Application form: SMALL- SCALE DEVELOPMENT PR OJECT0B9... · 31.12.2013 Number of months: 12 Annual...

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Application form: SMALL-SCALE DEVELOPMENT PR(budget up to DKK 1 mi Please, note that applications for less than DKK 20 March 2011 This form must be used to apply for funding of smallfour parts:

1. Cover page with basic information Applicant, partners, synthesis, title, amount appli

2. Application text This part is built around a structsmall-scale development project. Instructions on how to freproduced at the end of the form.

3. Budget summary The main items of the budget drawn up for the projesummary must be elaborated upon in the annex

4. List of annexes This is to indicate the obligatory and supplementar

Instructions The instructions elaborate on what should be to have the application assessed. Please, note:

- NUMBER OF PAGES: Part 2 ‘Application text’ must notlonger than that will be turned down.

- SIZE OF ANNEXES: The length of supplementary annexe- LANGUAGE: The project description must have been dr

Danish applicant organisationavailable in a language commanded by the can only be submitted in Danish or English.

The application form andall annexes must be submitted in

Project Advice and Training Centre (Projektrådgivningen

In addition, the application form and Annexes A

Annexes D-F may also be submitted in an electronic format, although this is not requi

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Application form: SCALE DEVELOPMENT PR

1 million)

Please, note that applications for less than DKK 200,000 may use a simplified form

must be used to apply for funding of small-scale development projects. It is divided into

Cover page with basic information Applicant, partners, synthesis, title, amount applied for, etc.

This part is built around a structure, which must be adhered to in the description ofscale development project. Instructions on how to fill in this framework are

reproduced at the end of the form.

The main items of the budget drawn up for the project. Please, note that the budget summary must be elaborated upon in the annex Budget format.

This is to indicate the obligatory and supplementary annexes that support the application.

The instructions elaborate on what should be included under each section and subsectionto have the application assessed.

NUMBER OF PAGES: Part 2 ‘Application text’ must not exceed 16 pages. Applications longer than that will be turned down. SIZE OF ANNEXES: The length of supplementary annexes must not exceed 30 pages. LANGUAGE: The project description must have been drawn up in cooperation betweenDanish applicant organisation and its local partner. Consequently, a document must be

able in a language commanded by the local partner. The actual application, however, can only be submitted in Danish or English.

form andall annexes must be submitted in three printed copies to:

Projektrådgivningen), Klosterport 4A, 3.sal, DK-8000

In addition, the application form and Annexes A-C must be sent electronically to:[email protected]

in an electronic format, although this is not required.

0

SCALE DEVELOPMENT PROJECT

0,000 may use a simplified form.

scale development projects. It is divided into

ure, which must be adhered to in the description of the ill in this framework are

ote that the budget

y annexes that support the application.

and subsection in order

exceed 16 pages. Applications

s must not exceed 30 pages. awn up in cooperation between the

. Consequently, a document must be . The actual application, however,

8000 Aarhus C, Denmark

[email protected].

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1. Cover page

SMALL-SCALE DEVELOPMENT PROJECT(less thanDKK 1 mi Project title:

Public

Danish applicant organisation:

Denmark Lesotho Network (DLN)

Other Danish partner(s), if any:

Danish Institute for Human Rights

Local partner organisation(s):

Development for Peace Education

Country(-ies):

Lesotho

Project commencement date: 01.01.2013 Contact person for the project: Name: Bodil Mathiasen Email address:[email protected] requested from the Project Fund: DKK 644,614

Is this a re-submission? (To the Project Fund or Danish Ministry of Foreign A

[X] No [ ] Yes, previous date of application:

Is this a: [ ] A. New project? [X] B. A project in extension of another project prev

Synthesis (maximum 10 lines – must be written in Danish, even if the rest of the DPE arbejder for at styrke borgerdeltagelse i politborgerdeltagelse i udarbejdelsen af nationalbudgettautoriteter i 8 områder; dialog om den lokale planlaf det nationale borgerparlament, hvor borgere får mulighed for at pFinansministeriet, ministerier og parlamentarikere.for at formalisere processer og strukturer for at sog beslutningsprocesser lokalt of nationalt. administrere, monitorere og evaluere projekter samtpartnere.

Date

Person responsible (signature)

Place Person responsible and position (block letters)

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SCALE DEVELOPMENT PROJECT1 million)

Public Participation in budgetary processes

Denmark Lesotho Network (DLN)

Danish Institute for Human Rights (DIHR)

Development for Peace Education (DPE)

Lesotho Country’s GDI1090

Project completion date: 31.12.2013

Number of months:12

[email protected] Amount requested from the Project Annual cost level:

DKK 644,614

To the Project Fund or Danish Ministry of Foreign Affairs)?

] B. A project in extension of another project previously supported (by the Project Fund or others)?

must be written in Danish, even if the rest of the application is in English)DPE arbejder for at styrke borgerdeltagelse i politiske og legislative processer. Dette projekt borgerdeltagelse i udarbejdelsen af nationalbudgettet gennem mobilisering og uddannelse af borgere og autoriteter i 8 områder; dialog om den lokale planlægning og budgettering af udviklingsaktiviteter og

borgerparlament, hvor borgere får mulighed for at præsentere deres prioriteter til Finansministeriet, ministerier og parlamentarikere. Borgerparlamentet vil danne grundlag for fortalervfor at formalisere processer og strukturer for at sikre at borgere har mulighed for at deltage i politiske, legiog beslutningsprocesser lokalt of nationalt. Projektet vil også styrke DPEs kapacitet til at impadministrere, monitorere og evaluere projekter samt skabe en bedre koordinering mellem don

Person responsible (signature)

Person responsible and position (block letters)

Ref. no. (to be filled out by the Project Advice and Training Centre)

1

SCALE DEVELOPMENT PROJECT

Country’s GDI per capita:

Number of months:

iously supported (by the Project Fund or others)?

application is in English) iske og legislative processer. Dette projekt vil skabe et rum for

et gennem mobilisering og uddannelse af borgere og lokale ægning og budgettering af udviklingsaktiviteter og afholdelse

ræsentere deres prioriteter til Borgerparlamentet vil danne grundlag for fortalervirksomhed

rgere har mulighed for at deltage i politiske, legislative Projektet vil også styrke DPEs kapacitet til at implementere,

skabe en bedre koordinering mellem donorer og andre

Ref. no. (to be filled out by the Project Advice and Training Centre)

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2. Application textA. THE PARTNERS A.1 The Danish organisation Introduction to Denmark Lesotho Network (DLN)DLN is a membership based organisation, which was founded inorder to allow the society of Denmark to assis

The missions of the Denmark Lesotho Network are:

• To support in Lesotho initiatives for improved living condit

• To promote contact and exchange between people of L

DLN is working with Basotho partners on the implemeinformation work in Denmark to increase knowledge atowards creating development in Lesotho. DLNs projetheir work to develop civil society, and the orgaorganisations in Lesotho to identify beneficiaries

In the first year more than 50 members were recruit130. Besides the 7 members of the executive committee, DLN has 4 workingmembers who implement the activities of the organisdevelopment workers from different parts of Denmarkwish to continue to contribute to development in thon development projects in Lesotho as well as knowlcultural context. Furthermore DLN members have an extensive network amoboth Lesotho and Denmark. It is a priority for the and in the past year DLN has focused on attracting the organisation and the project work. In 2008 DLN members as well as an increased awareness about theOne of the participants wrote an article to a Danish newspaDLN. Another initiative to increase the voluntary cthe project groups, and the three students whotrip to Lesotho and plans are made for a

The information work in Denmark is primarily targetin Lesotho, and the main channels of information are the newsletwebsite www.lumela.dk. In July 2012 a delegation from the RSDA partner in trip to Denmark. DLN facilitated visits to relevant Danish institutions, and searticles about the visit. DLN has also started using other internet channels the organisation’s work to a broader target group.

The working group for the partnership with DPE has five members, whLesotho through Mellemfolkeligt Samvirke (MS) and tlinks between the two organisations, which has beenrelationship with the project participants throughappraisal in Lesotho, which included in depth discuproject participants and stakeholders in the proposed areas ofof the project in February 2012, DLN again visited discussions. In June 2012 a new appraisal has tak

DLN is an organisation established and developed by posted in Lesotho, and therefore the organisation hsociety actors. Furthermore DLN actively engage stusociety and development projects in Africa. Since 2organisations, DPE and Rural Self-help Development Association (RSDA).

A.2 Other Danish partners (to be filled in if several Danish organisations are formiThe Danish Institute for Human Rights (DIHR) is Denmark’s National Human Rigpart of a global network of approximately 80 NHRI’s. experience in implementing human rights with intern

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pplication text

Introduction to Denmark Lesotho Network (DLN) membership based organisation, which was founded in 2002 by former development workers in

order to allow the society of Denmark to assist NGOs in Lesotho to alleviate the consequences of poverty

The missions of the Denmark Lesotho Network are:

t in Lesotho initiatives for improved living conditions and promotion of development

To promote contact and exchange between people of Lesotho and Denmark.

DLN is working with Basotho partners on the implementation of development projects and carry out information work in Denmark to increase knowledge about Lesotho and engage Danish citizens in the worktowards creating development in Lesotho. DLNs projects focus on support to NGOs and CBO’s in Lesotho in their work to develop civil society, and the organisation uses its extensive network of people and organisations in Lesotho to identify beneficiaries and areas of intervention.

In the first year more than 50 members were recruited and since then the number of members have grown mbers of the executive committee, DLN has 4 working groups with a total of 15

members who implement the activities of the organisation. The majority of the members are former development workers from different parts of Denmark, who have previously been stawish to continue to contribute to development in the country. Therefore there is a vast collective expon development projects in Lesotho as well as knowledge about the geographical, political, economic an

rthermore DLN members have an extensive network among NGOs and stakeholders in both Lesotho and Denmark. It is a priority for the organisation to continue to engage resourceful voluand in the past year DLN has focused on attracting new active members to contribute to the development of the organisation and the project work. In 2008 DLN facilitated a trip to Lesotho, which resulted in 7 members as well as an increased awareness about the Basotho context and culture among the participants

he participants wrote an article to a Danish newspaper Politiken about the trip and the work done by DLN. Another initiative to increase the voluntary capacity has been to engage university students to w

, and the three students who joined in 2009 are still active. In 2011 DLN again facilitated a ho and plans are made for a trip during Easter 2013.

The information work in Denmark is primarily targeted towards people with a professional or personal ind the main channels of information are the newsletter Lumela and regular updates on DLN’s

In July 2012 a delegation from the RSDA partner in Lesotho has been on a study ated visits to relevant Danish institutions, and several newspapers have run

DLN has also started using other internet channels such as Facebook to inform about the organisation’s work to a broader target group.

p for the partnership with DPE has five members, which have previously been stationed in Lesotho through Mellemfolkeligt Samvirke (MS) and there are therefore strong personal and professionallinks between the two organisations, which has been maintained over the years. DLN has built

project participants through regular visits to Lesotho. In 2010 DLN carried out appraisal in Lesotho, which included in depth discussions with DPE as well as workshops with potential

ticipants and stakeholders in the proposed areas of intervention. During the evaluation of Phase I of the project in February 2012, DLN again visited the target communities for consultations and focus

In June 2012 a new appraisal has taken place to prepare a project proposal for 2013.

LN is an organisation established and developed by development workers, who have previously been posted in Lesotho, and therefore the organisation has a strong knowledge about the context, state and society actors. Furthermore DLN actively engage students and new volunteers, who are involved in civilsociety and development projects in Africa. Since 2010, DLN has been involved in projects with two

help Development Association (RSDA).

filled in if several Danish organisations are forming an alliance)Human Rights (DIHR) is Denmark’s National Human Rights Institution (NHRI)

a global network of approximately 80 NHRI’s. DIHR has during the past 20 yearexperience in implementing human rights with international partners in 33 countries in Europe, Asia, the

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2002 by former development workers in in Lesotho to alleviate the consequences of poverty.

ions and promotion of development

ntation of development projects and carry out bout Lesotho and engage Danish citizens in the work

and CBO’s in Lesotho in nisation uses its extensive network of people and

ed and since then the number of members have grown to groups with a total of 15

ation. The majority of the members are former , who have previously been stationed in Lesotho and

e country. Therefore there is a vast collective experience edge about the geographical, political, economic and

ng NGOs and stakeholders in organisation to continue to engage resourceful volunteers

s to contribute to the development of facilitated a trip to Lesotho, which resulted in 7 new Basotho context and culture among the participants.

per Politiken about the trip and the work done by apacity has been to engage university students to work in

In 2011 DLN again facilitated a

ed towards people with a professional or personal interest ter Lumela and regular updates on DLN’s

Lesotho has been on a study veral newspapers have run

such as Facebook to inform about

ich have previously been stationed in here are therefore strong personal and professional

ver the years. DLN has built a solid regular visits to Lesotho. In 2010 DLN carried out an

ssions with DPE as well as workshops with potential intervention. During the evaluation of Phase I

the target communities for consultations and focus group en place to prepare a project proposal for 2013.

development workers, who have previously been as a strong knowledge about the context, state and civil

dents and new volunteers, who are involved in civil 010, DLN has been involved in projects with two

ng an alliance) hts Institution (NHRI) and

DIHR has during the past 20 years acquired vast in 33 countries in Europe, Asia, the

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Middle East, Eurasia and Africa (2011)local independent institutions, business, implemented in cooperation with other NHRI’s, humanCouncil of Europe, OSCE, EU, UN, the World Bank andinternational cooperation covers five overall key sBusiness; Human Rights Education and Human Rights R

DIHRs work on participation is linked with the focustrengthen the formation and capacity of civilimplementation and protection of human rights. DIHRcooperation capacity of civil society organisationsdocument and evaluate the implementation of laws, ridentify and address inconsistencies between policy or law and its implementationhas intensified its work on the promotion of publicinitiatives, such as public participation audits; hbetween communities, councils, traditional leaders capacity of individual human rights organisations, media, academia and state institutions that are the rthe individual freedom rights, enabling civil sociemedia and other policies necessary fo

DIHR’s role in the project is to provide assistance and advice,DPE. DIHR will second an advisor to DPE for one month (app. DKK 30up visit and work with DPE in the initial preparation for rollextensive experience and expertise on capacity builthe two Danish partners will provide complementary input to t

A.3 The local organisation DPE is a civil society organisation based on valuesorganisation was formed in 1989 by Veronica Mapasekpacification of local communities in the developmencapacity of people to transform their current situathat organisation and empowerment will help the compeaceful means and play an active role in local govempowering people to challenge barriers to their d

DPE’s mission is: to facilitate the empowerment of the needy people i

DPE is a membership driven organisation, with membership of these groups varies, but on average the groups have 15project, 35 new CBOs registered as members of DPE.

