The Civil Society Challenge Fund (CSCF)(Valid as of 1 February 2007)
The Civil Society Challenge Fund Team (CSCF) is in the process of finalising
a revised edition of the CSCF guidelines which will come into effect on 1st
February 2008.
The guidelines have been amended to facilitate the application and project
management processes.
The changes mainly impact on format and will include templates which have
been designed for you to record the information DFID needs in a concise way.
There will be no policy changes. Therefore, if you have begun or already
completed your concept note applications for the 2009 funding round, you should
have no difficulty in transposing your information into the new formats before
submitting it to CSCF team.
The revised guidelines will be published on this page before 1st February.
Since 1997 DFID has focused its development effort on the internationally
agreed Millennium Development Goals to eradicate poverty. In order to achieve
this we have been engaging directly with a wider range of organisations across
civil society both in the UK and in the developing world. We support them in
their role of helping poor and excluded people to enhance their capacity to
organise and get their voice heard, and to demand better services and better
access to them.
As well as these ‘rights based’ activities we also support innovative service
delivery projects that provide lasting benefits through the inclusion of key
elements of empowerment, advocacy and capacity building. We also appreciate
that, in certain circumstances, basic service delivery is, at least initially,
the only viable approach to take and are willing to consider such applications
on a case by case basis.
The CSCF is DFID’s main central channel of support for UK based civil society
organisations’ programmes and is managed by the Civil Society
Team in the Information and Community Partnerships Department (ICPD) of DFID based in our East Kilbride Headquarters.
Civil society is a mixture of many different groups and organisations with
different values and views, and varies considerably from country to country. We
aim to support initiatives working with a range of different civil society
organisations and groupings.
- Non-government organisations: Projects involve working in partnership
with community-based organisations and non-governmental development
organisations and these organisations continue to play an important role in the
eradication of poverty.
- Membership groups: Some community groups and non-government
organisations are democratic membership groups, which can play a specific role
in development.
- Faith based groups: Poor people often trust and regard faith based
organisations as the most important organisations in local development and we
are keen to include such groups within the CSCF.
- Trade Unions: Trade unions are often key democratic organisations
and, through securing better conditions for their members, play an important
role in tackling the conditions in which poverty thrives.
- Other segments of civil society: There are other important groupings
within civil society, such as professional groups, that can play a role in
development.
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By clicking on the following bookmarks you will go directly to the
section answering your question. Alternatively you may scroll down through this
document
1. The CSCF is open to any not-for-profit UK-based organisation, network
or coalition,
which shares DFID’s overall goal of poverty eradication. Applicants do not have
to be organisations whose primary purpose is international development.
2. To be eligible to apply for funding you must demonstrate that your
organisation or network:
- Has an established and effective relationship with a local civil society
organisation overseas. This link must be more than just a channel for
transferring DFID or other UK funds. The UK organisation must add value to the
achievement of the project outcomes.
- Has the necessary skills and experience to manage its inputs to the
activities proposed.
- Has the capability to manage and account
properly for the total project costs.
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3. Through funding of individual projects the CSCF aims to provide lasting
benefits to poor communities and under-represented people in the developing
world. We do this through our support for projects which:
- Improve the capacity of Southern civil society to engage in the local
decision-making processes: There are many important decision making processes at
a local level involving governmental and non-governmental service providers
working within nationally agreed frameworks, as well as elected local government
bodies. Civil society has a role to play in enabling poor people to engage both
in the decisions about the allocation of resources and the monitoring of
performance.
- Improve the capacity of Southern civil society to engage in national
decision making processes: This would include representing the interests of poor
people through effective participation in national level issues such as the
formulation and monitoring of poverty reduction strategies, for example, Poverty
Reduction Strategy Programmes (PRSPs), national budgets, national legislation
and national sector specific policies, for example, Sector-Wide Approaches (SWAPs).
