be decided upon by the PPP)

•

Multi-stakeholder PPP is recognised locally as an authority in youth employment

Foreseen Publications •

Baseline survey/market scan

•

Mid-term & Final evaluations

•

Annual case studies (2 per year)

•

Concrete guide to national TVET standards Page 11 of 66

•

TVET Trainers’ manuals

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Making reference to the overall objective(s) and specific objective(s), outputs and results described in the concept note identify and describe in detail each activity (or work package) to be undertaken to produce results, justifying the choice of the activities and specifying the role of each partner (and associates or contractors or sub-grantees where applicable) in the activities. In this respect, the detailed description of activities must not repeat the action plan (to be provided in Section 2.2.3 below) but demonstrate coherence and consistency in the project design. Preparation Activities 0.1 Recruit project staff Hire project staff and inform stakeholders on project approval and start date. Some of the existing staff will be assigned to the project, but others will need to be hired. Output 0.1: project staff is in place 0.2 Launch project at National level The action will be launched at the national level through newspaper and radio advertisements as well as through a series of courtesy visits with relevant Ministries (such as Ministries of Labour, Education, Youth & Sports and Science & Technology) and the dissemination of project information through networks, bringing publicity and media attention to the action, its objectives and activities at all levels. Plan is responsible for coordinating these meetings with the support of the partner organisations. Output 0.2: project launched and visible at national level 0.3 Launch project at Provincial & District level Launch events will be held at province level with provincial government representatives and in the target districts with district leaders to sensitise the wider public about the action and also bring necessary publicity and media attention (mainly through community radio advertisements) to the action, its objectives and specific activities. At province level, a half-day event will be held with project partners and stakeholders, such as DPEC (Provincial Directorate for Education and Culture), INAS (National Institute for Social Welfare), DPMAS (Provincial Directorate for Women and Social Welfare), District health and social welfare services and DPT (Provincial Directorate of Labour), youth representatives and member of the Education for All Movement (MEPT) to introduce the project. At district level, Plan and partners will also organise half-day launch events with district-level authorities, such as the District department for Education, Youth & Technology and key community leaders to build and strengthen ownership and support for the action. The leaders then cascade the information to the community members In addition to providing information on the project to the general public, the publicity launch around these events will serve as initial promotion to local businesses and organisations that may later be approached to participate in the PPP and/or offer apprenticeships (based on the results of the market scan). Responsibility for these events lies with Plan with support from the partner organisations. Output 0.3: project launched and visible at district level 0.4 Conduct start-up workshop Plan will organise and facilitate a 3-day grant start-up workshop with project partners as well as key stakeholders from Homoine and Jangamo districts. The objective of the workshop is clarity of the contract and partnership details, preparation of the detailed planning of activities for year 1 and identifying critical steps of the project. Output 0.4: one 3-day workshop with 20 participants 0.5 Draft and sign Memoranda of Understanding Page 13 of 66

Plan will enter into a legal agreement with official project partners based on the outcomes of the start-up workshop, formalising roles and responsibilities of project partners. Output 0.5: MoUs drafted and signed 0.6 Procure project equipment Plan, ACUDES and DPEFP-I will procure equipment required for project staff to effectively implement project activities, such as working space, laptops, etc. Plan will coordinate the procurement of vehicles. Standard procedures in line with the EC guidelines will be fully adhered to, and appropriate tender procedures will be used as required. Output 0.6: project equipment is in place Result 1: Improved quality of technical vocational education and training (TVET) in Jangamo and Homoine districts Result 1a 1.1.1

Conduct baseline survey/market scan

The baseline survey/market scan will take place immediately after action start-up. Its purpose is to: •

Analyse the local market (with importance placed on including informal sector); identify key gaps between the market and courses offered by VTC; identify local business/potential employers; identify potential apprenticeship placements; identify local businesses to participate in PPP

•

Analyse the situation in the two districts with particular reference to key social and economic indicators amongst youth and their communities

•

Identify barriers to access for girls and marginalised youth (including youth affected by HIV); use as input to propose new selection criteria for youth to VTC; key questions: What are the barriers to access? What needs to be available to ensure girls and marginalised youth follow TVET courses and become skilled labour?

•

Analyse needs for life-skills trainings

In particular, the analysis will provide an understanding of the dynamic market conditions and the sources of potential employment growth within Homoine and Jangamo and surrounding areas. It will serve also as a tool for measuring performance throughout the action lifespan. Collaboration with other organisations in the area will ensure that the analysis creates a total image and picks up on lessons learned in the field of TVET. Plan is responsible for coordinating this activity. Output 1.1.1: 1 baseline survey/market scan

1.1.2

Review national TVET standards

DPEFP-I will coordinate a desk study to research and compile current TVET standards in Mozambique into a short, structured guide. This deliverable will be used during the curricula design and modification workshops as guides for TVET stakeholders (PPP participants) who do not have easy access to this information. Output 1.1.2: structured guide on national TVET standards 1.1.3

Modify and design curricula according to market needs

DPEFP-I will coordinate a 5-day curriculum design workshop, co-facilitated by an international and a local TVET expert, based on the needs identified in the market scan. ACUDES and other potential PPP participants (private sector, youth representatives) will provide input on specific, realistic elements, all in line with national TVET standards, for courses required to meet the needs identified in the scan, such as: •

Required education level at entry for the different courses Page 14 of 66

•

Required skill-set at completion

•

Recommended timeframe for courses

DPEFP-I will use this input to finalise the design of curricula(longer term courses together with the Ministry of Education) in line with national TVET standards, as stipulated in the Decree 37/92 of 27 th October 1992, and to develop relevant trainers’ and learners’ guides. While DPEFP-I is responsible for this activity, ACUDES will contribute a great deal of expertise, particularly regarding TVET for informal sector professions – identified by the OECD in 2008 as a key weakness of INEFP, but an area in which ACUDES is strong in other districts. This may also significantly influence the required level of education at entry, which often works as a barrier to entry for local youth. Output 1.1.3: 1 curriculum design workshop; market-oriented curriculum designed 1.1.4

Carry out awareness raising activities to attract local youth – particularly girls and marginalised youth – to attend VTC

ACUDES, with support from DPEFP-I, will be responsible for coordinating and carrying out annual campaigns in Homoine and Jangamo districts, beginning late in year 1, to inform the local youth and community with the aim of increasing the number of local youth attending VTC. Youth (particularly local youth) who have attended the VTC will be engaged in the campaign preparations and decision-making. The campaigns will consist of, amongst other forms of dissemination such as posters, video (related to success stories of youth who improve their lives after attending VTC), theatre (done by youth groups), radio and newspaper advertisements and will also promote the VTC orientation (Activity 1.1.5). Output 1.1.4: 8 campaigns carried out (4 per district); 2,000 (200,000 by radio) community members aware of TVET at local VTC 1.1.5

Orientate youth on courses and professions in the target districts

ACUDES and DPEFP-I will be jointly responsible for coordinating and carrying out annual orientation days, beginning at the end of year 1, at the VTC to an estimated average of 100 youth in year 1 and 200 youth per year thereafter. These will be half-day events held at the VTC to provide more detailed information to youth regarding the courses available at the VTC that will prepare them to enter the labour-market successfully. Alumni networks and members of youth cooperatives will assist in these days from year 3 as motivation for the local youth. Output 1.1.5: 700 youth orientated on TVET 1.1.6

Develop training package to train TVET trainers relevant to their expertise (including use of updated technology) and youth-friendly & gender-sensitive environments

DPEFP-I will be responsible for coordinating with Plan, ACUDES, one international and one Mozambican TVET expert to develop training materials for refresher and new-trainer training workshops and leading apprenticeships (Activities 1.1.7, 1.1.8, 1.1.9) based on the market scan and newly modified and/or developed curriculum in a 5-day workshop. The focus is on creating easy-to-use materials that provide practical tools for effective training in: •

trainers’ specific fields and implementation of modern technology and equipment in those fields

•

youth-friendly and gender-sensitivity in training environments

•

career guidance

Instead of “re-inventing the wheel”, use will be made of state of the art materials that have been developed internationally and locally. Output 1.1.6: Interactive, comprehensive and easy to use training package, including manual and materials. 1.1.7

Provide refresher training to current TVET trainers Page 15 of 66

DPEFP-I will coordinate refresher training workshops for current TVET trainers in the second half of year 1, using the training package developed in Activity 1.1.6. It is envisaged that there will be an estimated four 5day refresher training workshops for current TVET trainers. These will be intensive training workshops cofacilitated by a consultant and a DPEFP-I trainer in which TVET trainers will be familiarised with the use of the training package. Enough time will be allocated to develop action plans on how courses can be most effectively delivered in the VTC and youth can be best supported in their subsequent career search. Output 1.1.7: 90 TVET trainers re-trained 1.1.8

Provide training of trainers to new TVET trainers relevant to their expertise (including use of technology) and youth-friendly and gender-sensitive environments

DPEFP-I will coordinate training workshops for newly hired TVET trainers (Activity 1.2.4) in year 2, using the training package developed in Activity 1.1.6. There will be a 10-day training workshop for new TVET trainers. These will be intensive training workshops co-facilitated by a consultant and a DPEFP-I trainer in which TVET trainers will be familiarised with the use of the training package. Enough time will be allocated to develop action plans on how courses can be most effectively delivered in the VTC and youth can be best supported in their subsequent career search. Output 1.1.8: 12 new TVET trainers trained 1.1.9

Provide training to local employers on effective apprenticeships and youth-friendly and gendersensitive environments

20 local business/organisations (private and public sector) who have agreed to offer apprenticeships (many of whom will also participate in the PPP) will be provided training through a 2-day workshop, facilitated by a DPEFP-I trainer, to develop a clear programme to effectively lead apprentices, ensuring that learning opportunities are maximised and that youth are protected from being exploited as a means of cheap labour. Youth-friendly and gender-sensitive environments will be included as topics during the training workshops. These training workshops will also serve as an incentive for local businesses/organisations as quality apprenticeships lead to more qualified labour and therefore a higher quality â&#x20AC;&#x153;productâ&#x20AC;?. The trainings will be given annually starting in year 2 of the action. Each participating business/organisation will be required to sign a memorandum of understanding that will guide the nature of their relationship with ACUDES and DPEFP-I. Responsibility for this activity will lie with the partner organisations ACUDES and DPEFP-I, with support from Plan. Output 1.1.9: 60 local potential employers trained as apprenticeship leaders Result 1b 1.2.1

Analyse baseline data and information concerning physical barriers to access for girls and marginalised youth and integrate findings in VTC architectural plans

Plan will facilitate a one-day workshop during which information gathered in the baseline survey will be analysed to identify the physical barriers of access to TVET for girls and marginalised youth(such as, for example, toilets, day care provisions, ramps). ACUDES, DPEFP-I, District government representatives, the architect firm and representatives of girls and marginalised youth will participate in the workshop to guarantee a common understanding. Architectural plans for VTC have already been approved at provincial level. These plans are flexible enough to allow for modification based on the findings. Output 1.2.1: 1-day workshop in which architectural plans are modified to eliminate barriers to access 1.2.2

Renovate and equip 3 VTC in Homoine district

Based on the findings from the market scan and Activity 1.2.1, renovate and suitably equip three existing VTC in Homoine district. Such equipment may include sewing machines, computers and lathes (wood- and metalworking) for example. The renovation of the buildings will provide short-term employment and apprenticeships to local labourers. Legal and ecological standards and regulations will be adhered to, as well as EC visibility requirements. Plan will be responsible for coordinating the tendering and contractor selection Page 16 of 66

and for supervision for this activity, however in close collaboration with partners for transparency, accountability and ownership purposes. Output 1.2.2: 3 VTC in Homoine renovated and equipped 1.2.3

Construct and equip 1 VTC in Jangamo district

Based on the findings from the market scan and Activity 1.2.1, construct and suitably equip one VTC in Jangamo district. Such equipment may include sewing machines, computers and lathes (wood- and metalworking) for example. The district government has already identified and committed 90 hectares for the construction of the new VTC. The construction of the building will provide short-term employment and apprenticeships to local labourers. Legal and ecological standards and regulations will be adhered to, as well as EC visibility requirements. Plan will be responsible for coordinating the tendering and contractor selection and for supervision for this activity, however in close collaboration with partners for transparency, accountability and ownership purposes. After completion, ACUDES will be responsible for maintenance of the infrastructure, gradually (over an estimated 5 year period) ceding responsibility to the district government. A special working group will be established to develop a step-by-step action plan for gradual accession to the district government. ACUDES and the district government, who have an amicable relationship, will capture the details of their commitments in a Memorandum of Understanding in year 1 of the action. Output 1.2.3: 1 VTC in Jangamo built and equipped 1.2.4