The overall decision-making is the Executive Committeeserving three year terms. The secretariat ismembers (see Annex G DPE Organigramresponded to a need for strengthening DPEs presence animators locally in communities) and strengtheningPeace Education Researchers at the national office salaries for community animators, but

The evaluation of Phase I concluded that support, financial management, reporting and coordicapacity further. Needs assessments carried out during the

• In the first half of 2012, DPE has implemented a necurrently policies and procedures are being impleme

• DPE has a Policy Manual for organisational managemepractises and Lesotho’s labour regulations.

• At present there is no coherent M&E guideline for ddissemination. DPE staff has been trained in M&E inplanned in July 2012.

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Middle East, Eurasia and Africa (2011). The partnership programs are based on direct collbusiness, CSOs and governments. DIHRs international programs have been

implemented in cooperation with other NHRI’s, humanitarian and development organisations, as well as tCouncil of Europe, OSCE, EU, UN, the World Bank and a range of international and bilateral donors.international cooperation covers five overall key strategic directions: Participation; Justice; Human Business; Human Rights Education and Human Rights Research.

DIHRs work on participation is linked with the focus of the proposed project. DIHR formation and capacity of civil society’s role as representatives of the public in promoting

implementation and protection of human rights. DIHR supports the organisational, monitoring, adcooperation capacity of civil society organisations and networks. DIHR also supports partners document and evaluate the implementation of laws, regulations and principles of public participation a

encies between policy or law and its implementationhas intensified its work on the promotion of public participation in local and national governance thrinitiatives, such as public participation audits; human rights based public service charters and local dialogue between communities, councils, traditional leaders and other stakeholders. While DIHR works to build the capacity of individual human rights organisations, it is the inter-linkages between the public, civil society,

dia, academia and state institutions that are the real object of intervention. This includes the protethe individual freedom rights, enabling civil society legislation, and laws ensuring a free and indepe

and other policies necessary for meaningful citizen participation in governance and development

in the project is to provide assistance and advice, primarily in relation to capacity building of second an advisor to DPE for one month (app. DKK 30,000), who will take part of the start

with DPE in the initial preparation for roll-out of the project. DIHR extensive experience and expertise on capacity building. Combined with DLNs context specific knowledge

nish partners will provide complementary input to the proposed project.

DPE is a civil society organisation based on values of justice and respect for human dignity. The organisation was formed in 1989 by Veronica Mapaseka Phafoli as a response to marginalisation and pacification of local communities in the development process. DPE’s work is rooted in reflections on tcapacity of people to transform their current situation to achieve a higher standard of living. DPE bethat organisation and empowerment will help the communities to work together, resolve conflicts througpeaceful means and play an active role in local government structures. It seeks to achieve this by empowering people to challenge barriers to their democratic participation and sustainable development

to facilitate the empowerment of the needy people in the Basotho society

DPE is a membership driven organisation, with 128 members predominantly made up of se groups varies, but on average the groups have 15-25 members. During phase I of the

project, 35 new CBOs registered as members of DPE.

making is the Executive Committee (ExCom) with 9 members elected annuallysecretariat is managed by a National Coordinator

G DPE Organigram). In 2011, DPE implemented a new organisational strstrengthening DPEs presence at grassroots level (by

animators locally in communities) and strengthening DPEs research and advocacy capacity (by employing Peace Education Researchers at the national office in Maseru). At present funds do not allow for payment of

but this project has budgeted for a monthly stipend for

hase I concluded that an expansion of DPEs activities will require more support, financial management, reporting and coordination. Therefore there is a need to strengthen

Needs assessments carried out during the appraisal in June 2012 concluded that:

In the first half of 2012, DPE has implemented a new financial system with support from Action Aid andcurrently policies and procedures are being implemented.

DPE has a Policy Manual for organisational management but this is not in compliance with best ractises and Lesotho’s labour regulations.

At present there is no coherent M&E guideline for data collection, verification, quality control and dissemination. DPE staff has been trained in M&E in the beginning of 2012 and another training is

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. The partnership programs are based on direct collaboration with DIHRs international programs have been

itarian and development organisations, as well as the and bilateral donors. DIHR’s

trategic directions: Participation; Justice; Human Rights &

f the proposed project. DIHR provides support to role as representatives of the public in promoting the

monitoring, advocacy, and supports partners to monitor,

egulations and principles of public participation and to encies between policy or law and its implementation. In recent years, DIHR

participation in local and national governance through c service charters and local dialogue

While DIHR works to build the linkages between the public, civil society,

eal object of intervention. This includes the protection of ty legislation, and laws ensuring a free and independent

in governance and development.

primarily in relation to capacity building of , who will take part of the start-

DIHR will contribute with Combined with DLNs context specific knowledge

of justice and respect for human dignity. The Phafoli as a response to marginalisation and

t process. DPE’s work is rooted in reflections on the tion to achieve a higher standard of living. DPE believes

munities to work together, resolve conflicts through ernment structures. It seeks to achieve this by

emocratic participation and sustainable development.

n the Basotho society

predominantly made up of CBOs. The 25 members. During phase I of the

members elected annually and managed by a National Coordinator and DPE has 17 staff

. In 2011, DPE implemented a new organisational structure, which by engaging community

DPEs research and advocacy capacity (by employing At present funds do not allow for payment of

this project has budgeted for a monthly stipend for them.

s activities will require more administrative is a need to strengthen DPEs

concluded that:

w financial system with support from Action Aid and

nt but this is not in compliance with best

ata collection, verification, quality control and the beginning of 2012 and another training is

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DPE’s relation to the target group, project particiDPE has a deliberate strategy of reaching out to coLesotho where poverty levels are high and access tooperations are heavily dependent on human resourcescompared to operations in urban and easy to access districts: Kanana in Berea district; Khoelenya, HloahloengSeforong in the Quthing district. Phase I of the prareas, ‘Mamaebana, Lebakeng and Poli

DPEs intervention strategy is anchored in the peopldeveloped a deep knowledge and good relations with at national level. DPE collaborates with all layersneeds. The backbone of DPE’s community woengage in the daily lives in communities and interaworks closely with authorities and facilitates dialthe Community Animators engage with councillors and and involve them in the projects when necessary.

At national level DPE carries out lobby and advocacministries. DPE has good relations with other civilin conflict management and peace building. DPE where it pioneered the economic justice debate. DPEDefenders Trust and through LCN contributed to the in 2010. At a regional level DPE is member of the Oin the SADC region), ARASA (regional platform for HSolidarity Network (SAPSN), Alternativorganisation for Human Rights in Southern Africa. DNGO Forum, Southern African Litigation Centre and O

DPE is an active national and regional player in cicommunities. Some organisations lose touch with thelevels, and others with strong grassroots base nationally. The hybrid nature of DPE represents a minformed by community voices; one that seeks to protect rights of the people but one that

Currently DPE is funded by the Finnish Embassy in PRights Alliance for Southern Africa.

Previous experiences and capacity with regard to thDPE has vast experience in communityinform the national policy agenda. In communities, individual consultations with civic groupscommunity members, in order for them to raise theirof the project 35 new CBOs became registered members oare now in the processes of being registered with the Office of Law. CBOs still need support from DPE important for DPEs strategy to have a sizeable core group which DPE still targets for wider public participat

DPE’s Public Participation Strategy outlines the maempowerment, which is implemented by the Community methodology: Reflection-Action-Reflection. This is based on the cobetter than bureaucrats and techniciansmethodology of DPE urges animators to refrain from communities to transform their society. Communities are helped and define their ideal situation and initiate stratconfidence in their thinking and enable them to r

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DPE’s relation to the target group, project participants and stakeholders DPE has a deliberate strategy of reaching out to communities in the most remote and marginalised areasLesotho where poverty levels are high and access to information is limited. This implies operations are heavily dependent on human resources and there is a risk of a reduced cost efficiency compared to operations in urban and easy to access areas. DPE currently works in the following geograp

Khoelenya, Hloahloeng and Kuebunyane in the Mohale’shoek distriSeforong in the Quthing district. Phase I of the project enabled DPE to expand its outreach to three nareas, ‘Mamaebana, Lebakeng and Poli-Hali.

DPEs intervention strategy is anchored in the people in local communities and over the years DPE hdeveloped a deep knowledge and good relations with the target group and stakeholders in the villages and at national level. DPE collaborates with all layers of society and extensive knowledge of the populatineeds. The backbone of DPE’s community work is the Community Animators who live in the villaengage in the daily lives in communities and interact with CBOs, local authorities and stakeholders. Dworks closely with authorities and facilitates dialogue among local and national government he Community Animators engage with councillors and chiefs, participate in their meetings when possibleand involve them in the projects when necessary.

At national level DPE carries out lobby and advocacy work towards Members of Parliament (MPs) and ministries. DPE has good relations with other civil society actors and is recognised as a leading orgain conflict management and peace building. DPE is an active member of Lesotho Council of NGOs (LCNwhere it pioneered the economic justice debate. DPE has contributed to the Southern African Human RighDefenders Trust and through LCN contributed to the NGO report presented at the UN Human Rights Coin 2010. At a regional level DPE is member of the Open Spaces Initiative (platform for Human Rights NGin the SADC region), ARASA (regional platform for HIV rights and policy debate), Southern African PeopSolidarity Network (SAPSN), Alternatives to Neo-liberalism in Southern Africa (ANSA) and is the conorganisation for Human Rights in Southern Africa. DPE has had work relations with Zimbabwe Human RightNGO Forum, Southern African Litigation Centre and Open Society Initiative for Southern

DPE is an active national and regional player in civil society work, but still retains a strong bond wcommunities. Some organisations lose touch with their constituencies when they become active at these

g grassroots base fail to make a meaningful contribution regionally anationally. The hybrid nature of DPE represents a model, where advocacy at nationalinformed by community voices; one that helps communities to speak for themselves; seeks to protect rights of the people but one that empowers people to protect their own rights.

Currently DPE is funded by the Finnish Embassy in Pretoria, Action Aid International Lesotho, AIDS and

Previous experiences and capacity with regard to the implementation of this particular projectDPE has vast experience in community-based human rights advocacy and the use of communitinform the national policy agenda. In communities, DPE’s Community Animators carry out training and

nsultations with civic groups and CBOs to strengthen the organisation and mobiliscommunity members, in order for them to raise their issues with policy and decision-

the project 35 new CBOs became registered members of DPE and 7 CBOs have drafted constitutions and being registered with the Office of Law. The evaluation of phase I concluded DPE to pursue their priorities and strategies independently.

strategy to have a sizeable core group that become catalysts to the larger communitywhich DPE still targets for wider public participation.

DPE’s Public Participation Strategy outlines the main approaches to community mobilisation and empowerment, which is implemented by the Community Animators. The core of the strategy is DPE

Reflection. This is based on the conviction that people understand their lives than bureaucrats and technicians, who normally claim such knowledge.

methodology of DPE urges animators to refrain from acting as experts but to facilitate the empowermentto transform their society. Communities are helped to share their lived experiences, express

and define their ideal situation and initiate strategies to follow. The role of animators is to help pconfidence in their thinking and enable them to reach the goals they have set for themselves.

4

mmunities in the most remote and marginalised areas of information is limited. This implies that DPEs

a risk of a reduced cost efficiency areas. DPE currently works in the following geographic

Kuebunyane in the Mohale’shoek district; and oject enabled DPE to expand its outreach to three new

e in local communities and over the years DPE has and stakeholders in the villages and

of society and extensive knowledge of the population’s rk is the Community Animators who live in the villages and

ct with CBOs, local authorities and stakeholders. DPE ogue among local and national government stakeholders.

chiefs, participate in their meetings when possible

y work towards Members of Parliament (MPs) and society actors and is recognised as a leading organisation is an active member of Lesotho Council of NGOs (LCN),

has contributed to the Southern African Human Rights NGO report presented at the UN Human Rights Council pen Spaces Initiative (platform for Human Rights NGOs IV rights and policy debate), Southern African People’s

liberalism in Southern Africa (ANSA) and is the contact PE has had work relations with Zimbabwe Human Rights

pen Society Initiative for Southern Africa (OSISA).

vil society work, but still retains a strong bond with ir constituencies when they become active at these

fail to make a meaningful contribution regionally and odel, where advocacy at national/regional level is

communities to speak for themselves; one that not so much empowers people to protect their own rights.

retoria, Action Aid International Lesotho, AIDS and

e implementation of this particular project based human rights advocacy and the use of community voices to

Community Animators carry out training and and CBOs to strengthen the organisation and mobilisation of

-makers. During Phase I f DPE and 7 CBOs have drafted constitutions and

he evaluation of phase I concluded orities and strategies independently. It is particularly

catalysts to the larger community,

in approaches to community mobilisation and core of the strategy is DPEs

nviction that people understand their lives who normally claim such knowledge. The implementation

acting as experts but to facilitate the empowerment of to share their lived experiences, express

egies to follow. The role of animators is to help people have each the goals they have set for themselves.

