Contracting Authority: European Commission

Quality Alternative Care for Children and De-Institutionalisation

ANNEX A.2 – Full application form 

Budget line(s): Budget line(s): BGUE-B2017-21.020703-C1-DEVCO

Reference:
EuropeAid/158557/DH/ACT/Multi

Dossier No		
(for official use only)

Table of contents
Full Application Form
1	General information
2	The action
2.1.	Description of the action
2.1.1.	Description (max 13 pages)
2.1.2.	Methodology (max 5 pages)
2.1.3.	Indicative action plan for implementing the action (max 4 pages)
2.1.4.	Sustainability of the action (max 3 pages)
2.1.5.	Logical Framework
2.1.6.	Budget, amount requested from the Contracting Authority and other expected sources of funding
2.2.	Experience
3	The lead applicant, the co-applicant(s) and affiliated entities
4	Associates participating in the action
5	Declarations
5.1.	Declaration by the lead applicant (full application)
5.2.	Mandate (for co-applicant(s))
5.3.	Affiliated entity(ies)
Instructions for drafting the full application
1	General information
2	The action
2.1.	Description of the Action
2.1.1.	Description (max 13 pages)
2.1.2.	Methodology (max 5 pages)
2.1.3.	Indicative action plan for implementing the action (max 4 pages)
2.1.4.	Sustainability of the action (max 3 pages)
2.1.5.	Logical Framework
2.1.6.	Budget, amount requested from the Contracting Authority and other expected sources of funding
2.2.	Experience
3	The lead applicant, the co-applicant and affiliated entities
4	Associates participating in the action
5	Declarations
6	Checklist for self-guidance

Full Application Form
You must follow the instructions at the end of this document on how to fill in the full application

 Delete section 3 if you are applying via PROSPECT

1	General information

Reference of the call for proposals 	Quality Alternative Care for Children and De-Institutionalisation REF 158557	
[Lot number you are applying to:]	N/A	
Number of the proposal	Number applicable for Restricted procedure only.	
Name of the lead applicant	Vision du Monde - World Vision France	
Title of the action	Reinforcing the Child Welfare and Protection System in Georgia	
Location of the action
	[Do not fill in here if you are applying via PROSPECT]
specify country(ies) region(s) that will benefit from the action	
Duration of the action	[Do not fill in here if you are applying via PROSPECT]	

2	The action

2.1.	Description of the action 
2.1.1.	Description (max 13 pages) 
The proposed action titled ‘Reinforcing the Child Welfare and Protection Systems in Georgia’ directly responds to the overall objective of this Call for Proposals to ‘ensure better outcomes for children by ensuring better implementation of the UN’s Guidelines for the alternative care for children’ by advancing an improved and sustainable child welfare and protection system in Georgia. It intends to support the Government of Georgia (GoG) in the realization of its commitments made under the UN Convention on the Rights of the Child (UNCRC) and foster the effective implementation of the Convention’s provisions on deinstitutionalization and community and family-based alternative care, promoting a stronger child protection system. The action promotes a system-strengthening approach to the child welfare reform by directly engaging the GoG, represented by the responsible agency, in the project as the main actor responsible for realising the rights of children in the country, thus ensuring the ownership and sustainability of the project outcomes. It also underpins the rights-based approach in its activities by contributing to the ultimate empowerment of its final beneficiaries as ‘rights holders’ and the government as the ‘duty-bearer’ to meet its obligations. The project prioritises the most vulnerable and marginalized in order to close the gaps for those left behind and ensures that the best interests of the child are the primary consideration in all the actions proposed within its framework. 
The project has been designed in close cooperation with the Ministry of Internally Displaced Persons from the Occupied Territories, Labour, Health and Social Affairs of Georgia (MoH), the state institution responsible for the child care system in the country, the Office of Public Defender (Ombudsman) of Georgia, the Patriarchy of Georgia, and the leading CSOs in the field. It provides a rare opportunity for the core project team represented by World Vision (WV), the lead applicant, and the Social Service Agency (SSA), co-applicant, to bring together aspirations, expertise, technical resources and the authority to reinforce and advance the on-going child welfare reform in Georgia. 

-	World Vision is one of the leading children’s rights non-governmental organizations in Georgia. Throughout its over 20 years of work in the country, the organization has been actively engaged in the strengthening of the child welfare system and creating a healthy and active society for children that is inclusive, tolerant and provides equal opportunities for all. The organization’s long-term presence in the country has successfully positioned it as a reliable development partner for national and local governments, CSOs and other stakeholders. It has strict Child Protection Procedures and Standards followed by all its staff and partners with the ‘Do no Harm’ approach embedded in all its interventions to ensure the child protection during its programme implementations.

-	The Social Service Agency represents the primary stage agency established under MoH and directly responsible for the provision of quality social services in all 69 municipalities of Georgia. It manages the social service workforce representing the backbone of the social welfare system in the country. The main objectives of the agency are to outreach and support the most vulnerable population, increase the quality of social services provided to the citizens and establish easily accessible and effective mechanisms of social protection. The institution is governed by strict national and internal child protection procedures and standards. 

In addition to the core team, the proposed action will be also supported by the Public Defender (Ombudsman) of Georgia and the Patriarchy of Georgia as associate partners of the project who will 

guide, oversee and contribute to the accomplishment of the project’s objectives. 
Acknowledging the leading role that non-governmental organizations play in advocating and caring for the most vulnerable children, the project will ensure engagement and participation of the Georgian Coalition for Child and Youth (GCCY) uniting over the leading civil society organizations in the field of child protection. 
The designed action directly targets and ensures the capacity of the GoG to provide and take control of quality alternative care provision, situating it firmly within the national protection system. Over a thousand of vulnerable girls and boys deprived of parental care and currently residing in the informal and non-regulated child care institutions will directly benefit from the reinforced deinstitutionalization process increasing the access to family and community-based alternative care services. Vulnerable children deprived of parental care or at risk of abandonment throughout the country will be affected by the identified and addressed gaps in the child welfare policy, improved social services and protection mechanisms promoting their ability to reach their full potential in life. All 69 municipalities in 9 regions of Georgia will be targeted within the frames of the project.  

The overall objective of the project is to contribute to an improved and sustainable child welfare and protection system in Georgia through an increased access for vulnerable children to quality alternative care services and protection mechanisms.

Over the past years, the GoG has made considerable progress in reforming the child care system under the stewardship of MoH. Within the currently on-going child welfare and deinstitutionalization reform in Georgia, between the years 2009-2013, the GoG has successfully closed down almost all state-run large scale residential institutions. A comparatively increased number of the established family-style small group homes and foster care families opened the doors for thousands of vulnerable children to alternative care services. The transition to the community and family-based care remains the leading policy direction of the on-going country’s child welfare reform. However, both governmental and non-governmental sectors agree that major pitfalls exist in the deinstitutionalization process at present. Despite the recent positive legislative advancements and the adopted guiding ‘gatekeeping’ policy, the lack of family support services and the absence of prevention mechanisms in place as well as an unbalanced approach towards different groups of children remain as the main challenges of the ongoing reform.
  
In February 2017, the Committee on the Rights of the Child adopted concluding observations on the 4th periodic report of Georgia providing recommendations concerning such areas of child protection as family environment (paras.26-27) and children with disabilities (paras.29-30). While welcoming the progress achieved by the state, the Committee expresses serious concerns in relation to the current deinstitutionalization process including the limited geographical coverage of the social protection, in particular in rural areas; lack of mechanisms and procedures for early identification; insufficient preventive measures in place; the lack of control of and the limited access to childcare institutions run by religious and other non-regulated organizations. The Committee also addresses the slow progress in the deinstitutionalization of children with disabilities who have remained completely outside the reform process. 

The problem of the non-regulated institutions run by religious and other non-regulated institutions, the so called ‘shadow institutions’, has been also emphasized in the 2016 alternative report of CRC implementation in Georgia prepared by the GCCY in the framework of UNCRC 4th periodic review. These institutions are not subject to the state licensing and regulations. The GoG does not have any official records or knowledge of either the exact number of the institutions or children residing in them. According to the sporadic NGO and media reports, up to 1600 children may be subject to unregulated standards of childcare remaining outside of the state social protection system in the so called ‘boarding schools’ under the Patriarchy of Georgia, Muslim denomination and centres run by the municipalities. The report concluded that the highly centralized and reactive, rather than proactive and preventive, nature of the child care system allowed for alternative large-scale religious or informal institutions to emerge. Taking into account the scope and sensitivity of the issue, the GoG has currently no mechanism to implement its child protection policies across the country.

The proposed action aims to reinforce the child welfare reform in Georgia and ensure provision of quality alternative care for children. It intends to identify and address the gaps in the existing policy and service provision in Georgia in order to enable the government to strengthen the child protection system and provide quality alternative care services with a focus on the family and community based-care (priority1 of the Call). The project aims to establish and institutionalize relevant mechanisms for strengthening the statutory social work system at both national and local levels promoting the capacity of the responsible authorities to provide effective and quality alternative care services for vulnerable children. Within the frames of the proposed initiative, the concept for establishment and institutionalization of an effective external non-governmental monitoring system of the alternative quality care services to children deprived of parental care, or at risk of being so, will be promoted and piloted by the project team with an active engagement of the civil society sector (priority2 of the Call). 

The designed action directly addresses the existing challenges faced by the ongoing de-institutionalization reform in Georgia by conducting a nation-wide assessment of non-regulated institutions and supporting the government in its efforts to transform to a community-based care system (priority3 of the Call). A detailed deinstitutionalization action plan will be developed and its inclusion in the regulatory framework will be promoted to reinforce the nation-wide de-institutionalization process in the country leading to enhanced control of the child care services and improved state policy in Georgia. 

In line with the primary focus of the UN’s Guidelines for the alternative care for children on parental care and prevention of unnecessary family separation, the proposed initiative emphasises the need for the effective gate-keeping mechanism and increased capacity in preventive measures at the community level and promotes the establishment of an interagency coordination mechanism directed at identification, prevention, referral and response as part of the effective child protection system (priority4 of the Call). In addition, an ‘Ultra-Poor Graduation Model’ will be piloted in order to provide the GoG with an evidence-based model aimed at the enhancement of the resilience of the most economically and socially fragile families, lifting them out of the circle of extreme poverty and promoting the prevention of family separation as part of the efficient gatekeeping and child welfare policy. 

The specific objective of the action is to enable the Government of Georgia to strengthen the child protection system and provide quality alternative care services with a focus on family and community-based care.
Following the UNCRC comments to the state’s 4th periodic report and remaining committed to the ongoing child welfare reform, the GoG has recently updated and adopted a new Law on Social Work (June 13th, 2018). The Law defines major principles of social work and addresses the issue of the decentralization of the social assistance system and delegation of the responsibilities of early identification, referral and prevention to the municipality level social workers. 
In accordance to it, the country-wide certification of all social workers must be completed by 2021 and their capacity building shall become an ongoing process. In close coordination with the CRC recommendations, the GoG has developed and adopted one of the most important documents in the field - Human Rights Action Plan 2018-2020. In line with the specific objective of the present project - to enable the GoG to strengthen the child protection system and provide quality alternative care services - the action directly promotes and supports implementation of the major commitments and goals stated by the government under the Child Protection Chapter (16) of the Action Plan. The project addresses the following Goals:

-	Strengthening state prevention and family support mechanisms (Goal 16.1). The GoG is in the process of establishing the institute of social workers at the municipality level which will result in the institutionalization of the positions of ‘community social workers’ in all the country’s 69 municipalities. The designed action will facilitate the development of the concept and standards of early identification, referral and response targeting the vulnerable children and vulnerable families with children on a community level (children with special needs, children from ethnic and religious minority backgrounds, children living in absolute poverty, children at risk of violence, children who are out of school). Within the frames of the project, a needs assessment and a country-wide capacity building of the newly assigned community social workers at the municipality level will be conducted. In order to ensure that a coordinated gatekeeping system is in place, the project team will promote the establishment of an inter-agency coordination mechanism between the SSA and social departments of municipalities targeted at the identification, referral and response.  

-	Strengthening services for poor and the most vulnerable children and their families and for children out of school system (Goal 16.2). The action will directly aim at the improvement of the existing statutory social work system by conducting a country-wide capacity building of social workers in accordance to the newly adopted concept of the social work. In addition, a specialized psycho-social support module will be developed within the frames of the project. All 250 social workers under the SSA will undergo the training. The targeted training modules will be institutionalized and systemized. 