- Improve international linkages through global advocacy: This involves
enabling civil society in the South to participate more effectively at
international levels in influencing and participating in the work of
international institutions and policy makers.
- Provide innovative service delivery: These are projects that undertake
innovative approaches to service delivery and provide valuable experience and
lessons that can be shared and built upon. In order to ensure long term long
lasting benefits such programmes would have to build in a key component of
capacity building, advocacy and empowerment (as set out in the bullet points
above).
- Provide service delivery in difficult environments: There are circumstances
in which basic service delivery could be deemed the only viable approach to
take. In such circumstances we accept that a large part of project activities
will be taken up with service delivery activities but would still expect any
successful application for these areas to include an element of empowerment,
capacity building and advocacy. Examples of such circumstances could be:
- Areas where government service provision is small or non-existent.
- Areas not reached by government services and unlikely to be reached in the foreseeable
future.
- Areas in post conflict environments, particularly where systems have
been destroyed.
- Communities whose lifestyle does not conform to a universal
service delivery system, for example, semi-nomadic pastoralists, 'Indigenous People' or
'Tribal People'.
4. All applications must include an element of raising awareness of
entitlements and rights. There is a need for a flow of information to poor
people about their rights as citizens, and the factors, which perpetuate
poverty. This would include information on what governments are providing and
what governments have agreed to provide.
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5. Areas covered by other DFID funding schemes
We do not want to duplicate
effort and therefore will not support initiatives that fall within the criteria
of other funding programmes operated by DFID. Information on other funds is
available in the funding section of this website.
6. Follow-on phases of CSCF projects
We can provide funding for projects for up to five years. We do not provide
funding for follow-on phases of CSCF projects.
7. Disaster and humanitarian relief projects
We cannot consider applications
that are disaster or humanitarian relief initiatives responding to natural and
human disasters and other crises. Our Conflict, Humanitarian and Security
Department (CHASE) holds responsibility for such initiatives. Details of
CHASE
funding schemes
are available.
8. Welfare activities / capital expenditure
As the aim of the CSCF is to
build up people’s understanding of their rights, initiatives that consist
primarily of welfare activities or capital expenditure (for example,
construction of buildings, purchase of land,
buildings, equipment and vehicles) are not eligible.
9. Discrimination
We will not consider projects that discriminate between
individuals or groups of people because of their race, sex, sexual orientation,
religion, disability or age.
10. Evangelising and proselytising
We will not consider projects that contain
any element of evangelising or proselytising.
11. Scholarships
We do not fund educational scholarships.
12. Research
We do not consider projects that are primarily focused on
research. DFID’s Central Research Department
has responsibility for such requests.
13. ‘Stand alone’ activities
We do not fund one-off conferences, seminars,
training events or exchanges. Nor can we support projects dealing purely with
the overseas transportation of goods and supplies.
14. Core support
We do not provide core support, that is, administration and other costs which
are not directly related to the project.
15. Civil disobedience
We do not provide support to any projects which actively encourage any form
of civil disobedience.
16. Partnerships
We expect local partners to be comprised of local civil society. We will not
consider proposals where the main partner is Government or a 'for profit'
organisation.
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17. For any initiative to be considered a strong contender for CSCF support
it must address the following:
The CSCF, above all else, is about improving the
lives of poor people. Like all other aspects of DFID’s work, the CSCF must
contribute toward reaching the Millennium Development Goals. Applications must
show evidence of how they are contributing to the reduction of poverty. (The
DFID Target Strategy Paper 'Realising human rights for poor people' (254 kb) provides
useful advice on participation, inclusion and fulfilling obligations, which are
central to the realisation of human rights – a
summary(22
kb) is also available).
- Coherence with DFID Country Assistance Plans
DFID has produced Country
Assistance Plans (CAPs) for all countries where we have significant development
assistance programmes. These papers set out how DFID aims to contribute to
achieving the international development targets in the country in question. In
certain countries there will be other key strategy papers, which will influence DFID’s work. Proposals should be consistent with DFID’s current strategies in
the country in question. Country
Assistance Papers are available.