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Based on the experiences from phase I of the projecCommunity Parliament and Community Dialogue and Tracarry out other public participation strategies in and Peoples’ Tribunals, which DPE use to disseminat

(i) Community Parliament ( RoleThe Community Parliament seeks to enhance communityParliament. Communities are trained in workshops whmembers are invited to observe the National Parliamimitate the work of Parliament, by initiating discusuch as women, youth, CBOs, farmers, teachers, churCommunity Parliament, where they debate and interacprocesses. This approach helps communities understaencourages an active and robust debate on key issueCommunity Parliament, which agrees on demands and rproposal is submitted to the Minister of Finance anPortfolio Committees. In Phase I of the project, one National Community PParliamentary Portfolio of Finance and Economic Plaexpressed interest in formalising the Community Par

(ii) Community Dialogue and TrainingDPE supports communities through formal CBOs and differences amicably and speak out and invite others to do the same. They artopics where people from the agencies related to thprocess DPE facilitates dialogue with Ministers the community dialogue and training will be deepenecommunities in local council planning. These procesas other key stakeholders. This project will primarprocesses as well as review and evaluation of Commu A.4 The cooperative relationship and its prospectsDLN and DPE have strong historical ties, because membersworking as development workers for MS in Lesothoin Denmark in an MS project: “Democracy by bus”. apply for funding for a formal partnership (10the final visit and project evaluation, DLN and DPEappraisal (12-1147-AF-sep) was carried out consolidate the partnership with particular focus ocommunication, M&E and reporting experiencinto a larger project partnership, it was decided that the second project would be a sproject to consolidate the partnership further befo

In accordance with DPEs strategic approach designed. This will require a re-orientation of DPEs current geographic approach, annegotiation and lobbying of other donors to reimproved donor coordination. DLN and DPE jointly approached existing and potenthe appraisal visit in June to initiate discussionselement in the partnership is the engagement of DIHR as a nand advice. Civil society partners in Lesotho will be brought on

In the partnership DLN contributes with advice and knowledge and experiences in carrying out strategie

B. PROJECT ANALYSIS B.1 In what context is the project placed?Geographic, political, social and cultural conditioLesotho is a small landlocked country surrounded bywater and diamonds, but Lesotho’s economy is weak and dependent on South Af

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Based on the experiences from phase I of the project, this project will primarily focus on two strategCommunity Parliament and Community Dialogue and Training. DPE will seek to find additional funding to carry out other public participation strategies in the eight areas (including the role-plays Community Voting and Peoples’ Tribunals, which DPE use to disseminate, analyse existing and proposed new legislation).

Community Parliament ( Role-play) The Community Parliament seeks to enhance community-understanding on the functions of National Parliament. Communities are trained in workshops where relevant resource persons and community members are invited to observe the National Parliament in sessions. Role-plays are used to rehearse and imitate the work of Parliament, by initiating discussions about issues that affect their lives. Differsuch as women, youth, CBOs, farmers, teachers, churches, sports teams and heard boys sit together in tCommunity Parliament, where they debate and interact as MPs at different levels of the legislative processes. This approach helps communities understand and appreciate the workings of Parliament, and encourages an active and robust debate on key issues. Once a year communities elect a National Community Parliament, which agrees on demands and recommendations for the national budget. The proposal is submitted to the Minister of Finance and presented for MPs, Ministers and Parliamentary

In Phase I of the project, one National Community Parliament was carried out, and the Parliamentary Portfolio of Finance and Economic Planning as well as individual MPs and Ministers have expressed interest in formalising the Community Parliament as an integral part of the budgeting process.

Community Dialogue and Training DPE supports communities through formal CBOs and informal groupings to engage in dialogue

speak out and invite others to do the same. They are regularly trained in different topics where people from the agencies related to their work are invited to interact with them. process DPE facilitates dialogue with Ministers via a newsletter and consultations. During this project phase the community dialogue and training will be deepened by initiating dialogue processes around inclusioncommunities in local council planning. These processes seek to involve all the councillors themselves as other key stakeholders. This project will primarily focus on dialogue and training in national budgprocesses as well as review and evaluation of Community Council Development Plans.

A.4 The cooperative relationship and its prospects nd DPE have strong historical ties, because members of DLN have cooperated with DPE while

working as development workers for MS in Lesotho and DPEs National Coordinator Sofonea Shale has “Democracy by bus”. In 2008 it was decided to carry out an appraisal an

partnership (10-795-MP-apr). This project was finalised in the final visit and project evaluation, DLN and DPE agreed to apply for another project

was carried out to design this project proposal. This project is consolidate the partnership with particular focus on eliminating some of the challenges related to communication, M&E and reporting experienced in the first phase. Although the long terms vision is to

it was decided that the second project would be a sproject to consolidate the partnership further before embarking on a large long-term project.

In accordance with DPEs strategic approach a thematic rather than geographic approach orientation of DPEs current geographic approach, an

her donors to re-align their funding in accordance with the Paris Principles on . DLN and DPE jointly approached existing and potential future partners during

the appraisal visit in June to initiate discussions about a coherent funding strategy for DPE. in the partnership is the engagement of DIHR as a new partner, which will provide

ivil society partners in Lesotho will be brought on board in the capacity building efforts.

In the partnership DLN contributes with advice and guidance and DPE contributes with the contextual knowledge and experiences in carrying out strategies and activities to promote public participation.

ject placed? Geographic, political, social and cultural conditions Lesotho is a small landlocked country surrounded by South Africa. There are natural resources such as

Lesotho’s economy is weak and dependent on South Af

5

t, this project will primarily focus on two strategies: DPE will seek to find additional funding to

plays Community Voting e, analyse existing and proposed new legislation).

understanding on the functions of National ere relevant resource persons and community

plays are used to rehearse and ssions about issues that affect their lives. Different groups,

ches, sports teams and heard boys sit together in the at different levels of the legislative

nd and appreciate the workings of Parliament, and nce a year communities elect a National

ecommendations for the national budget. The inisters and Parliamentary

arliament was carried out, and the nning as well as individual MPs and Ministers have

the budgeting process.

to engage in dialogue, resolve their e regularly trained in different

eir work are invited to interact with them. Through this and consultations. During this project phase

d by initiating dialogue processes around inclusion of ses seek to involve all the councillors themselves as well ily focus on dialogue and training in national budgeting

nity Council Development Plans.

of DLN have cooperated with DPE while oordinator Sofonea Shale has been

In 2008 it was decided to carry out an appraisal and finalised in 2011, and based on

apply for another project. In June 2012 an This project is intended to

n eliminating some of the challenges related to long terms vision is to enter

it was decided that the second project would be a smaller scale one-year project.

than geographic approach has been orientation of DPEs current geographic approach, and will also require

in accordance with the Paris Principles on tial future partners during

unding strategy for DPE. Another new provide capacity building

board in the capacity building efforts.

guidance and DPE contributes with the contextual s and activities to promote public participation.

here are natural resources such as Lesotho’s economy is weak and dependent on South Africa for trade and

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remittances from migrant workers. The mountainous gthat a large part of the population lives in remoteinformation is limited. The major problems facing tHIV/AIDS and the incapacity of the institutions of

Lesotho is a democratic Kingdom and five year periodic electionsyears, small political parties have emergedstructures are authoritative and the political deciexcludes the majority of the general public from acAssembly elections and a new coalition government came into beingopportunities for civil society in terms of engagindeveloped Matšohlo, A Snap shot of Community Voices on the issues that the newaddress within the first hundred days.recognition of public participation strategies thatand many principal secretaries, including several meeting seeking clarity on community parliament. pledged to work with civil society and DPE in part

The national key development policies Security Policy. These are guided by regional and global obligations such Development Plan, New Partnership for Africa’s Devethese policies are not adequately implemented and timplementation and monitoring of development plans structures (2005), development policies and projecextent viewed as passive recipients of development Conditions in the sector of interventionThe proposed project is focused on governance, withlegislative and budgetary processes at local and na

Lesotho has a weak culture for public participationprocesses for decision- and policymaking contributes to maintaining a large gap beauthorities and the local communities and leads to

MPs seldom provide feedback or consult their constilegitimacy problem for many elected representativesagenda of Parliament. Parliamentary Portfolio Commihave limited knowledge and means of communication parliament, limits public participation and undermiopportunities for citizens to engage actively in dedebates remain a domain for the political leadershi

At the local level, the few available resources arerather than the poor. Although local government councils havis drawn by the central administration with little Activities carried out by CBOs, are often sidelined limitations. Consequently, local government aimed apeople have in effect turned out to be another form

Most people, in particular in rural areas, have limited access to ilegislation and policies and consultation on proposand policy documents makes it difficult for ordinarthe information and many citizens are therefore not aware of the laws gotherefore unable to demand inclusion in developmentabide by legislation of which they are not aware.

Weaker groups in society, such as women, children, particularly prone to political, social and economiGovernment was 58% in 2005-10 and 42% in 2011are still influenced by patriarchal cultural and sosubordinate position. The HIV/AIDS pandemic h

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remittances from migrant workers. The mountainous geography with poorly developed infrastructure meansthat a large part of the population lives in remote villages, which are difficult to reach information is limited. The major problems facing the population are food insecurity, poverty exacerbaHIV/AIDS and the incapacity of the institutions of government to respond to these challenges.

Kingdom and five year periodic elections have been held since 1993. In recent emerged, but this has also resulted in political fragmenta

structures are authoritative and the political decision making is centralised with a small urban elite, which excludes the majority of the general public from active involvement. In May 2012

and a new coalition government came into being. This governmentopportunities for civil society in terms of engaging the policy makers. As part of its strategy, DPE

shot of Community Voices on the issues that the newhundred days. This includes democratisation of Local Council functioning and

recognition of public participation strategies that DPE is doing. The government is excited to engage DPE , including Ministry of Planning, promised to work with DPE and has had

arity on community parliament. The Speaker of the National Assembly had also pledged to work with civil society and DPE in particular to ensure maximum public participation.

The national key development policies are: Vision 2020, Poverty Reduction Strategy and the National Fare guided by regional and global obligations such as SADC Indicative Strategic

Development Plan, New Partnership for Africa’s Development and Millennium Development Goals. Howevthese policies are not adequately implemented and the involvement of communities in formulation, implementation and monitoring of development plans is limited. Despite establishment of Local Governmestructures (2005), development policies and projects are still imposed on the peopleextent viewed as passive recipients of development aid rather than active participants in development.

Conditions in the sector of intervention The proposed project is focused on governance, with particular focus on increasing public participation ilegislative and budgetary processes at local and national level.

Lesotho has a weak culture for public participation in governance and development. icymaking contributes to maintaining a large gap between the politicians and

authorities and the local communities and leads to increased levels of conflict and tension in communi

MPs seldom provide feedback or consult their constituencies outside election campaigning, which poses a legitimacy problem for many elected representatives. The majority of the population is unable to inforagenda of Parliament. Parliamentary Portfolio Committees aiming at engaging communities are in place b

ited knowledge and means of communication with the people. This curtails the effectiveness of parliament, limits public participation and undermines democracy, peace and development. With limited opportunities for citizens to engage actively in democratic processes outside elections, the major national debates remain a domain for the political leadership and elite within civil society.

At the local level, the few available resources are mainly used to further the interests of the politian the poor. Although local government councils have Community Action Plans, the national budget

is drawn by the central administration with little involvement of Local Government and other stakeholdBOs, are often sidelined in community council plans because of budgetary

limitations. Consequently, local government aimed at unlocking participation barriers and empowering people have in effect turned out to be another form of domination and suppression.

particular in rural areas, have limited access to information and knowledge about existing legislation and policies and consultation on proposed legislation is limited. The high complexity of tand policy documents makes it difficult for ordinary citizens to understand, conceptualise and contextuali

any citizens are therefore not aware of the laws governing their daily livetherefore unable to demand inclusion in development efforts, protect themselves from abuses of tabide by legislation of which they are not aware.

Weaker groups in society, such as women, children, people with disabilities, particularly prone to political, social and economic marginalisation. Women representation i

10 and 42% in 2011-16, but in terms of addressing women’s rights, counare still influenced by patriarchal cultural and social norms, which place women in a submissive and subordinate position. The HIV/AIDS pandemic has devastating impact on peoples’ livelihoods. National HIV

6

eography with poorly developed infrastructure means reach and where access to

he population are food insecurity, poverty exacerbated by government to respond to these challenges.

have been held since 1993. In recent , but this has also resulted in political fragmentation. The political

s centralised with a small urban elite, which 2012, Lesotho held National government provides more

g the policy makers. As part of its strategy, DPE has shot of Community Voices on the issues that the new government should

ocal Council functioning and The government is excited to engage DPE promised to work with DPE and has had

The Speaker of the National Assembly had also to ensure maximum public participation.

2020, Poverty Reduction Strategy and the National Food as SADC Indicative Strategic

lopment and Millennium Development Goals. However, he involvement of communities in formulation,

is limited. Despite establishment of Local Government ts are still imposed on the people, who are to a large aid rather than active participants in development.

rticular focus on increasing public participation in

in governance and development. The lack of inclusive icymaking contributes to maintaining a large gap between the politicians and

increased levels of conflict and tension in communities.

lection campaigning, which poses a . The majority of the population is unable to inform the ttees aiming at engaging communities are in place but

the people. This curtails the effectiveness of nes democracy, peace and development. With limited

processes outside elections, the major national

mainly used to further the interests of the political elites e Community Action Plans, the national budget

involvement of Local Government and other stakeholders. community council plans because of budgetary

t unlocking participation barriers and empowering

nformation and knowledge about existing ed legislation is limited. The high complexity of the laws

tizens to understand, conceptualise and contextualise verning their daily lives and are

efforts, protect themselves from abuses of the law or to

people with disabilities, HIV+ people etc., are c marginalisation. Women representation in Local

16, but in terms of addressing women’s rights, councils cial norms, which place women in a submissive and

livelihoods. National HIV

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and AIDS Policy is in place, but it is unclear how it is realised community based Support Groups (mainly HIV) inform

In the context of development and pviolent society though with enormous prospects for high level of structural violence and conflpractices, which enable a small elite to control anpower. The exclusion of people from influence on poleads to a high level conflict, tensions and apathy in communities. In maconflict ridden and therefore unable to respond to

Danida is currently not present in Lesotho and the main donors involved in are Irish Aid, United Nations Development Programmethrough Millennium Challenge Account, PEPFAR, PACT these interventions have NGO compmaterially and technically and through loans. B.2 How has the project been prepared?