Support recruitment of TVET trainers and VTC staff in Jangamo district

ACUDES will recruit trainers for the new VTC in Jangamo district (Activity 1.2.3) based on the identified needs in the baseline survey/market scan. The salaries of the trainers and staff will be fully supported by the action budget for a two-year period beginning in year 2, and 50% in year 4. DPEFP-I has committed to covering the trainersâ&#x20AC;&#x2122; and staff salaries once the project has finished. It is envisaged that cost-recovery and fundraising mechanisms developed by the PPP during the action will also identify additional sources of funding. Output 1.2.4: 12 TVET trainers and 5 VTC staff in place in Jangamo 1.2.5

Provide kits as start-up support for graduates

Young people who graduate either from apprenticeships or TVET courses will receive a set of tools or a kit relevant to their chosen profession (such as a sewing machine or hammer and screw drivers, although not all trades require kits, such as tourism). This will act as a start-up incentive or boost to the youth graduates in order to encourage and motivate them in their chosen career path. Advice and support will be given on means to acquire working capital and other factors of production in order to start or sustain enterprises through courses on DDF. Responsibility for this activity will primarily lie with the partner organisations ACUDES and DPEFP-I but with support from Plan. Output 1.2.5: at least 200 VTC graduates have obtained start-up kits

Result 1c 1.3.1

Build and strengthen institutional capacity of project partners

Training will be provided to project partners to build institutional capacity in order to more adeptly fulfil their roles in assuring appropriate TVET in a dynamic, developing economy. Training will focus on delivery of effective service, creating links with relevant organisations and institutions and influencing decision-making. Results from the training will include the ability to expertly engage with local employers and labour market institutions to align curricula to labour-market demand and to establish cogent partnerships with relevant private and public parties in order to play this role effectively. Plan is responsible for organising this activity, while all partners will be trained. Output 1.3.1: institutional capacity of 3 partners strengthened 1.3.2

Build capacity in lobby & advocacy, gender and child rights & protection of partners Page 17 of 66

A key aspect of this action is the creation of a replicable, successful TVET model by documenting and sharing experiences and lessons learned through case studies and other forms of documentation. It is therefore important that implementing partners are well recognised in their respective networks as leaders and experts in the field of TVET, gender and child rights, and capable of influencing policy decisions in these areas. It is equally important that both ACUDES and DPEFP-I are visible in the communities in which they work. Plan has adequate systems, resources and trained professionals and will coordinate a 5-day advocacy training workshop to strengthen lobby & advocacy capacity of all partners as well as facilitate gender (2days) and child rights & protection training (2-days) workshops in year 1 of the action. Output 1.3.2: 3 partners capacitated in lobby & advocacy, gender and child rights & protection 1.3.3

Facilitate exchange visit for project partners to INEFP-Maputo

The INEFP office in Maputo has experienced success in its TVET partnership with the private sector whereby businesses see the benefit in financially supporting youth to attend VTC. DPEFP-I will organise an exchange visit for the partners to the INEFP-Maputo office to learn from their experiences. This will take place during year 2 of the action. In addition to the exchange visit, DPEFP-I will make contact with other Provincial INEFP Delegations, particularly those working on similar EU-funded project such as in Vale de Flor and Zambezia, in order to learn more from the implementation of their respective projects and to share lessons learned and best practices. Output 1.3.3: 1 exchange visit between partners and INEFP-Maputo 1.3.4

Procure database system to effectively track and trace trained youth & youth employment

DPEFP-I, with the support of Plan, will specify database requirements and identify a software package – which should include the software, licensing, training, support and maintenance – to meet such requirements. The database will be centrally managed at province level, with two decentralised input branches located in VTC – one in Homoine and one in Jangamo – but with the capacity to expand at a later date. The training of DPEFP-I staff on data input, monitoring and analysis (i.e. running of reports) will be included in the package. DPEFP-I will take over running costs of the database upon completion of the action. Output 1.3.4: one centralised database with 2 branches; DPEFP-I staff trained to use database 1.3.5

Train branch users to work with database

DPEFP-I staff trained in Activity 1.3.4 will train 6 database users (2 key users) per VTC with database input station at district level to properly input data in the database. The importance of correct data entry will be stressed as the information produced from the database will be used as a basis to advocate, for example, policy change. Output 1.3.5: 12 VTC staff (6 per input station, 4 total key users) trained to use database Result 2: Alumni groups and youth cooperatives are functional 2.1 Establish and support alumni groups All VTC will establish and support alumni groups to form and meet quarterly (i.e. to provide support to each other) beginning in year 2. Plan will link youth groups from Inhambane to those in the VTC in Homoine and Jangamo for capacity building (i.e. community mobilisation) purposes. Alumni groups can be very influential in motivating youth to continue their courses, in helping each other to either find employment or begin selfemployment and in bringing innovative ideas to the VTC (cost-recovery, for example). They also create a natural link between the VTC and local businesses/organisations. ACUDES will be responsible for this activity, with the support of Plan and its links and experience with youth groups. Output 2.1: 4 Alumni groups formed and meet quarterly 2.2 Establish and build institutional capacity of youth to form cooperatives ACUDES will support youth currently enrolled or who have recently completed TVET and are seeking selfemployment to establish trade-based cooperatives (for example carpentry or agri-business). Beginning in year 3, ACUDES will support the groups through the provision of start-up tools, access to local business fairs Page 18 of 66

and providing the venue and stationary for regular meetings. The groups will officially register as cooperatives and 10 participants will receive institutional capacity building, similar to that in Activity 1.3.2. With the support of ACUDES, Plan and the PPP, the cooperatives will build links to, for example, the Mozambican Association for the Promotion of Modern Cooperatives (AMPCM) and other trade-based associations and cooperatives. Output 2.2: at least 2 cooperatives are established and functioning 2.3 Support exchange visits with other youth groups, associations and/or cooperatives ACUDES will coordinate and support up to 2 exchange visits for 10 youth per youth cooperative with other (youth) groups, associations and/or cooperatives in the region during the action lifetime. These visits will serve to further build the capacity and potential sustainability of the cooperatives as well as to motivate youth who have joined the cooperative before completing TVET to complete the full TVET trajectory. They additionally serve as publicity and visibility for the TVET model developed through this action. Output 2.3: 4 exchange visits with regional youth groups, associations and/or cooperatives Result 3: Multi-stakeholder Private-Public Partnership (PPP) is equipped to support youth employment 3.1 Establish and private-public partnership (PPP) between local authorities, businesses, CBO/NGO and youth to monitor TVET & youth employment and provide input on curriculum In mid-year 1, ACUDES will bring together local business & organisations (private and public sector) and youth groups, identified as potential PPP participants during the district launch phase and market scan, in an estimated three half-day introductory meetings. Roles & responsibilities of participating members and joint objectives within the PPP will be identified and agreed upon during these early stage meetings, after which formal, legal commitments will be made to participating in the PPP. ACUDES is responsible for the activity, while the PPP itself will be member managed (ACUDES being also a member). Output 3.1: PPP is established 3.2 Support functioning of private-public partnership (PPP) between local authorities, businesses, CBO/NGO and youth to monitor TVET & youth employment and provide input on curriculum Capacity building will be provided once the PPP is officially established to ensure that participants are able to manage the PPP, to fulfil their roles within the PPP and to make effective recommendations to DPEFP-I and other relevant authorities regarding TVET courses and curricula. The PPP will meet quarterly in its first year, twice yearly thereafter, in one-day workshops to monitor TVET in Homoine and Jangamo districts, whether the quality of skills produced meets the local labour-market demand and what, if any, minor modifications need to be made. The action will support the running of the meetings in-full during the first two years of the PPP, and 50% till project closure. The remaining 50% will be covered by contributions agreed upon in Activity 3.2. Own contributions from participating members will keep the PPP running and functional after project closure. Output 3.2: PPP is functioning 3.3 Support course and curricula review by private-public partnership (PPP) TVET courses and curricula will be reviewed by the PPP once every two years in three-day workshops â&#x20AC;&#x201C; giving ample time to test effectiveness of courses as well as flexibility to the market. The first of these review workshops, in year 3 of the action, will include the support of a local TVET expert and be financed by the action. ACUDES and DPEFP-I will be jointly responsible for coordination of the workshop. Output 3.3: TVET courses and curricula reviewed Cross-cutting Activities The following activities are considered critical to the overall effectiveness of the project and its impact, however are cross-cutting rather than relating to a particular result. Page 19 of 66

4.1 Management and operational steering committee meetings Further described under Methodology, the management steering committee will meet quarterly and will take strategic decisions. The operational steering committee is for coordination purposes and will meet on a monthly basis during the first year. The frequency will be reviewed and modified as necessary at the end of year one. Plan will have a coordinating role in both committees, while the chairperson will rotate. Output 4.1: project is well coordinated and decisions are taken promptly 4.2 Annual Peer Review meetings Plan will coordinate annual workshops with partners as well as “peers” (i.e. organisations, institutions, businesses and youth representatives) during which case studies (all years) and mid-term and final evaluations (in year 2 and 4) will be presented and discussed. These workshops will guarantee continued coordination with other interventions in the target region and provide input for the MSC on the direction of the action. Output 4.2: project is reviewed 4.3 Documentation and Visibility activities A number of documentation and visibility actions will be undertaken, such as: •

radio and newspaper advertisements at national, province- and district-level at project start

•

annual district-level campaigns and VTC orientation days

•

project brochures as information education and communication (IEC)

•

courtesy visits with national, province- and district-level stakeholders (government and private sector)

•

documentation of lessons learned and best practices in at least 2 case studies per year

•

dissemination of case studies and mid-term and final evaluations through peer review meetings with participants from partners’ networks (i.e. wide range of stakeholders)

Photographs also be will be taken during implementation and will be shared widely for information dissemination. Documentation will particularly highlight best practice experienced within the action, for example in the areas of apprenticeship development and vocational skills training and this will be shared with relevant stakeholders. It is envisaged that this will contribute significantly to the development of the TVET sector as a whole as other development agencies and government stakeholders are able to learn from the experiences and practices. During the implementation of the action quarterly and annual narrative reports will be produced and shared. The action will also support the development of IEC materials to enhance the status and attractiveness of skills development for both youth and (potential) employers. Public awareness and career guidance of learners will promote self-understanding, acceptance and commitment to skills development. Recognition to the EC as main funder of the action will be given at all meetings, events and activities. Additionally, Plan will make efforts to include case studies and success stories from the project in its publications, which include regular magazines and annual reports that are widely distributed (circulated to +/- 110.000 supporters in the Netherlands 3 times per year) and on its external website. All materials, publications and equipment related to the action will acknowledge the support of the EC. Communication and visibility activities and publications relating to the action will be in line with the EC’s Communication and Visibility Manual for European Union External Actions. Responsibility for these activities will lie primarily with Plan, which will coordinate the visibility activities throughout the lifespan of the action, while partner organisations will be heavily engaged in them. Output 4.3: action is well documented and highly visible at all levels 4.4 Annual Audits The action will undertake an annual financial audit in line with all legal requirements and those of the EC as the main funder of the project. An external auditor approved by the local EU delegation will be engaged by Plan, who will be responsible for this activity. Plan finance and programme staff will provide expertise and experience in support of this activity. Page 20 of 66

Output 4.4: 4 annual audits carried out 4.5 Mid-term and Final Evaluation A mid-term and final evaluation will be carried out during the action lifespan. The mid-term will be carried out half-way through the action and will assess action progress against the objectives and expected results, highlight challenges and propose recommendations for improvement. The final evaluation will have similar measures and provide recommendations for scale-up. Both evaluations will be used as tools to guide the action (or follow-up action) and will document overall impact and learning achieved during the implementation process. Responsibility lies with Plan, who will hire an external consultant for each evaluation. Output 4.5: 2 evaluations carried out 4.6 Project Closure A major event will be held in both districts at the end of the action lifespan to highlight the outcomes and achievements of the action. This event will involve sharing of the achievements, challenges, learning and recommendations to all stakeholders. It is anticipated that there will also be considerable media exposure at these events, creating visibility. Primary responsibility for these events will lie with Plan but with the active involvement of the partner organisations. Output 4.6: action closed