A coherent development approach needs to be demonstrated. It
is essential that all applications have clear, achievable and measurable
objectives, which contribute to the project's goals, and an explanation as to
how achievement will be assessed.
- Lesson learning and sharing
A key aspect of the CSCF is the sharing of
experience, which will contribute to better development practice in future.
Applications should have a clear focus on learning as an integral part of the
proposed activities and show that lessons learned will be effectively
disseminated. We are particularly interested in initiatives that are innovative
and demonstrate how the approaches could be adapted in similar situations by
other development partners. All indicators used to assess progress should use
the SMART principle, that is, Specific, Measurable, Attainable,
Realistic and Timed.
All proposals must be able to show the proposed long term impact
which the project activities will achieve. Applications must address issues of both financial and
institutional sustainability after the UK partner withdraws.
Most CSCF projects involve a partnership based around the
applicant helping to build the capacity of the southern partner to empower the
poor, and we remain ready to support such initiatives. However, we are also open
to considering other forms of partnership, for example, building international linkages
to enable Southern civil society to be more involved in global advocacy.
It is essential that both partners make a genuine contribution to
delivering the overall objectives of the initiative. Applications must clearly
show the role and responsibility of both partners. This means that the UK
partner has to offer more than just a channel for the transfer of funds and that
the Southern partner is able to sustain the initiative after funding finishes.
Applications must show that you have considered the particular
needs of both women and men in the activities or issues you will address. These
needs must be reflected in the design and implementation of the initiative.
Applications must show that you have considered the inclusion
of disabled adults and children. The design and implementation should
demonstrate how their needs and rights of inclusion have been addressed.
Applications must show that you have considered the impact of HIV and AIDS on
the communities targeted and on the proposed project activities.
Applications must show that you have considered the needs of both
older and younger age groups in the activities that you will address.
These needs must be reflected in the design and implementation of the
initiative.
If the project involves work with children, the design and
implementation should demonstrate how the issue of child protection is
being addressed.
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18. Provided your intended beneficiaries are poor communities, applications
may be accepted for activities in any developing country in Africa and South
Asia and in a number of countries in the rest of Asia and the Pacific, Latin
America, the Caribbean, Eastern Europe and the former Soviet Union (it is
advisable to check with us before proceeding with any application). Proposals
can also be considered for work in groups of countries, cross-regional and even
trans-continental work.
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19. The CSCF can provide up to 100% of total costs, up to a maximum of
£500,000 per project. However, you must be realistic when drawing up your
funding request. We check on the applicant’s financial position to ensure that
the support requested does not make any Civil Society Organisation (CSO) overly
dependent on CSCF funding. We will also look for evidence that both the UK and
overseas partners have the capacity to manage the level of funding requested.
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20. We can provide funding for projects for up to five years. We do not
provide funding for follow-on phases of CSCF projects.
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21. You must first
submit a concept note. If the concept note is approved you will then be invited
to submit a proposal.
Concept note
22. A concept note should be based on the underlying idea of the proposal,
and need not be a summary of a fully developed project. The concept note is
intended to provide enough information for us to decide whether or not a project
idea is eligible for CSCF consideration.
23. Concept notes reduce the risk of the applicant, and DFID, being involved
in work in producing and assessing proposals that would not meet the general
criteria of the Fund.
24. Concept notes must conform to a standard format (see Annex A). Your
concept note must be sent by e-mail to cscf@dfid.gov.uk in a Word 2000 or
equivalent format. Any concept note not complying with the standard format will
be returned un-appraised.
25. You will receive an automated response upon our receipt of your
concept note (CN). A CN reference number will follow within one week (this
number should be quoted in all correspondence). You should receive a decision
within four weeks of receipt of your CN reference number.
26. You must only submit one concept note per e-mail sent. If you wish
to submit more than one concept note you must send each separately.