The preparatory process The project has been prepared in close collaboration between DLthe outcome of the evaluation of Phase I of the DPEproject contributed to building a solid foundation new phase of the project can assist DPE public participation methodologies and lobby the government for institutionalisation olegislation and policy. Continuous capacity building of DPE will form an in

Appraisal An appraisal was carried out in June 2012consultations with the ExCom, civil society, representatives from government anfunding partners. Due to the short time between theproposed project will be a continuation of activitilocations. The main conclusions of the appraisal were:

• A needs assessment of DPEs organisational policies DPE has inadequate policies, methodologies and tools as welimplementation of these. These will be addressed in

• A number of existing and new strategic alliances anrepresented by the Speaker of Parliament and MPs, ebetween communities and the Parliament through direPortfolio Committees. UNDP and Action Aid gave specific recommendaadditional funding. Civil society organisations (Acas potential partners to contribute to the capacity

• The geographic strategy will be replaced by a thematic eight communities where DPE currently work. As a coreduced compared to the first phase and the proposeof communities, dialogue with community councils an

• The proposed budget will be increased accommodate the need for a strong presence of Commuwell as an external evaluation of the project.

• A second Danish partner, DIHR, will be brought on b Experiences and lessons from the previous projectThe evaluation showed that the target group approved DPE as a platform for advancing their participation in solid foundation for community organisation, mobilisupport to establishment and consolidation of CBOs.necessary, in particular to improve dialogue at local levelPortfolio Committees have shown

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but it is unclear how it is realised in local government planscommunity based Support Groups (mainly HIV) inform the local government plans.

peace, which is the core mandate of DPE, Lesotho canviolent society though with enormous prospects for peace. The level of physical violence is low, but thigh level of structural violence and conflict. This takes shape of institutions, laws, cultural norms apractices, which enable a small elite to control and, in some cases, abuse the structures and institutionpower. The exclusion of people from influence on policy and decision-making and ac

conflict, tensions and apathy in communities. In many parts of the country, councils are conflict ridden and therefore unable to respond to the needs of the communities they represent.

present in Lesotho and the main donors involved in governance and decentralisation are Irish Aid, United Nations Development Programme, European Union, GIZ and United States of America through Millennium Challenge Account, PEPFAR, PACT and other interventions. With the exception of MCA, these interventions have NGO components. The government of Lesotho receives World bank/IMFmaterially and technically and through loans.

B.2 How has the project been prepared?

has been prepared in close collaboration between DLN and DPE. The first step was to consider the outcome of the evaluation of Phase I of the DPE-DLN partnership (see below)project contributed to building a solid foundation for public participation in policy and decision

assist DPE to consolidate and deepen its work in communitiesand lobby the government for institutionalisation o

Continuous capacity building of DPE will form an integral part of the project design.

carried out in June 2012. It included LFA workshop and budgeting with the DPE st, civil society, representatives from government an

funding partners. Due to the short time between the evaluation and the appraisal and consideringproposed project will be a continuation of activities from the first project phase, it was decided not

The main conclusions of the appraisal were:

A needs assessment of DPEs organisational policies and M&E methodologies and tools showed inadequate policies, methodologies and tools as well as challenges in terms of the practical

implementation of these. These will be addressed in the proposed project

A number of existing and new strategic alliances and partners were identified. The National Assembly, represented by the Speaker of Parliament and MPs, expressed a desire to improve the engagement between communities and the Parliament through direct interaction with MPs and through Parliamentary

ttees. UNDP and Action Aid gave specific recommendations for how DPE may obtain additional funding. Civil society organisations (Action Aid, LCN, TRC and World Vision) were identifieas potential partners to contribute to the capacity building of DPE.

geographic strategy will be replaced by a thematic strategy, and the proposed project will target all eight communities where DPE currently work. As a consequence the scope of activities has been reduced compared to the first phase and the proposed project will focus on mobilisation and organisation of communities, dialogue with community councils and advocacy at national level.

budget will be increased with app.145,000 DKK to a total budget of accommodate the need for a strong presence of Community Animators in all eight geographic areaswell as an external evaluation of the project..

A second Danish partner, DIHR, will be brought on board to strengthen the capacity building component

Experiences and lessons from the previous project The evaluation showed that the target group is satisfied with the achievements and

as a platform for advancing their participation in national and local processes. solid foundation for community organisation, mobilisation and participation in governance processes thsupport to establishment and consolidation of CBOs. However, involvement of DPE as facilitator is stil

improve dialogue at local level. At national level, MPs and the Parliamentary shown strong interest in institutionalising some of DPEs Public

7

in local government plans and how activities of

eace, which is the core mandate of DPE, Lesotho can be considered a peace. The level of physical violence is low, but there is a

takes shape of institutions, laws, cultural norms and in some cases, abuse the structures and institutions of

making and access to social services ny parts of the country, councils are

the needs of the communities they represent.

governance and decentralisation , European Union, GIZ and United States of America

ons. With the exception of MCA, . The government of Lesotho receives World bank/IMF support

N and DPE. The first step was to consider (see below). The first phase of the

ic participation in policy and decision-making, and a and deepen its work in communities; further develop

and lobby the government for institutionalisation of public participation in tegral part of the project design.

included LFA workshop and budgeting with the DPE staff, , civil society, representatives from government and current and potential

evaluation and the appraisal and considering that the es from the first project phase, it was decided not to visit field

es and tools showed that l as challenges in terms of the practical

ners were identified. The National Assembly, xpressed a desire to improve the engagement

ct interaction with MPs and through Parliamentary tions for how DPE may obtain

tion Aid, LCN, TRC and World Vision) were identified

the proposed project will target all nsequence the scope of activities has been

t will focus on mobilisation and organisation d advocacy at national level.

to a total budget of 644,614 DKK to nity Animators in all eight geographic areas as

oard to strengthen the capacity building component

satisfied with the achievements and have embraced and national and local processes. Phase I built a

sation and participation in governance processes through However, involvement of DPE as facilitator is still

At national level, MPs and the Parliamentary interest in institutionalising some of DPEs Public Participation

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strategies. There is a need for DPE to keep developing and to ensure efficient monitoring and follow up on comlobbying of policy makers to institutionalise contribute to a democratic culture of consultation and dialogue b

The major challenges identified in the evaluation wdevelopment projects and monitor and evaluate projeits work to promote public participation, DPE thereand tools for organisational and financial manageme

The recommendations from the evalu

1. Finalise community mobilisation/organisation activi

• Facilitate finalisation of the constitutions and as

• Ensure CBOs are registered as members of DPE

The proposed project has budgeted a quarterly visits to all communities by Peace Educatwith 10 legally registered CBOs. This means that those which have not registered wilthe process and registered CBOs will

2. Develop concepts and processes for public participa

• Establish mechanisms to follow up on issues raised

• Develop strategies for lobby and advocacy initiatives

• Sensitising and training of Ministries,

Follow up on the 2012 national budget is planned decided to prioritise community activities, and thelegislators will be replaced by lobby and advocacy

3. Improve sustainability of achievements of this proj

• Maintain the animators in the target communities. Tof existing funds to the three target areas

• Development of pamphlets outlining concepts aparliament in order to popularise the achievements,for a stronger involvement of civil society and gov

• Development of media strategy to popularise the wor

A stipend for Community Animators in all eight areasincluding the recommendations from Community Parliaand distributed. This will serve the dual promises well known so people and media are able to

4. Develop and consolidate the organisational structur

• Continuous capacity building of Peace Educa

• Strengthening of the National Animators’ role as thand animators.

This project has planned for quarterly visits to communitiesAnimators. They will also build management skills of the Peace Education Researcherto keep the financial scope of the project possible to include additional training of Peace Education Researchtheir skills development will take the form of coac 5. Improve the internal monitoring and evaluation fram

• Develop a framework for simple and practical tools as impact in communities.

• Enter into strategic partnerships with other organi

• Identify and implement a system for system for storing M&E data available for all staff.

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There is a need for DPE to keep developing methodologies, such as the Community Parliamentto ensure efficient monitoring and follow up on commitments from the Ministries.

institutionalise systems and processes for community a democratic culture of consultation and dialogue between policy makers and

The major challenges identified in the evaluation were gaps in the capacity of DPE to effectively administer development projects and monitor and evaluate project results and impact. In order to broaden and deepen its work to promote public participation, DPE therefore needs to develop effective policies, methodoloand tools for organisational and financial management and M&E.

The recommendations from the evaluation report were:

Finalise community mobilisation/organisation activities

Facilitate finalisation of the constitutions and assist CBOs in the registration process

Ensure CBOs are registered as members of DPE

The proposed project has budgeted a stipend for Community Animators in all eight areas quarterly visits to all communities by Peace Education Researchers. In each area DPE will aim for working

This means that those which have not registered wilwill be deeper engaged in projects.

Develop concepts and processes for public participation in policy making

Establish mechanisms to follow up on issues raised and demands from communities.

ategies for lobby and advocacy initiatives

Sensitising and training of Ministries, MPs and other policy makers in participatory processes

Follow up on the 2012 national budget is planned for February 2013. Due to budget constraints it was decided to prioritise community activities, and the sensitising and training of national level policy legislators will be replaced by lobby and advocacy sessions that will be less costly than carrying out

Improve sustainability of achievements of this project

Maintain the animators in the target communities. This will require additional fundraising or allocatiof existing funds to the three target areas

Development of pamphlets outlining concepts and results for Peoples' Tribunal and Community parliament in order to popularise the achievements, build support for the methodologies and lobby for a stronger involvement of civil society and government

Development of media strategy to popularise the work of DPE

Community Animators in all eight areas is included in the proposed budgetincluding the recommendations from Community Parliament and promises from Ministries will be developedand distributed. This will serve the dual purpose of popularising DPEs work and at the same tpromises well known so people and media are able to hold the policy makers accountable.

Develop and consolidate the organisational structure of DPE

Continuous capacity building of Peace Education Researchers and animators based in communities

Strengthening of the National Animators’ role as the supervisor of Peace Education Researchers

arterly visits to communities, which will be used management skills of the Peace Education Researcher

to keep the financial scope of the project at approximately the same level as the first projecude additional training of Peace Education Researchers. As an alternative to formal training,

their skills development will take the form of coaching by the National Coordinator and National Anima

Improve the internal monitoring and evaluation framework and methodologies

Develop a framework for simple and practical tools for continuous M&E of project progress as well

Enter into strategic partnerships with other organisations in Lesotho with expertise in M&E

implement a system for system for storing M&E data and reports and make this

8

as the Community Parliament mitments from the Ministries. This include direct

systems and processes for community participation, which will etween policy makers and citizens.

capacity of DPE to effectively administer . In order to broaden and deepen

fore needs to develop effective policies, methodologies

sist CBOs in the registration process

stipend for Community Animators in all eight areas and plan for In each area DPE will aim for working

This means that those which have not registered will be helped to finalise

and demands from communities.

and other policy makers in participatory processes

. Due to budget constraints it was sensitising and training of national level policy makers and sessions that will be less costly than carrying out training.

his will require additional fundraising or allocation

nd results for Peoples' Tribunal and Community build support for the methodologies and lobby

in the proposed budget. Pamphlets ment and promises from Ministries will be developed

purpose of popularising DPEs work and at the same time make the hold the policy makers accountable.

tion Researchers and animators based in communities.

e supervisor of Peace Education Researchers

used to coach Community management skills of the Peace Education Researchers. It has been decided

at approximately the same level as the first project, it it will not be . As an alternative to formal training,

hing by the National Coordinator and National Animator.

for continuous M&E of project progress as well

sations in Lesotho with expertise in M&E

and reports and make this

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DPE staff has participated in two M&E trainingis a need to translate this into practical stratThis will be an integral part of the proposed projecontinuous support and follow up with the DPE staffand this will need to be further developed and refias an opportunity not only for donor reporting, butprogramming, which can also be used to prepare and present case storiesstakeholders and partners. A baseline will be carri B.3 Problem analysis

Limitations of DPEs capacity to deepen its public pCivil society plays an important role as a facilitamakers to bridge the gap and develop a culture of pdevelopment processes. In Phase I of the DPEtangible results in terms of education, mobilisatiostill has limited capacity to administer, implementlevel, CBOs are in existence, but need further consand engage in effective liaison with local governaninstitutions without the active and continuous faci

Poor interaction between local councils and communiDecentralisation is often regarded as a democratisapeople to engage directly in governance at local level. The proximity ofindividuals to approach their councillors and provinational level. In Lesotho, however, these valuablelocal government structures are not utilised becaus

(i) Community Councils are elected but there is very lielect them. Community Council Action Plans are form

(ii) Council Action Plans do not reflect for Peaceful resolution of conflicts but councils to fight poverty yet but their plans that regard. This leads to ineffective use of fundsnational activities it is difficult to s

(iii) The Local Government Act provides opportunities forreports from councils, but this rarely happens. Couand expend, and this leads to suspicion and allegat

(iv) In many cases community leaders, particularly chiefas a result, people do not receive full services fr

(v) A similar challenge is found in the schools, where untheir grievances through violent strikes;

(vi) Female councillors do not have the adequate capacitwomen’s rights in the councils due to social and cultural persubordinate to men.

Local political party structures are primarily actifrom monitoring the performance of accept the decisions of local councils without quesThese opportunities which are not utilised have potplatform for ordinary voices to be heard in developrealise these opportunities and utilise them is cri

Inadequate mechanisms for public participation in national policy and legiA major barrier for public participation in legislathe lack of institutionalised and systematic procesprocesses and structures exist, they are not adequaand skills among policy makers and citizens.circular to the Ministries to submit their proposals and the mithe hotels and conference rooms by the officials.

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M&E trainings in 2012 about the conceptual understanding of into practical strategies, tools, templates and working procedures for

This will be an integral part of the proposed project by engaging experienced local consultants to continuous support and follow up with the DPE staff. It was agreed to continue using the MSC methodology and this will need to be further developed and refined during this project. DPE sees the MSC methodology as an opportunity not only for donor reporting, but as an integral part of the continuous efforts to i

an also be used to prepare and present case stories to the media and DPE stakeholders and partners. A baseline will be carried out in the beginning of the project.