-	Deinstitutionalization of residential institutions for children with disabilities and special needs (Goal 16.6). The lack of alternative services creates significant challenges especially in the deinstitutionalization process of children with disabilities who have been left out of the process. The project will directly target the remaining state-run large-scale residential institution for children with disabilities - the Kojori Boarding House for Children with Disabilities, which has not been included in the on-going deinstitutionalization process due to its specificity and sensitivity. The action will address the issue by conducting a needs assessment of the children currently residing in the boarding house and will develop evidence-based recommendations for its deinstitutionalization or optimization to the GoG for further action. The developed recommendations will promote the principle of the ‘best interest of the child’ with special needs and will focus on the reintegration of children with disabilities  in biological families, placement in specialized forms of family type care or specialized foster care. The above recommendations will serve the basis for the national policy towards the children with disabilities under the state care. In addition, the project will facilitate the development of the specialized foster care module aimed at the inclusion of the most vulnerable children such as children with disabilities, children working and living in the streets, children at risk of trafficking, including the respite care. The training module will be adopted and institutionalized with the SSA who will take the responsibility for the continuous country-wide training of the foster families. Within the frames of the project, after-placement support trainings will be provided to at least 500 foster families throughout the whole country advancing the quality of alternative care services thought the country.  

-    Establishing Regulatory framework for the shelters run by religious institutions and local municipalities (Goal 16.7); A thorough nation-wide assessment of the existing so called ‘shadow’ institutions, that include informal and unregulated child care facilities under the religious institutions and municipalities will be conducted to respond to the lack of official records in the field. A database of all children segregated by age and gender residing in unregulated institutions will be generated. In close cooperation with the Patriarchy of Georgia, a de-institutionalization action plan will be developed and recommended for adoption to the government promoting establishment of a regulatory framework for children's shelters and boarding schools administered by religious institutions and local municipalities, ensuring their gradual closure/optimization, as well as the reinforcement of the country-wide transition to community-based care. 

In addition to directly addressing the above Action Plans’ goals, the project will aim to develop a model and a practical concept of the external monitoring of the quality of the alternative care solutions provided to children who are deprived of parental care. Monitoring and evaluation systems are one of the most sensitive stages in the management of public programs and policies, especially in the area of social development, but their relevance is unquestionable. The external monitoring concept will ensure the active engagement of the relevant CSOs in the process. 

A special Country Coordination Mechanism (CCM) will be formed under the aegis of MoH as a coordinating authority mechanism in the country for the fulfilment of the project’s objectives at the national policy level. Led by an assigned Secretariat, the CCM will represent a multi-stakeholder platform for country ownership and participatory decision making on the related policy and programmatic issues. The CCM will be comprised of the following members: representatives of MoH, Ministry of Justice, Ministry of Education, Science, Culture and Sport, SSA, the Ombudsman of Georgia, WV, UNICEF, GCCY and the representatives of the Commission responsible for implementing UNCRC under the Prime Minister of Georgia. At least three Task Force groups will be established under the  CCM to lead, coordinate and implement the targeted objectives of the project.

Op 1.1 Relevant mechanisms, models and capacity for strengthening the statutory social work system are developed and improved   
The CRC Committee has encouraged the GoG to continue to strengthen its efforts to provide adequate and systematic trainings and sensitization on children’s rights of the professional social workforce. Within the frames of the recent UNICEF awareness raising campaigns on violence against children, several separate training courses have been conducted for social workers in some municipalities. However, the continuity and expansion of the trainings have not been ensured. Within the frames of the proposed project, a special Task Force I will be formed under the CCM to facilitate the establishment of the relevant mechanisms for the continued professional development and for strengthening the statutory social work system.  This Task Force will be led by the core project team in cooperation with the Ombudsman of Georgia. 

Currently, UNICEF implements a 7 months project in support of the SSA’s capacity building in provision of quality social work. A capacity needs assessment of social workers under SSA is conducted to evaluate and understand strengths and weaknesses of the current system. A roadmap will be developed and a concept of social work will be updated and handed over to SSA and MoH to be used further for capacity building purposes. The project will end in December 2018. Building on the assessment conducted by UNICEF and the updated concept of social work, the proposed action will further strengthen the capacity building efforts of SSA in specialized and targeted care by developing a psycho-social support module as part of the above concept. As indicated in the CRC Alternative Report, children staying under the state welfare system do not receive comprehensive and adequate psychological support. The concept will provide a framework which will ensure that psychosocial aspects of social work are given the value and emphasis and will incorporate such areas as early interventions and resilience fostering. 

In the attempt to further strengthen the statutory social work system, the project will directly address the problems related to the high centralized nature of the social work and the lack of relevant social services at the community level. At present, social services and protection systems at the municipal level are highly underdeveloped. The family support preventive services are limited and mostly not equally accessible in all regions for all vulnerable children in need of them. Upon the establishment of the institute of the community social workers at the social departments of all 69 municipalities by the GoG, as stipulated by the recently adopted ‘Law on Social Work’, the project team will facilitate the development of the concept and standards of early identification, referral and response for the most vulnerable children and most vulnerable families with children at the community level. A country-wide capacity needs assessment and capacity building trainings will be conducted to the assigned community social workers to ensure the effective implementation of prevention services upon the delegation of this responsibility from the central level to the municipality level. In addition, to advance and reinforce the existing ‘gatekeeping’ policy (2012), interagency coordination mechanisms will be established and strengthened between the SSA and the social departments of the municipalities targeted at the establishment of effective system of the prevention including identification, referral and response.    
The project will also promote the application of an evidence-based ‘Ultra-Poor Graduation Model’ approach as part of the effective ‘gatekeeping’ mechanism. Trapped in poverty in remote regions and left without family support services, vulnerable and disadvantaged families seek alternative ways of child upbringing, support and education. A recent UNICEF study (2012) estimates that approximately 77,000 children live in extreme poverty (less than 1.00 euro per day) in Georgia, representing 9.4 per cent of all children in the country. Another 25 per cent live in comparative poverty (approximately 186,000). These figures suggest that an extremely high number of the overall child population of Georgia lives on the brink of child/family separation. The model will be piloted and handed over to the government for further expansion and outreach nation-wide. 
Within the frames of this output, a Task Force II will be formed under the CCM to promote and facilitate the development of an external monitoring system of the quality of the alternative care solutions provided to children who are deprived of parental care.

A 1.1.1 Develop a psycho-social support module for the SSA social workers 
In order to further advance the updated concept of social work adopted by the government (updated and established in the framework of the UNICEF project), a psycho-social support module will be developed to promote the institutionalization of the specialized and targeted social care. The module will focus on all aspects of an environment or situation which impacts social, emotional and psychological well-being of the most marginalized and vulnerable children subject to or at risk of violence, neglect or abandonment. It will aim to develop the social workers’ capacity in dealing with stressful situations, increase their professional resilience and help them to avoid the professional burnout, support their conflict resolution skills and help them to ensure the quality of the provided services. The module will be developed by a leading expert in the field, who will be hired for an overall of 10 consultancy days which will include direct communication with the target groups. The module will also incorporate recommendations based on the international best practices. The activity will be led by the WV team in close consultations with the established Task Force I who will be responsible for the institutionalization process of the module.

A 1.1.2 Conduct country-wide capacity building trainings for the SSA social workers 
Building on the capacity assessment conducted within the framework of the UNICEF project, country-wide capacity building trainings will be conducted to the SSA social workers using the updated concept on social work and the developed psychosocial module. All 250 social workers in all 69 municipalities of the covered 9 regions will benefit from the capacity building effort of the action ensuring that quality care is provided to vulnerable children who have experienced or are at risk of violence, neglect or abandonment. The activity will aim to increase the technical capacity and institutional knowledge of the existing social workforce promoting the strengthening of the overall statutory system. Five-day intensive trainings will be conducted in 9 regions by WV to cover the whole target group. The activity will be closely supervised by the Task Force I, who will be responsible for further facilitation of the institutionalization of the mechanism of continuous professional development of social workforce within the state system. 

A 1.1.3 Develop inter-agency coordination guidelines between the SSA and social departments of municipalities 
Upon the establishment of the institution of the community social workers at the social departments of the municipalities by the GoG (as stipulated by the newly adopted Law on Social Work), the establishment of coordination mechanism between the central and community level of the SSA will be facilitated. Inter-agency coordination guidelines will be developed to streamline communication between the branches. The guidelines will establish main communication, coordination and reporting system and mechanisms between the SSA and social departments of all 69 municipalities.
The above guidelines will be elaborated by a dedicated expert and will incorporate careful assessment of the current situation, identification of gaps, structural approaches, relevant job descriptions and recommendations based on the international best practices. The activity will be led by the SSA in close coordination with the Task Force I, who will be responsible for the institutionalization of the inter-agency coordination mechanism based on the developed guidelines within the state framework.  

A 1.1.4 Conduct capacity needs assessment of the community social workers of local municipalities in prevention, identification, referral and response. As a first step in the attempt to strengthen the ‘gatekeeping’ system at the community level, a careful capacities and needs assessment of the newly assigned community social workers at the municipalities will be conducted throughout the country. The community social workers will be assessed in their knowledge and professional capacities in the provision of the prevention services including early identification, referral, and response. This will help to identify the existing gaps in the established system and further address it with the targeted capacity building. The assessment will be conducted by 3 dedicated experts coordinated by WV who will travel to the target municipalities to ensure the comprehensive, direct and first hand assessment. All targeted 69 municipalities will be covered by the consultants within the period of 14 working days which will include the preparation phase, development of the assessment tools and approaches, conduction of an assessment and the reporting. A detailed assessment report will be submitted to the Task Force I for further revision and consideration of the current situation. 

A 1.1.5 Facilitate development of a concept and standards of early identification, referral and response for the most vulnerable children and most vulnerable families with children at the community level 
Based on the results of the conducted country-wide capacity assessment of the newly assigned community social workers, a concept and standards of early identification, referral and response for the most vulnerable children and most vulnerable families with children will be developed. The concept will not only focus on the enhancement of professional capacity at the community level but will also promote establishment of an effective framework and prevention system reinforcing the existing national gatekeeping policy. The concept and standards will be developed within the framework of the Task Force I utilizing the expertise, knowledge and resources of each member stakeholder. Overall, the Task Force I will dedicate 15 working meetings to develop the concept and standards with the expertise of its members. The meetings will be facilitated by the WV’s expert who will coordinate the meetings and develop the final report. 

A 1.1.6 Pilot the concept in 3 regions 
In order to ensure that the concept of prevention measures developed and approved by the Task Force I is efficient and viable within the local context, it will be piloted in three selected regions: Imereti, Kakheti and Samtskhe-Javakheti. At least 4 municipalities will be selected in each target region to introduce the concept to the institutional framework and execute the implementation of the determined standards under the supervision of the designated coordinators. 1 coordinator will be assigned to each of the target regions to lead the process within the period of 12 months. The objective of the pilot study is to evaluate the implementation of the best practices of early identification, referral and response at the community level. Ultimately, the results of the study will offer the GoG an evidence-based concept of prevention services for further institutionalization in the state framework.  The pilot process will be led by WV who will use its technical resources and established relationships with the local governments and community members in the target regions and will coordinate and direct the assigned coordinators. The results of the pilot will be presented to the Task Force I who will be responsible for further institutionalization of the prevention concept within the state framework. It will also be responsible for the full alignment of the developed concept and standards with the provisions of the current legislation. 

A 1.1.7 Conduct capacity building trainings to community social workers of municipalities on social work foundations, principles and regulation, prevention services
In parallel with the Activity 1.1.6, country-wide capacity building trainings will be provided to all the assigned community social workers of the municipalities in such areas as social work foundations, principles and regulation, identification, referral and response. The activity will directly support the GoG in its efforts to decentralize the social work, delegate the identification and referral responsibilities to the community level and reinforce the gatekeeping strategy. 25-day trainings will be provided in 9 regions of the country targeting all 130 community social workers by WV in close coordination and supervision of the Task Force I

A 1.1.8 Establish a coordination mechanism between SSA and social departments of municipalities targeted at the prevention, identification/referral and response  
Based on the developed concept and standards, in order to ensure that the effective and coordinated preventive system is in place and is country-wide operational, guidelines for the establishment of the coordination mechanism between the SSA and the social department of municipalities on preventive measures will be developed. The mechanism will serve as the basis for an effective communication, referral and response between the central and the community level of social work, promoting an effective preventive and gatekeeping system. The activity will directly respond to the need for the establishment of the preventive system at the community level enabling the government to implement the adopted legislative provisions. The guidelines will be developed within the framework of the Task Force I which will dedicate 10 working meetings to develop the concept and standards. The meetings will be facilitated by the dedicated expert of the SSA who will coordinate the meetings and develop the final report. 

A 1.1.9 Develop a concept and standards on external non-governmental monitoring system 
Within the framework of the project, an establishment of the external monitoring system will be promoted by the development of the practical concept of the external monitoring. The aim of the external monitoring is to support the government in the supervision of the alternative care provision, better assess the response mechanisms to the needs of vulnerable children under its care and to promote establishment of transparent and effective mechanisms of accountability. The developed concept will define the organizational and institutional context upon which the system will be built. It will also address relevant procedures for the creation of the system: establishment of indicators, implementation of evaluation studies and the dissemination of information on these studies. The above concept will be developed within the frames of the specially formed Task Force II by the Ombudsman Office with the active engagement of participating CSOs under the GCCY. The Task Force will utilize the expertise, knowledge and resources of both parties. Overall 10 working meetings will be dedicated to the development of the concept coordinated by the WV’s expert who will perform the preparatory activities, ensure the technical facilitation of the meetings and will develop the final report. 