27. If we approve your Concept Note:
- You will receive a letter / e-mail inviting you to submit a proposal. In
this letter we may raise a number of issues. If these issues are not addressed, your proposal
will not be considered further.
- You must submit a proposal within 18 months. If this does not happen, the concept
note will be considered
withdrawn.
- If, during this 18 months period, changes occur which have
materially affected the project you must resubmit a concept note taking account
of the changes.
- Please note that if we invite you to prepare a proposal, this
is not a guarantee that your application will be successful. It is therefore
important that you do not enter into any formal commitments or raise the
expectations of your partners or other funders while you are going through the
application process.
28. If we reject your concept note:
- You will receive a letter explaining why we are not inviting you to submit
a proposal
- Rejected concept notes may be resubmitted only once for
reconsideration. Any re-application must take account of and address the
concerns raised in our rejection letter.
Advice
Concept notes can only be submitted between 1 February and 15 June each year.
Concept notes can only be resubmitted once, taking account of feedback.
By submitting your concept note early, you will have more time to incorporate
any feedback into a resubmitted concept note or full proposal.
Proposal
29. The proposal is the detailed document we use to assess the strengths and
weaknesses of the proposed initiative you intend to undertake. It is on the
basis of the information contained in your proposal that we will take decisions
on the projects to which we will offer support.
30. Proposals must conform to a standard format (see Annex B). Any proposal
not complying with this format will be returned un-appraised.
31. You must submit your proposal by e-mail (using Word 2000 or equivalent)
in no smaller than Font 12 Arial to cscf@dfid.gov.uk
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32. Concept notes: concept notes can be submitted and will be appraised
between 1 February and 15 June each year. This allows us to concentrate our
efforts on appraising proposals between the end of June and 31 January each
year.
33. Proposals: proposals must be received no later than 31 July in order to
be considered for funding from the following April onwards.
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34. We use specialist contracted advisers to appraise concept notes
and proposals.
35. All proposals are also sent to DFID overseas offices, Country Desks in
our London office, and Policy Teams for comment. In addition copies are sent to
British High Commissions or British Embassies in the countries concerned, for
their comments on the local context and the relationship to DFID’s Country
Assistance Plan (CAP). Any of these offices can veto any proposal.
36. The Project Officers in the Civil Society Team co-ordinate and validate all of the advice
and feedback received on each proposal before agreeing on a final assessment for
all proposals.
37. The DFID committee, chaired by the Head of the Civil Society Team, meet to consider all proposals, and take decisions on which to fund.
38. The selection of the initiatives to support will be primarily based on
the quality of the project. However we aim to develop a balanced portfolio of
initiatives, for example, a reasonable balance between small and large initiatives and
between low risk and high-risk initiatives as well as a balanced geographical
spread.
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39. The flowchart attached at Annex D shows the process from submission of a
concept note through to
final decisions being made.
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40. If, having carefully read over these guidelines, there are any
areas where you feel you need clarification or further guidance, please contact
us on 01355 84 3199 or send your query to cscf@dfid.gov.uk
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The format for concept notes
Concept notes should follow the format set out below. Section A must be set
out on no more than one side of A4, with Section B set out on no more than 2
sides of A4. The font size MUST be no smaller than Arial 12. Any concept
note not
meeting these basic criteria will be returned un-appraised.
Concept notes are intended to help us assess the
eligibility of your organisation and to make an initial assessment as to whether
your ideas fit with the priorities of the CSCF. We will base our assessment on
the concept note alone. Unless specifically asked,
please do not send any other documents.
Section A: information about the applicant
- Name and address of organisation (including telephone number, fax number, e-mail
address and website address).
- Name, phone number, e-mail address and position of main contact person in
your organisation.
- What are the philosophy, goals and objectives of your organisation?
- When was your organisation established and how did it come into existence?
- What are your main sources of funding, that is, donor funding, unrestricted
public support and so on.