Limitations of DPEs capacity to deepen its public participation interventions Civil society plays an important role as a facilitator, mediator and educator for communities makers to bridge the gap and develop a culture of participation and consultation in legislative, polic

se I of the DPE-DLN partnership, DPE has demonstrated its ability ttangible results in terms of education, mobilisation and organisation of citizens and policystill has limited capacity to administer, implement, monitor and evaluate large-scale interventions. At local level, CBOs are in existence, but need further consolidation to be able to deliver results to their meand engage in effective liaison with local governance structures and ultimately with national processeinstitutions without the active and continuous facilitation of DPE.

Poor interaction between local councils and communities Decentralisation is often regarded as a democratisation of democracy, because it provides opportunitie

ctly in governance at local level. The proximity of local councils makes it easier for individuals to approach their councillors and provide input in the work of the council, compared to thnational level. In Lesotho, however, these valuable opportunities for informing national processes through local government structures are not utilised because:

Community Councils are elected but there is very limited interaction between them and the people who elect them. Community Council Action Plans are formulated by the councillors without involving people;Council Action Plans do not reflect national key policies directly. For example the National Vision calls for Peaceful resolution of conflicts but councils do not address peace in their plans

but their plans do not outline how they intend to implement the ineffective use of funds, and because local activity funding are detached

it is difficult to see how local initiatives impact the national targetThe Local Government Act provides opportunities for people to receive periodic financial and narrativereports from councils, but this rarely happens. Councillors do not account for the money they receand expend, and this leads to suspicion and allegations of misappropriation; In many cases community leaders, particularly chiefs and councillors, fail to resolve their conflicts as a result, people do not receive full services from both of them;

similar challenge is found in the schools, where undemocratic approaches lead to students resolving their grievances through violent strikes; Female councillors do not have the adequate capacity and support to assert their influence and address

ghts in the councils due to social and cultural perceptions of women as being passive and

Local political party structures are primarily active during election campaigning and they are often dfrom monitoring the performance of the councils once elected. Due to apathy and ignoraaccept the decisions of local councils without questioning and demanding either information or serviceThese opportunities which are not utilised have potential of turning decentralisatiplatform for ordinary voices to be heard in development. Community conscientisation and empowerment torealise these opportunities and utilise them is critical in the transformation of the current situatio

or public participation in national policy and legislative processesA major barrier for public participation in legislative processes, national budgeting and budget monitthe lack of institutionalised and systematic processes and structures for public participation. Where such processes and structures exist, they are not adequately utilised by policy makers due to lack of knowland skills among policy makers and citizens. For national budgeting, the budget controller makes

the Ministries to submit their proposals and the ministries begin to plan. This is normally made in the hotels and conference rooms by the officials. Then they submit and the exchange between ministrie

9

the conceptual understanding of M&E. There egies, tools, templates and working procedures for the DPE staff.

by engaging experienced local consultants to provide g the MSC methodology

. DPE sees the MSC methodology as an integral part of the continuous efforts to improve

to the media and DPE ed out in the beginning of the project.

tor, mediator and educator for communities and policy articipation and consultation in legislative, policy and

DLN partnership, DPE has demonstrated its ability to deliver n and organisation of citizens and policy-makers, but DPE

scale interventions. At local olidation to be able to deliver results to their members

ce structures and ultimately with national processes and

tion of democracy, because it provides opportunities for local councils makes it easier for

de input in the work of the council, compared to the for informing national processes through

mited interaction between them and the people who by the councillors without involving people;

. For example the National Vision calls do not address peace in their plans. The councils claim

outline how they intend to implement the national priorities in local activity funding are detached from

ee how local initiatives impact the national targets. people to receive periodic financial and narrative

ncillors do not account for the money they receive

s and councillors, fail to resolve their conflicts and

democratic approaches lead to students resolving

y and support to assert their influence and address ceptions of women as being passive and

ve during election campaigning and they are often detached the councils once elected. Due to apathy and ignorance people often

tioning and demanding either information or services. ential of turning decentralisation dispensation into a

ment. Community conscientisation and empowerment to tical in the transformation of the current situation.

slative processes tive processes, national budgeting and budget monitoring is

public participation. Where such tely utilised by policy makers due to lack of knowledge

For national budgeting, the budget controller makes a call nistries begin to plan. This is normally made in

Then they submit and the exchange between ministries

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and the budget controller is made until the final pDPE wishes to break this and make an opening for th

The central government routinely makes key decisionrural areas with limited access to media and communicathe government. Despite the presence of Parliamentawithout popular consultation. This is due to theparticipate, inadequate understanding of the Parlialimited legal framework safeguarding and ensuring pformulation processes. The process for drafting theensure broad based consultations. Even legally estaare excluded. Delivery on the budget promises is very weak and normally unaccounted

Gender specific considerations Both women and men experience the same problems in vulnerable groups in society are further disadvantaparticipation in all levels of decision making. Admarginalisation or discrimination forms an integrallevel of participation of women and disadvantaged gBarriers to Public Participation on legislative, goimpact on women and (ii) The Impact of HIV and AIDSunder Finnish Embassy support demonstrate thatcitizens are victims women are included but the impterms they are already sidelined. For an example, inational budget do not include gender. This is why Lesotho budget is gender sensitive or not. The othemothers before receiving prenatal clinicapositive status are not only the health care servicsuch as burden placed on them by husbands, relative

C. PROJECT DESCRIPTION

C.1 Target group and participants

(i) Communities DPE is currently working in eight communities in Lepeople. DPE targets all members of local communitiegroups, such as women, children particularly the orwith HIV/AIDS as the sectors of society normally leand stakeholders will be directly involved in the projectidentification of the project participants is an inwith the community and identify the specificgeographical area. This project will cover council is composed of at most 15 electoral divisioCensus released in August 2007 these Councils have Lebakeng 5,219; Poli-Hali 8,814; Kanana 19,068; Hloahloeng & Kuebunyane Seforong 9,842.

The total number of people expected to be directly involved in the proposed proje

1200 members of Community Based Groups (8 areas x 1150 community councillors (15 electoral divisions x1600 community members participating in

In addition it is expected that a total of of mouth, media and engagement with CBOs and councillors (15 electo

DPE As an organisation, DPE has wide range of skills and resoutools to engage constructively with communities andsustainable results by using well-tested methodologies

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and the budget controller is made until the final product is presented to the cabinet and then parliamDPE wishes to break this and make an opening for the community voices in the process.

The central government routinely makes key decisions without consultation, and people living in remoteal areas with limited access to media and communication means are often unaware of decisions made by

the government. Despite the presence of Parliamentary Portfolio Committees, critical laws are still pawithout popular consultation. This is due to the submissive culture and insufficient urge of Basothoparticipate, inadequate understanding of the Parliamentary Portfolio Committees on involving people anlimited legal framework safeguarding and ensuring public participation in the legislative anformulation processes. The process for drafting the national budget is not designed to include people ensure broad based consultations. Even legally established institutions such as Local Government struc

get promises is very weak and normally unaccounted

Both women and men experience the same problems in relation to democratic processes, but women and vulnerable groups in society are further disadvantaged as a result of cultural and societal exclusion participation in all levels of decision making. Addressing gender imbalances and other forms of marginalisation or discrimination forms an integral part of DPEs strategy. DPE has historically had a level of participation of women and disadvantaged groups. The preliminary findings of DPE studies on (Barriers to Public Participation on legislative, governance and budgetary processes in Lesotho ad how impact on women and (ii) The Impact of HIV and AIDS Discriminatory Policies on Women in Lesotho done under Finnish Embassy support demonstrate that women are double victims because where ordinary citizens are victims women are included but the impact on them is maximised by the fact that in generaterms they are already sidelined. For an example, it has been found that guidelines for formulation ofnational budget do not include gender. This is why the Budget Controller was not able to tell whether Lesotho budget is gender sensitive or not. The other study has revealed that mandatory testing for expmothers before receiving prenatal clinical services, stresses them yet the consequences of kpositive status are not only the health care services. They are social consequences which are not catesuch as burden placed on them by husbands, relatives and in particular mothers-law.

C. PROJECT DESCRIPTION

DPE is currently working in eight communities in Lesotho, with a total population of approximately 87,people. DPE targets all members of local communities and actively seeks to help poor and marginalised groups, such as women, children particularly the orphaned and vulnerable children as well as people liwith HIV/AIDS as the sectors of society normally left out in development planning. Furthermore council

akeholders will be directly involved in the project activities. It is important to stress that the identification of the project participants is an interactive process facilitated by the animators as twith the community and identify the specific problems and vulnerable/marginalised groups in each

will cover eight geographical areas and it is estimated that each community council is composed of at most 15 electoral divisions. According to the preliminary report for Census released in August 2007 these Councils have the following population: ‘Mamaebana 12,512;

Hali 8,814; Kanana 19,068; Hloahloeng & Kuebunyane 9,236; Khoelenya 22,554 and

ected to be directly involved in the proposed project is

1200 members of Community Based Groups (8 areas x 10 groups x 15 members) 150 community councillors (15 electoral divisions x 10 councillors) 1600 community members participating in Community Parliament activities

In addition it is expected that a total of 15,000 persons will be exposed to the project activities through wand engagement with CBOs and councillors (15 electoral divisions x 1000 persons).

rganisation, DPE has wide range of skills and resources in terms of strategies, methodologies and tools to engage constructively with communities and policy makers. With proven track record of creatin

tested methodologies such as Reflection-Action

10

roduct is presented to the cabinet and then parliament. e community voices in the process.

s without consultation, and people living in remote and tion means are often unaware of decisions made by

ry Portfolio Committees, critical laws are still passed submissive culture and insufficient urge of Basotho to

mentary Portfolio Committees on involving people and the ublic participation in the legislative and policy

national budget is not designed to include people and blished institutions such as Local Government structures

get promises is very weak and normally unaccounted for.

relation to democratic processes, but women and ged as a result of cultural and societal exclusion from

dressing gender imbalances and other forms of part of DPEs strategy. DPE has historically had a high

roups. The preliminary findings of DPE studies on (i) vernance and budgetary processes in Lesotho ad how they

Discriminatory Policies on Women in Lesotho done women are double victims because where ordinary act on them is maximised by the fact that in general

t has been found that guidelines for formulation of the the Budget Controller was not able to tell whether

r study has revealed that mandatory testing for expectant l services, stresses them yet the consequences of knowing one’s

es. They are social consequences which are not catered for .

sotho, with a total population of approximately 87,245 seeks to help poor and marginalised

phaned and vulnerable children as well as people living ft out in development planning. Furthermore councillors

activities. It is important to stress that the teractive process facilitated by the animators as they engage

problems and vulnerable/marginalised groups in each and it is estimated that each community

ns. According to the preliminary report for 2006 Lesotho the following population: ‘Mamaebana 12,512;

9,236; Khoelenya 22,554 and

ct is 2,950 persons:

will be exposed to the project activities through word ral divisions x 1000 persons).

rces in terms of strategies, methodologies and policy makers. With proven track record of creating

Action-Reflection and public

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participation strategies such as Community Parliamefor delivering tangible results for community membeamplifying community voices.

ExCom members have various competencies such as teaPeace Education Reserachers are highly qualified inmethodologies and the Community Animators have the communities. DPEs major challenge in terms of organskills about organisational management, M&E and nar

The project aims at building the capacity of DPE mastrengthen DPE’s capacity as a strong civil societyparticipation interventions. DPE has C.2 The project’s objectives and success c

Description

Develo

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en

t O

bje

ctiv

e

Public participation in policy and decision-making is institutionalised and embraced by policy-makers, legislators and communities.

Imm

ed

iate

ob

jectiv

e

1. By 31st December 2013

communities have participated in and provided their input to national budgeting and policy processes

2. By 31st December 2013

the capacity to carry out activities to promote public participationnational scale in Lesotho

C.3 Outputs and activities Outputs/Activities

Output 1.1. CBOs are able to influence local planning, budgetary and legislative processes

1.1.1 Baseline report (output 1.1 and 1.2)

1.1.2 Conduct group visits to build the capacity of CBO’s

1.1.3 Train CBOs and community councils on participatory planning, budgetary and legislative processes

1.1.4 Guide participatory formulation of community council’s action plans

1.1.5 Community review of council action plans Output 1.2 Community needs and priorities are taken into account in the national planning and budgeting processes

1.2.1 One briefing of Parliamentary Portfolio Committees

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participation strategies such as Community Parliament and Peoples’ Tribunals, DPE has a strong foundatfor delivering tangible results for community members in terms of improving public participation and

ExCom members have various competencies such as teaching, HIV/AIDS, civil society management etc.; Peace Education Reserachers are highly qualified in terms of teaching, mobilisation and civic engagememethodologies and the Community Animators have the strength of being closely integrated in local communities. DPEs major challenge in terms of organisational capacity includes inadequate knowledge anskills about organisational management, M&E and narrative and financial project follow up and reportin

The project aims at building the capacity of DPE management, secretariat and field staff in order to strengthen DPE’s capacity as a strong civil society actor and enable DPE to broaden and deepen its pubparticipation interventions. DPE has 17 staff members in total.

C.2 The project’s objectives and success criteria (indicators) Indicator and means of verification

Public participation in policy and making is institutionalised

makers, legislators and communities.