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1.2.2. Methodology (max 4 pages) the methods of implementation and reasons for the proposed methodology; Focus on girls and marginalised youth: Girls in particular become increasingly vulnerable as they enter adolescence, particularly those with limited education, leaving them with limited socio-economic opportunities and confronting issues like early marriage, gender-based violence, HIV/AIDS and teenage pregnancy. Other youth are marginalised due to, for example, extreme poverty or the impact of HIV/AIDS. Given limited government capacity, CSOs play a major role in supporting the State to deliver on obligations to its citizens and in holding it accountable according to national and international protocols and conventions to which it is signatory. Concerning economic empowerment, Mozambique’s youth, especially girls, are most affected in a society in transition and also have the potential to be the most powerful agents of change. Empowering Mozambique’s girls and marginalised youth through TVET and improving their employability presents an important opportunity for civil society, government and the private sector to cooperate in addressing societal inequalities and assisting adolescent girls and marginalised youth in reaching their full potential while improving economic outcomes. The following strategies will be used: •

Thorough assessment of barriers to access for girls and marginalised youth and the integration of findings in all activities

•

Positive discrimination to particularly encourage girls to take up TVET activities generally dominated by men and to participate actively in the alumni groups and youth cooperatives

•

Build the capacity of TVET trainers to provide career guidance with special focus on girls and marginalised youth

Capacity building of local partners: Capacitating local partners in both organisational and technical skills is viewed as a central point of the project and is built in all the activities, either through targeted training or through support in implementation of activities. Child Centred Community Development (CCCD): The action will consistently be implemented in line with Plan's Child-Centred Community Development (CCCD) rights-based approach in which the young people and their communities are at the heart of their own development to create sustainable changes in their lives. All activities will therefore use a participatory approach where the needs of the youth are constantly central to the project. This implies that young-people will be involved in decision-making processes, such as identification of relevant training and apprenticeships, amongst others. In addition, there will also be opportunities for youth and community participation in the Baseline survey/market scan and the mid-term and final evaluation processes. Public-Private Partnership: The action establishes a private-public partnership (PPP) with participants representing (local) government, CBO/NGO, business and youth that will be empowered to make high-level recommendations to influence TVET courses and curricula and implementation of youth employment strategies in Inhambane. It is an innovative approach to ensuring flexibility to the labour-market as well as to the needs of youth (particularly girls and marginalised youth). It is envisaged that the PPP will continue functioning after project closure through contributions from the local government budget and local businesses. Stakeholder Participation: This is also in line with CCCD but here refers to the participation of organisations/institutions in the partners’ networks to participate in the review of the action, in particular midterm and final evaluation processes, but also in the baseline survey/market scan and in management and operational steering committee meetings on an invitational basis. Such networks may include the Education for All Movement (MEPT), governmental bodies such as DPEC and INAS, and representation of youth from TVET alumni networks, cooperatives and other youth groups.

explain how the action is intended to build on the results of previous actions and evaluations; The proposed action is not a prolongation of a previous action, but links with activities being carried out by Plan in social protection, livelihood, health and Youth Empowerment through Media and Arts (YETAM); it builds on projects by ACUDES in TVET and community development; and fits within the authority of DPEFPI. It builds on findings, conclusions and recommendation of the OECD African Economic Outlook Mozambique, 2008; the African Union Strategy to Revitalize Technical and Vocational Education and Training (TVET) in Africa, 2007; the PARP 2001 – 2014; and from a participatory survey carried out by Plan in 2009.

explain how the action is coordinated with other programmes, in particular from the EU; Page 22 of 66

The proposed action is not part of a larger programme, but works within the PIREP and provincial education and employment strategies to increase employability of marginalised youth, in particular the Plano Estratégico Do Município deInhambane2009-2019, Strategy 2 “Criar condiçõ espara o desenvolvimento económico local” and more indirectly Strategy 1 “Promover, atrair e facilitar o investimento turístico sustentável em Inhambane”. It is in line with the EC CSP & NIP 2008 – 2013. Support has been gained from local CBO, (I)NGO, such as CARE, and government officials during consultations, ensuring the proposed action will not duplicate other efforts in the target districts. Strong synergies exist with ACUDES programming, currently implementing TVET activities in Inhambane province, outside the target districts, and member of several relevant networks; and with Plan programming, particularly linkages with youth groups established with Plan support in Inhambane city.

the procedures for follow up and internal/external evaluation; The project will be monitored through Plan’s Internal monitoring system, the Program Accountability System (PALS). The monitoring component of PALS provides the framework to measure progress towards results and objectives. Monitoring will be carried out at all levels, from local district-based project implementation level to the country programme level through established mechanisms. The following are the main methods for on-going internal monitoring: • Management Steering Committee: The MSC will meet quarterly and will take strategic decisions on the direction of the action based in part on the monthly OSC meeting reports. This committee will consist of director/higher-management level functions in each of the partner organisations and the project manager. Focus will be on the progress of the action toward the identified expected results and outcomes as well as under the frameworks of PIREP and the PARP 2011 – 2014. •

Operational Steering Committee: The OSC is for coordination purposes and will meet on a monthly basis during the first year (to be reviewed at the end of year 1). This committee will consist of the project manager, community facilitators and others involved in daily implementation and monitoring of the action. Challenges and good practices will be discussed; activities will be coordinated; and, activity outcomes and action progress will be measured against the action plans and indicators. The meetings will be documented in monthly meeting reports which will feed into the quarterly and eventually annual progress reports.

•

Day-to-day management and coordination: This is the responsibility of the Project Manager, who will report to the Plan Programme Unit Manager. The PM will maintain regular and open dialogue with partners, community members, local authorities and VTC.

•

Annual Peer Review: described in Activity 4.2, Plan will coordinate workshops with partners as well as “peers” (i.e. organisations, institutions, businesses and youth representatives) during which case studies (all years) and mid-term and final evaluations (in year 2 and 4) will be presented and discussed. These workshops will guarantee continued coordination with other interventions in the target region and provide input for the MSC on the direction of the action.

•

Quarterly and Annual reports: These will focus on overall progress, key indicators and statistical records (fed by the new database under Result 3), challenges faced, lessons learned and plans for the next reporting period

The following methods will be used for external monitoring: • Annual financial audits: Independent auditors identified in consultation with the local EC delegation will conduct annual financial audits to ensure that project finance is being spent in line with grant requirements and indicated budgetary constraints •

Mid-term & Final evaluations: Evaluations will be conducted by external independent consultants. The project evaluation will determine systematically and objectively the relevance, efficiency, effectiveness and impact of activities in the light of their objectives. The mid-term will focus on providing recommendations for the remaining two years; the final will focus on assessing overall impact. The evaluators will employ a participatory methodology that will ensure the active participation of relevant stakeholders –such as beneficiary youth, VTC staff, local government officials, local businesses and community members – on a sample basis to provide key input into the process and to serve as the main sources of qualitative data.

the role and participation in the action of the various actors and stakeholders; Plan in Mozambique is responsible for the planning and preparation of the action in collaboration with local partners and stakeholders and for the overall coordination. Plan will conduct a start-up workshop, advocacy workshops, reproduce and disseminate relevant materials on the action. Plan in Mozambique, with the Page 23 of 66

participation of project partners and stakeholders, will monitor and supervise the project. Plan will ensure that the action is implemented as a coherent project that will fulfil the objectives and lead to sustainable improvements once the action ends. Plan in the Netherlands has advised on the development of this proposal and will provide support for reporting and evaluation as well as technical support in managing the grant. Plan NL serves as a channel for information sharing with other Plan offices, statutory bodies such as the EC and international NGOs. Through direct communications with Plan supporters in the Netherlands (+/- 110,000 people), the press, and the Dutch development community, the project’s experiences and lessons will be shared widely. ACUDES, a local NGO focused on sustainable development and building youth capacity through vocational training, with a focus on young women and youth affected by HIV/AIDS, has actively participated in the development of the action. ACUDES is in particular responsible for the direct implementation of activities involving the linking of youth and VTC to local potential employers. INEFP is the national government directorate responsible for employment promotion through viable alternatives that favour the occupation of youth and people in difficult labour insertion, contributing to poverty alleviation. The INEFP-Inhambane delegation (DPEFP-I) is partner to this action. Please note that date of registration of DPEFP-Inhambane for the full proposal is therefore different to INEFP in the concept note (which referred to the national level INEFP rather than the delegation at province level). DPEFP-I is responsible for implementing activities whereby it is particularly necessary to guarantee coordination with government (province- and national-level) decisions, frameworks and TVET standards and strategies. Other key stakeholders are province- and district-level government, local private sector, CBO/NGO and youth in Homoine and Jangamo district. All key stakeholders are fundamental to the success of the action and their participation will be actively sought throughout the lifetime of the action.

the organisational structure and the team proposed for the implementation of the; The action will complement and enhance existing organisational structures within Plan and partners. Plan Programme Staff: Country level: Country Director (covered by Plan) –represents project at national level with regards to relevant Ministries and the EU delegation. Programme Assistant (20%) – responsible for coordination of project with the Country Strategic Plan and other programmes/projects in Mozambique. Monitoring, Evaluation & Research Coordinator (25%) – responsible for overall design, coordination and supervision of monitoring and evaluation and incorporates the project into Plan’s enhanced monitoring and evaluation system. Learning Coordinator (10%) – responsible for providing technical support with regards to education/TVET and linking to similar initiatives in Mozambique. Field level: Programme Unit Manager (10%) – supervises Project Manager directly in the field ensuring that action is implemented and wellcoordinated as per plan. PUM sits on the Management Steering Committee. Project Manager (100%) – coordinates daily aspects of the action, key contact for project partners and responsible for local project coordination, monitoring and liaising with other organisations working on vocational training. PM sits on the Management and Operational Steering Committees. Netherlands: Senior Education Advisor (10%) – responsible for technical support throughout the grant, high performance standards and linking and learning through Plan International. Support Staff: Country level: Finance Manager (20%) – responsible for assisting programme and management staff with financial issues and responsible for overall financial management and technical support for project partners. Grants Manager (5%) – responsible for all grant transactions related to the project and liaises with Plan NL office and partners. Field level: Project Finance & Administration Officer (100%) – responsible for supporting Project Manager and Finance Manager, particularly on administrative issues; assists management staff with logistics and administrative support at field level. Driver (100%) – responsible for driving staff of Plan and partners safely to the project areas and other general services related to project implementation. Netherlands: Resource Mobilisation Officer (5%) – responsible for compliance with EC requirements and EU contact. ACUDES Programme Staff: Executive Director (20%) – responsible for taking strategic decisions, official contact with business associations, ensures overall coordination with ACUDES strategy and directly supervises Project Coordinator. ED sits on the Management Steering Committee. Project Coordinator (100%) – responsible for, among other duties, coordinating and supervising the implementation of the project and its activities and coordinating and encouraging the project team. Also supports the formulation, monitoring and evaluation of the project individually and in collaboration with other institutions and companies in the area and systematises the data and progress of the project. PC sits on the Operational Steering Committee. Training/VTC Coordinator (100%) – responsible for coordinating the training set, avoiding disjointed series of courses while remaining flexible, articulate and responsive to the real human resource needs of target areas. TVC will sit on the Operational Steering Committee. Community Facilitators (4 x 100%) – committed to practical action on the ground, CF facilitate, promote and catalyse project development and linkages between the project and the community. Support Staff: Finance Officer Page 24 of 66

(50%) –responsible for the administrative and financial management of the project including the preparation of financial reports. Driver (100%) – responsible for driving staff of ACUDES and partners safely to the project areas and other general services related to project implementation. DPEFP-I Programme Staff: salaries will be covered by the DPEFP-I budget. Per diems will be provided for days spent directly on implementation of the action for the following: Head of DPEFP-Inhambane (2 days/month) – overall responsible for the definition of curricula, monitoring of VTC and mobilisation of apprenticeships in the public and private sectors. Head of DPEFP-Inhambane sits on the Management Steering Committee. Head of Employment department (2 days/month) – responsible for developing employment promotion programmes, proposing new courses, presenting training modules. Will also manage the database (Activity 1.3.4). Employment Technician (4 days/month) – responsible for VTC candidate selection criteria. Responsible for professional guidance, conducting programmes to promote employment and self-employment and integrating trainees in the job market. ET sits on the Operational Steering Committee. Head of Vocational Training department (2 days/month) – responsible for monitoring implementation of TVET and promoting training of trainers. Head of Employment and Vocational Training Centre (4 days/month) – responsible for presenting proposed budget and business plan to Department of Education, conducting training, ensuring maintenance of facilities and monitoring training sessions.