A 1.1.10 Pilot the concept in 3 regions and develop recommendations for the institutionalization of the concept at the government level
In order to transform the developed concept of external monitoring into an evidence-based conceptual framework, the concept will be piloted in three selected regions: Kakheti, Imereti, and Samtskhe-Javakheti. The objective of the pilot study is to evaluate the implementation of the best practices of external evaluation of the state policies and mechanisms from the perspective of key principles and issues relevant to child protection. During the pilot studies, each step needed in order to develop, implement, monitor and evaluate child protection policies and procedures as outlined by the concept will be carefully tested and confirmed. These will include, entrance to the field, identification of the target children’s needs, assessment of the provided services against the needs of the beneficiaries, reporting and development of recommendations to the government for improvement. The pilot studies will be implemented by an expert group formed within the framework of the Task Force II and directly coordinated by WV. The expert group will consist of 4 specialists including a lawyer, psychologist, doctor and a social worker who will cover all 3 regions within the period of 12 months. The studies will be conducted in close coordination and under direct supervision of the Task Force II. At least 10 day visits will be implemented in each pilot region within the indicated period.

A. 1.1.11 Ultra- poor graduation model, provide family support services to the most vulnerable families with children to prevent their entry into the state care system
Within the frames of the project, a special fund will be created for the most economically underprivileged families with children to support their empowerment using the ultra-poor graduation model. The activity intends to pilot the model in the 3 selected regions: Kakheti, Imereti, and Samtskhe-Javakheti and develop an evidence-based tool for the ultimate takeover of the tool by the government. Its overall goal is to prevent family separation of those vulnerable families at risk of it due to the economic hardship. The pilot studies will be led by WV who will utilize is current resources and established outreach to the community members in the target regions. A careful assessment and the selection of the most economically and socially underprivileged families will be conducted on the basis of the existing WV’s vulnerability mapping tool  During the piloting process of the graduation programs, all the steps determined by the model will be followed. These will include regular life skills training and home visits, technical skills training, asset transfers, enterprise development, consumption stipends, financial literacy and savings, health care and social integration.  At least 50 most fragile families will be targeted in all three regions. 

Op 1.2 SSA’s capacity to provide quality alternative care services to vulnerable children is increased
One of the major achievements of the on-going childcare reform promoting family and community-based childcare services is the development of the foster care institution consisting of regular/professional, kinship, and emergency foster care systems. Nevertheless, there are still no formal childcare standards, preparation and support mechanisms for the foster caregivers in place. The project will facilitate the development of the specialized foster care module aimed at the inclusion of the most vulnerable children such as children with disabilities, children working and living in the streets, children at risk of trafficking. The module will also incorporate concept and support mechanisms for respite care for specialized foster caregivers not supported by the government system. The training module will be adopted and institutionalized by the SSA who will take the responsibility for the continuous country-wide training of the foster families. In addition, in order to promote the quality childcare standards and child sensitization within the foster care institution, targeted guidelines for the after-placement support for foster families will be developed followed up by country-wide after-placement support trainings provided to at least 70% of the currently registered foster caregivers. Within the framework of the relevant Task Force, the guidelines will be adopted and institutionalized. As part of the effort to advance the development of the foster care institution in the country as well as to address the issue of the current shortage of this type of quality alternative care for children, a country-wide public awareness campaign will be conducted to promote the values of family child care among general public and to popularize the foster care services. 

A 1.2.1 Update the adopted SSA foster care concept with a specialized foster care module 
With the purpose of strengthening the alternative care system, the development of a specialized foster care module aimed at the inclusion of the most vulnerable children such as children with disabilities, children working and living in the streets, children at risk of trafficking, including the respite services, will be facilitated. This module will help increase the core competencies of foster families in the provision of the targeted care to vulnerable children with special needs improving the quality of the provided alternative services. It will promote the concept and standards of a community-based alternative placement for children who require out-of-home care along with therapy and specialized services - including children, who are emotionally and behaviourally disturbed, developmentally disabled.
The designated Task Force I will lead the development process of the module utilizing the expertise, knowledge and resources of each member stakeholder. Overall, 10 working meetings will be held facilitated by an SSA expert in preparation, coordination of the meetings and development of the final report. The designated Task Force will be responsible for the institutionalization of the module within the state framework. 

A 1.2.2 Conduct Training of Trainers (ToT) on the specialized foster care to the SSA’s senior social workers 
Following the development of the specialized foster care module and its official adoption as part of the foster care system, an intensive 5 day training of trainers (ToT) will be delivered to the SSA senior social workers in order for them to ensure the continuous capacity building of relevant staff in the future. The approach will support the scale-up and ongoing country-wide professional capacity building of social workers and foster caregivers in specialized care promoting the improved quality of the alternative care services. Overall, 20 senior social workers under the SSA will participate in the above trainings.  Upon the completion of the ToT, the target social workers will be responsible for the continuous training and capacity building of as well as the provision of consultations to the foster caregivers throughout the whole country. The trainings will be led by WV in close coordination with the Task Force I.

A 1.2.3 Develop a training module and guidelines for the after-placement support for foster families 
In addition, to the specialized foster care concept, the project will also aim to develop an intensive training module and guidelines on the after-placement support for foster caregivers. The guidelines will aim at the improvement of the stability of fostering placements and strengthening the relationships between carers, children and young people, fostering services and birth families. They will incorporate and promote reduction in placement breakdown, the provision of a robust and resilient structure, which offers support through times of crisis and transition, improved respite care, increased skills, confidence and role satisfaction for foster carers and improved experience of peer support. The development of the above module and guidelines will be elaborated and facilitated by a dedicated expert in close coordination with the Task Force I whose responsibility will be to further facilitate the institutionalization of the guidelines within the system. The expert hired for the overall 15 consultancy days will be responsible for the preparation, determination of assessment approaches, development of the concept and reporting. 

A 1.2.4 Conduct country-wide after-placement support trainings to foster families 
As part of the attempt to support the GoG in the advancement of the quality alternative care services, the project will directly target the increase of the knowledge and technical capacities in the after-placement support services of the registered foster care families throughout the country. Three-day intensive trainings will be implemented by WV on the developed and adopted after-placement support concept. Overall, at least 500  foster care families will undertake the national-wide trainings, which represents around 70 % of all official foster care families in the country. The selection process of the target families will be based on the number of children currently under care of the foster family. In order to make sure that the trainings are based on participatory approach, the target foster families will be divided into 2 groups in each 8 regions and into 3 groups in Tbilisi due to the high concentration of the foster caregivers in the capital city. Overall 19 trainings will be conducted in all 9 regions. 
 
A 1.2.5 Promote popularization of the foster care services
A nation-wide public awareness campaign will be conducted to promote an increased awareness of the issues related to foster care among the general public and to facilitate the popularization of the foster care services throughout the whole country. The campaign will incorporate 3 national level and 5 regional level TV shows which will give an opportunity for question/answer format, discussion and debate; 5 regional level radio broadcasts to further expand the outreach; 3 short video programs promoted on TV and online and thousands of information brochures to draw the attention of relevant stakeholders. The above will be followed by a series of target roundtables in the regions to ensure the engagement and dialogue of the local governments and local stakeholders. 

A 1.2.6 Psycho-social support of existing child care centres
In parallel with the development of the psycho-social concept of social work, a specialized psycho-social support will be provided to the existing alternative child care centres established in the process of the ongoing deinstitutionalization reform targeting the well-being of the most vulnerable children with special needs. The activity stems from the acknowledgment of the importance of ensuring that the needs of the most marginalised groups must be met. Instead of focusing exclusively on the physical or psychological aspects of health and well-being, the proposed psycho-social support programmes will emphasise the totality of people’s experience and underline the need to view these issues within the context of the wider family and community networks in which they occur. The programs will directly target the vulnerable children with special physical and emotional needs providing an opportunity to participate in structured, meaningful activities including education, recreation, and interacting with peers promoting their recovery or establishing the need for their further referral. The programmes will cover all 9 regions based on the identified need. 
The activity will be led by WV in close coordination with the Task Force I. 

Op.1.3 SSA is informed on the non-regulated residential child care institutions and the capacity of relevant staff of the non-regulated institutions is increased
As already noted above, despite the successful closure of the state-run residential institutions and the adoption of the gatekeeping policy, there is a prevailing number of childcare facilities/institutions operating without the state licence. The large number of such facilities is managed by religious institutions or sometimes even by the local municipalities. As of today, there is no precise data on their numbers or on the children residing in those facilities - who they are, what are the reasons for separation from their families, what kind of services they are getting and how their rights are fulfilled. The first attempt to monitor child rights situation in the institutions run by the Patriarchy and Muslim Confession of Georgia was made by the Ombudsman’s Office in February 2015, when it assessed up-to 7 centres. It appears that the quality of care at various institutions is different and is not regulated by the state care standards, as most of the institutions are named as boarding schools not requiring such standards. Thus, the rights to family environment, to freedom including religious expression, to health, to quality education, protection from violence, etc. may not be ensured. Additionally, as the children are not under state care, they, especially those with mental and physical challenges, face problems to acquire disability status and become entitled to health benefits. As neither the state nor the religious institutions themselves know the exact number of children living in their child care institutions and boarding schools, the only source of information available to civil society actors are the media and journalists’ reports. According to media reports from 15 February 2015, there are around 24 Muslim boarding schools for children in Adjara that house around 600 children. So far, only three residential childcare institutions under the auspices of the Georgian Orthodox Church are licensed, thus the state plays no role in enrolling children or ensuring their safety and does not conduct monitoring for the rest of number religious childcare institutions. In line with the objectives of the project, a thorough nation-wide assessment of the existing so called ‘shadow’ institutions that include unregulated institutions under religious and other organizations will be conducted to respond to the lack of official records in the field. A database of all children segregated by age and gender residing in unregulated institutions will be generated. Once the institutions under the Patriarchy of Georgia and other non-regulated institutions are identified, their careful assessment will be conducted for their de-institutionalization /optimization.
As a faith-based organization, WV maintains strong links with the Patriarchy of Georgia and has established dialogue with the Muslim denomination in Georgia. It will leverage its unique position and will act as a facilitator in the process of reinforcement of the deinstitutionalization of the entire alternative care system at the CCM level in the country. Taking into consideration the scope and the sensitivity of the issue, two sub-grants will be awarded to third parties for the purpose of the implementation of the above activities. A special Task Force III will be formed under the CCM represented by the Ombudsman Office, GCCY and the Patriarchy of Georgia who will lead and coordinate the activities under this output.  

A 1.3.1 Conduct country-wide mapping of existing non-regulated institutions and generate a database of children segregated by age and sex residing in the non-regulated institutions
 &
A 1.3.2 Conduct an assessment of the identified non-regulated institutions under the Patriarchy of Georgia and other non-regulated institutions for their de-institutionalization / optimization 
2 sub-grants in the maximum amount of 60 000 EUR will be awarded to 2 selected non-governmental organizations to conduct the country-wide mapping of respective religious institutions based on their resources and experience in the child rights protection as well as the links to the target religious denominations. Mainly, one organization will be selected based on its experience of working with the institutions related to Christina denomination and one organization will be selected based on its experience and established relations with the institutions of Muslim denomination. 

The objectives and results to be obtained with the financial support: This financial support will serve the objective of conduction of a country-wide mapping of all existing non-regulated child care institutions under the Patriarchy of Georgia and the Muslim Confession. In addition, a careful assessment of the identified non-regulated institutions under the Patriarchy of Georgia and the Muslim Confession will be performed for their further de-institutionalization /optimization (A 1.3.2). An official database of all children residing in those institutions segregated by sex and age will be generated. The assessment of the institutions will be closely interrelated with the assessment of the children residing in those institutions. The different types of activities eligible for financial support, on the basis of a fixed list: Conduction of a mapping of the existing institutions; development of the official database of all children residing in those institutions segregated by sex and age; assessment of the institutions from the perspective of their de-institutionalization /optimization closely interlinked with the assessment of the residing children. The types of persons or categories of persons which may receive financial support: To be eligible, the applicant shall be a legal person and; be a specific type of organisation such as: non-governmental non-profit organisations, foundation, community-based organisation and; be (locally) registered for at least 1 year.
The criteria for selecting these entities and giving the financial support: the applicants will be selected through a competitive criteria based on the goal and management capacity of the applicant, relevance of the proposals to the project objectives and prior experience in the field. The recipients of the sub-grants will be selected on the basis of their extensive experience in the field of protection of children’s rights and established partnership relations with the target denominations, management capacity and the overall prior experience in the field. The criteria for determining the exact amount of financial support for each third entity and the maximum amount which may be given: The sub grants will be awarded in the maximum amount of 60 000 EUR per initiative in the form of the lump-sum. Criteria for the exact amount will be determined based on a cost-effective correlation between the scope of the action and the expected impact, the expected number of beneficiaries and the capacity of third party. Selected applicants’ proposals will undergo budget analysis, including costs justification check. WV will set up an evaluation committee which will score the proposals based on the criteria above. Once scored and before awarding, WV will check the their financial management and compliance capacity to ensure they have the structure, staff, and regulations in place to follow EC regulations. The sub-grants will be awarded for the maximum period of 18 months. 
The overall sub-grant scheme will be led, managed, coordinated and supervised by the WV in close consultation with the established Task Force III. 