Indicator: communities are able to have their voices heard and input integrated into legislation, policies andnational budget Means of verification: Final evaluation

3 eight communities have participated in and provided their input to national budgeting and policy processes

Indicator: community input to national budgeting processes are documented and communicated to Parliament and relevant ministriesMeans of verification: Community Parliament Report

2013 DPE has the capacity to carry out activities to promote public participation at a national scale in Lesotho

Indicator: organisational policies and M&E framework is well defined and implemented Means of verification: quarterly review reports and final report on organisational and M&E capacity

Indicators Means of Verification

local planning, budgetary and legislative CBOs feel their input is taken into consideration in the local planning processes

Evaluation report

(output 1.1 and 1.2) Baseline in 8 areas

Baseline Report

5 visits x 8 areas x 12 months = 480 group visits A total of minimum 10 groups in each area are legally registered (including those already registered)

Activity reports from animatorsCopies of registration certificates

Participants are able to engage in participatory processes. (25 participants x 8 areas = 200)

Participant lists

Community Council Action Plans are known and available to all

Community Council Action Plans

1.1.5 Community review of council action Acceptance or rejection of Community Council Action Plans

Community Council Action Plan OR Alternative Action Plan

account in the Community Parliament has been carried out in 8 areas

Community Parliament report

Parliamentary Portfolio Committees are aware about and committed to participating in the Community Parliament

Briefing paper and minutes

11

nt and Peoples’ Tribunals, DPE has a strong foundation rs in terms of improving public participation and

ching, HIV/AIDS, civil society management etc.; terms of teaching, mobilisation and civic engagement

trength of being closely integrated in local isational capacity includes inadequate knowledge and rative and financial project follow up and reporting.

nagement, secretariat and field staff in order to actor and enable DPE to broaden and deepen its public

Indicator and means of verification

are able to have their voices heard and input integrated into legislation, policies and the

: Final evaluation report

: community input to national budgeting processes are documented and communicated to Parliament and relevant ministries

: Community Parliament Report

: organisational policies and M&E framework is

: quarterly review reports and final report on organisational and M&E capacity

Means of Verification

Evaluation report

Baseline Report

Activity reports from animators Copies of registration certificates

Participant lists

Community Council Action Plans

Community Council Action Plan OR Alternative Action Plan

Community Parliament report

Briefing paper and minutes

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1.2.2 Prioritise community needs from the council action plan or the alternative action plan-gender sensitive plans and priorities

1.2.3 Development of questions and submission to relevant Ministries (addressing the identified needs)

1.2.4 Brief and lobby relevant Parliamentary Portfolio Committees and MPs to use their parliamentary mandate to influence ministries

1.2.5 Preparation/rehearsal in the local and national budgeting processes in communities

1.2.6 Stage National Community Parliament

1.2.7 Present Community Parliament’s report to the Minister of Finance and relevant ministries

1.2.8 Lobby sessions with Portfolio Committees after the budget speech

1.2.9 Collation of promises made throughout the Community Parliament Process (pamphlet)

1.2.10 Popularisation of the Collation of promises (media briefing, press club, civil society briefing etc.)

1.2.11 Follow up on the budget promises with the communities and engage ministries in dialogue with communities about the decisions made in the actual budget for 2012 Output 1.3 The need for institutionalisation of public participation processes is acknowledged by the government

1.3.1 Development and popularisation of position paper on formalisation of Community Parliament

1.3.2 Civil society consensus building meetings through LCN Commissions

1.3.3 Organising lobby sessions (Parliamentarians, Ministries, Parliamentary Portfolio Committees, Councillors, Civil Society etc.) Objective 2: DPE has the capacity to carry out activities to promote public participation at a national scale in Lesotho

2.1.1 Engage consultants (needs assessments + 4 quarterly reviews)

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1.2.2 Prioritise community needs from the 1600 People participated Participant lists

Ministries accept questions and commit to answer at Community Parliament

List of questionsReport of Community Parliament

Parliamentary Portfolio Committees and MPs to use their parliamentary mandate

Ministries have committed to taking community voices into account (24 questions raised in Parliament (8 areas x 3 priorities))

These questions appear in the Order Paper (agenda) and Business Paper (minutes)

Participants are confident and familiar with the procedures of CP

The national budgeting processes is informed by community priorities (125 Participants have presented their views to Ministers and Parliamentarians)

Participant lists; Community Parliament Report; Media reports (TV / newspa

Ministries take community priorities into consideration when drafting the national budget (Submission of CP report 25 Participants (10 reps from ministries, 8 reps from communities, 8 DPE animators))

Minutes of meeting

Parliamentarians lobby for community priorities to be included in the national budget (Briefing of 5 Committees with 15 members each One committee summons Ministers or Officials to answer questions)

Briefing paper and minutes Summons of Ministers

The outcome of the Community Parliament is documented, publicised and used to cause public debate

5000 copies of pamphlet

1.2.10 Popularisation of the Collation of promises (media briefing, press club, civil

Community Parliament popularised in mainstream media

TV, newspaper and radio coverage

1.2.11 Follow up on the budget promises DPE is able to hold policy makers accountable for their commitments to incorporate community input to the national budget (Individual reports on follow up)

Activity reports from animators

Motion presented in Parliament The motion appears on the Order Paper (agenda) and Business Paper (minutes)is debated and reported in the Hansard

1.3.1 Development and popularisation of Position of DPE well known among government and non-government actors

Position paper

Ownership of the document by civil society

Position paper endorsed at the meeting

Positive response from relevant ministries and other government actors

Meeting minutes

carry out activities to promote public Organisational policies and M&E framework is well defined and implemented

Quarterly review reports and final report on organisational and M&E capacity

Agreement reached with the concerned organisations and individuals

Terms of Reference and contract

12

Participant lists

List of questions Report of Community Parliament

These questions appear in the Order Paper (agenda) and Business Paper (minutes)

Participant lists; Community Parliament Report; Media reports (TV / newspapers)

Minutes of meeting

Briefing paper and minutes Summons of Ministers

5000 copies of pamphlet

TV, newspaper and radio coverage

Activity reports from animators

The motion appears on the Order Paper (agenda) and Business Paper (minutes) and is debated and reported in the Hansard

Position paper

Position paper endorsed at the meeting

Meeting minutes

Quarterly review reports and final report on organisational and M&E capacity

Terms of Reference and contract

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2.1.2 Three needs assessments / baselines on DPE financial, organisational and M&E capacity (2 weeks each)

2.1.3 Four quarterly reviews with coaching by consultants on financial management, organisational development and M&E (4 days including all three themes)

2.1.4 Final report (part of the fourth quarterly review)

2.1.4 Documentation of strategies and methodologies

C.4 Strategy: how does the project cohere?The proposed project is a first step to change the geographical focus to a thematic focus. At present specific geographical areas. By applying a thematicthat all activities are rooted in all eight geographic areas, thus adding mand making planning, reporting and M&E smoother. Asapproached DPEs current and potential partners to pimproving donor coordination in accordance with theDPEs operations. The proposed project will thereforactivity, supported by grassroots mobilisation, education and orgCommunity Councils and stakeholders. The geographicDPE currently works.

Methods and modus operandi DPE’s uses the reflection-action-reflectiondaily lives are influenced by global pressures and animation, which is a process of empowering communipeople to act on their own. Animators refrain from acting as eempower communities to transform their own society. Communities share theidefine their ideal and initiate strategies to follotheir thinking and enable them to reach the goals wfollowed up by action, where DPE facgrassroots have the possibility to engage in both lproject is to ensure a strong presence of DPE in coselected in all eight areas. The processes of identcommunity and take into consideration the skills ofas the person’s relationship to community members ansustainability, the Animators will not be hired on attachment to DPE.

The approach of the proposed project is to bring all actors together to ensurcomplement one another. Empowerment of people at thown development will be combined with targeting inswith. In this way, change of institutions and thosefacilitate a desired change through a coherent proj

The proposed project will use the Community Parliament as the mainareas. The Community Parliament is staged yearly, abudgetary processes taking place at national level.a stand-alone event, but must be seen as an ongoing processCommunity Councils to engage in dialogue about key formulate and agree on Community Action Plans. is for communities to understand political processewill empower community members to enrights to have influence on decisions that affect t

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Baseline data established

Baseline report

development and M&E (4 days including

Implementation of recommendations progressing according to plan

Review report

Implementation of recommendations finalised

Final report

Updated yearly action plan Communication/Media Strategy Pamphlet on Community Parliament

Action PlanStrategy1000 pamphlets

C.4 Strategy: how does the project cohere? The proposed project is a first step to change the overall strategy of DPEs partnership geographical focus to a thematic focus. At present DPE has various partners supporting specific activispecific geographical areas. By applying a thematic focus rather than geographic, DPE will be able to

rooted in all eight geographic areas, thus adding more weight to the national lobbying and making planning, reporting and M&E smoother. As mentioned about DLN and DPE has together approached DPEs current and potential partners to present this strategy and it is hoped that this first step in improving donor coordination in accordance with the Paris Principles will lead to increased efficiencyDPEs operations. The proposed project will therefore focus on the Community Parliament as the main

orted by grassroots mobilisation, education and organisation as well as dialogue with Community Councils and stakeholders. The geographic focus will be on all eight geographical areas wher

reflection method, where communities are informed and educated in hodaily lives are influenced by global pressures and national politics and economics. The main method isanimation, which is a process of empowering communities and creating critical awareness that challenge

nimators refrain from acting as experts of what communities need, but instead transform their own society. Communities share their lived experiences, express and

define their ideal and initiate strategies to follow. The role of animators is to help people have contheir thinking and enable them to reach the goals which they have set for themselves. The advocacy worfollowed up by action, where DPE facilitates dialogue with authorities and policy makesgrassroots have the possibility to engage in both local and national political processes.project is to ensure a strong presence of DPE in communities, and therefore Community Animators will be selected in all eight areas. The processes of identifying the Community Animators will take place in tcommunity and take into consideration the skills of the person in relation to mobilisation and educatis the person’s relationship to community members and key stakeholders. To ensure the long term

sustainability, the Animators will not be hired on employment contracts, but they will be paid a stipe

ed project is to bring all actors together to ensure that activities of different actors complement one another. Empowerment of people at the local level to stand up and take responsibility iown development will be combined with targeting institutions that empowered communities have to interact with. In this way, change of institutions and those occupying them, met by equally empowered communitifacilitate a desired change through a coherent project design and implementation.

oject will use the Community Parliament as the main intervention in the eight geographic areas. The Community Parliament is staged yearly, and is planned to take place in July to align with tbudgetary processes taking place at national level. However, the Community Parliament cannot be considered

alone event, but must be seen as an ongoing processes of mobilising and educating communities Community Councils to engage in dialogue about key issues; negotiate priorities in the communities

on Community Action Plans. The overall purpose of the role-play about national budgeting is for communities to understand political processes as well as the constraints councillors operate unwill empower community members to engage in constructive dialogue with decisionrights to have influence on decisions that affect their lives. The local reality needs to be addressed within the

13

Baseline report

Review report

Final report

Action Plan Strategy 1000 pamphlets

overall strategy of DPEs partnership set-up from a DPE has various partners supporting specific activities in focus rather than geographic, DPE will be able to ensure

ore weight to the national lobbying mentioned about DLN and DPE has together

it is hoped that this first step in Paris Principles will lead to increased efficiency in e focus on the Community Parliament as the main

anisation as well as dialogue with focus will be on all eight geographical areas where

, where communities are informed and educated in how their national politics and economics. The main method is

reating critical awareness that challenge xperts of what communities need, but instead

r lived experiences, express and w. The role of animators is to help people have confidence in

hich they have set for themselves. The advocacy work is ilitates dialogue with authorities and policy makes where communities and

ocal and national political processes. An important part of the herefore Community Animators will be

ifying the Community Animators will take place in the the person in relation to mobilisation and education as well

d key stakeholders. To ensure the long term employment contracts, but they will be paid a stipend for their

e that activities of different actors e local level to stand up and take responsibility in their

ons that empowered communities have to interact occupying them, met by equally empowered communities will

intervention in the eight geographic nd is planned to take place in July to align with the

he Community Parliament cannot be considered es of mobilising and educating communities and

priorities in the communities; and play about national budgeting

s as well as the constraints councillors operate under. This gage in constructive dialogue with decision-makers and claim their

he local reality needs to be addressed within the

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context of national level policies and processes. TCommittees and Ministries will seek to ensure the policy and decision makers communities and commit to respond to the needs and expected result is to build a stronger link betweenbeneficial for parliamentarians and community membe

The strategy furthers the cooperation between DPE awith people they represent by supporting activitiescommunity voices to advance its national advocacy aamplify the voice of the communities in parliament. For an example formalisatbenefit both communities and government. MPs who rrecommendations from their supporters will help govcommunity parliament. Interaction of DPE with Portformalisation. Since many MPs want this to happen i

Strategic deliveries, capacity building and advocacThe entry point for the proposed project is mobilisfacilitated by the Community Animators. of the political processes surrounding the complex articulate their priorities and demands to policy athe Community Animators will continue their capacity and governance structuresand improve the operational efficiencycommunity members in the activities related to the and coaching on the national budgeting processes ancommunity members to see and experience the politicempowered to critically identify and analyse their demands, which they can articulate clearly to cpurpose of improving delivery of services and develpurpose of building a democratic culture, where comaccountable to their mandate as representatives of

DPE has carried out Community Parliament Community Parliament has had very positive responseMinistries, the Parliamentary Portfolio Committee oBuilding on these results the proposed project willCommunity Parliament as an integral part of the natofficial policy. In 2013 DPE will scale up to efforts to popularise media and publications/pamphlets. These lobby and advocacy efforts are part of a laestablishment of a Public Participation Act, which legislative and policy processes in Lesotho. By usiCommunity Councils, Parliament and Ministries can epublic participation can be beneficial for the popudecision makers.

In this project period focus will be on targeted loensure the Community Parliament can continue in itsfor public participation is currently being carried out by DPE with support froanalysis will provide important insights, which wilchanges to accommodate public participation in natiknowledgebase for DPE to engage in consultations wicivil society organisations as well as development

Capacity building of DPE forms an integral porganisational capacity of DPE. Acknowledging a strong need for a presence of DPE iproposed project will ensure a presence of Communitstrengthen the continuous development ofResearchers, National Animator or National Coordinator will be carried outregularly travel to Maseru. These visits will also serve the purpose of continuimplementation of M&E tools and templates as well a

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context of national level policies and processes. Therefore advocacy targeting MPs, Parliamentary Portfolio will seek to ensure the policy and decision makers

communities and commit to respond to the needs and priorities articulated at the Community Parliament.expected result is to build a stronger link between decision-makers and their constituencies that is mutually beneficial for parliamentarians and community members.

The strategy furthers the cooperation between DPE and the parliamentarians who in turwith people they represent by supporting activities that their people endorse as helpful. Since DPE ucommunity voices to advance its national advocacy agenda, the cooperation with MPs from the areas will

ommunities in parliament. For an example formalisation of community parliament will benefit both communities and government. MPs who raise the voices in parliament about this issue due recommendations from their supporters will help government and other parliamentarians to find value in community parliament. Interaction of DPE with Portfolio committees will enable MPs to advance DPE calformalisation. Since many MPs want this to happen in their areas, formalisation will sound appealing.