the main means proposed for the implementation of the action (equipment, materials, and supplies to be acquired or rented); •

4 laptops, 5 desktop computers & 3 printers to support coordination, management and implementation

•

9 office sets to support project coordination and management

•

3 digital cameras (1 per partner) to support documentation of the action

•

2 4x4 vehicles (Plan 1, ACUDES 1) to support implementation and monitoring of activities

•

2 motorcycles (ACUDES) to support community facilitators in their implementation of community mobilisation activities

•

1 Projector (ACUDES) for usage in PPP meetings and annual campaigns

•

1 generator to use in annual campaigns in the districts (Activity 1.1.4)

•

Rental of large screen and DVD for annual campaigns in the districts (Activity 1.1.4)

•

4 megaphones to support annual campaigns in districts (Activity 1.1.4)

•

Rent small busses for exchange visits to INEFP-Maputo and youth cooperatives (cost-effective alternative to domestic flights)

the attitudes of all stakeholders towards the action in general and the activities in particular; In line with Plan’s community-based methodology, the proposal has been developed through a highly consultative and participatory process, involving all stakeholders. While private sector actors have been more informally consulted on their views of TVET needs and challenges, district-level government and youth representation were present and actively participated in proposal development workshops in July 2011 and January 2012. Activities were designed, revised and refined collaboratively among workshop participants, thus reflecting real, felt need by those responsible for implementing them and potential beneficiaries themselves. The primary motivation for this detailed process has been to not only involve all stakeholders but to ensure that the project can be successfully implemented with the consensus and commitment of all concerned. Consultations and workshops have revealed general enthusiasm and interest in the project, its importance and relevance as the issues of youth (un)employment and employability and the gap between labour-market demand and supply are strongly felt among all stakeholders.

the planned activities in order to ensure the visibility of the action and the EU funding. Visibility of the action will be achieved by putting in place a detailed visibility plan which will be drafted in the first quarter of the action and will be revised in the beginning of each new project year. All partners participating in the action will be involved in drafting the visibility plan and will take care that all possible sources of spreading information will be used. The role of Plan will be to strictly follow the Visibility Guidelines of the EC and ensure that all partners do as well. Main channels of information to be used: 1) Plan’s website (both international and in the Netherlands; 2) Social network services (twitter and Facebook) where Plan is present and has a large number of followers/friends; 3) other printed materials issued by Plan (annual reports, policy documents, etc.); 4) Page 25 of 66

website of partner organisation ACUDES; 5) Materials printed by partner organisations; 6) Radio advertisements described in Activities 0.2, 0.3, 1.1.3, will mention the EC as a main donor of the project; 7) EC will be mentioned during the National & District launches, start-up workshop and trainings; 8) All training materials, manuals, guidelines and so forth will include EC logos and appropriate references; 9) special representative/visibility items will be produced (calendars, stickers, brochures with the project & EC logo). As mentioned above, while presenting the project in different media, the EC Visibility guidelines will be strictly followed at all times.

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1.2.3. Duration and indicative action plan for implementing the action (max 4 pages) The duration of the action will be 48 months. Applicants should not indicate a specific start up date for the implementation of the action but simply show "month 1", "month 2", etc. Applicants are recommended to base the estimated duration for each activity and total period on the most probable duration and not on the shortest possible duration by taking into consideration all relevant factors that may affect the implementation timetable. The activities stated in the action plan should correspond to the activities described in detail in Section 2.2.1 The implementing body shall be either the applicant or any of the partners, associates or subcontractors. Any months or interim periods without activities must be included in the action plan and count toward the calculation of the total estimated duration of the action. The action plan for the first 12 months of implementation should be sufficiently detailed to give an overview of the preparation and implementation of each activity. The action plan for each of the subsequent years may be more general and should only list the main activities foreseen for those years. To this end, it shall be divided into six-month interim periods (NB: A more detailed action plan for each subsequent year will have to be submitted before receipt of new pre-financing payments, pursuant to Article 2.1 of the General Conditions of the grant contract). The action plan will be drawn up using the following format: Year 1 Semester 1 Activity

Semester 2 5

Implementing body

0.1 Recruit project staff

All partners

0.2 National launch

Plan

0.3 Province & District launch

Plan

0.4 workshop

Start-up

Plan

0.5 Draft MoUs

sign

Plan

0.6 Procure project equip.

Plan

1.1.1 Baseline/ market scan

Plan

1.1.2 Review TVET standards

DPEFP-I

1.1.3 Modify design curricula

DPEFP-I

Annual

ACUDES

1.1.5 Orientate youth of TVET

ACUDES

1.1.6 Develop training package

DPEFP-I

1.1.7 Refresher training workshops

DPEFP-I

1.1.4 campaigns

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1.1.8 New-trainer training workshops

DPEFP-I

1.1.9 Apprenticeship leader workshops

DPEFP-I ACUDES

1.2.1 Analyse physical barriers

Plan

1.2.2 Renovate & equip Homoine VTC

Plan

1.2.3 Construct & equip Jangamo VTC

Plan

1.2.4 Recruit TVET trainers

new

ACUDES

1.2.5 Provide startup kits

ACUDES

1.3.1 Build institutional capacity

Plan

1.3.2 L&a, gender, child rights training

Plan

1.3.3 Exchange visit to INEFP-Maputo

DPEFP-I

1.3.4 Database

DPEFP-I

1.3.5 Train database branch users

DPEFP-I

2.1 Establish/support alumni groups

ACUDES

2.2 Establish/build capacity youth coops

ACUDES

2.3 Youth coop exchange visits

ACUDES

3.1 Establish PPP

ACUDES

3.2 Support functioning

PPP

ACUDES

3.3 Support TVET review

PPP

ACUDES

4.1 Mgmt/op steering committee meetings

Plan

4.2 Annual Review

Peer

Plan

4.3 Documentation & visibility

Plan

4.4 Annual audits

Plan

4.5 Mid-term & final evaluation

Plan

4.6 Project Closure

Plan

For the following years: 2, 3, 4 Page 28 of 66

Activity

Sem 3

Implementing body

0.1 Recruit project staff

All partners

0.2 National launch

Plan

0.3 Province & District launch

Plan

0.4 workshop

Start-up

Plan

0.5 Draft MoUs

sign

Plan

0.6 Procure project equip.

Plan

1.1.1 Baseline/ market scan

Plan

1.1.2 Review TVET standards

DPEFP-I

1.1.3 Modify design curricula

DPEFP-I

Annual

ACUDES

1.1.5 Orientate youth of TVET

ACUDES

1.1.6 Develop training package

DPEFP-I

1.1.7 Refresher training workshops

DPEFP-I

1.1.8 New-trainer training workshops

DPEFP-I

1.1.9 Apprenticeship leader workshops

DPEFP-I ACUDES

1.2.1 Analyse physical barriers

Plan

1.2.2 Renovate & equip Homoine VTC

Plan

1.2.3 Construct & equip Jangamo VTC

Plan

1.2.4 Recruit TVET trainers

new

ACUDES

1.2.5 Provide startup kits

ACUDES

1.3.1 Build institutional capacity

Plan

1.3.2 L&a, gender, child rights training

Plan

1.3.3 Exchange visit to INEFP-Maputo

DPEFP-I

1.3.4 Database

DPEFP-I

1.1.4 campaigns

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1.3.5 Train database branch users

DPEFP-I

2.1 Establish/support alumni groups

ACUDES

2.2 Establish/build capacity youth coops

ACUDES

2.3 Youth coop exchange visits

ACUDES

3.1 Establish PPP

ACUDES

3.2 Support functioning

PPP

ACUDES

3.3 Support TVET review

PPP

ACUDES

4.1 Mgmt/op steering committee meetings

Plan

4.2 Annual Review

Peer

Plan

4.3 Documentation & visibility

Plan

4.4 Annual audits

Plan

4.5 Mid-term & final evaluation

Plan

4.6 Project Closure

Plan

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1.2.4. Sustainability of the action (max 3 pages) Expected impact of the action at technical, economic, social, and policy levels. Economically, and perhaps most importantly, the action will guarantee that skills developed by youth in VTC in Homoine and Jangamo meet the needs of the local (formal and informal) economy, thereby increasing youth employability and entrepreneurship and reducing the gap between labour-market demand and supply, leading further to poverty reduction. Socially, by mainstreaming gender awareness and sensitivity in all activities and directly consulting girls and marginalised youth on barriers to access to TVET, the proposed action will particularly impact the employability of these groups (i.e. young women, extremely poor youth, youth with disabilities and youth affected by HIV/AIDS). These factors will lead to sustainable poverty reduction for these particularly vulnerable groups, as well as in general in the target districts and surrounding areas. This focus will also bring more gender-balance to male (or female) dominated professions. Technically and politically, DPEFP-I and ACUDES will have greater capacity to fulfil their respective roles. DPEFP-I will have greater institutional capacity to fulfil its responsibilities in managing flexible and marketdriven TVET in VTC and through apprenticeships in the province and to manage and draw from the PPP. It will have the capacity to obtain and consolidate quality data to feed into provincial and national strategies on education and youth employment. The active participation of the private sector, CBO/NGO, and youth representation in the PPP will ensure continued local ownership and relevance. ACUDESâ&#x20AC;&#x2122; already positive relationship with local authorities and the private sector will be further strengthened with strategic partnerships leading to cost-recovery.

Dissemination plan and multiplier effects. Dissemination of lessons learned, best practices and action outcomes, as described in Activity 4.3 and under Methodology, will be done systematically through a variety of fora. In particular, Annual Peer Review meetings will be an opportunity to share case studies, mid-term and final evaluations, action outcomes (to date) and publications with stakeholders at province. At national level, dissemination of such information will be done through courtesy visits with relevant Ministries and the EU delegation. DPEFP-I will share project information and progress in Annual INEFP Meetings. General project information and concrete outcomes will be disseminated on the websites of Plan and partners as well as through newsletters and in the Netherlands through the Girls First magazine. At start-up, information regarding the action and its objectives will be disseminated among the greater public through radio and newspaper, and similarly its impact at closure. Impact of the action and all relevant information and publications developed during the action will similarly be disseminated at a project closure workshop with the participation of relevant stakeholders. Main innovations and key possibilities for replication and extension of the action outcomes (multiplier effects) are the quadrate PPP, youth training & employment tracking & tracing database and the youth cooperatives. The partnership established through the PPP guarantees flexibility and relevance to the dynamic labour market AND to the youth. Best practices and lessons learned through this PPP will create a model easy to upscale in other regions as the local participants guarantee relevance to the local market. Likewise, the tracking & tracing database will be easy to upscale as its management will be centralised at province level at DPEFP-I. Key to this will be proper and consistent documentation of its impact on the workload and accurateness of statistics which will demonstrate the need at national level. This will be part of DPEFP-Iâ&#x20AC;&#x2122;s national level lobby. The forming and capacitating of youth cooperatives will strengthen the voice of youth in local decisionmaking. The gradually increasing (financial) success and eventual self-sustainability of the cooperatives will demonstrate the importance of TVET to local community members, contributing to attendance of local youth at VTC and the local economy. These cooperatives will also help to further the government of Mozambiqueâ&#x20AC;&#x2122;s current policy of encouraging and strengthening professional associations and cooperatives.

Detailed risk analysis and contingency plan. Risks Cyclones or excessively heavy rains: This would limit access to districts and ability for youth to attend VTC. Likelihood: high; Impact: medium

Mitigation Measures/Contingency Plans Plan has an Emergency Preparedness and Response Plan to support relief phases if necessary and link with national level emergency preparedness efforts. For seasonal risks, rescheduling activities, such as renovation/construction of VTC will mitigate impact. Operation would still continue at a low level or be delayed. Page 31 of 66

Political Physical/Environmental

Response Plans includes disease prevention and response. This is always part of the EPRP as well as the UN clusters (for a more comprehensive/national response).

Civil unrest, particularly in light of 2014 elections: This could potentially lead to a suspension of the project. Likelihood: low; Impact: medium

Activities will have begun well before the elections therefore groups (PPP, alumni groups, youth cooperatives) will be able to continue functioning, even if not reachable from Maputo. Should such unrest reach the districts, VTC would temporarily close their doors, delaying TVET.