A 1.3.3 Conduct capacity building of the responsible social workers under the Patriarchy of Georgia and other religious institutions 
Based on the assessment of the identified non-regulated institutions under the Patriarchy, intensive capacity building trainings will be provided to responsible social workers of those institutions confirmed for the optimization. 25-day trainings will be delivered to at least 40 social workers encompassing such topics as the main principles and concept of social work, state regulations and priorities, alternative quality care service provision, specialized services for the most vulnerable, prevention and paramount importance of family environment etc. The topics will be determined based on the assessment results. The purpose of the activity is to ensure the gradual inclusion of these institutions in the overall deinstitutionalization process of big residential institutions and their effective optimization towards the quality alternative service provision.  

Op 1.4 Deinstitutionalization process is reinforced and the state policy for alternative child care services is improved/regulated
This output represents one broadest components of the action and targets the finalization of the deinstitutionalization process of the entire alternative care system. Based on the assessment of the remaining major non-regulated childcare facilities/institutions in the country impeding the completion of the deinstitutionalization reform, a detailed deinstitutionalization plan will be developed and presented for the adoption to the established CCM. The document will include main findings and recommendations and will serve as a guiding document for the development of the national deinstitutionalization strategy as part of the ongoing child welfare reform. 

In addition to the evaluation of the non-regulated institutions, the project will also target children with disabilities who have been left out at the previous stages of the deinstitutionalization reform. The lack of alternative services particularly severely affects children with special needs. Targeted community-based services are practically non-existent. At present, day care centres only function in large cities, and there are no early intervention programs in the rural areas, leaving the children with disabilities residing in those areas without any access to the needed services. Within the frames of the project, an assessment of the still remaining state-run Kojori Boarding House for Children with Disabilities will be conducted for the purpose of development of recommendation for its transformation and/or optimization. The recommendations will focus on the promotion of the inclusive reintegration of children into local communities and will serve as the basis for the state’s approach towards to children with disabilities under state care. 

The project will aim to develop a holistic system of quality services to meet the needs of individual children and support families and communities to care for their own children. It is important that all the relevant stakeholders are involved in the transition and decision-making processes and community-based services must be realised in parallel with the closure/optimization of the institutions. Following this principle, with the objective to enable the GoG to successfully implement the reform, the project will support the establishment of the required alternative family and community care services which will be determined based on the conducted assessment of the target institutions. 

A 1.4.1 Conduct an assessment of children in Kojori Boarding House for Children with Disabilities and develop recommendations for its transformation/optimization
Taking into consideration the specialized aspects of the targeted group, 2 experts will be hired to assess the current situation of the children residing Kojori Boarding House for Children with Disabilities followed by the assessment of their needs and accessibility to required services. The overall assignment will last 25 days. Upon the completion of the assessment, a specialized expert will be hired to develop recommendation to the institution’s transformation and/or optimization.  
The activity will be closely coordinated by the Task Force I who will be responsible for further facilitation of the adoption of the recommendations by the CCM. 

A 1.4.2 Develop a de-institutionalization plan and strategy of non-regulated institutions and establishment of the alternative care system
Based on the results of the Op 3 and the conducted evaluation of the Kojori Boarding House for Children with Disabilities, a detailed deinstitutionalization action plan with clear indicators and timescale will be developed with an active participation of the relevant civil society organizations. The action plan will identify and incorporate concrete steps and approaches towards closure/optimization of all informal and non-regulated child care residential facilities managed by the religious organizations and municipalities currently prevalent in the country. Reflecting the long-term strategies for the gradual deinstitutionalization process of the entire alternative care system, the plan will identify and promote the best suitable alternative care forms based on the conducted assessment of children residing in those institutions. The action plan will also integrate the recommendations on the optimization of the Kojori Boarding House for Children with Disabilities, providing a clear set of guidelines on how to respond to the protection needs of vulnerable children with special needs under the state care. 
The process of the development of the plan will be led by WV who will hire a dedicated expert to complete the assignment for the overall 15 consultancy days. The developed draft action plan will then be presented to the Task Force I for approval and further promotion of its adoption within the frames of the CCM. The designated Task Force will conduct 2 meetings to finalize and approve the deinstitutionalization plan and strategy with the estimated participation of 20 relevant stakeholders.

A 1.4.3 Establish and/or improve social work services including the development of small group homes, strengthening family support services directed at prevention etc
In order to be able to efficiently promote the reinforcement of the deinstitutionalization/optimization process of the target religious and other non-regulated child are institution, an establishment of alternative care services will be supported within the frames of the project. The above will make sure that the vulnerable children residing those institutions will not be immediately left out without the any option of alternative care services but will rather be offered the best determined alternative care services depending on the identified individual needs.  As part of the developed deinstitutionalization action plan and strategy, based on the results revealed by the conducted assessments of the target institutions, the establishment of the most needed number of following services will be supported and promoted: small group homes, day care centres for young children, children with special needs like disabilities, psychiatric disorders what makes it hard to integrate them in normal education, 24 care centres, parenting support services: short-term emergency care units, rehabilitation services: physiotherapy, speech therapy, play therapy, psychotherapy, etc.

Changes in the information provided in the concept note

-	None of the associate partner institutions highlighted in the full proposal have been mentioned as associate partners at the concept note stage. However, taking into consideration that both, the Ombudsman and the Patriarchy represent direct and major stakeholders of the proposed intervention, it has been decided to officially engage them as associate partners to re-affirm and attest their commitment and support to the projects objectives.
-	At the concept note stage, an establishment of the day care/24h care centres, supported a mobile outreach team, in Batumi, Adjara region targeting the children living and working in the streets deprived of alternative care options was envisaged and planned. However, the above activity has been recently addressed and taken over by the GoG as part of the goal of the adopted Human Rights Action Plan (2018-2020), diminishing the need for addressing the above gap within the proposed action. 
-	The financing to third parties, described in detail in this section, has not been mentioned at the concept note stage. However, taking into the sensitivity of the relationship with the target religions institutions, the sub-granting scheme has been included in the project in order to ensure efficient achievement the objectives of the action. The financial support to third parties does not represent the main purpose of the action. The procedures on provision of financial support to third parties outlined in the guidelines of the Call for Proposal will be strictly followed. 

2.1.2.	Methodology (max 5 pages) 
The methodology for the implementation of the designed project has been developed in coordination with above major stakeholders and consists of the following elements: 

The overall action applies a system-strengthening approach directly targeting and supporting the GoG at the national and local levels to reform the alternative care system and implement existing legislation and policies in order to build stronger child protection system in the country. The approach promotes institutionalization of the project outcomes including the relevant concepts, models, standards and action plans to ensure the overall impact at the policy and systems levels promoting the ownership of them by government.  

The Rights-Based approach and methodology underpin all the activities of the designed project. Initial capacity, institutional and needs assessments planned within the frames of the project, will allow to identify the human rights claims of rights-holders and the corresponding human rights obligations of duty-bearers as well as the immediate, underlying, and structural causes of the non-realisation of rights. The action assesses and analyses the capacity of the GoG as duty bearer to fulfil their obligations in the targeted fields and only then addresses the existing gaps, supports the targeted capacity building and promotes the awareness of the vulnerable children and families as rights-holders of their rights. 

The following evidence-based tools will be applied in the course of the project:
 
•	A Vulnerability Mapping Tool (VMP) has been developed by WV in partnership with the Georgia Association of Social workers in order to meet the need for a standardised approach to assess family and child vulnerability within the frames of the WV Kakheti Area program. Within the frames of the program, the tool was piloted in 2014 and allowed the identification of the vulnerability levels of children and households, their assessment and, based on the gathered data, determination of the targeted intervention.  
Initially, the tool was intended for individual assessments only. However, upon its modification in the pilot process, it allowed the evaluation of the population vulnerability at the community level and offered data on the general social situation of the community. The tool is based on the analysis of vulnerability major factors affecting children: violence against children, extreme poverty, and discrimination and nature/human caused crisis/catastrophe. The tool consists of 4 steps: 1. demographic information; 2. information about a child; 3. information about the child’s family; 4.data process. 
The goal of the vulnerability tool is to improve both the quality and responsiveness of programs by identifying and responding to unmet needs and evolving circumstances which impact vulnerable children’s’ lives. The tool was not designed to provide in-depth information about individual children in the program but to be used as a rapid assessment tool to determine if additional intervention is needed at the program level.

•	The Ultra-Poor Graduation Model is a tailored response designed to address the unique needs of the ultra-poor supported by the World Bank Consultative Group to assist the Poor (CGAP) and the Ford Foundation world-wide. Pioneered in Bangladesh in 2002, it has been since piloted and integrated in the social protection system in 15 countries. It represents a sequenced, multi-sector intervention that supports the poorest and most vulnerable households to achieve sustained income and move out of extreme poverty within a specified period.
At the heart of the Graduation Approach is strong coaching that enables a personalized response to individual needs. The approach is not a short-term escape from extreme poverty but instead seeks to equip participants with the tools, livelihoods, and self-confidence to sustain themselves when the program is over. The model integrates a robust learning and evaluation agenda with qualitative research. It includes a “life histories” approach and ethnographic methods, which offer a more granular understanding of the process of change in pilot participants’ lives and behaviours, as well as randomized controlled evaluations. The approach consists of the following steps: regular life skills training and home visits, technical skills training, asset transfers, enterprise development, consumption stipends, financial literacy and savings, health care and social integration. Working together, these interdependent interventions lead to strong outcomes at the household level including increased or improved assets, food security, savings and financial inclusion, health outcomes, social integration and productive skills. Graduation occurs when households achieve economic and social advancement measured by several criteria over the course of 18-24 months. The model is adaptive to local context and allows a scale-up.

In order to ensure the highest level impact claimed by the project goals as well as to promote the system-strengthening approach indicated above, the following project structure will be established and followed as part of the approach: 

A special Country Coordination Mechanism (CCM) will be formed under the aegis of MoH as a coordinating authority mechanism in the country for the fulfilment of the project’s objectives at the national policy level. At least three Task Force groups will be established under the CCM to lead and implement the targeted objectives of the project: 

	

The designated task forces will be responsible for the development of relevant concepts based on the areas of expertise of its members, facilitation of the development of modules and capacity building activities, coordination and direct oversight of the project activities, facilitation of institutionalization of concepts and mechanisms, promotion and facilitation of the adoption of plans and strategies to the CCM, as well as the development of reports and documents. The CCM will directly represent the MoH in the respective fields and will serve as an authority mechanism responsible for the coordination of processes and the national policy level. CCM will convene on a monthly basis to ensure participation and coordination of the project. 

Fit with other programmes and projects
The European Union and UNDP are assisting the protection of human rights in Georgia through the Euro 4 million EU-funded programme “Human Rights for All”, which supports and promotes the implementation and monitoring of the National Human Rights Strategy and Action Plan 2014-2020. Direct engagement of the government representatives in the proposed action will ensure the alignment with the EU priorities in the field of human rights in Georgia and will support the synergy of the actions. 

At present, UNICEF implements a 7 month project ‘Enhance capacity of the Social Service Agency to provide quality social work’. Within the frames of the project, a capacity needs assessment of social workers under SSA is conducted to evaluate and understand strengths and weaknesses of the current system. A roadmap will be developed, and a concept of social work will be updated and handed over to SSA and MoH to be used further for the capacity building purposes. The project will end in December 2018. The proposed action will use the developed and officially adopted concept of social work for the planned country-wide training of social workers proceeding and completing the vision of the above project.  

Furthermore, WV is currently implementing an EU project ’Empowered Civil Society for Good Governance’ (EuropeAid/155271) within the frames of which awareness raising of social departments of municipalities on the upcoming establishment of the institute of community social workers is planned in 6 target regions. The proposed action will build on the enhanced awareness of those municipalities on the envisaged new responsibilities and will use it as a platform for the advancement of the planned activities. 