Strategic deliveries, capacity building and advocacy The entry point for the proposed project is mobilisation and education of community members and Councifacilitated by the Community Animators. This will improve community members’ and Councillors’ of the political processes surrounding the complex task of national budgeting and enable communities tarticulate their priorities and demands to policy and decision makers at national level. To achieve th

continue their regular group visits to CBOs to strengthen their orcapacity and governance structures, develop their knowledge base, identify strategic priorities and activitiesand improve the operational efficiency. The CBOs are key actors that will be mobilising and engaging community members in the activities related to the Community Parliament. DPE will carry out specific tand coaching on the national budgeting processes and use Community Parliament rolecommunity members to see and experience the political processes. Furthermore community members will be empowered to critically identify and analyse their needs and translate these into specific priorities demands, which they can articulate clearly to councils and national decision-makers. This has the specific purpose of improving delivery of services and development projects in communities and also a broader purpose of building a democratic culture, where community members are able to hold politicians accountable to their mandate as representatives of the people.

DPE has carried out Community Parliament four times and the fifth is planned for the second half of 2012Community Parliament has had very positive response from communities as well as from Government Ministries, the Parliamentary Portfolio Committee on Finance and Economic Planning and stakeholders. Building on these results the proposed project will scale up the lobby and advocacy for institutionaliCommunity Parliament as an integral part of the national budgeting process, either by an Act of Parliament or

In 2013 DPE will scale up to efforts to popularise the Community Parliament through the national . These lobby and advocacy efforts are part of a la

establishment of a Public Participation Act, which will set out clear requirements for public participlegislative and policy processes in Lesotho. By using Community Parliament as a practical example of how Community Councils, Parliament and Ministries can engage communities, it is possible to demonstrate hopublic participation can be beneficial for the population of Lesotho as well as national and local pol

In this project period focus will be on targeted lobbying of key government actors, stakeholders and densure the Community Parliament can continue in its current form. Analysis of the legal and policy fra

currently being carried out by DPE with support from the Finnish Embassy. This analysis will provide important insights, which will be used to formulate recommendations for legal anchanges to accommodate public participation in national budgeting. The analysis will provide the necessary knowledgebase for DPE to engage in consultations with MPs, Parliamentary Portfolio Committees, Ministrcivil society organisations as well as development partners.

Capacity building of DPE forms an integral part of the strategy. A need has been identified to strengthen the Acknowledging a strong need for a presence of DPE i

proposed project will ensure a presence of Community Animators in all eight geographic arstrengthen the continuous development of the skills of these animators, regular visits from Peace Education

National Coordinator will be carried out and the community animators will These visits will also serve the purpose of continu

implementation of M&E tools and templates as well as coaching of the Community Animators on report wri

14

ing MPs, Parliamentary Portfolio will seek to ensure the policy and decision makers will listen to input from

priorities articulated at the Community Parliament. The makers and their constituencies that is mutually

nd the parliamentarians who in turn enhance their link that their people endorse as helpful. Since DPE uses

genda, the cooperation with MPs from the areas will f community parliament will

aise the voices in parliament about this issue due to the other parliamentarians to find value in

folio committees will enable MPs to advance DPE call for n their areas, formalisation will sound appealing.

ation and education of community members and Councillors improve community members’ and Councillors’ understanding

task of national budgeting and enable communities to clearly nd decision makers at national level. To achieve this situation

regular group visits to CBOs to strengthen their organisational strategic priorities and activities

key actors that will be mobilising and engaging Community Parliament. DPE will carry out specific training

d use Community Parliament role-play to enable Furthermore community members will be

needs and translate these into specific priorities and makers. This has the specific

opment projects in communities and also a broader munity members are able to hold politicians and legislators

the second half of 2012. The communities as well as from Government

n Finance and Economic Planning and stakeholders. scale up the lobby and advocacy for institutionalisation of the

, either by an Act of Parliament or the Community Parliament through the national

. These lobby and advocacy efforts are part of a larger campaign for the will set out clear requirements for public participation in

nt as a practical example of how ngage communities, it is possible to demonstrate how

lation of Lesotho as well as national and local policy and

bbying of key government actors, stakeholders and donors to current form. Analysis of the legal and policy framework

m the Finnish Embassy. This l be used to formulate recommendations for legal and policy

The analysis will provide the necessary th MPs, Parliamentary Portfolio Committees, Ministries,

A need has been identified to strengthen the Acknowledging a strong need for a presence of DPE in communities the

y Animators in all eight geographic areas. In order to visits from Peace Education

and the community animators will These visits will also serve the purpose of continuous follow up of the

s coaching of the Community Animators on report writing

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etc. DPE is a relatively large organisation with 17 stafresource guidelines and policies that are in complicontracts, job descriptions, staff appraisal systemhuman resource officer or another person with the necessaryhuman resource policies, and therefore a consultant will be engaged to devin the implementation of these. This includes co

M&E remains a big challenge for DPE. In the beginniconceptual level and another training practical implementation of an effective M&E systemdevelopment of new templates and systems for reportand Peace Education Researchers as well as compilatiowill be facilitated by a consultant and include an follow up on implementation and continuby staff based in the capital provides an opportuniAnimators on data collection, storage, report writi The last element of the capacity programme relates In the first quarter of 2012 a yearly action plan wphase of the project. Previously meda clear strategy for ensuring downwards communicatiwith media and stakeholders. A pamphlet outlining tParliament will enable DPE to clearly communicate t

The capacity building programme is expected to leadand at the same time prepare DPE to widen its outreach to new geographicacommunity activities and scale up its lobby/advocacAn increased ability to document methodologies, resand secure broad support for its activities among g

Project stages 1. The preparatory stage: concentrates on

animators engage with CBOs to build their capacity with councillors on the development of community co

2. Staging of Community Parliament: begins with preparcommunities for the debates taking place when the Cas the documentation and follow up on the outcome omade by the Parliamentarians.

3. Lobbying for institutionalisation of Public Participaan example for a broader lobby/advocacy campaign foon a position paper DPE will build a coalition for formalisation of the Community Parliament Public Participation Act. This stage will be initiaafter the Community Parliament, when

These stages should, however, not be seen in isolatengaging communities, Community seek to establish a closer link between the realityimprove the accountability link between the policy

Women’s and men’s participationDPE’s activities are open to everybody in the commuactivities, animators focus on the inclusion of womincorporate and initiate discussions on the specifiLesotho are predominantly women. As part of DPE strParliament issues raised shall be elaborated to expose the manner in which the issuesexample women will be given opportunity at the local level afetching water consumes their time and therefore liwomen etc. DPE has adopted an inCommunity Parliament not to be wider than 6

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DPE is a relatively large organisation with 17 staff members, and there is a need to have clear human resource guidelines and policies that are in compliance with labour regulations in Lesotho. Furthermorcontracts, job descriptions, staff appraisal systems etc. need to be in place. Currently DPE does not ha

source officer or another person with the necessary competencies and skills to define and implement , and therefore a consultant will be engaged to develop the policies and support DPE

in the implementation of these. This includes coaching of relevant DPE staff on human resource mana

M&E remains a big challenge for DPE. In the beginning of 2012 DPE staff have been trained on M&E at a conceptual level and another training was carried out in August 2012. At present the challenge is therefore the practical implementation of an effective M&E system. This includes a review of existing and, if necessdevelopment of new templates and systems for reporting and quality assurance by the Community Animator

d Peace Education Researchers as well as compilation of reports by the National Animator. This processwill be facilitated by a consultant and include an initial set of recommendations, quarterly review mefollow up on implementation and continuous coaching if needed. As mentioned above, the quaby staff based in the capital provides an opportunity for regular follow up and coaching of the CommunAnimators on data collection, storage, report writing and quality assurance.

The last element of the capacity programme relates to documentation of DPEs strategies and methodologies. In the first quarter of 2012 a yearly action plan will be developed, based on the strategy developed iphase of the project. Previously media and communication work has been done ad hoc and a clear strategy for ensuring downwards communication to grassroots level as well as external communicwith media and stakeholders. A pamphlet outlining the strategy and achievemenParliament will enable DPE to clearly communicate this to stakeholders and potential funding partners.

The capacity building programme is expected to lead to an improved efficiency and quality in the work repare DPE to widen its outreach to new geographical areas; deepen its engagement in

community activities and scale up its lobby/advocacy for community participation in policy and decisioAn increased ability to document methodologies, results and impact will also improve DPEs ability to fundraise and secure broad support for its activities among government, civil society and stakeholders.

The preparatory stage: concentrates on mobilisation and education of communitiesanimators engage with CBOs to build their capacity to articulate their priorities and engage effectivewith councillors on the development of community council action plans Staging of Community Parliament: begins with preparing Parliamentary Portfolio Committees and communities for the debates taking place when the Community Parliament is staged in Maseru as well as the documentation and follow up on the outcome of the Community Parliament and commitments

bbying for institutionalisation of Public Participation processes: will use the Community Parliament as

an example for a broader lobby/advocacy campaign for introduction of a Public Participation Act. Based build a coalition with civil society and government actors in a joint campaign

for formalisation of the Community Parliament as a milestone in the long term strategy Public Participation Act. This stage will be initiated already in the preparatory stage and

Community Parliament, when DPE has attention of media, stakeholders and decision

These stages should, however, not be seen in isolation, as they are interlinked and mutually reinforci Councils and the national government at the same ti

seek to establish a closer link between the reality in communities and the high level political procesimprove the accountability link between the policy makers and their constituencies.

Women’s and men’s participation and gain DPE’s activities are open to everybody in the communities and when engaging with communities and planning activities, animators focus on the inclusion of women and vulnerable groups. This approach seeks incorporate and initiate discussions on the specific cultural and social aspects of these groups.Lesotho are predominantly women. As part of DPE strategic approach to development, the

elaborated to expose the manner in which the issuesomen will be given opportunity at the local level and that community parliament to explain how

fetching water consumes their time and therefore limits time for study for girl, time to play, time to rest for has adopted an in-house policy which seeks disparity between men

arliament not to be wider than 6-4 ratio.

15

here is a need to have clear human ance with labour regulations in Lesotho. Furthermore

etc. need to be in place. Currently DPE does not have a competencies and skills to define and implement

elop the policies and support DPE aching of relevant DPE staff on human resource management.

ng of 2012 DPE staff have been trained on M&E at a At present the challenge is therefore the

. This includes a review of existing and, if necessary, ing and quality assurance by the Community Animators

n of reports by the National Animator. This processes initial set of recommendations, quarterly review meetings to

ous coaching if needed. As mentioned above, the quarterly field visits ty for regular follow up and coaching of the Community

DPEs strategies and methodologies. ill be developed, based on the strategy developed in the first

ia and communication work has been done ad hoc and there is a need for on to grassroots level as well as external communication

he strategy and achievements of the Community his to stakeholders and potential funding partners.

to an improved efficiency and quality in the work of DPE l areas; deepen its engagement in

y for community participation in policy and decision-making. impact will also improve DPEs ability to fundraise

overnment, civil society and stakeholders.

mobilisation and education of communities where community to articulate their priorities and engage effectively

tary Portfolio Committees and ommunity Parliament is staged in Maseru as well

f the Community Parliament and commitments

the Community Parliament as introduction of a Public Participation Act. Based

actors in a joint campaign strategy of introducing a

already in the preparatory stage and be intensified attention of media, stakeholders and decision-makers.

ion, as they are interlinked and mutually reinforcing. By Councils and the national government at the same time the project will

in communities and the high level political processes to

when engaging with communities and planning en and vulnerable groups. This approach seeks to actively

c cultural and social aspects of these groups. The CBOs in ategic approach to development, the Community

elaborated to expose the manner in which the issues affect women. For nd that community parliament to explain how

ime to play, time to rest for which seeks disparity between men and women in

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C.5 Phase-out and sustainability The twin-strategy of the project: Community Empowerment and Advocacy for institutionaanticipates right from the inception, the phase outParticipation enhanced by the changed and improved empowered communities can use well beyond the projestrong organisational policy and administrative basother partners.

DPEs continuous capacity building of CBOs is expected to lead the CBOs will increasingly be able to engage with aevent that DPE will stop operations in some geograpoperate independently than before this project. Thepaying a small stipend rather than employing staff advantages of being cost effective and less vulnera

Strengthening DPEs capacity and popularising as a key partner for donors as well as of successful project implementation is expected to improveactivities. The advocacy strategy for a Public Participation AcParliament is expected to lead to government budgetmight be able to tap into. This, however, is not ex

DPE has already received funding from differenEmbassy, Action Aid International Lesotho, The GermGTZ, The Canada Fund for Local Initiatives, UNIFEM,CommonWealth NGO Foundation. work DPE is doing and join the family of DPE partnefor the consolidation and expansion of activit

The budget for the proposed project includes a relaallocated for activities, which might place DPE in of payment for all staff. In order to seek to minimstrategy of basing the staffing of the organisationanimators locally and attaching them as volunteers with a stipend rather staff based in Maseru, DPE is less vulnerable to delikely to remain in the communities regardless of twork to promote public participation in the future.