Economic

Households suffer from increased levels of food insecurity: This could undermine course attendance. Likelihood: medium; Impact: low

While this has low impact on the ability of the action to be carried out, it does have high impact on the youth. Flexible course times will provide opportunities for the most marginalised youth to continue attending courses while earning needed household income. Plan will monitor this closely and will source additional funds should this become necessary.

Social

Epidemics: diarrhea and/or cholera outbreaks Likelihood: medium; Impact: medium

Operational costs increase due to global economic crisis: Higher costs of consumables and transportation. Likelihood: medium; Impact: medium Economic downturn reduces employment opportunities for trained youth: Likelihood: medium; Impact: medium Reluctance of PPP members to accept participation of local businesses in the informal market: This would reduce the effectiveness of the PPP in closing the labourmarket supply and demand gap. Likelihood: medium; Impact: high Youth are uninterested in identified courses: If courses are identified which do not interest youth there may not be enough youth to fill the courses, reducing cost-effectiveness of VTC. Likelihood: low; Impact: low/medium

High prevalence of HIV/AIDS among local population: Youth infected or otherwise affected by HIV/AIDS face barriers to TVET access due to illness, caretaking responsibilities, extreme poverty and stigma, for example. Likelihood: medium; Impact: low/medium

The action focuses not only on TVET for employment in the formal sector, but also on capacitating youth for self-employment. TVET currently focuses too narrowly on youth employability for the formal market, while this comprises only 20% of national employment. The action will capacitate DPEFP-I to work more strategically also with the informal sector. The market scan will identify courses that meet local needs and opportunities, whether in the informal or formal sector. The participatory baseline survey/market scan will consider skills needed in the local labourmarket and the rights and needs of local youth. Courses will be identified based on the recommendations to suit both the market and the youthâ&#x20AC;&#x2122;s needs, ensuring interest in courses and the ability of local youth, particularly girls and marginalised youth, to participate in TVET. The baseline survey/market scan will identify barriers faced by all youth, with a focus on girls and marginalised youth (including youth affected by HIV), to ensure that their particular needs are considered when arranging courses and schedules. Also, a certain number of VTC spaces will be reserved for youth unable to pay fees. HIV is a standard topic in TVET, raising awareness among youth and helping to reduce stigma. Free STI & HIV testing & counselling will continue to be available for youth on a regular basis at VTC.

Describe the main preconditions and assumptions during and after the implementation phase. Page 32 of 66

In principle, the project is ready to start and there are no special preconditions to be addressed other than that current levels of security will be maintained. Should corruption become an issue during implementation, Plan has a “Zero tolerance to fraud” policy which will be applied to all partners and stakeholders of this project. Main assumptions are that: (1) the government of Mozambique remains committed to increasing youth employability; (2) target groups and local stakeholders are willing to participate in the project, apply the training and fully take on their roles and responsibilities; and (3) good collaboration between partners is maintained.

Sustainability after completion of the action. Sustainability was one of the most important preconditions identified during development of the action. Partners and stakeholders, as well as planned activities, were carefully identified in order to ensure that activities developed during the implementation phase would continue to function. A mixture of strong capacity building of partners and relevant stakeholders as well as specific training of TVET trainers will make it possible for the impact of the action to continue far into the future.

a. Financial sustainability: The district government has demonstrated commitment to the action by participating in the identification and development of the action and in providing land for the construction of a new VTC in Jangamo district. The district government has political interest in having a VTC built to help increase local youth employment and reduce poverty. ACUDES will run/manage the VTC while the capacity of the district government is built to eventually take over. At this point, the district government can commit to providing the land and architectural plans for the VTC, and to covering the teachers’ salaries and VTC maintenance at project completion. Cost-recovery mechanisms for VTC will be thoroughly researched during the implementation of the action, based on the findings of the market scan. A number of possibilities have already been identified, such as restaurants and/or hotels linked to the VTC and tailoring (uniforms) for the local market. Through the PPP, the private sector will also be approached to invest in the career development of youth (particularly girls and marginalised youth) through provision of apprenticeships and investing in the VTC as a growth factor for their businesses.

b. Institutional sustainability: The action is designed to ensure maximum institutional sustainability by making use of existing structures at province- and district-level and by strengthening government institutions and structures. The PPP, a key component of the action, is a built in strategy to ensure local ownership and sustainability. It provides a win-win relationship for all participants: increasing the quality and flexibility of TVET and apprenticeships and improving the employability of youth with relevant skills, which benefit local businesses, organisations and institutions and the local economy. The PPP will continue to facilitate market-driven training further enhancing sustainability as it continues after the project end. The youth cooperatives will become self-sufficient, increasingly winning tenders for local services and growing their network, empowering local youth. Strengthened capacity of DPEFP-I and ACUDES will improve management of local VTC, directly impacting also other districts in Inhambane, and their ability to effectively deliver market-driven education, implement youth employment strategies and to influence these at national level. Thanks in part to the province- level database with district input stations, DPEFP-I will have the capacity to better document youth employment trends. Local businesses (formal and informal) will have enhanced capacity, through the experience of developing and implementing effective and relevant apprenticeship programmes. Overall, a participatory approach will be used throughout the project cycle – from planning through implementation and evaluation – which ensures stakeholder and community ownership.

c. Policy level sustainability: Best practices and lessons learned during implementation will be documented and used for evidence-based policy advocacy. The project will enable youth to generally have a greater voice and impact on local government planning and other processes through their representation in the PPP. Annual case studies and visibility activities will have a significant impact on not only improving TVET and increasing youth skills development, especially relevant to the local labour-market, but also in challenging institutions, both government and private, to increase their commitment to youth at all levels.

d. Environmental sustainability: It is not foreseen that this action will have significant environmental impact. However all measures will be taken to ensure that any potential negative impact, for example while constructing the new VTC in Jangamo district, will be avoided. Additionally, during placement and internship, negative environmental impact (production of coal, car repair services, fishing, forestry, etc.) of potential sites/employers will be evaluated, followed by an appropriate decision in order to minimise any negative effects the project might have.

Page 33 of 66

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1.2.5. Logical Framework Please fill in Annex C9 to the Guidelines for applicants.

Explanations can be found at the following address: http://ec.europa.eu/europeaid/reports//index_en.pdf Page 35 of 66

1.3. APPLICANT'S EXPERIENCE OF SIMILAR ACTIONS Project title: Freed Kamaiyas

Sector (see section 3.2.1 of section II): 11330 – Vocational training

Livelihood Development Project Location of the action

Cost of the action (EUR)

Nepal, Western Terai (Bardiya District), Freed Kamaiya settlements

€ 1.027.052

lead manager or partner Plan Nederland in cooperation with Plan in Nepal

Donors to the action (name)10 EU (PVD)

Amount contributed (by donor) € 750.000 (by EU) € 277.052 (by Plan)

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/01/2008 to 31-122012

Objectives and results of the action Overall Objectives: • To sustain the newly gained freedom of ex-Kamaiya families; • To reduce extreme poverty in Nepal; • To enable children from freed Kamaiya families to realise their full potential by ensuring that their rights as children and human beings are being respected. Specific Objective: To optimise the potential of 35,000 children from 7,500 freed Kamaiya families in Bardiya district by developing a livelihood free of poverty and servitude. Results: 1. Built social community institutions . Self-reliant groups of women are formed and established; Essential systems and mechanisms for extension services, input and output marketing are in place) 2. Built physical community infrastructure for economic development . Essential physical infrastructure for increased production is in place. 3. Transferred livelihood skills. SRG members are running micro enterprises with adequate skills. 4. Protected livelihood and strengthened resilience . Livelihood resilience developed through advocacy for women’s rights, advocacy for land tenure rights, and protection from external threats, such as the HIV/AIDS pandemic.

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 36 of 66

Project title: Girl Power (Socioeconomic empowerment component of larger programme) Location of the action Ghana, Liberia, Sierra Leone, Ethiopia, Zambia, Bangladesh, Nepal, Pakistan, Bolivia, Nicaragua

Cost of the action (EUR) ~ € 10.000.000

Sector (see section 3.2.1 of section II): 11330-Vocational training; 15150 – strengthening civil society; Gender lead manager or partner

Donors to the action (name)11

Plan Nederland

Ministry of Foreign Affairs of the Netherlands

Amount contributed (by donor) ~ € 10.000.000

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/01/2011 to 31/12/2014

Objectives and results of the action General objective: To enhance socio-economic participation of girls and young women Envisaged results • Girls and young women take equally part in economic life. • Communities value girls and young women as economic actors of importance. Girls and young women are encouraged by society to engage actively in economic life • Government actively creates conditions for equal economic participation by both sexes • Civil society is actively promoting economic participation of girls and young women • Partner organizations are effectively working for socio-economic equality between sexes Strategies 1. Lobby and advocacy: Lobby for non-discriminatory laws which give girls equal access to land, property and assets needed to make a living. Lobby for government policies and services which address youth unemployment. Advocate for attitude which value the careers and economic independence of women equal to men. 2. Skill training and employment: Relevant skill training which gives the girls the skills needed for economic independence. Furthermore young women should get the opportunity to practice the skills they learn in order to obtain sufficient experience to make a chance in the labour market. Interventions for this could be: internship programs, cooperation with private sector or production groups. 3. Access to finance: Microcredit programs and Saving and Loan groups have proofed to be essential elements in socioeconomic empowerment programs. They give women the possibility to invest in enterprises and the give some financial security. 4. Access to inputs and markets: To improve the access of women to inputs and markets is a useful strategy, especially in rural areas where farming and self-employment are the main source of income.

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 37 of 66

Project title: LABS project phase II

Location of the action Vietnam, Hanoi

Cost of the action (EUR) € 1.948.113

Sector (see section 3.2.1 of section II): 11330-Vocational training; 15150 – strengthening civil society; lead manager or partner

Donors to the action (name)12

Plan Nederland in Cooperation with Plan Vietnam

Corporate, Legacies, Private (National Postcode Lottery), Accenture

Amount contributed (by donor) € 1.948.113

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/04/2009 to 30/04/2012

Objectives and results of the action General objective: Transform the lives of severely disadvantaged youths and their families” Specific Objectives: • 4,020 Disadvantaged youth trained, with at least 80% reporting an increase in income and at least 60% reporting an increase in quality of life. • Strengthen the LABS model and make more effective, independent and appropriate in urban and rural areas. Results achieved so far (as monitored by external mid-term evaluation): • REACH supports not only youth from diverse backgrounds (Disability, CICL, HIV/AIDS, trafficking and abused …). This is thanks to REACH’s strong network with other INGOs, local NGOs or GOs. • A total of 3,324 DYs (male 49%, female 51%) in 8 cities were or are being trained. Of these, 28.9% (959) of students trained (male (53%), female (47%) in the North and 71.1% (2,356) of students trained in the Central Region (male (46.4%), female (53.7%)). • The training curriculum, periodically revised and updated, has continued to meet the market requirements. • The training courses were appreciated by the students. All different aspects of the program were rated at very good and excellent levels. • 91.2% (male (43.3%), female (56.7%) of DYs (Hoi An got highest rate of 96.2%, Danang 93.5%, Hue 91% and Hanoi 89.9%.) were employed after graduation and 80.9% (male (43.1%), female (56.9%))were employed during the sixth month after graduation (Hanoi 85.5%, Hue and Hoi An 80.8%. Danang 77.5%). • The highest income was in Hanoi, 37.8% over 3million VND and 45.9% from 1,780,000VND to 3,000,000VND/month; and Hoi An with 91.7% from 1,780,000 to 3,000,000VND. The second was Danang with 15.2% over 3,000,000VND and 67.4% from 1,780,000VND to 3,000,000VND. The lower incomes were in Hue - 39.1% from 1,780,000VND to 3,000,000VND and 45.7% from 1,000,000VND to 1,780,000VND. • 51.1 % (male (43.1%), female (56.9%)) of employed students had health/social insurance. Highest insurance was in Danang at 63% and Hue 54.3%; whilst in Hanoi the figures were only 37.8% and Hoi An 33.3%.