- What prior contact, if any, including funding, have you had with DFID? If
any, which part of DFID?
- Have you previously applied for Challenge Fund support? If yes, please provide the reference number(s),
for example, CN 152.
- Please clearly state the annual income figure from your
most recent accounts and state the period covered by these accounts.
Section B: information about the initiative for which funding is sought
1. Title of project (clear and concise).
2. How long is the initiative likely to last?
3. What is the likely total project cost?
4. If you are not seeking 100% funding, where is the balance of funds
for this proposal coming from?
5. Have you approached any other part of DFID for funding for this
initiative?
6. Please state who your local project partner(s) will be.
7. Describe the nature and length of your relationship with the main
partner(s) with whom you will be working on this initiative.
8. Please provide details on your partner’s capacity to undertake this
project.
9. How and where did this initiative originate – whose idea was it?
10. What problem is this initiative expected to help solve?
11. What is this initiative intended to achieve and how do you expect to
achieve it?
12. Is this project innovative or is it service delivery in a difficult
environment? If yes, please explain.
13. How does this initiative relate to DFID’s Country Strategy?
14. How does this initiative relate to the objectives of the CSCF?
15. What lessons have you drawn on from past experience (yours or other
organisations) in putting together this initiative?
16. What is the added value that you, the UK applicant, will bring to
this initiative? What project activities will your organisation
undertake?
17. How will the project achieve sustainability?
ALL applicants must send the first column of a logical framework, which
includes the main project activities. (See Annex C).
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The format for full proposals
The following format should be used for full proposals. The questions posed
in each section illustrate the kind of questions which will be asked when your
proposal is assessed. Not all questions will be relevant to all proposals, and
you should use them as a guide only. However, all proposals must set out the
background to the initiative and its rationale, the approach it will adopt, the
management and monitoring arrangements, and the key risks.
The proposal must be no more than ten A4 sides, excluding the basic data
sheet / summary, budget and logical framework (these additional papers must
account for no more than a further 10 pages). You
must submit your application by e-mail (using Word 2000 or equivalent) and use a
font size no smaller than Arial 12. Any proposal not meeting these basic
criteria will be returned un-appraised.
You must also send:
- A copy of your constitution. This may be a Memorandum and
Articles of Association, a Trust Deed, or a set of rules, and should
describe the purposes of your organisation, how the organisation is
governed and managed.
- A copy of your organisation’s Equal Opportunities and Data
Protection Statements.
- A set of your most recent annual accounts. These should be no
more than twelve months old. Whatever format you use, your accounts
should be signed and dated by the chair or treasurer on behalf of the
management committee / board of trustees.
- If your project involves work with children, please include
documentation outlining your organisation’s policy and practice in
respect of Child Protection.
If submitting more than one proposal, you only need to submit one copy of
the above documentation.
Section I: basic data sheet / summary
- Name and address of applicant (the UK-based organisation). Please include
the name of the principal contact for this application.
- Name of project
(clear and concise).
- Country / countries and the region(s) / district(s) in
which the initiative will take place.
- Name and address of local partner(s),
(including telephone number, fax number and e-mail address). If more than one,
please indicate the main local partner and the name of the principal contact. We
may ask for the main contact details of other local partners at a later stage.
- Project summary: a brief statement of project objectives, expected results
and main activities; the main intended beneficiaries and so on.
- Project cost: include total budget; amount of contribution sought from DFID; what has
been sought from other donors and the status of your applications.
- Project duration: length of project and anticipated start and end dates.
Section II: project rationale
- What problem will the project address? How does the problem relate to the
objectives of the CSCF? Who identified the problem and how?
- What experience do
you and your local partners have of working on these issues or in the country /
area?
- What lessons have you drawn on – from your own or others’ past
experience – in proposing this project? In what ways is the project intending to
develop new approaches to tackling the problem?
- How relevant is the proposal
to meeting DFID’s Country Strategy objectives?