Follow up and evaluation methodology 

All project activities with the involvement of all project partners, stakeholders and beneficiaries will be monitored and evaluated by separate monitoring and evaluation schemes to allow an assessment of each project component separately. The M&E plan will apply a range of data collection methods to ensure adequacy of information, both for internal project management purposes and for measuring project impacts. Regular project monitoring will be carried out by the project management with support of the DM&E officer who is part of the project team. Updates will be reported in the internal monthly report where activities and results are collected and consolidated. For the impact evaluation the following will be done:
-	A baseline study along with the targeted assessments will be conducted at the beginning of the project with the aim to have baseline values for all the impact and outcome level indicators. In addition, the baseline survey will allow carrying out a comparative analysis during the final external evaluation and develop an understanding of the contribution that the project will have in the targeted sector. Both baseline and final evaluations will follow a mix methods approach with the application of both quantitative and qualitative approaches to ensure the triangulation and validation of data during the analysis. In addition, the baseline evaluation will incorporate the produced mapping documents and relevant targeted assessment reports conducted at the initial stage of the relevant activities. 
-	Final evaluation will be conducted to assess and present results (output, outcomes), conclusions, lessons learnt and recommendations. The evaluation will target the analysis of the design and coherence of the project/programme including the design of the logframe matrix/programme theory and present the underlying theory of change and its assumptions; the extent to which the project/programme has achieved its objectives and results or is likely to achieve them, including the extent to which the lives of the project/programme beneficiaries (women, men, girls, boys) has been improved. Also the extent to which supported institutions have already benefitted people; the strengths and weaknesses in terms of planning, management, implementation and monitoring. The final evaluation will review the overall project cycle, draw conclusions and extracts lessons based on the achieved outcomes (effects of completed activities) and impact (long lasting change).

Both measures will provide the required data for comparative analysis of the project’s effects during the final external evaluation at the end of the project. The project evaluation will critically look at what the project achieved through analysis of expected results, identification of gaps and lessons learned and make recommendations for following-up for increased sustainability of the action. In addition, a version of the final report (approved by the EU) will also be published on the implementing partner’s websites, increasing accountability for the projects implemented by the partners. Lastly, an external audit (verification of expenditures) will be conducted as per donor requirements to ensure financial accountability and transparency.

Partners’ roles and responsibilities
Both project partners, WV and SSA, are directly engaged in the implementation of the project’s activities. Their expertise and resources in the respective fields led to the internal division of roles and responsibilities, as described below:

Lead applicant: WV is an international relief, development and advocacy organization dedicated to working with children, families and communities to overcome poverty and injustice. It has been the leading non-governmental organization directly participating in the ongoing deinstitutionalization reform in the country since 2005, supporting the pilot studies of the currently established alternative care services. It has also been providing support services to vulnerable families throughout the country since 1994. It uses a systems approach to strengthen local and national child protection systems in contextually-appropriate ways so that governments, civil society, faith-based actors, community stakeholders and children are empowered, coordinated and working together to create a protective environment that cares for and supports all children, especially the most vulnerable. 

As the lead applicant, WV will take the overall responsibility for the successful implementation of the project. It will leverage its technical resources and will bring evidence based tools into the project in order to ensure the effective implementation of the set objectives. The organization’s role in the project is mostly two-fold: as a supporter and a facilitator. WV will support the GoG in the development of specialized concepts and modules related to child protection, social work and quality alternative care, capacity building and expertise sharing. On the other hand, as a faith-based organization with strong links with the leading religious institutions in the country, WV is in unique position to act as a facilitator in the deinstitutionalization process supporting the GoG in establishing the dialogue within the child reform context with the Patriarchy of Georgia and Muslim Confession. 
Beyond the task division for the implementation of specific project activities, WV will lead the project coordination drawing from its extensive experience in coordination and management of local, national and transnational projects involving a diverse range of project partners and key stakeholders from the public and non-governmental sectors in Georgia.  

Co-applicant: SSA represents the primary stage agency established under MoH and directly responsible for the provision of quality social services in all 69 municipalities of Georgia. It manages all 250 social workers representing the backbone of the social welfare system in the country and employs over 2000 people who support the administration of over thousands of social protection and health state programmes. As the project’s co-applicant, SSA will take the responsibility for the successful implementation and coordination of the assigned project activities. It will support the development of relevant concepts as well as the establishment of inter-agency coordination mechanisms and will lead the process of their institutionalization. Overall, as a direct representative of the state, it will be responsible for the facilitation of the project processes and their ownership by the GoG as well as for the advocacy for the alternative care reform within the objectives of the project. 
Associate Partner: The Public Defender (Ombudsman) of Georgia is an independent constitutional authority, which supervises the protection of human rights and freedoms within its jurisdiction on the territory of Georgia. Its mandate includes the supervision of the state bodies and policies, including the ones related to the child welfare, from the perspective of human rights and protection. As an associate partner to the project, the Ombudsman will guide, supervise and contribute to the development of the concepts and policy-level strategies as well as the project outcomes related to the child welfare and protection of children’s rights. It will directly engage in the development of the external monitoring system through the established country coordination mechanism, described in detail further in the proposal. 

Associate Partner: The Patriarchy of Georgia is a unified authority of the Georgian Orthodox Church administering all 44 eparchies country-wide. As an associate partner, the Patriarchy will guide and contribute to the development of the overall deinstitutionalization/optimization process of the existing informal and non-regulated child care institutions in Georgia.

The Georgian Coalition for Child and Youth (GCCY) represents the union of over 50 leading non-governmental organizations in the in Child Welfare sphere in Georgia. The main activity of the coalition is the advocacy of rights of children and youth on the local and on international level. It currently focuses on 4 thematic areas: prevention of child abandonment and development of family supporting services; juvenile justice; protection of children and youth from violence and neglect; mechanisms for assisting youth leaving care. As an active member of CCM and the relevant task forces, it will guide and contribute to the achievement of the project’s objectives. 

The project has been planned in close cooperation with the major stakeholders represented as member of the established CCM. All project stakeholders positively assessed the initiative and support the implementation of the project activities based on their responsibilities as detailed above. Their roles have been agreed upon during the preparatory consultations held with them.

Organizational Structure 

Reflecting on the above indicated expertise and experience of the partners and their roles and responsibilities, a project team with clearly assigned responsibilities will be created to ensure coordination and management alongside quality standards and allowing for continuous monitoring and evaluation of the project process, progress and achievements. The project will be led by:
-	1 project manager responsible for overall project oversight and coordination of project activities, as well as for technical and managerial oversight of all project implementation activities and project outcome deliverables including reporting (WV)
-	1 project coordinator responsible for overall supervision of the project activities, coordination of information and work plans, elaboration of the detailed implementation plan, and preparation of management reports (WV)
-	1 project manager responsible for project oversight and coordination of the assigned project activities, as well as for technical and managerial oversight of all project implementation activities and project outcome deliverables including reporting (SSA)
In addition, the support to the project will be ensured through a certain percentage of staff time from both partner organizations (Regional/ Area Managers, Accountant, DM&E Officer, HR, Grant manager, Supply Chain Team Lead, Finance/Admin, and Drivers). 

Main resources for implementation: The project will mostly rely on its project staff, invited experts, trainers, materials, travel costs for workshops and regional meetings, promotional materials, audit, and various office/communications/training equipment. 
Certain activities will be subcontracted (respecting EU procurement procedures), for example: desk research, baseline, final evaluation and the external audit. Other services, such as publications and hotel accommodations, will also be sourced via procurement procedures and contracts signed. 
Visibility plan: The project partners will make sure that the EU contribution to this project is conveyed to the public in Georgia as well as in the EU. Upon the launch of the project, WV will develop the Project’s Communication Strategy and respective Action Plan. The Communication Strategy and the Action plan will map out national and regional media contacts to ensure that all project activities are covered both on the local and national levels. The target audience will be reached through the following major actions from the project’s visibility plan:
•	Official opening ceremony of the project will be held, including press conferences, with the participation of beneficiaries, implementation stakeholders and the EU Delegation
•	At least one major achievement during the implementation period will be officially celebrated with invitations to the press, the EU Delegation and project stakeholders 
•	Print, radio, TV and electronic media will be targeted as key recipients and distributors of information for both advocacy and awareness. Key planned communication activities include press releases – acknowledging EU support for the project as well as for capacity building trainings, workshops and community events 
•	EU’s support for this project will be clearly displayed on all further project documents and IEC (information, education, communication) materials printed, including successes and lessons learnt shared with other stakeholders
•	Acknowledgement of EU support and the use of the EU logo will be incorporated into all trainings, workshops, events, etc
•	All project equipment and supplies will show the EU logo
•	At all project events, a banner will inform about the project and the donor
•	Both WV and SSA will post the main information on the project including the location, main purpose, beneficiaries and donor on its website. Information will be regularly updated during the course of the project and whenever special activities, visits, etc. take place 

2.1.3.	Indicative action plan for implementing the action (max 4 pages) 
The action plan will be drawn up using the following format:

Year 1	
	Half-year 1	Half-year 1		
Activity	Month 1	2	3	4	5	6	7	8	9	10	11	12	Implementing body	
Execution Activity  Project Launch Conference															WV	
Execution Activity Start-up workshop													WV	
Execution Activity Establish the CCM 													WV, SSA	
Execution Activity A 1.1.1 Develop a psycho-social support module for the SSA social workers													WV	
Execution Activity A 1.1.2 Conduct country-wide capacity building trainings for the SSA social workers 													WV	
Execution Activity A 1.1.4 Conduct capacity needs assessment of the community social workers of local municipalities in prevention, identification, referral and response													WV	
Execution Activity A 1.1.5 Facilitate development of a concept and standards of early identification, referral and response for the most vulnerable children and most vulnerable families with children at the community level 													WV	
Execution Activity  A 1.1.9 Develop a concept and standards on external non-governmental monitoring system 													WV	
Execution Activity A. 1.1.11 Ultra- poor graduation model, provide family support services to the most vulnerable families with children to prevent their entry into the state care system													WV	
Execution Activity A 1.2.1 Update the adopted SSA foster care  concept with a  specialized foster care module 													SSA	
Execution Activity A 1.2.3 Develop a training module and guidelines for the  after-placement support for foster families 													WV	
Execution Activity A 1.2.4 Conduct country-wide after-placement support trainings to foster families 													WV	
Execution Activity A 1.2.5 Promote popularization of the foster care services													WV	
Execution Activity A 1.3.1 Conduct country-wide mapping of existing non-regulated institutions  and generate a database of children segregated by age and sex residing in the non-regulated institutions													WV	
Execution Activity A 1.3.2 Conduct an assessment of the identified non-regulated institutions under the Patriarchy of Georgia and other non-regulated institutions 
for their de-institutionalization /optimization 													WV	
	
Year 2	
	Half-year 2	Half-year 2		
Activity	Month 1	2	3	4	5	6	7	8	9	10	11	12	Implementing body	
Execution Activity A 1.1.2 Conduct country-wide capacity building trainings for the SSA social workers 													WV	
Execution Activity A 1.1.3 Develop inter-agency coordination guidelines between the SSA and social departments of municipalities 													SSA	
Execution Activity A 1.1.4 Conduct capacity needs assessment of the community social workers of local municipalities in prevention, identification, referral and response													WV	
Execution Activity A 1.1.5 Facilitate development of a concept and standards of early identification, referral and response for the most vulnerable children and most vulnerable families with children at the community level 													WV	
Execution Activity A 1.1.6 Pilot the concept in 3 regions 													WV	
Execution Activity A 1.1.7 Conduct capacity building trainings to  community social workers of municipalities on social work foundations, principles and regulation, prevention services													WV	
Execution Activity A 1.1.8 Establish a coordination mechanism between SSA and social departments of municipalities targeted at the prevention, identification/referral and response  													SSA	
Execution Activity  A 1.1.9 Develop a concept and standards on external non-governmental monitoring system 													WV	
Execution Activity A 1.1.10 Pilot the concept in 3 regions and develop recommendations for the institutionalization of the concept at the government level													WV	
Execution Activity A. 1.1.11 Ultra- poor graduation model, provide family support services to the most vulnerable families with children to prevent their entry into the state care system													WV	
Execution Activity A 1.2.1 Update the adopted SSA foster care  concept with a  specialized foster care module 													SSA	
Execution Activity A 1.2.2 Conduct ToT on the specialized foster care to the SSA’s senior social workers 													WV	
Execution Activity A 1.2.4 Conduct country-wide after-placement support trainings to foster families 													WV	
Execution Activity A 1.2.5 Promote popularization of the foster care services													WV	
Execution Activity A 1.2.6 Psycho-social support of existing child care centres													WV	
Execution Activity A 1.3.1 Conduct country-wide mapping of existing non-regulated institutions  and generate a database of children segregated by age and sex residing in the non-regulated institutions													WV	
Execution Activity A 1.3.2 Conduct an assessment of the identified non-regulated institutions under the Patriarchy of Georgia and other non-regulated institutions for their de-institutionalization /optimization 													WV	
Execution Activity A 1.4.1 Conduct an assessment of children in Kojori Boarding House for Children with Disabilities and develop recommendations for its transformation/optimization													SSA	