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 38 of 66

Project title: SAKSHAM : promote youth employment in disadvantaged neighbourhoods of New Dehli Location of the Cost of the action action (EUR)

Sector (see section 3.2.1 of section II): 11330-Vocational training; 15150 – strengthening civil society; lead manager or partner

Donors to the action (name)13

New Dehli

Plan Nederland in cooperation with Plan in India

Individual donors (sponsorship) GSRD Foundation, Eurofins, Lafarge

€ 403.204,34

Amount contributed (by donor) € 403.204,34

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/07/2010 – 30/04/2013

Objectives and results of the action General objective: to facilitate employment of girls and boys from urban poor and socially excluded families in resettlement colonies through vocational and life skills training. Specific objectives: 1. To enable 3,000 girls and boys from poor and socially excluded families in 5 urban resettlement / semi rural colonies of Delhi to access dignified employment through vocational & life skills training and job placement support. 2. In partnership with Technical Expert agency and Existing partners of Plan, to develop a pilot strategy to facilitate employment of girls and boys from poor and socially excluded families in urban resettlement colonies through vocational and life skills trainings in order to influence government to take it up as a input to Revised Modular Employability Scheme. Results: 1. 3,000 youth (1600 girls, 1400 boys) from poor and socially excluded families in 5 resettlement colonies of Delhi access and complete local market demand driven vocational & life skills training courses 2. 70% of trained youth (50-50 girls and boys) have access to a dignified job 3. Government department is sensitized about the ‘market oriented vocational training approach’ which they may adopt for modular employability scheme

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 39 of 66

Project title: OVC Care Location of the action Inhambane Program Unit

Cost of the action (EUR) € 455.000 (US$ 598.972)

Sector (see section 3.2.1 of section II): 16064 – Social mitigation of HIV/AIDS; 15150 – Civil Society Strengthening lead manager or partner Plan Mozambique with support from Plan in Japan

Donors to the action (name)14 Private/individual donations

Amount contributed (by donor) € 455.000 (US$ 598.972)

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/06/2009 to 30/06/2012

Objectives and results of the action ***PLEASE NOTE*** THIS IS NOT THE EXPERIENCE OF THE APPLICANT (Plan Nederland) but Plan’s office in Mozambique! General objective: Strengthen community capacity to protect and care for HIV/AIDS Orphaned and Vulnerable Children in Jangamo District, Inhambane Province, Mozambique. (1000 OVCs in the target area) Specific objectives: 1. To enhance the community and households capacity to protect and care for OVCs. 2. To provide educational assistance for OVCs. 3. To build the capacity of PLWHA (affected and infected) to improve their quality of life Results: 1. Community and households capacity to protect and care for OVCs enhanced, 2. Improved OVC school attendance and performance, 3. Improved health seeking behavior among OVC guardians, 4. Improved child protection and 5. Improved household economic and social security (Output so far: 789 families involved in income generating activities in 19 communities)

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 40 of 66

Project title: Youth Empowerment through Technology, Arts and Media (YETAM) Location of the Cost of the action action (EUR)

Sector (see section 3.2.1 of section II): 15150 – strengthening civil society; 92030 – support to local and regional NGOs; Gender

Inhambane Program Unit

Plan Mozambique with support from Plan in Finland

€ 141,207 (US$187,012)

lead manager or partner

Donors to the action (name)15 Finland MoFA

Amount contributed (by donor) € 141,207 (US$187,012)

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/01/2010 to 31/12/2010

Objectives and results of the action ***PLEASE NOTE*** THIS IS NOT THE EXPERIENCE OF THE APPLICANT (Plan Nederland) but Plan’s office in Mozambique! General objective: To strengthen the active participation of youth, especially girls, in decision making processes and increase their abilities to advocate for themselves and their issues with local, national, regional and global audiences. Specific objectives: 1) Enable 450 youth (ages 12-21) in Cameroon, Kenya and Mozambique to learn about their rights, especially the right to be free of violence and gender discrimination, and to understand and analyze their realities from a gender perspective. 2) Strengthen the capacity of 450 youth, especially girls, from secondary schools and/or existing clubs and youth organizations to lead, communicate, negotiate, network, mobilize and advocate around violence and gender issues at various levels through a variety of channels. 3) To contribute to building an enabling and supportive environment for youth, especially girls, to inform and express themselves around gender issues, and to participate in and influence local, national, regional and global agendas. Results: 1) 450 youth and 75 supporting adults in 3 countries are trained on gender, violence causes and prevention, advocacy, effective communication, leadership skills, teamwork, project management, arts, media, mobile technology and other ICT tools. 2) 15 participating schools, youth clubs or youth organizations are actively engaging and advocating around violence and gender issues with peers, families, communities, and decision makers at the local, district, national, and global levels. 3) A Local communities, organizations and institutions have strengthened their capacities to support youth to advocate around violence and gender issues, through arts, media and new technology and to ensure that youth’s voices reach larger constituencies. 15

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 41 of 66

Project title: Vocational Skills Development for Girls and OVCs

Location of the action Inhambane City

Cost of the action (EUR) € 94.150 (3.435.000,00Mt)

Sector (see section 3.2.1 of section II): 11330 – Vocational training; 16064 - Social mitigation of HIV/AIDS; 32130 - Small and medium-sized enterprises (SME) development; Gender lead manager or partner ACUDES

Donors to the action (name)16 CNCS (National Council for HIV/AIDS)

Amount contributed (by donor) € 84.750 (3.091.500Mt)

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/12/2007 to 30/10/2010

Objectives and results of the action ***PLEASE NOTE*** THIS IS THE EXPERIENCE OF LOCAL NGO PARTNER ACUDES, NOT THE EXPERIENCE OF THE APPLICANT! Objectives: 1. To train 30 youth in sewing (men and women in selected families with dependent PLWHA and OVC) 2. To train 30 young people (men and women in selected families with dependent PLWHA and OVC initiative and business) in Business Management using the package CDSN (Start Your Business Develop) that includes the modules: GSIN - Manage your business idea, CSN - Start your Business and DSN - Develop your Business Results: 1. 30 Young people with skills in sewing organized into three core sewing producing and selling various products in the tissue, thereby helping to improve living conditions for their families 2. 30 Young formed as micro-entrepreneurs implement their business plans based on sustainable business, helping to create good quality jobs and economic growth, and consequently improving the living conditions of their families and dependents

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 42 of 66

Project title: Promotion of local artisans

Location of the action Inhambane City

Cost of the action (EUR) € 40.000 (1.450.000,00Mt)

Sector (see section 3.2.1 of section II): 11330 – Vocational training; 32130 – Small and medium-sized enterprises (SME) development; 32140 – Cottage industries and handicraft lead manager or partner ACUDES

Donors to the action (name)17 Aid to Artisans

Amount contributed (by donor) € 35.715 (1.305.000,00Mt)

Dates (from dd/mm/yyyy to dd/mm/yyyy) 01/06/2007 to 30/12/2008

Objectives and results of the action ***PLEASE NOTE*** THIS IS THE EXPERIENCE OF LOCAL NGO PARTNER ACUDES, NOT THE EXPERIENCE OF THE APPLICANT! Objectives: 3. Provide training to five groups of local artisans in the districts of Jangamo, Morrumbene, Gherkin, city of Inhambane in the areas of new product development, design, marketing, pricing and costs, and use of sustainable natural resources (wood) 4. Promote the craft market through the creation of local fairs Results: 3. 60 artisans trained in the areas of new product development, design, marketing, pricing and costs, and use of natural resources 4. 12 fairs held monthly, created a Municipal Fair INHAMBARTE

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 43 of 66

Project title:

Sector (see section 3.2.1 of section II): 11330-Vocational training

BUIED-ECDRC development support project

Location of the action Inhambane, Jangamo, Homoine Morrumbene and Vilanculo

Cost of the action (EUR) â&#x201A;Ź 37.675

lead manager or partner

Donors to the action (name)18

IEFP-Portugal

IEFP -Portugal

Amount contributed (by donor) â&#x201A;Ź 37.675

Dates (from dd/mm/yyyy to dd/mm/yyyy) 02/02/2001 to 31/03/2006

Objectives and results of the action ***PLEASE NOTE*** THIS IS THE EXPERIENCE OF LOCAL AUTHORITY PARTNER DPEFP-I, NOT THE EXPERIENCE OF THE APPLICANT! General objective: To strengthen vocational training for youth through short time vocational training, measures of professional internship, apprenticeship and Crafts, integration in working life through micro finance projects to long-term unemployed youth. Specific objectives: Build the capacity of vocational training for youth through short time vocational training, measures of professional internship, apprenticeship and Crafts, integration in working life through micro finance projects to long-term unemployed youth. Promote internships with local businesses to youth coming out of training from INEFP centres and other centres and insertion mechanism in the labour sector Create jobs for graduated youth and other long-term unemployed youth through the start-up grants for micro- projects of individual or collective Results: 1. 660 trained youth in various courses of which 35% are female. 2. Promoted Internships with local businesses and integrated 320 graduates in the labour sector which 23% are female; 3. funded 102 micro-projects in various activities for youth (Girls and Boys)

If the Donor is the European Union or an EU Member State, please specify the EU budget line, EDF or EU Member State. Page 44 of 66

THE APPLICANT

EuropeAid ID number19 Name of the organisation

NL-2008-CPM-0901665251

Stichting Plan Nederland

2.1. IDENTITY Information requested under this point need only be given in cases where there have been modifications or additions as compared to the information given in the Concept note form. The applicant's contact details for the purpose of this action: Legal Entity File number20 Abbreviation Registration Number (or equivalent) Date of Registration

Place of Registration Official address of Registration Country of Registration21/ Nationality 22 E-mail address of the Organisation Telephone number: Country code + city code + number Fax number: Country code + city code + number Website of the Organisation Any change in the addresses, phone numbers, fax numbers and in particular e-mail, must be notified in writing to the Contracting Authority. The Contracting Authority will not be held responsible in case it cannot contact an applicant.

This number is available to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/europeaid/work/onlineservices/pador/index_en.htm

If the applicant has already signed a contract with the European Commission

21 22

For organisations. For individuals. Page 45 of 66

All applicants must encode then information in points 3.2, 3.3 and 3.4 under their PADOR registration and it is not necessary to complete these in the paper application. See also Section 2.2 of the guidelines for applicants.

2.2. PROFILE Legal status □ Yes □ No □ Yes NGO □ No □ Political 23 Value based □ Religious □ Humanistic □ Neutral Is your organisation linked with □ Yes, parent entity: (please specify its EuropeAid ID:…………………………) another entity? □ Yes, controlled entity(ies) □ Yes, family organization / network entity24 □ No, independent Profit-Making

2.2.1. Category Category25

Public □ Public Administration □ Decentralised representatives of Sovereign States □ International Organisation □ Judicial Institution □ Local Authority □ Implementation Agency □ University/Education □ Research Institute □ Think Tank □ Foundation □ Association □ Media □ Network/Federation □ Professional and/or Industrial Organisation □ Trade Union □ Cultural Organisation □ Commercial Organisation

Private Implementation Agency University/Education Research Institute Think Tank Foundation Association Media Network/Federation Professional and/or Industrial Organisation Trade Union Cultural Organisation Commercial Organisation Other Non State Actor

2.2.2. Sector(s)26 □ 23

Education

Please choose only one set of values.

E.g. confederation / federation /Alliance.

Please specify 1) the Sector to which your organisation belongs, as defined in its statutes (or equivalent document): Public (established and/or funded by a public body) OR Private (established and/or funded by a private entity); 2) in the appropriate column, the Category to which your organisation belongs (ONE CHOICE ONLY).