Section III: project approach
- What are the goal, purpose, outputs and main activities of the project?
- Who are the direct beneficiaries (primary stakeholders) and others (secondary
stakeholders) who will be affected by or involved in the project? How were they
identified?
- Were beneficiaries (primary stakeholders) and others (secondary
stakeholders) involved in the design of the project? If so, how? Will they be
involved in project implementation? If so, how?
- How has the project identified the needs of women and men and how have these been reflected in the project’s
design and implementation?
- What is the coverage of the project, for example, the area
to be covered, the numbers of people served out of the total population and so
on?
- In what alternative ways could the project objectives be achieved? Why is the
current design considered to be the most cost-effective way of achieving these
objectives?
- What are the prospects for the benefits of the project being
sustained after the funding stops or the UK partner withdraws? Has the UK
partner considered its ‘exit strategy’?
Section IV: project management and implementation
- What are the project implementation and management arrangements? (Attach an
organisational chart if appropriate). What human resources (number, type, skills
/ background, gender, nationality of staff and so on) and the material inputs
(equipment and so on) are required for the project?
- What other agencies are involved in the area where this initiative will take place, including the
Government, and how will you work with these organisations?
- What is the overall timeframe for the project? (Include a bar or Gantt chart summarising the
main activities and timing if appropriate).
Section V: project monitoring, learning and dissemination
- How do you intend to monitor and review the implementation of the project
and assess its impact? What arrangements have been / will be made to involve
beneficiaries and other stakeholders in monitoring and evaluation?
- How do you intend to share the experience of this initiative for you and your partner(s), internally
and externally, during the project and at its end. What publications /
communications / media will you use?
Section VI: risks
- What are the main risks that could affect the project’s success?
- How likely are these to happen and how serious the consequence to the project if
they occur?
- What measures have been / will be taken to minimise or mitigate
potential risks?
Section VII: project budget
Capital expenditure:
- Office equipment (fax machine, computers, and so on).
- Vehicles / project equipment. Note: We will only provide
funding for vehicles / equipment as part of project costs if you can
show that they are: essential for project implementation; will be used
for project activities only; properly maintained and insured.
Recurring expenditure:
Overseas expenditure
- Communications, for example, post, fax and telephone.
- In country travel.
- Stationery.
- Transport running costs, for example, maintenance, fuel and local
taxes.
- Staff development, for example, training.
- Staff costs, for example, salaries and pension fund contributions.
- Office accommodation (rent).
- Utilities, for example, electricity and water.
Project activities
Information dissemination costs / raising public awareness overseas
Monitoring and evaluation, for example, travel, consultancy fees and
production of report
- Please note all projects will require evaluation. You should allow
up to a maximum of 5% of the total project cost for this in your budget.
UK expenditure
Note: A reasonable level of UK administration costs (up to a maximum
of 8% of total funding requested from DFID) can be included, but the budget
needs to demonstrate that they are directly attributable to the project. For
agencies administering a large number of projects, we expect to see economies of
scale.
- Post.
- Rent.
- Telephone.
- Staff costs (% attributable to project).
- Accounting and auditing expenses.
Notes
- Inflation: inflation must not be included as a separate budget line
– the
 UK
Treasury rate of inflation
should be applied and included within the relevant budget lines. Your
CSCF Project Officer can provide information on the appropriate rate.
- Exchange rate: the budget must be in Pounds Sterling and state the
rate of exchange applied (sourced from the
Financial Times (FT) Index).
- DFID financial years: the budget must be in DFID financial years
(that is, April to March).
- Up to 10% can be transferred between budget lines during the course
of any financial year – if greater, approval must be sought from your
Project Officer. However, the Civil Society Team must be consulted
when a transfer is intended to augment UK or capital expenditure.
- Initiatives that consist primarily of capital expenditure, for
example, land, buildings, equipment, vehicles, construction will not be
funded.