Year 3	
	Half-year 3	Half-year 3		
Activity	Month 1	2	3	4	5	6	7	8	9	10	11	12	Implementing body	
Execution Activity A 1.1.6 Pilot the concept in 3 regions 													WV	
Execution Activity A 1.1.7 Conduct capacity building trainings to  community social workers of municipalities on social work foundations, principles and regulation, prevention services													WV	
Execution Activity A 1.1.10 Pilot the concept in 3 regions and develop recommendations for the institutionalization of the concept at the government level													WV	
Execution Activity A. 1.1.11 Ultra- poor graduation model, provide family support services to the most vulnerable families with children to prevent their entry into the state care system													WV	
Execution Activity A 1.2.5 Promote popularization of the foster care services													WV	
Execution Activity A 1.2.6 Psycho-social support of existing child care centres													WV	
Execution Activity A 1.3.3 Conduct capacity building of the responsible social workers under the Patriarchy of Georgia and other religious institutions 													WV	
Execution Activity A 1.4.2 Develop a de-institutionalization plan and strategy of non-regulated institutions and establishment of the alternative care system													WV	
Execution Activity A 1.4.3 Establish and/or improve social work services including the development of  small group homes, strengthening family support services directed at prevention etc													WV	
Execution Activity  Close-out event													WV	

2.1.4.	Sustainability of the action (max 3 pages) 

Impact of the Action 
The whole project design is focused on the impact as it aims to make a concrete difference in the lives of vulnerable children in Georgia. The project targets the complete deinstitutionalization / optimization of all the large-scale non-regulated childcare facilities. The majority of those childcare facilities are currently run under the religious institutions and municipalities. This project will reinforce the gradual country-wide transition to family and community-care, in line with the current government’s policy, opening the doors to quality alternative care to up to 1600 children remaining outside the state child protection system.
Technical impact: As a result of the project, technical capacities of the overall social workforce will be increased promoting inclusive, targeted and tailored services for the vulnerable children deprived of parental care or at risk of abandonment. The capacity of all 250 social workers under the SSA will be targeted. In addition, the knowledge and skills of foster caregivers throughout the country will be improved in after-placement services ensuring the enhanced quality of family-oriented alternative care services. At least 70% of all registered foster families will benefit from the project. 
Policy impact: by applying an institutional capacity building and a system-based approach, the action will help the GoG to reform its alternative care system and implement the existing legislations and policies in order to build an improved and stronger child protection system in the country. Reinforcement of the exiting ‘gatekeeping’ policy by means of the institutionalization of early identification and referral mechanisms at the community level will ensure the sustainable path towards the prevention of family and child separation supporting families in their roles as primary carers and will allow the child protection system at both national and local levels address the children’s needs. 
The proposed project’s structure does not only ensure the ultimate ownership of the project outcomes by the government, but also promotes its direct engagement in the project activities offering it to lead the process. The multi-stakeholder platform in the form of the CCM guarantees the participation of all leading actors of the child protection system at the highest level of the state structure and ensures sustainability and appropriation of the action. 
All the activities of the action lead to the empowerment of the GoG in the realization of its responsibilities as ‘duty bearer’ allowing it to advance its ultimate human rights obligations. 
Social impact: Establishment of an external monitoring system led by the Ombudsman Office and the leading CSOs in the field, promoted and facilitated within the framework of the project, will ensure the protection of the best interests of the child in the future implementation of the state policy. 
Economic impact: The “Ultra-Poor Graduation Model’ will directly affect the economic capacity of 50 identified most vulnerable families struggling from the economic hardship. The model will contribute to and support the effective gatekeeping mechanism with a focus on prevention of unnecessary child abandonment due to the extreme poverty of vulnerable families. In terms of impact at the household level, the Graduation Model has proved to signify greater household income and productive asset value, increased savings, enhanced confidence and higher social integration. At least 20 out of the target families are expected to successfully achieve the financial sustainability at the end of the applied graduation programmes.  
Dissemination plan and the possibilities for replication and extension of the action outcomes
In line with the recently adopted ‘Law on Social Work’, stipulating continuous capacity building in the field of social work and alternative care, the project supports and facilitates integration of capacity building modules and mechanisms within the state structure. In that way the project will promote systematization of the capacity building within the system. In addition, the social workers trained as trainers on the specialized foster care will ensure that the process of sensitization to the specific and individual needs of vulnerable children will continue beyond the final phase of the project. SSA will be the state agency responsible for the promotion of systematization and scale-up of the above processes. 
The concept of an external monitoring system piloted in 3 regions will produce an effective and evidence-based model for the engagement of the Ombudsman’s Office and the non-governmental sector in the management of the child welfare reform and establishment of the quality alternative care system. A scale-up and an institutionalization of the concept by the government as a result of the advocacy efforts of the project will ensure the consistent and continuous improvement of the state policies as well their compliance with the best interest of every child under its care. 
Civil society will also be encouraged to continue their work to the benefit of vulnerable communities, support local and regional authorities in this regard but also making them accountable on their undertakings.

Risk Analysis and Contingency Plan

Risks 	Risk type	Mitigating Factors / Actions	
Political situation and Child Welfare policy direction changes in Georgia	Political/ Social	Georgia has signed the EU Association Agreement and remains committed to it as demonstrated by the recent legal advancements in the human rights field 	
GoG is less cooperative and responsive to the outcomes of the project than expected

	Political 	The project design is fully aligned with the recently adopted the Human Rights Action Plan (2018-2020) in April 2018, the endorsement of which re-affirms its policy. 

Regular meetings on a monthly basis conducted within the frames of the Country Coordination Platform (CCM) under the aegis of the MOH represented by all major governmental and non-governmental stakeholders will ensure the direct engagement and ownership of the project processes and outcomes by the government 	
Project stakeholders are  less committed to the project’s initiatives and are less open to dialogue than expected 	Political/ Social	Direct engagement of the SSA in the project and  the associate’s status of the Public Defender’s Office and the Patriarchy of Georgia ensures their full engagement and support as the major stakeholders 	
The target informal residential institutions are resistant to the reinforced deinstitutionalization reform 
	Political/ Social	Engagement of the Patriarchy in the project confirms the openness of the institution towards the project objectives. 
Conducted preparatory consultancies and partnership relationships of WV with the Muslim Confession ensured the openness and support of the institution. The planned capacity building activities provided to the target group and directed at the transition to community and family-care will ensure their ongoing support.	
The best interest of the target vulnerable children are not fulfilled 	Social	Both implementing project partners will strictly follow the national and internal Child Protection Procedures and Standards. 
The project will promote and support the establishment of quality alternative care services to ensure that the best interests of the target vulnerable children are fully met as a result of the deinstitutionalization/optimization process. 
The engagement of the Ombudsman will ensure the close monitoring of the processes  	
Living conditions and/or
livelihoods of the target ultra-poor families are not improved 	Economic 	An application of the evidence-based ‘Graduation Model’ will ensure the provision of the most effective and result-oriented support to the target vulnerable families 	

The main pre conditions to the action implementation are: 1) the access to project areas is not inhibited by catastrophic events; 2) the political environment remains conducive to operations; 3) the effective participation and fulfilment of their roles and responsibilities of every stakeholder including associates, municipalities, social workers and religious leaders. To do so, the project will benefit from WV and SSA experience in the field; 4) there is no major and sudden population movements.
The main assumptions to sustainably achieve the objective are: 1) the political stability remains unchanged; 2) the Government of Georgia remains committed to EU Association Agreement and implements the adopted legislation and the adopted Human Rights Action Plan (2018-2020) 3) the project stakeholders all remain responsive to the project messages and open to dialogue. 
Sustainability 
Financial sustainability: The ultimate ownership and control over the process by the MoH ensures the financial sustainability of the overall action. The applied system-based approach, adopted concepts and policies, as well as the institutionalized mechanisms, all ensure the takeover of the processes by the GoG. The above system approach will require the state to continue protection of the rights of children with appropriate measures and resource allocations.
Institutional sustainability: Taking into consideration that the institutional aspects predetermine policies and activities, the action directly targets the institutional capacity of the responsible state Social Service Agency. All 250 social workers throughout the country, representing the cornerstone of the social protection system in Georgia, will have an increased capacity in social work. By incorporating the psycho-social aspects in the concept of the social work, the project will enable the SSA to better meet emotional, social and developmental needs of the vulnerable children. 
With the establishment and institutionalization of the inter-agency coordination mechanism between the SSA and municipalities, the project will allow the currently centralized social work system to outreach to the community level strengthening its institutional capabilities in preventive measures. Knowledge and professional capacities of all 130 community social workers will ensure prevention of unnecessary and unsuitable care placements and will promote quality improvements in the existing care system.  The project also targets 70 % of the currently registered foster caregivers in the country, whose increased capacity in after-placement will allow for continuous follow-up and reintegration in the community. All the above will lead to the enhanced institutional capacity of the GoG in its efforts to reform its child protection system and fulfil the rights of the vulnerable children. 
As one of the most important components of the project, it aims to directly support the government to increase its knowledge and control over the system in informal and unregistered care provision prevalent in the country. Using its unique position as a faith-based organization with strong links to religious institutions, WV strives to facilitate the establishment of the dialogue platform between the GoG, the Patriarchy and Muslim Confession with the joint overarching goal to protect the vulnerable children, meet their needs and ensure that those children who are deprived of parental care are covered by the state’s protection system. 
Policy sustainability: One of the leading outcomes of the proposed action is the adoption of the deinstitutionalization strategy by the Government. This will result in situating alternative care firmly within the state child protection system at the policy level and will drive gradual deinstitutionalization of the entire alternative care system. An increased access of vulnerable children to quality alternative care services and protection mechanisms will contribute to the improved and sustainable child welfare policy and protection systems Georgia.  
The role of the CCM in above process is paramount. As a multi-stakeholder platform, CCM ensures the ownership of the process of all stakeholders within the state system as well as their participation throughout the duration of the project.    

Environmental sustainability: 

No unintended adverse environmental impact is anticipated. Currently, WV develops Carbon Footprint measurement studies for every office and staff training on natural and environment protection is ongoing. The project will attempt to offset the travel in the framework of this project (especially flights – according to EU regulations) to reduce its carbon footprint.

2.1.5.	Logical Framework 
Please fill in Annex C to the guidelines for applicants.

2.1.6.	Budget, amount requested from the Contracting Authority and other expected sources of funding 

Please fill in Annex B to the guidelines for applicants 

2.2.	Experience 
The below information will be used to assess whether you have sufficient and stable experience of managing actions in the same sector and of a comparable scale to the one for which a grant is being requested.

(i) Experience in similar actions in the past 3 years (Maximum 1 page per action) 

Name of the organisation: World Vision

Lead applicant: X                Co-applicant           Affiliated entitiy

	
Project title: Strengthening child protection system in Senegal against exploitation, ill-treatment and sexual abuse
	Sector (ref. list of sectors in Sectorial experience in PADOR):
Education (11000); Social/welfare services (16010); Government and Civil Society (15100); Support to local and regional NGO’s (92030)	
Location 	Cost of the action 
		(EUR)	Role:  Coordinator,
co-beneficiary, affiliated entity	Donors to the action (name)	Amount contributed (by donor)	Dates (from..to)
dd/mm/yyyy 	
Senegal (Dakar, Thies, Diourbel and Kedougou)	805 000€	Coordinator	European Union
World Vision private donors	600 000€
205 000€	February 2016 to January 2019	
Objectives and results of the action	Contribute to the improvement of child protection services and to strengthening protection system through CSOs. 
Specific objective 1: Implement prevention programmes through awareness campaigns, involvement and networking of child protection stakeholders
Establishment of functional protection committees at villages and regional levels.
Creation of a referral system of children victims of abuses and exploitation through the establishment of referral observatories
Advocacy campaign to the local authorities especially the Protection Direction of the Government to instore an official referral system.