Please tick the box for each sector your organisation has been active in the past 7 years. The sectors come from the DAC list set up by the OECD Page 46 of 66

□ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □

111 11110 11120 11130 11182 112 11220 11230 11240 113 11320 11330 114 11420 11430 12 121 12110 12181 12182 12191 122 12220 12230 12240 12250 12261 12281 13 130 13010 13020 13030 13040 13081 14 140 14010 14015 14020 14030 14040 14050 14081 15 151 15110 15120 15130 15140 15150 15161 15162

Education, level unspecified Education Policy & Admin. Management Education Facilities And Training Teacher Training Educational Research Basic education Primary Education Basic life skills for youth and adults Early childhood education Secondary education Secondary education Vocational Training Post-secondary education Higher Education Advanced Tech. & Managerial Training Health Health, general Health Policy & Admin. Management Medical education/training Medical Research Medical Services Basic health Basic Health Care Basic Health Infrastructure Basic Nutrition Infectious Disease Control Health Education Health Personnel Development Population programmes Population polices/programs and reproductive health Population Policy And Admin. Mgmt Reproductive Health Care Family planning Std Control Including HIV/Aids Personnel development for population & reproductive health Water Supply and Sanitation Water supply and sanitation Water Resources Policy/Admin. Mgmt Water Resources Protection Water supply & sanitation - Large systems Basic drinking water supply & basic sanitation River Development Waste Management/Disposal Education & training in water supply and sanitation Government and Civil Society Government and civil society, general Economic and development policy/planning Public sector financial management Legal and judicial development Government administration Strengthening civil society Elections Human Rights Page 47 of 66

15163 15164 152 15210 15220 15230 15240 15250 15261 16 16010 16020 16030 16040 16050 16061 16062 16063 16064 21 210 21010 21020 21030 21040 21050 21061 21081 22 220 22010 22020 22030 22040 23 230 23010 23020 23030 23040 23050 23061 23062 23063 23064 23065 23066 23067 23068 23069 23070 23081 23082

Free Flow Of Information Women's equality organisations and institutions Conflict prevention an resolution, peace and security Security system management and reform Civilian peace-building, conflict prevention and resolution Post-conflict peace-building (UN) Reintegration and SALW control Land mine clearance Child soldiers (prevention and demobilisation) Other Social Infrastructure and Service Social/welfare services Employment policy and admin. mgmt. Housing policy and admin. management Low-cost housing Multisector aid for basic social services Culture and recreation Statistical capacity building Narcotics control Social mitigation of HIV/AIDS Transport and Storage Transport and storage Transport Policy & Admin. Management Road Transport Rail Transport Water Transport Air Transport Storage Education & Training In Transport & Storage Communications Communications Communications Policy & Admin. Mgmt Telecommunications Radio/Television/Print Media Information and communication technology (ICT) Energy Energy generation and supply Energy Policy And Admin. Management Power Generation/Non-Renewable Sources Power Generation/Renewable Sources Electrical Transmission/Distribution Gas distribution Oil-Fired Power Plants Gas-Fired Power Plants Coal-Fired Power Plants Nuclear Power Plants Hydro-electric Power Plants Geothermal energy Solar energy Wind power Ocean power Biomass Energy education/training Energy research Page 48 of 66

24 240 24010 24020 24030 24040 24081 25 250 25010 25020 31 311 31110 31120 31130 31140 31150 31161 31162 31163 31164 31165 31166 31181 31182 31191 31192 31193 31194 31195 312 31210 31220 31261 31281 31282 31291 313 31310 31320 31381 31382 31391 32 321 32110 32120 32130 32140 32161 32162 32163

Banking and Financial Services Banking and financial services Financial Policy & Admin. Management Monetary institutions Formal Sector Financial Institutions Informal/Semi-Formal Financial intermediaries Education/trng in banking & fin. services Business and Other Services Business and other services Business support services and institutions Privatisation Agriculture, Forestry and Fishing Agriculture Agricultural Policy And Admin. Mgmt Agricultural development Agricultural Land Resources Agricultural Water Resources Agricultural inputs Food Crop Production Industrial Crops/Export Crops Livestock Agrarian reform Agricultural alternative development Agricultural extension Agricultural Education/Training Agricultural Research Agricultural services Plant and post-harvest protection and pest control Agricultural financial services Agricultural co-operatives Livestock/Veterinary Services Forestry Forestry Policy & Admin. Management Forestry development Fuel wood/charcoal Forestry education/training Forestry research Forestry services Fishing Fishing Policy And Admin. Management Fishery development Fishery education/training Fishery research Fishery services Industry, Mining and Construction Industry Industrial Policy And Admin. Mgmt Industrial development Small and medium-sized enterprises (SME) development Cottage industries and handicraft Agro-Industries Forest industries Textiles - leather & substitutes Page 49 of 66

32164 32165 32166 32167 32168 32169 32170 32171 32172 32182 322 32210 32220 32261 32262 32263 32264 32265 32266 32267 32268 323 32310 33 331 33110 33120 33130 33140 33181 332 33210 41 410 41010 41020 41030 41040 41050 41081 41082 43 430 43010 43030 43040 43050 43081 43082 51 510 51010 52

Chemicals Fertilizer plants Cement/lime/plaster Energy manufacturing Pharmaceutical production Basic metal industries Non-ferrous metal industries Engineering Transport equipment industry Technological research and development Mineral resources and mining Mineral/Mining Policy & Admin. Mgmt Mineral Prospection And Exploration Coal Oil and gas Ferrous metals Non-ferrous metals Precious metals/materials Industrial minerals Fertilizer minerals Offshore minerals Construction Construction Policy And Admin. Mgmt Trade and Tourism Trade policy and regulation Trade Policy And Admin. Management Trade facilitation Regional trade agreements (RTAs) Multilateral trade negotiation Trade education & training Tourism Tourism Policy And Admin. Management General Environment Protection General environmental protection Environmental Policy And Admin. Mgmt Biosphere protection Bio-diversity Site Preservation Flood Prevention/Control Environmental education/training Environmental research Other multisector Other multisector Multisector Aid Urban Development And Management Rural Development Non-agricultural alternative development Multisector education/training Research/scientific institutions General budget support General budget support General budget support Development food aid/food security Page 50 of 66

□ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □ □

520 52010 53 530 53030 53040 60 600 60010 60020 60030 60040 60061 60062 60063 72 720 72010 72040 72050 73 730 73010 74 740 74010 91 910 91010 92 920 92010 92020 92030 93 930 93010 99 998 99810 99820

Development food aid/food security assistance Food Aid / Food Security Programmes Other commodity assistance Other commodity assistance Import support (capital goods) Import support (commodities) Action relating to debt Action relating to debt Action relating to debt Debt forgiveness Relief of multilateral debt Rescheduling and refinancing Debt for development swap Other debt swap Debt buy-back Emergency and distress relief Emergency and distress relief Material relief assistance and services Emergency food aid Relief coordination; protection and support services Reconstruction relief and rehabilitation Reconstruction relief and rehabilitation Reconstruction relief and rehabilitation Disaster prevention and preparedness Disaster prevention and preparedness Disaster prevention and preparedness Administrative costs of donors Administrative costs of donors Administrative Costs Support to NGO Support to NGO Support to national NGOs Support to international NGOs Support to local and regional NGOs Refugees Refugees (in donor countries) Refugees (in donor countries) Unallocated/unspecified Unallocated/unspecified Sectors Not Specified Promotion of Development Awareness

Page 51 of 66

2.2.3. Target group(s) □ All □ Child soldiers □ Children (less than 18 years old) □ Community Based Organisation(s) □ Consumers □ Disabled □ Drug consumers □ Educational organisations (school, universities) □ Elderly people □ Illness affected people (Malaria, Tuberculosis, HIV/AIDS) □ Indigenous peoples □ Local authorities □ Migrants □ Non Governmental Organisations □ Prisoners □ Professional category □ Refugees and displaced □ Research organisations/Researchers □ SME/SMI □ Students □ Urban slum dwellers □ Victims of conflicts/catastrophies □ Women □ Young people □ Other (please specify): ……………………………..

Page 52 of 66

2.3. CAPACITY TO MANAGE AND IMPLEMENT ACTIONS 2.3.1. Experience by sector Sector

Year(s) of Experience

Experience in the past 7 years

□ Less than 1 □ 1 to 3 years □ 4 to 7 years

□ Less than 1 year □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ 7 years +

Number of Projects in the past 7 years □ 1 to 5 □ 6 to 10 □ 11 to 20 □ 21 to 50 □ 51 to 200 □ 200 to 500 □ 500+

□ Less than 1 □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ Less than 1 year □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ 1 to 5 □ 6 to 10 □ 11 to 20 □ 21 to 50 □ 51 to 200 □ 200 to 500 □ 500+

□ Less than 1 □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ Less than 1 year □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ 1 to 5 □ 6 to 10 □ 11 to 20 □ 21 to 50 □ 51 to 200 □ 200 to 500 □ 500+

Estimated Amount (in thousand Euros) in the past 7 years □ Less than 1 □ 1 to 5 □ 5 to 20 □ 20 to 50 □ 50 to 100 □ 100 to 300 □ 300 to 1.000 □ 1000+ □ Unknown □ Less than 1 □ 1 to 5 □ 5 to 20 □ 20 to 50 □ 50 to 100 □ 100 to 300 □ 300 to 1.000 □ 1000+ □ Unknown □ Less than 1 □ 1 to 5 □ 5 to 20 □ 20 to 50 □ 50 to 100 □ 100 to 300 □ 300 to 1.000 □ 1000+ □ Unknown

2.3.2. Experience by geographical area By Geographical area (country or region)

Year(s) of Experience

Number of Projects in this geographical area in the past 7 years

□ Less than 1 year □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ 1 to 5 □ 6 to 10 □ 11 to 20 □ 21 to 50 □ 51 to 200 □ 200 to 500 □ 500+

□ Less than 1 year

□ 1 to 5

Estimated Amount (in thousand Euros) invested in this geographical area in the past 7 years □ Less than 1 □ 1 to 5 □ 5 to 20 □ 20 to 50 □ 50 to 100 □ 100 to 300 □ 300 to 1.000 □ 1000+ □ Unknown □ Less than 1

Indicative list of regions − − − − − − − − − − − − − − −

Europe EU Europe non-EU Eastern Europe Central America South America South-East Asia North-East Asia South Asia Central Asia Mediterranean Gulf Countries Eastern Africa Central Africa Western Africa Southern Africa Page 53 of 66

□ 1 to 3 years □ 4 to 7 years □ 7 years +

□ 6 to 10 □ 11 to 20 □ 21 to 50 □ 51 to 200 □ 200 to 500 □ 500+

□ Less than 1 year □ 1 to 3 years □ 4 to 7 years □ 7 years +

□ 1 to 5 □ 6 to 10 □ 11 to 20 □ 21 to 50 □ 51 to 200 □ 200 to 500 □ 500+

− Indian Ocean − Caribbean − Pacific

□ 1 to 5 □ 5 to 20 □ 20 to 50 □ 50 to 100 □ 100 to 300 □ 300 to 1.000 □ 1000+ □ Unknown □ Less than 1 □ 1 to 5 □ 5 to 20 □ 20 to 50 □ 50 to 100 □ 100 to 300 □ 300 to 1.000 □ 1000+ □ Unknown

Cross-reference of experience by Sector and by Geographical area: Sector(s) (as selected in 3.2.2)

Geographical area(s) (country or region, as identified previously)

2.3.3. Resources •

Financial data Please provide the following information, if applicable, on the basis of the profit and loss account and balance sheet of your organisation, amounts in thousand Euros

Year

Turnover or equivalent

Net earnings or equivalent

Total balance sheet or budget

Shareholders’ equity or equivalent

Medium and long-term debt

Short-term debt (<1 year)

N27 N-1 N-2

N = previous financial year. Page 54 of 66

•

Year

N N N N N N N N N

Financing Source(s) Please tick the source(s) of the revenues of your organisation and specify the additional information requested Source

N–1 N–1 N–1 N–1 N–1 N–1 N–1 N–1 N–1 N–2 N–2 N–2 N–2 N–2 N–2 N–2 N–2 N–2

Source

□ EU □ Member States Public Bodies □ Third Countries Public Bodies □ United Nations □ Other International Organisation(s) □ Private Sector □ Member's fees □ Other (please specify): ………… Total □ EU □ Member States Public Bodies □ Third Countries Public Bodies □ United Nations □ Other International Organisation(s) □ Private Sector □ Member's fees □ Other (please specify): ………… Total

Percentage (total for a given year must be equal to 100%)

Number of feepaying members (only for source = Member's fees) N/A N/A N/A N/A N/A N/A N/A N/A

100% Percentage (total for a given year must be equal to 100%)

Number of fee-paying members (only for source = Member's fees) N/A N/A N/A N/A N/A N/A

100%

N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A

Furthermore, where the grant requested exceeds EUR 500 000 (EUR 100 000 for an operating grant), please provide the references of the external audit report established by an approved auditor for the last financial year available. Year

Name of approved auditor

Period of validity

From dd/mm/yyyy to dd/mm/yyyy

N–1

From dd/mm/yyyy to dd/mm/yyyy

N–2

From dd/mm/yyyy to dd/mm/yyyy Page 55 of 66

•

Number of staff (full-time equivalent) please tick one option for each type of staff Type of staff

Paid

Unpaid

HQ Staff: recruited and based in Headquarters (located in Developed Country)

□ < 10

□ > 10 and < 50

□ > 50 and < 100

□ > 100

□ N/A

□ < 10

□ > 10 and < 50

□ > 50 and < 100

□ > 100

□ N/A

□ < 10

□ > 10 and < 50

□ > 50 and < 100

□ > 100

□ N/A

Expat Staff: recruited in Headquarters (located in Developed Country) and based in Developing Country

Local staff: recruited and based in Developing Country

2.4. LIST OF THE MANAGEMENT Name

Profession

BOARD/COMMITTEE OF YOUR ORGANISATION

Function

Country of Nationality

On the board since

Mr Ms

Page 56 of 66

PARTNERS OF THE APPLICANT PARTICIPATING IN THE ACTION

3.1. DESCRIPTION OF THE PARTNERS This section must be completed for each partner organisation within the meaning of Section 2.1.2 of the Guidelines for Applicants. Any associates as defined in the same section need not be mentioned. You must make as many copies of this table as necessary to create entries for more partners. Partner 1 EuropeAid ID number28

MZ-2011-BQL-1101839448

Full legal name

Associação Cultural para o Desenvolvimento Sustentável (ACUDES)

Where the European Commission is the Contracting Authority: All Partners must encode this information under their PADOR registration. It is not necessary to complete this in the paper version. See also Section 2.2 of the guidelines for applicants. Date of Registration Place of Registration Legal status29 Official address of Registration30 Country of Registration31/ Nationality 32 Contact person Telephone number: country code + city code + number Fax number: country code + city code + number E-mail address Number of employees Other relevant resources Experience of similar actions, in relation to the role in the implementation of the proposed action History of cooperation with the applicant

This number is available to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/work/europeaid/onlineservices/pador/index_en.htm.