Unacceptable expenditure
- Contingencies: unforeseen costs arising during the project
implementation will be considered on a case by case basis so must not be
included in the budget.
- Depreciation.
- Core costs (both UK and overseas): administration and other costs
which are not directly related to the project application.
- Debt repayment.
- Extravagant expenditure: budgets should reflect value for money.
NB: This list is not exhaustive. There will be other budget lines that
we cannot accept.
Further guidance on the budget
is available.
Logical framework
You must submit a full logical framework with your proposal. Please refer to
Annex C.
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The logical framework
Why use a logical framework?
1. The logical framework
is useful in the design and planning, implementation, and monitoring of a
project. It also makes it easier to report on a project, highlight changes and
to adapt the project accordingly. 2. DFID recommends the use of the log frame because:
- It brings together in one place a clear, concise and accessible statement of
all of the key components of a project.
- It clarifies how the project is
expected to work and what it is going to achieve, and helps to ensure that
inputs, activities, outputs and purpose are not confused with each other.
- It
identifies the main factors related to the success of the project.
- It clarifies how project success (qualitative and quantitative) will be judged /
measured and provides a basis for monitoring and evaluation.
The structure of a logical framework
3. The matrix on the following page shows what a logical
framework looks like and the information it contains. It consists of concise
statements laid out in a horizontal and vertical matrix. In preparing a log
frame it is normal, having identified the problem the project will address, to
work down the levels – so that the inputs required to achieve the project are
considered last. However having done this it is necessary to then consider
whether the resources required are likely to be available and appropriate to the
situation and modify the framework accordingly, that is, plan downwards, think
upwards.
How is a logical framework prepared?
4. Because DFID promotes a
participatory approach to development, in which beneficiaries (primary
stakeholders) and project partners (secondary stakeholders) are involved in all
stages of a project, it encourages their involvement in the formulation of the
logical framework.
5. A logical framework will be required for every
application. But it only needs to be partially completed (the first column) when
accompanying concept notes.
6. It is important to note that the logical framework is a tool for project
management. The framework should develop and change as the project develops.
Logical framework matrix
Project summary |
Measurable indicators |
Means of verification |
Important assumptions |
Goal:
Overall goal which this project will help to achieve |
The evidence (quantitative / qualitative) which will be used to
measure / judge the achievement of goal |
Sources of information / data which will be used to assess the
indicator(s) |
(Goal to super goal)
Main external factors necessary to sustain objectives in the long run |
Purpose:
Immediate impact on the project area or target group, that is, the change or
benefit to be achieved by the project |
The evidence (quantitative / qualitative) which will be used to
measure / judge the achievement of the purpose |
Sources of information / data which will be used to
assess the indicator(s) |
(Purpose to goal)
Main external factors necessary if project purpose is to contribute to
reaching project goal |
Outputs:
The specific, deliverable results expected from the project to attain
the purpose |
The evidence (quantitative / qualitative) which will be used to
measure / judge the achievement of the outputs |
Sources of information / data which will be used to
assess the indicator(s) |
(Outputs to purpose) Main external factors
necessary for outputs to achieve project purpose |
Activities:
These are the tasks to be done to produce the outputs |
Inputs:
This is a summary of the project budget and other key inputs |
Sources of information / data which will be used to assess the indicator(s) |
(Activity to output)
Main external factors necessary for activities
to achieve project outputs |
Note: more information on logical frameworks is
available in the DFID publication
‘Tools for Development’(504
kb) (section 5 logical frameworks).
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The CSCF decision making process
Applicant submits concept note to cscf@dfid.gov.uk
|
DFID sends automated acknowledgement of receipt,
followed by a concept note (CN) reference number. |
Applicant receives decision on concept note within 4
weeks of receiving CN reference number. |
Applicants submit proposals. |
Final feedback received in Civil Society Team. |
The DFID Committee meet and make final decisions. |
Applicants informed of final decisions. |
Last updated: 08 January 2008
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