C.6 Assumptions and risks

• Political Environment - the risk is that this project may threaten politicifrom the closed system of governance and may want t

• Political stability – after the elections in 2012, a coalition governmenttime in history Lesotho has a coalition government efficiency and cooperation between the parties in t

D. PROJECT ORGANISATION AND FOLLOW

D.1 Division of roles in project implementation

DLN: The overall responsibility of the project lies withwith 5 members. Bodil Mathiasen and Marie Villumsen, who formed tpersons for DPE and CISU, and the group is jointly

• ongoing dialogue and communication with DPE

• compiling and submitting reports to CISU

• financial management of project funds in cooperatio

• provide assistance, advice and guidance to DPE on p

DIHR: will contribute with app. 30,000to support DLN and DPE in the project start

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Community Empowerment and Advocacy for institutionaanticipates right from the inception, the phase out and sustainability beyond the project life. PublicParticipation enhanced by the changed and improved laws and institutions will be a suempowered communities can use well beyond the project life. Further DPE as an organisation would have strong organisational policy and administrative base that would enhance its ability to attract funding

uous capacity building of CBOs is expected to lead to less dependence on DPEthe CBOs will increasingly be able to engage with and influence the decisions of Community Councils. Ievent that DPE will stop operations in some geographical areas, the CBOs will be in a better position to operate independently than before this project. The strategy of recruiting Community Animators locallypaying a small stipend rather than employing staff in Maseru to carry out the community work has the advantages of being cost effective and less vulnerable to reduction in funding for DPE.

popularising the Community Parliament will contribute to positioas a key partner for donors as well as the government of Lesotho. A strengthened network and track record

ful project implementation is expected to improve DPE’s opportunities The advocacy strategy for a Public Participation Act and formalisation of the Community

Parliament is expected to lead to government budget allocations for participatory processes, which DPEmight be able to tap into. This, however, is not expected to happen within the timeframe of this proje

DPE has already received funding from different international and national donors such as: The FiEmbassy, Action Aid International Lesotho, The German Development Service Organisation (DED), The GTZ, The Canada Fund for Local Initiatives, UNIFEM, UNDP, Open Society Initiative for Southern AfricaCommonWealth NGO Foundation. Other groups such as Irish Aid and UNDP are impresswork DPE is doing and join the family of DPE partners. It is expected that DPE will be able to secure fundfor the consolidation and expansion of activities from existing and potential new donors.

The budget for the proposed project includes a relatively high proportion of salaries compared to the allocated for activities, which might place DPE in a situation where it is not possible to sustain theof payment for all staff. In order to seek to minimise this risk, it has been decided to revitalise DPstrategy of basing the staffing of the organisation on some level of volunteerism. By identifying comm

attaching them as volunteers with a stipend rather than basing activities on salaried staff based in Maseru, DPE is less vulnerable to decreasing funding levels. The community animators arlikely to remain in the communities regardless of their stipend from DPE and might consider to continue their work to promote public participation in the future.

the risk is that this project may threaten politicians particularly those who benefit from the closed system of governance and may want to use their power to retain the status.

after the elections in 2012, a coalition government has been formed. This is the first time in history Lesotho has a coalition government and this might lead to challenges in terms of the efficiency and cooperation between the parties in the government.

D. PROJECT ORGANISATION AND FOLLOW-UP

of roles in project implementation

The overall responsibility of the project lies with the board of DLN. DLN has established a project gr. Bodil Mathiasen and Marie Villumsen, who formed the appraisal team, will be the contact

persons for DPE and CISU, and the group is jointly responsible for:

communication with DPE on project implementation

ports to CISU

financial management of project funds in cooperation with DLNs treasurer

provide assistance, advice and guidance to DPE on project implementation

30,000 DKK to cover salary for secondment of a staff member foto support DLN and DPE in the project start-up phase. DLN and DPE will provide a TOR for the advisor.

16

Community Empowerment and Advocacy for institutional transformation and sustainability beyond the project life. Public laws and institutions will be a sustained change and

ct life. Further DPE as an organisation would have e that would enhance its ability to attract funding and

to less dependence on DPEs support, and nd influence the decisions of Community Councils. In the

areas, the CBOs will be in a better position to strategy of recruiting Community Animators locally and

in Maseru to carry out the community work has the ble to reduction in funding for DPE.

the Community Parliament will contribute to positioning DPE A strengthened network and track record

to attract funding for its t and formalisation of the Community

allocations for participatory processes, which DPE pected to happen within the timeframe of this project.

t international and national donors such as: The Finnish an Development Service Organisation (DED), The

UNDP, Open Society Initiative for Southern Africa and Other groups such as Irish Aid and UNDP are impressed by the good

It is expected that DPE will be able to secure funding ies from existing and potential new donors.

tively high proportion of salaries compared to the costs a situation where it is not possible to sustain the same level ise this risk, it has been decided to revitalise DPEs original on some level of volunteerism. By identifying community

than basing activities on salaried creasing funding levels. The community animators are

om DPE and might consider to continue their

ans particularly those who benefit o use their power to retain the status.

s been formed. This is the first and this might lead to challenges in terms of the

the board of DLN. DLN has established a project group he appraisal team, will be the contact

staff member for 3-4 weeks . DLN and DPE will provide a TOR for the advisor.

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DPE: The overall responsibility for successful project implementatioproposal and budget rests with DPEs by the DPEs National Coordinator and National Animator

• planning of project activities in accordance with b

• ensure follow the CISU guidelines on financial

• quarterly reporting to DLN on project progress

• liaise with DLN on any changes to the project imple

D.2 Monitoring and evaluation in project implement

Project monitoring The DPE ExCom is overall responsible for the quality and timely dreports. The DPE Secretariat is responsible for theexpenditure as well as evaluation of

• Community Animators and Peace Education Researchersreports on project activities, including MSC storie

• The National Coordinator is responsible for compilicompared to budget, implementation of project activDisbursements from DLN will be transferred upon ap

• The bookkeeper is responsible for the dayresponsible for preparing quarterly expenditure rep

Most Significant Change Phase I of the project tested MSC as part of the project team had good experiences with using MSC for evaluaMSC, there is a need to integrate it into the full flow, where the stories from the field are presentewhere there is a feedback mechanism to communities have their own story publicised: 1. The initial baseline will identify the situation be

on what to measure the stories of change against2. During the periodic visits from Maseru based staff

Education Researchers) 2-3 stories of change will be collected. 3. The DPE secretariat will compile and review all the

and present this to the ExCom who will make the fin4. The selected stories will be printed, either as par

distributed to communities by the Community Animato5. The stories will be used to pitch stories to the me

of results of the project. It is hoped the stories to other funding partners.

External evaluation With the implementation of this project the DLNthree years. It is anticipated that after the complpartnership and apply for a large-scale project running over 2public participation at local and national level. T2013 to assess the results of the partnership and make rdevelop a ToR for a local consultant to carry out the evaluation with the pur

• Assess results and achievements of project and

• Assess partnership strengths and

• Internal and external analysis of recommendations for future strategies and intervent

E. INFORMATION WORK E.1 Has project-related information work in Denmark been planned?DLN will be responsible for the dissemination of inmembers of DLN, their families and the public.and folders placed all over the country, as well asdoes not require budget allocation from this projec

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responsibility for successful project implementation in accordance with this project proposal and budget rests with DPEs ExCom. The day-to-day administration of the project will be managed

the DPEs National Coordinator and National Animator. The tasks include:

planning of project activities in accordance with budget

follow the CISU guidelines on financial management of the funds

uarterly reporting to DLN on project progress

liaise with DLN on any changes to the project implementation plan (timeline); activities and/or budget

D.2 Monitoring and evaluation in project implementation

is overall responsible for the quality and timely delivery of monitoring and evaluation reports. The DPE Secretariat is responsible for the day-to-day monitoring of project progress and financial expenditure as well as evaluation of project results and impact. Monitoring and evaluation

Community Animators and Peace Education Researchers provide monthly quantitative and qualitative reports on project activities, including MSC stories, which are compiled by the National Anima

The National Coordinator is responsible for compiling quarterly reports to DLN, including expenditure compared to budget, implementation of project activities and status on achievements on indicators. Disbursements from DLN will be transferred upon approval of the quarterly reports.

The bookkeeper is responsible for the day-to-day financial administration and the accountant is responsible for preparing quarterly expenditure reports

as part of the project evaluation. As outlined in the evaluation report, tteam had good experiences with using MSC for evaluation, but in order to fully utilise the framework fMSC, there is a need to integrate it into the full project cycle. It is important to ensure an efficient information flow, where the stories from the field are presented and discussed at the DPE secretariat and ExCom anwhere there is a feedback mechanism to communities who will be able to read stories from other areas o

The initial baseline will identify the situation before the DPE intervention and this will form the foon what to measure the stories of change against During the periodic visits from Maseru based staff (National Coordinator, National Animator and Peace

3 stories of change will be collected. The DPE secretariat will compile and review all the stories and recommend the most significant changesand present this to the ExCom who will make the final decision on selecting 1-2 storiesThe selected stories will be printed, either as part of DPEs newsletters or on pamphlets that will be distributed to communities by the Community Animators. The stories will be used to pitch stories to the media and form an integral part of the narrative reporting of results of the project. It is hoped the stories can also be used as supplementary information in re

With the implementation of this project the DLN-DPE formal partnership will have been running for a totthree years. It is anticipated that after the completion of the proposed project, DLN and DPE will dev

scale project running over 2-3 years, to further develpublic participation at local and national level. Therefore an external evaluation will be carried out

to assess the results of the partnership and make recommendations for the futureconsultant to carry out the evaluation with the purposes of:

results and achievements of project and recommend adjustments of project strategy

and weaknesses and make recommendations

Internal and external analysis of DPE’s opportunities and threats in a longer perspecrecommendations for future strategies and interventions

related information work in Denmark been planned? DLN will be responsible for the dissemination of information in Denmark. The target group will be the members of DLN, their families and the public. Main media will be the DLN international newsletterand folders placed all over the country, as well as the website www.lumela.dk. The information work of DLN does not require budget allocation from this project.

17

n in accordance with this project day administration of the project will be managed

mentation plan (timeline); activities and/or budget

elivery of monitoring and evaluation day monitoring of project progress and financial

and evaluation activities include:

provide monthly quantitative and qualitative s, which are compiled by the National Animator

ng quarterly reports to DLN, including expenditure ities and status on achievements on indicators.

proval of the quarterly reports.

day financial administration and the accountant is

evaluation. As outlined in the evaluation report, the tion, but in order to fully utilise the framework for

portant to ensure an efficient information d and discussed at the DPE secretariat and ExCom and

who will be able to read stories from other areas or

fore the DPE intervention and this will form the foundation

nator, National Animator and Peace

stories and recommend the most significant changes 2 stories

t of DPEs newsletters or on pamphlets that will be

an integral part of the narrative reporting can also be used as supplementary information in reports

formal partnership will have been running for a total of etion of the proposed project, DLN and DPE will develop the

3 years, to further develop DPEs work on herefore an external evaluation will be carried out in July

ecommendations for the future. DPE and DLN will

adjustments of project strategy

DPE’s opportunities and threats in a longer perspective and

formation in Denmark. The target group will be the Main media will be the DLN international newsletter “Lumela”

. The information work of DLN

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3. Budget summary Here a summary of the main budget items should be p A detailed budget with notes must be submitted in tdownloaded at: www.prngo.dk. NOTICE: Remember to click on all three tabs in orthree spreadsheets. See also ‘Guide to budget preparation

Budget summary Indicate the total cost (i.e. including contributioProject Fund as well as other sources)Of this, the Project Fund is to contributeOf this, indicate the amount to be contributed by oof finance, including self-funding by the Danish organisation or its local partner, if any Indicate total cost in local currencyIndicate exchange rate applied If relevant: Indicate the extent of project-specific consultancy assistance (spreadsheet 3 of the budget format), see also preparation’

Main budget items:

1. Activities 2. Investments 3. Expatriate staff 4. Local staff 5. Local administration 6. Project monitoring 7. Evaluation 8. Information in Denmark (max 2% of 1

9. Budget margin (min 6% and max 10% of 1

10. Project expenses in total (111. Auditing in Denmark 12. Subtotal (10 + 11) 13. Administration in Denmark

12) 14. Total

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summary Here a summary of the main budget items should be provided.

A detailed budget with notes must be submitted in the annex ‘Budget format’, which can be . NOTICE: Remember to click on all three tabs in or

See also ‘Guide to budget preparation’ at www.prngo.dk

Indicate the total cost (i.e. including contributions from the Project Fund as well as other sources) Of this, the Project Fund is to contribute Of this, indicate the amount to be contributed by other sources

funding by the Danish organisation or

Indicate total cost in local currency

specific consultancy assistance (spreadsheet 3 of the budget format), see also ‘Guide to budget

Financing planFull amount Of this, from

Project Fund

260,372 190,117 198,175 198,175 55,474 55,474 79,390 79,390 18,248 18,248

(max 2% of 1-7) (min 6% and max 10% of 1-8) 54,140 54,140

Project expenses in total (1-9) 665,800 595,545 6,898 6,898 672,698 602,443

Administration in Denmark (max 7% of 42,171 42,171

714,869 644,614

18

, which can be . NOTICE: Remember to click on all three tabs in order to fill in all

Currency 714,869

DKK

644,614 DKK 70,225 DKK

979,371 Maloti 1,37 DKK/Maloti

DKK

Financing plan Of this, from

Fund Of this, from other

sources

70,255 70,255 70,255

70,255

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4. ANNEXES OBLIGATORY ANNEXES The following annexes must be submitted both in pri

A. Basic information about the B. Factsheet about the local organisationC. Budget format

Annex B is filled in and signed by the local partnerversion. The following annexes about the Danish organisation

D. The organisation’s statutesE. The latest annual report F. The latest audited annual accounts

SUPPLEMENTARY ANNEXES (max 30 pages):

Annex no. Annex title G DPE Organigram

H Appraisal report

Notice: All annexes should be submitted in print in threecuttings or ring binders, but copies of relevant excerpts thereof).

SUBMITTING THE APPLICATION 1. The application form, including

in print in three copies. 2. Annexes D-F and supplementary annexes

All annexes should be submitted in a format allowinmagazines, books or newspaper See addresses on the first page.

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The following annexes must be submitted both in print by post and electronically by email:

Basic information about the Danish applicant organisation actsheet about the local organisation

and signed by the local partner. It can also be submitted in a copied/scanned

The following annexes about the Danish organisation must be submitted in print by post:

The organisation’s statutes

The latest audited annual accounts

SUPPLEMENTARY ANNEXES (max 30 pages):

: All annexes should be submitted in print in three copies (no magazines, books, newspaper s, but copies of relevant excerpts thereof).

SUBMITTING THE APPLICATION

, including Annexes A-C must be submitted both electronically and

supplementary annexes must be submitted in print in

All annexes should be submitted in a format allowing for easy photocopying (i.emagazines, books or newspaper cuttings, but copies of relevant excerpts thereof).

See addresses on the first page.

19

nt by post and electronically by email:

. It can also be submitted in a copied/scanned

must be submitted in print by post:

copies (no magazines, books, newspaper

must be submitted both electronically and

must be submitted in print in three copies.

g for easy photocopying (i.e. no copies of relevant excerpts thereof).

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