Specific objective 2: To provide appropriate support (psychological and rehabilitation) for children suffering from exploitation, sexual abuses or ill-treatment. 
Emergency support provided to 200 children and their families (rehabilitation projects)
Awareness trainings to professionals (doctors, teachers, police, judges etc) on child protection

Name of the organisation: World Vision

X

Lead applicant              Co-applicant             Affiliated entitiy	
Project title: Empowered civil Society for Good Governance 	Sector (ref. list of sectors in Sectorial experience in PADOR):	
Location 	Cost of the action 
		(EUR)	Role:  Coordinator,
co-beneficiary, affiliated entity	Donors to the action (name)	Amount contributed (by donor)	Dates (from..to)
dd/mm/yyyy 	
Georgia	
760 144
	Coordinator 	European Commission 	570 108	2018-2020	
Objectives and results of the action	The overall objective is to contribute to good governance, accountability and inclusive policy-making in Georgia featuring an empowered civil society at local and regional levels.
The specific objective is to enhance accountability and participatory policy-making at local level through strengthened capacities of CSOs.  The 
The project intends to contribute to enhanced accountability, transparency and inclusive policy-making practices in Georgia with an emphasis on active and empowered local and regional civil society
The also aims supports CSOs’ advocacy initiatives for more needs-based and accessible social services reached out to the most vulnerable and disadvantaged groups including children, youth, women, national minorities, IDPs and persons with disabilities	

Name of the organisation: World Vision

x

Lead applicant                Co-applicant           Affiliated entity	
Project title:  Unified Voices for Child Protection	Sector (ref. list of sectors in Sectorial experience in PADOR):  151- Government and Civil Society, 15150 Strengthening civil society, 92010 Support to national NGOs, 15162 Human Rights	
Location 	Cost of the action 
		(EUR)	Role:  Coordinator,
co-beneficiary, affiliated entity	Donors to the action (name)	Amount contributed (by donor)	Dates (from..to)
dd/mm/yyyy 	
Moldova, Bosnia & Herzegovina, Serbia, Kosovo, Armenia, Georgia, Albania	1.057.054€	Coordinator	German Federal Ministry for Economic Cooperation and Development (BMZ)	951.348€	01/01/2015 -31/12/2018	
Objectives and results of the action	Overall Objective: Contribution to child well-being/protection/rights in wider black sea region through strengthening civil society
Specific Objective:
National child rights coalitions strengthened and united under ChildPact make use of their expertise and joint power, to monitor and influence government action on behalf of vulnerable children.
Outcome 1: Impact of national coalitions is increased by following minimum operational standards, increasing visibility and building stable long-term funding. 
Outcome 2: National indexes - that collect data in project countries and therefore enable the comparison on a regional level - are the basis for evidence based political discourse.
Outcome 3: ChildPact and national coalitions make use of their synergies to advocate effectively for child protection on national and regional level.	

Name of the organisation: LEPL Social Service Agency 

X

Lead applicant              Co-applicant             Affiliated entitiy	
Project title: Enhanced Capacity of the Social Service Agency to Provide Quality Social Work 	Sector (ref. list of sectors in Sectorial experience in PADOR):	
Location 	Cost of the action 
		(EUR)	Role:  Coordinator,
co-beneficiary, affiliated entity	Donors to the action (name)	Amount contributed (by donor)	Dates (from..to)
dd/mm/yyyy 	
Georgia 	25 000	Coordinator 	UNICEF	25 000	01/10.2018 – 25/12/2018	
Objectives and results of the action	Project will develop a roadmap based on analysis and recommendations derived from the above mentioned assessment activities :
Roadmap will have short term and long term goals that will include immediate remedies and long term plans; 
The project will provide capacity building activities in the selected municipalities in 4 regions to support the SSA in the implementation of social work 	

(ii) Experience in other actions in the past 3 years (Max. 1 page per action and max. 10 actions)

Name of the organisation: World Vision 
Lead applicant X              Co-applicant             Affiliated entitiy

	
3	Project title: Enhancing CSOs' contribution to governance and development processes in Mongolia
	Sector (ref. list of sectors in Sectorial experience in PADOR):
Agricultural financial services (31193), Development of the rural economy (88060)	
Location 	Cost of the action 
		(EUR)	Role:  Coordinator,
co-beneficiary, affiliated entity	Donors to the action (name)	Amount contributed (by donor)	Dates (from..to)
dd/mm/yyyy 	
Mongolia	803 000€	Coordinator	European Union
World Vision private donors	602 250 €
200 750€	January 2018 to December 2022	
						
Objectives and results of the action	Specific objective: To increase collaboration of CSOs and Local Authorities (LA) in promoting inclusive, equitable and sustainable economic growth of Zavkhan province, Mongolia.
IOc.1 Strengthen capacity of CSOs and improve community participation in local economic development processes
Establish a network of local CSOs, creation of an action plan for the cooperation between CSO and local authorities, strengthen capacities of CSOs with training on management, finance and accountability etc.
IOc.2 Improved local economy and households’ income diversification through strategic participatory partnerships of LA and CSOs
Training to vulnerable HH on business, access to market etc	

Name of the organisation: World Vision 

X

Lead applicant              Co-applicant             Affiliated entitiy	
Project title: SAY YES - Strategic Actions for Youth – A Programme for Youth Employability and Skill Development	Sector (ref. list of sectors in Sectorial experience in PADOR):	
Location 	Cost of the action 
		(EUR)	Role:  Coordinator,
co-beneficiary, affiliated entity	Donors to the action (name)	Amount contributed (by donor)	Dates (from..to)
dd/mm/yyyy 	
Georgia / Armenia	1 525 217	Coordinator 	European Commission 	
1 448 956
	2018-2020	
Objectives and results of the action	Overall objective: The (self)-employability of young women and men with fewer opportunities is enhanced in Armenia and Georgia through coordinated private public partnerships for the development of skills on demand in the labour market in the agricultural sector; 
Specific objectives: 1. The opportunities for youth to develop adequate key and professional competences for integration in the labour market are increased through enhanced formal and non-formal education, 2. Support structures for youth employability are strengthened at local and national level and quality development of formal and non-formal education for fostering youth (self)-employability is enhanced through cross-sectoral cooperation	

4	The lead applicant, the co-applicant(s) and affiliated entities

[Delete section 3 if you are applying via PROSPECT]

Name of the lead applicant		
EuropeAid ID		
Nationality/ Country and date of registration		
Legal Entity File number		
Legal status		
Co-applicant(s) 		
Name of the co-applicant	LEPL Social Service Agency 	
EuropeAid ID 	GE-2018-FQZ-2203080730	
Nationality/ Country and date of registration	Georgia 	
Legal Entity File number (if available)	NA	
Legal status	Governmental Body	
Affiliated Entity(ies) 		
Name of the Affiliated-Entity 		
EuropeAid ID		
Nationality / Country and date of registration		
Legal status:		
Specify to which entity you are affiliated (lead applicant and/or the co-applicant).
Specify the kind of affiliation you have with that entity.		

5	Associates participating in the action

	Associate <…>	
Full legal name 	Public Defender (Ombudsman) of Georgia	
EuropeAid ID number	GE-2016-BIP-1210035040 	
Country of Registration	Georgia	
Legal status	non-profit organization	
Official address	D.Agmashenebeli av N150. Tbilisi. 0112. Georgia	
Contact person	Ekaterine Skhiladze; Maia Gedevanishvili	
Tel: country code + city code + number	Hotline 598 08 30 06, 1481	
Fax: country code + city code + number	+99532 2913841	
E-mail address	info@ombudsman.ge	
Number of employees	123 – Full time. 18 – By contract	
Experience of similar actions, in relation to role in implementing the proposed action	The Public Defender of Georgia is an independent constitutional authority responsible for monitoring the protection of human rights and freedoms within its jurisdiction on the territory of Georgia. Its mandate includes the supervision of the state bodies and policies, including the ones related to the child welfare, from the perspective of human rights and protection. As an associate partner to the project, the Ombudsman will guide, supervise and contribute to the development of the concepts and policy-level strategies as well as the project outcomes related to the child welfare and protection of children’s rights. It will directly engage in the development of the external monitoring system through the established country coordination mechanism (CCM)	
History of cooperation with the applicants	In close cooperation with the World Vision and the Georgian Coalition for Child and Youth, The Public Defender was directly involved in the development of the UNCRC alternative report in 2015-2016. It was also part of the working group presenting the report to the UN Committee on the Rights of a Child at the 74th pre-session on June 8th, 2018. 
In 2014, World Vision held consultations with the Public Defender’s Office on the development of Child Protection and Advocacy Groups (CPA) in communities of Georgia.  The Public Defender is currently represented in 3 CPAs. 	
Role and involvement in preparing 
the proposed action	The Public Defender of Georgia will directly support  the establishment of the Country Coordination Mechanism (CCM) 	
Role and involvement in implementing 
the proposed action	As an associate partner to the project, the Ombudsman will guide, supervise and contribute to the development of the concepts and policy-level strategies as well as the project outcomes related to the child welfare and protection of children’s rights. It will directly engage in the development of the external monitoring system through the established country coordination mechanism, described in details further in the proposal. 	

	Associate <…>	
Full legal name 	Ltd Social Department of Patriarchate	
EuropeAid ID number	N/A	
Country of Registration	Georgia	
Legal status	Ltd	
Official address	1 Erekle II St. 0105, Tbilisi, Georgia 	
Contact person	Archimandrite Andrew Silagadze 	
Tel: country code + city code + number	+995 599 306900; +995 599 245544	
Fax: country code + city code + number		
E-mail address	Patriarchate.social@gmail.com	
Number of employees	18	
Experience of similar actions, in relation to role in implementing the proposed action	Social Welfare Department of Patriarchate of Georgia is implementing “Youth House“  project, focused on vocational education, and holistic psychosocial development of youth exiting state care system. In partnership with World Vision, German Foundation “Agapedia” and local NGO “Second Chance” and with financial support from the Ministry of Education and Science, “Youth House” project served 60 youth exiting state care system to acquire life and employability skills and to find and maintain jobs.	
History of cooperation with the applicants	Since 2013, World Vision Georgia is cooperating with Social Welfare Department of Patriarchate in the development of  relevant social services for the most vulnerable children and youth, and their families. World Vision Georgia conducted capacity building activities for the employees of social welfare department of Patriarchate, supported Social Welfare Department in elaborating the concept of Youth House project.	
Role and involvement in preparing 
the proposed action	Relevant consultations regarding optimization/deinstitutionalization of childcare services under Patriarchate of Georgia were held with the Head and representatives of Social Welfare Department of Patriarchate and their roles and responsibilities were discussed and agreed in case of grant application success.	
Role and involvement in implementing 
the proposed action	Overall support and supervision of assessment of Child Care institutions under Georgian Patriarchate, participation in developing deinstitutionalization/optimization plan of services together with other project partners.	

6	Declarations

6.1.	Declaration by the lead applicant (full application)
The lead applicant, represented by the undersigned, being the authorised signatory of the applicant, in the context of the present call for proposals, representing any co-applicant(s), affiliated entity(ies) in the proposed action, hereby declares that
1.	the lead applicant has the sources of financing specified in section 2 of the Guidelines for Applicants; 
2.	the lead applicant has sufficient financial capacity to carry out the proposed action or work programme; 
3.	the lead applicant certifies the legal statutes of the lead applicant, of the co-applicant(s) and of the affiliated entity(ies) as reported in part 3 and 4 of this application; 
4.	the lead applicant, the co-applicant(s) and the affiliated entity(ies) have the professional competences and qualifications specified in section 2 of the Guidelines for Applicants; 
5.	the lead applicant undertakes to comply with the obligations foreseen in the affiliated entity(ies)'s statement of the grant application form and with the principles of good partnership practice; 
6.	the lead applicant is directly responsible for the preparation, management and implementation of the action with the co-applicant(s) and affiliated entity(ies), if any, and is not acting as an intermediary; 
7.	the lead applicant, the co-applicant(s) and the affiliated entity(ies) 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 (available from the following Internet address: : http://ec.europa.eu/europeaid/prag/document.do?locale=en. Furthermore, it is recognised and accepted that if the lead applicant, co-applicant(s) and affiliated entity(ies) (if any) participate in spite of being in any of these situations, they may be excluded from other procedures in accordance with section 2.3.4 of the Practical Guide; 
8.	the lead applicant and each co-applicant and affiliated entity (if any) is in a position to deliver immediately, upon request, the supporting documents stipulated under section 2.4 of the guidelines for applicants. 
9.	the lead applicant and each co-applicant and affiliated entity (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; 
10.	if recommended to be awarded a grant, the lead applicant, the co-applicant(s) and the affiliated entity(ies) accept the contractual conditions as laid down in the standard grant contract annexed to the guidelines for applicants (annex G) (or the PA Grant Agreement , where applicable);
These are the sources and amounts of Union funding received or applied for the action or part of the action or for its functioning during the same financial year as well as any other funding received or applied for the same action 
<list source and amount and indicate status (i.e. applied for or awarded)>
The lead 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.
We acknowledge that if we participate in spite of being in any of the situations listed in Section 2.3.3.1 of the Practical Guide or if  the declarations or information provided prove to be false we may be subject to rejection from this procedure and to administrative sanctions in the form of exclusion and financial penalties representing 2 % to 10 % of the total estimated value of the grant being awarded and that this information may be published on the Commission website in accordance with the conditions set in Section 2.3.4 of the Practical Guide. We are aware that, for the purposes of safeguarding the EU’s financial interests, our personal data may be transferred to internal audit services, to the Early Detection and Exclusion System, to the European Court of Auditors, to the Financial Irregularities Panel or to the European Anti-Fraud Office.

Signed on behalf of the lead applicant

Name:		
Position:		
Signature:		
Date and place:		

6.2.	
Mandate (for co-applicant(s))

Important: This application form must be accompanied by a signed and dated mandate from each co-applicant, in accordance with the template provided below.
The co-applicant authorises the lead applicant <indicate the name of the organisation> to submit on its behalf the present application form and to sign on its behalf the standard grant contract (Annex G of the guidelines for applicants) (or a PA Grant Agreement, where applicable) with the European Commission ("Contracting Authority"), as well as, to be represented by the lead applicant in all matters concerning this grant contract.
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:		
6.3.	
Affiliated entity(ies)

Important: 	This application form must be accompanied by a signed and dated affiliated entities' statement from each affiliated entity, in accordance with the template provided below.