E.g. non profit making, governmental body, international organisation.

If not in one of the countries listed in Section 2.1.1 of the Guidelines, please justify its location.

For organisations.

For individuals. Page 57 of 66

Role and involvement in preparing the proposed action Role and involvement in implementing the proposed action

Page 58 of 66

Partner 2 EuropeAid ID number

Full legal name

MZ-2010-EUH-2501813822 Delegação Provincial do Emprego e Formação Profissional de Inhambane (DPEFP-I)

Where the European Commission is the Contracting Authority: All Partners must encode this information under their PADOR registration. It is not necessary to complete this in the paper version. See also Section 2.2 of the guidelines for applicants. Date of Registration Place of Registration Legal status34 Official address of Registration35 Country of Registration36/ Nationality 37 Contact person Telephone number: country code + city code + number Fax number: country code + city code + number E-mail address Number of employees Other relevant resources Experience of similar actions, in relation to the role in the implementation of the proposed action History of cooperation with the applicant Role and involvement in preparing the proposed action Role and involvement in implementing the proposed action

This number is available to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/work/europeaid/onlineservices/pador/index_en.htm.

E.g. non profit making, governmental body, international organisation.

If not in one of the countries listed in Section 2.1.1 of the Guidelines, please justify its location.

For organisations.

For individuals. Page 59 of 66

Important:

This application form must be accompanied by a signed and dated partnership statement from each partner, in accordance with the model provided.

Page 60 of 66

3.2. PARTNERSHIP STATEMENT A partnership is a relationship of substance between two or more organisations involving shared responsibilities in undertaking the action funded by the EU Delegation to the Republic of Mozambique (Contracting Authority). To ensure that the action runs smoothly, the Contracting Authority requires all partners to acknowledge this by agreeing to the principles of good partnership practice set out below. 1.

All partners must have read the application form and understood what their role in the action will be before the application is submitted to the Contracting Authority.

All partners must have read the standard grant contract and understood what their respective obligations under the contract will be if the grant is awarded. They authorise the lead applicant to sign the contract with the Contracting Authority and represent them in all dealings with the Contracting Authority in the context of the action's implementation.

The applicant must consult with its partners regularly and keep them fully informed of the progress of the action.

All partners must receive copies of the reports - narrative and financial - made to the Contracting Authority.

Proposals for substantial changes to the action (e.g. activities, partners, etc.) should be agreed by the partners before being submitted to the Contracting Authority. Where no such agreement can be reached, the applicant must indicate this when submitting changes for approval to the Contracting Authority.

Where the Beneficiary does not have its headquarters in the country where the action is implemented, the partners must agree before the end of the action, on an equitable distribution of equipment, vehicles and supplies for the action purchased with the EU grant among local partners or the final beneficiaries of the action.

I have read and approved the contents of the proposal submitted to the Contracting Authority. I undertake to comply with the principles of good partnership practice. Name: Organisation: Position: Signature: Date and place:

Page 61 of 66

ASSOCIATES OF THE APPLICANT PARTICIPATING IN THE ACTION

This section must be completed for each associated organisation within the meaning of Section 2.1.2 of the Guidelines for Applicants. You must make as many copies of this table as necessary to create entries for more associates. Associate 1 Full legal name EuropeAid ID number38 Country of Registration Legal status39 Official address Contact person Telephone number: country code + city code + number Fax number: country code + city code + number E-mail address Number of employees Other relevant resources Experience of similar actions, in relation to role in the implementation of the proposed action History of cooperation with the applicant Role and involvement in preparing the proposed action Role and involvement in implementing the proposed action

This number is available to an organisation which registers its data in PADOR. For more information and to register, please visit http://ec.europa.eu/europeaid/work/onlineservices/pador/index_en.htm.

E.g. non profit making, governmental body, international organisation. Page 62 of 66

CHECKLIST FOR THE FULL APPLICATION FORM EUROPEAID/131572/L/ACT/MZ - Non-State Actors and Local Authorities In Development (MOZAMBIQUE) BUDGET LINES: LOT 1 (21.03.01); LOT 2 (21.03.01); LOT 3 (21.03.02)

ADMINISTRATIVE DATA

To be filled in by the applicant

Name of the Applicant

Stichting Plan Nederland

EuropeAid ID number

NL-2008-CPM-0901665251

Nationality40/Country41 registration

and

date

of The Netherlands, 6th March 1975

Legal Entity File number42

6000233319

Legal status43

Non-profit making, non-governmental

Partner 1

Name/EuropeAid ID number: ACUDES (Associação Cultural para o Desenvolvimento Sustentável)/ MZ-2011-BQL-1101839448 Nationality/Country of registration: Mozambique Legal status: Associação (Community based/Non-governmental organisation)

Partner 2

NB: Add as many rows as partners

Name/EuropeAid ID number: DPEFP-I (Delegação Provincial do Emprego e Formação Profissional de Inhambane)/ MZ-2010-EUH-2501813822 Nationality/Country of registration: Mozambique Legal status: Governmental body, Local authority

For individuals.

For organisations.

If the applicant has already signed a contract with the European Commission.

E.g. non profit making, governmental body, international organisation… Page 63 of 66

BEFORE SENDING YOUR PROPOSAL, PLEASE CHECK THAT EACH OF THE FOLLOWING POINTS IS COMPLETE AND RESPECTS THE FOLLOWING CRITERIA: Title of the Proposal: Poverty Reduction through Youth Empowerment, Technical Training and Employability in Mozambique PART 1 (ADMINISTRATIVE) 1. The correct grant application form, published for this call for proposals, has been used 2. The Declaration by the applicant has been filled in and has been signed 3.

To b the Yes X X X

The proposal is typed and is in English or in Portuguese. Where more than one language is allowed, the proposal is drafted in the language most commonly used by the target population in the country in which the action takes place. One original and one copy are included

An electronic version of the proposal (CD-Rom) is enclosed

Each partner has completed and signed a partnership statement and the statements are included.

The budget is presented in the format requested, is expressed in â&#x201A;Ź and is enclosed

The logical framework has been completed and is enclosed

PART 2 (ELIGIBILITY) 9. The duration of the action is between 24 months and 60 months (the minimum and maximum allowed) 10. The requested contribution is between X EURO and X EURO (the minimum and maximum allowed per Lot)

11. The requested contribution is between <X %> and <X %> of the estimated total eligible costs (minimum and maximum percentage allowed per Lot)

12. The requested contribution has not been modified by more than 20% compared to the amount requested at concept note stage.

13. If applicable, the requested contribution is equal or less than <X %> of the estimated total accepted costs (maximum percentage allowed)

DECLARATION BY THE APPLICANT

The applicant, represented by the undersigned, being the authorised signatory of the applicant, in the context of the present call for proposals, representing any partners in the proposed action, hereby declares that the applicant has the sources of financing and professional competence and qualifications specified in Section 2 of the Guidelines for Applicants; the applicant undertakes to comply with the obligations foreseen in the partnership statement of the grant application form and with the principles of good partnership practice; the applicant is directly responsible for the preparation, management and implementation of the action with its partners, if any, and is not acting as an intermediary; the applicant and its partners are not in any of the situations excluding them from participating in contracts which are listed in Section 2.3.3 of the Practical Guide to contract procedures for EU external actions (available from the following Internet address: http://ec.europa.eu/europeaid/work/procedures/implementation/index_en.htm. Furthermore, it is recognised and accepted that if we participate in spite of being in any of these situations, we may be excluded from other procedures in accordance with Section 2.3.5 of the Practical Guide; the applicant and each partner (if any) is in a position to deliver immediately, upon request, the supporting documents stipulated under Section 2.4 of the Guidelines for Applicants.; the applicant and each partner (if any) are eligible in accordance with the criteria set out under Sections 2.1.1 and 2.1.2 of the Guidelines for Applicants; Page 64 of 66

if recommended to be awarded a grant, the applicant accepts the contractual conditions as laid down in the Standard Contract annexed to the Guidelines for Applicants (annex G); the applicant and its partners are aware that, for the purposes of safeguarding the financial interests of the EU, their personal data may be transferred to internal audit services, to the European Court of Auditors, to the Financial Irregularities Panel or to the European Anti-Fraud Office. The following grant applications have been submitted (or are about to be submitted) to the European Institutions, the European Development Fund and the EU Member States in the last 12 months: • NSA LA Liberia – Full Proposal • NSA LA Indonesia – Full Proposal (approved) • EIDHR Pakistan – Full Proposal • NSA LA Development Education – Concept Note • NSA LA Sierra Leone – Full Proposal (approved) • NSA LA Bangladesh – Concept Note (pending) • EDF Kenya Rural Development Program – Concept Note (pending) • ACP-EU Water Facility – Uganda – Concept Note (pending) • ACP-EU Water Facility – Malawi – Concept Note (pending) The applicant is fully aware of the obligation to inform without delay the Contracting Authority to which this application is submitted if the same application for funding made to other European Commission departments or European Union institutions has been approved by them after the submission of this grant application. Signed on behalf of the applicant Name

Barbara Feres

Signature Position

Interim Resource Mobilisation Manager

Date

21st February 2012

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ASSESSMENT GRID OF THE FULL APPLICATION FORM

(TO BE USED BY THE CONTRACTING AUTHORITY) YES

&ADMINISTRATIVE CHECK

OPENING

1. The submission deadline has been respected 2. The checklist of the Application form has been duly completed. DECISION : The Committee has decided to evaluate the full application form after having passed the administrative check. The administrative verification has been conducted by: Date: EVALUATION OF THE FULL APPLICATION FORM DECISION

A. The Committee has recommended the proposal for Eligibility verification after having been provisionally selected within the top ranked scored proposals within the available financial envelope. B. The Committee has recommended the proposal for Eligibility verification after having been put on the reserve list according to the top ranked scored proposals The evaluation of the proposal has been conducted by: Date: ELIGIBILITY VERIFICATION

3. The checklist of the Application form has been duly completed. 4. The supporting documents listed hereunder, submitted according to the Guidelines (Section 2.4), satisfied all the eligibility criteria of the applicant and its partner(s) (if any) a. The applicant's statutes b. The statutes or articles of association of all partners c. The applicant's external audit report (if applicable) d. The Legal Entity File (see annex D of the Guidelines for Applicants) is duly completed and signed by the applicant and is accompanied by the justifying documents requested. e. A Financial Identification form (see annex E of the Guidelines for Applicants). f. Copy of the applicantâ&#x20AC;&#x2122;s latest accounts. The assessment of the eligibility has been conducted by: Date: DECISION:

The Committee has selected the proposal for funding after having verified its eligibility according to the criteria stipulated in the Guidelines for Applicants.

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