Affiliated entity(ies)'s statement
To ensure that the action runs smoothly, the European Commission (Contracting Authority) requires all affiliated entity(ies) to acknowledge the principles of set out below:
1.	All affiliated entity(ies) must have read the guidelines for applicants and application form and understood their role in the action before the application is submitted to the Contracting Authority. 
2.	All affiliated entity(ies) must have read the standard grant contract (or PA Grant Agreement, where applicable) and understood what their respective obligations under the contract will be if the grant is awarded. They authorise the organisation to which they are affiliated to sign the contract on their behalf with the Contracting Authority and represent them in all dealings with the Contracting Authority in the context of the action’s implementation.
3.	The affiliated entity(ies) must consult regularly with the organisation  to which they are affiliated whom, in turn, should keep them fully informed of the progress of the action.
4.	All affiliated entity(ies) must receive copies of the reports — narrative and financial — made to the Contracting Authority.
5.	Proposals for substantial changes to the action (e.g. activities, affiliated entity(ies), etc.) should be agreed by the affiliated entity(ies) before being submitted to the Contracting Authority. 
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:		

[Please delete the instructions below before submitting your full application]
Instructions for drafting the full application 

If you are applying for a restricted call for proposals, you should only submit this form (Annex A.2) after you receive an invitation to submit a full application (at the time of the invitation).

1	General information

Please fill in the table.

2	The action

2.1.	Description of the Action 
2.1.1.	Description (max 13 pages)
Provide a description of the proposed action, including all the information requested below, referring to the overall objective(s)/impact and specific objective(s)/outcome, possible intermediary outcomes, outputs described in the concept note:
i.	State how the action will improve the situation of the target groups and final beneficiaries and the technical and management capacities of target groups and/or any local co-applicants and affiliated entity(ies). 
ii.	Identify and describe in detail each activity (or work package) to be undertaken to produce results, justifying the choice of activities and specifying the role of each co-applicant(s) and affiliated entity(ies) (and associates or contractors or recipients of financial support where applicable) in the activities. Do not repeat the action plan to be provided in section 2.1.3, but demonstrate coherence and consistency of project design. In particular, list any publications proposed.
iii.	If financial support is allowed by the guidelines for applicants, lead applicants wishing to give financial support to third parties must define, in line with the conditions set by the guidelines for applicants the objectives and results to be obtained with financial support, the different types of activities eligible for financial support, on the basis of a fixed list, the types of entity eligible or categories of persons which may receive financial support, the criteria for selecting these entities and giving the financial support, the criteria for determining the exact amount of financial support for each third entity, and the  maximum amount which may be given.
iv.	 Describe/highlight eventual changes of the information provided in the concept note.

2.1.2.	Methodology (max 5 pages)
Describe in detail:
i.	the methods of implementation and rationale for such methodology;
ii.	where the action continues a previous action, describe how the action is intended to build on the results of the previous action (give the main conclusions and recommendations of any evaluations carried out);
iii.	where the action is part of a larger programme, explain how it fits or is coordinated with this programme or any other possibly planned project (please specify potential synergies with other initiatives, in particular by the European Union);
iv.	the procedures for follow up and internal/external evaluation;
v.	the role and participation in the action of the various actors and stakeholders (co-applicant(s), affiliated entity(ies), target groups, local authorities, etc.), and the reasons why these roles have been assigned to them;
vi.	the organisational structure and the team proposed for the implementation of the action (by function: there is no need to include the names of individuals);
vii.	the main means proposed for the implementation of the action (equipment, materials, and supplies to be acquired or rented);
viii.	the attitudes of all stakeholders towards the action in general and the activities in particular;
ix.	the planned activities in order to ensure the visibility of the action and the EU funding.

2.1.3.	Indicative action plan for implementing the action (max 4 pages)

Applicants should not give a specific start-up date for the implementation of the action but simply refer to ‘month 1’, ‘month 2’, etc.
It is recommended to base the estimated duration of each activity and the 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 match those described in detail in section 2.1.1. The implementing body must be either the applicants or any of the affiliated entity(ies), 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 proposed for those years. To this end, it must be divided into six-month periods (NB: A more detailed action plan for each subsequent year must be submitted before any new pre-financing payments are received under Article 4.1 of the Special Conditions of the grant contract).

2.1.4.	Sustainability of the action (max 3 pages)

Provide all the information requested below:

i.	Describe the expected impact of the action with quantified data where possible, at technical, economic, social, and policy levels (will it lead to improved legislation, codes of conduct, methods, etc.?).
ii.	Describe a dissemination plan and the possibilities for replication and extension of the action outcomes (multiplier effects), clearly indicating any intended dissemination channel.
iii.	Provide a detailed risk analysis and contingency plan. This should include a list of risks associated with each proposed action, accompanied by relevant mitigation measures. A good risk analysis will include a range of risk types including physical, environmental, political, economic and social risks.
iv.	Describe the main preconditions and assumptions during and after the implementation phase.
v.	Explain how the action will be made sustainable after completion. This may include necessary follow-up activities, built-in strategies, ownership, communication plan, etc. Distinguish between four types of sustainability:
a.	Financial sustainability: e.g. financing of follow-up activities, sources of revenue for covering all future operating and maintenance costs.
b.	Institutional sustainability: e.g. structures that would allow the results of the action to continue to be in place after the end of the action, capacity building, agreements and local ‘ownership’ of action outcomes.
c.	Policy level sustainability: e.g., where applicable, structural impact (improved legislation, consistency with existing frameworks, codes of conduct, or methods).
d.	Environmental sustainability: what impact will the action have on the environment — have conditions been put in place to avoid negative effects on the natural resources on which the action depends and on the broader natural environment?

2.1.5.	Logical Framework
Please fill in Annex C to the guidelines for applicants.

2.1.6.	Budget, 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:

i.	the budget of the action (worksheet 1), for the total duration of the action and for its first <12/if more specify>  months;
ii.	justification of the budget (worksheet 2), for the total duration of the action, and  
iii.	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 applicants (sections 1.3 and 2.1.4).

Where the guidelines for applicants allow the Contracting Authority to finance the action in full, you must justify any request for full financing by showing that it is essential to carry out the action.
Please list below the contributions in kind to be provided (please specify), if any (maximum 1 page).

Please note that the cost of the action and the contribution requested from the Contracting Authority must be stated in EURO.

2.2.	 Experience 
The information in this section will be used to assess whether you have sufficient and stable experience of managing actions in the same sector and of a comparable scale to the one for which a grant is being requested.

(i) Experience in similar actions in the past 3 years: Please provide a detailed description of actions in the same sector and of a comparable scale to the one for which a grant is being requested managed by:
•	The lead applicant
•	The co-applicant(s)
•	The affiliated entity(ies)
Maximum 1 page per action.

(ii) Experience in other actions in the past 3 years: Please provide a detailed description of other actions managed by:
•	The lead applicant
•	The co-applicant(s)
•	The affiliated entity(ies)
Max. 1 page per action and max. 10 actions.

3	The lead applicant, the co-applicant and affiliated entities

As per section 2.2. of the guidelines, prior registration in PADOR for this call for proposals is obligatory at full application stage for the lead applicant, co-applicants (if any) and affiliated entities (if any).

Please check that you have filled in your EuropeAid ID in the application form and that your PADOR profile is up to date. If it is impossible to register online in PADOR, you must complete the ‘PADOR off-line form (Annex F to the guidelines) and send it together with your application.

It is strongly recommended to register in PADOR before you start drafting your proposal and not to wait until just before the deadline of submission.

4	Associates participating in the action
This section must be completed for each associated organisation within the meaning of section 2.1.3 of the guidelines for applicants. You must make as many copies of this table as necessary to create entries for more associates.

5	Declarations 

6	Checklist for self-guidance

Full application checklist

EuropeAid/158557/DH/ACT/Multi
(To be filled in by the lead applicant for self-guidance purposes only)

Title of the Proposal:				
Before sending your full application
check that each of the criteria below have been met in full:	Yes	No	N/A	
1. The correct grant application form has been used. 				
2. The Instructions for the grant application form have been followed. 				
3. The proposal is typed and is written in an eligible language for this call. (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.)				
4. The full application is submitted online via PROSPECT except in case of the exceptional scenarios described in section 2.2.6 :   In this case, one original of the  full application form (together with the budget and the logical framework) is submitted by registered mail with delivery confirmation, private courier service or by hand-delivery only and exclusively at the address mentioned in Section 2.2.6. of the Guidelines.				
5. An electronic version of the proposal (CD-ROM) is enclosed (Please write ‘Not applicable’ (N/A) if you are applying via PROSPECT).				
6. The Declaration by the applicant has been filled in and has been signed.				
7. Each co-applicant has completed, signed and submitted the mandate. (If co-applicant(s) are not mandatory for this call (or lot): Please write ‘Not applicable’ (N/A) if you have no co-applicant(s))				
8. Each affiliated entity has completed, signed and submitted an affiliated entity's statement (If affiliated entity(ies) is not mandatory for this call (or lot): Please write ‘Not applicable’ (N/A) if you have no  affiliated entity(ies).)				
9. The Applicants (lead applicant, co-applicant(s) and affiliated entities (if any)) are registered in PADOR and have uploaded the relevant documents listed in sections 2.2.5. and 2.4.				
10. The action includes at least one public national or local authority (exclusively from the country in which the action takes place) as co-applicant or associate in accordance with section 2.1.1. of the guidelines.				
11. The public national or local authority(ies), whatever its role is (co-applicant or associate), is registered in PADOR and has uploaded its statutes or law.				
12. When the public national or local authority is an associate, a letter expressing its support for the application has been uploaded in PROSPECT, Section 4 – Documents, in accordance with the guidelines (section 2.1.3). Please write ‘Not applicable’ (N/A) if you have no associate(s).				
13. The rationale for the choice of authority is set out in the project description (section 2.1.1 of full application) in accordance with section 2.1.1. of the guidelines.				
14. The partnership remains the same in the Concept Note and the Full Application.				
15. The budget is enclosed, in balance, presented in the format requested, and stated in EUR.				
16. The logical framework has been completed and is enclosed.				
17. The action will be implemented in an eligible country among those listed in Annex N, PART 2 : 'List of eligible countries and territories as action location referred in section 2.1.4'. 				
18. The action will be implemented exclusively in one country in accordance with section 2.1.4 of the guidelines.				
19. The duration of the action is equal to or higher than the minimum allowed in section 2.1.4 of the guidelines.				
20. The duration of the action is equal to or lower than the maximum allowed in section 2.1.4 of the guidelines.				
21. The requested EU contribution (amount) is equal to or higher than the minimum allowed in section 1.3 of the guidelines.				
22. The requested EU contribution (amount) is equal to or lower than the maximum allowed in section 1.3 of the guidelines.				
23. The requested EU contribution as a percentage of the total eligible costs is equal to or higher than the minimum percentage allowed in section 1.3 of the guidelines.				
24. The requested EU contribution as a percentage of the total eligible costs is equal to or lower than the maximum percentage allowed in section 1.3 of the guidelines.				
25. The requested EU contribution has not been changed by more than the percentage allowed compared to the amount requested at the concept note stage.				
26. The total amount of financing requested on the basis of simplified cost options does not exceed (EUR 60 000 /threshold in 2.1.4 of guidelines) per each applicant.				
27. Except for public national or local authority(ies), an organisation may not be participating more than once in the present call for proposals as lead applicant or co-applicant. Should this be the case, the EC will only consider the first proposal arrived (based on the date and hour of submission) and any other additional proposal will be rejected.				
1. The lead applicant satisfies the eligibility criteria in section 2.1.1. of the guidelines.				
2. The co-applicant(s), if any, satisfy the eligibility criteria in section 2.1.1. of the guidelines.				
3. The affiliated entity(ies), if any, satisfy the eligibility criteria in section 2.1.2. of the guidelines.				
4. The supporting documents were submitted in accordance with the guidelines (section 2.4).				
5. The statutes or articles of association of the lead applicant organisation have been uploaded in accordance with the guidelines (section 2.4).				
6. The statutes or articles of association of the co-applicant(s) and the affiliated entity(ies) have been uploaded in accordance with the guidelines (section 2.4).				
7. Copy of the lead applicant's latest accounts has been provided in accordance with the guidelines (section 2.4).				
8. The lead applicant's external audit report (if applicable) has been provided in accordance with the guidelines (section 2.4).				
9. The Legal Entity File (see annex D to the guidelines for applicants) has been duly completed and signed by the applicants and the supporting documents requested have been enclosed in accordance with the guidelines (section 2.4).				
10. A Financial Identification Form (see Annex E of the guidelines for applicants) has been provided by lead applicant in accordance with the guidelines (section 2.4).