Charity Group - Final Project Proposal

MASTER OF PROJECT MANAGEMENT Major: Project for Innovation and Enterprise Project Management
SUPPORTING AND IMPROVING HEALTH, NUTRITION AND LIVING SKILLS FOR ORPHANS IN CAO BANG SOCIAL SPONSORING CENTER
PROJECT PROPOSAL
Group Project by: Nguyen Lan Huong Nguyen Trong Khanh Nguyen Viet Linh Bui Hong Phuong Be Thi Hoang Yen
Supporting and Improving Health, Nutrition and Living Skills for Orphans in Social Sponsoring Center, Cao Bang Province
May 2013
SUPPORTING AND IMPROVING HEALTH NUTRITION AND LIVING SKILLS FOR ORPHAN IN SOCIAL SPONSORING CENTER, CAO BANG PROVINCE
Table of Contents
PAGE ABBREVIATION PROJECT MAIN INFORMATION PART I: INTRODUCTION PART 2 PROJECT ACTIVITY, STANDARDS AND BUDGET PART 3 PROJECT ASSUMPTIONS AND RISK MANAGEMENT PART 4 PROJECT MONITORING AND EVALUATION PART 5 GROUP WORKING DURING MASTER PROGRAM PART 6 CONCLUSIONS REFERENCE HTTP://CAOBANG.GDT.GOV.VN/WPS/PORTAL/! UT/P/B1/04_SJ9CPYKSSY0XPLMNMZ0VMAFGJZOINTCW9FSZCGV29XJZMDTXDG3 WDZD0TJQX8ZFQLSH0VATGWHXU!/? WCM_GLOBAL_CONTEXT=/CAOBANG/SITE/NEWS/CUCTHUE/2012-4/063489064C10-4755-BC50-DF020B27BE83 HTTP://WWW.JICA.GO.JP/VIETNAM ANNEXES ANNEX 2: DETAIL PROJECT SCHEDULE (1/2) 27 27 27 28 29 II III 1 6 19 22 24 26 27
Part 1: Applied Standards for Nutrition Improvement Component.........................................31 Part 2: Applied Standards for Hygiene Improvement Component..........................................34 Part 3: Applied Standards for Living Skill Improvement Component......................................36
ABBREVIATION
No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Abbreviation CSB DoET DoLISA GoV IAs JICA M&E MoU PM PAA PMG PO PPC PSC ToR WSB UNICEF USAID Vietgap Cost Structure Breakdown Department of Education and Training Department of Labor Invalids and Social Affairs Government of Vietnam Implementing Agencies Japan International Cooperation Agency Monitoring and Evaluation Memorandum of Agreement Project Manager Project Accountant and Administrative Staff Project Management Group Project Officer Provincial People Committee Project Steering Committee Term of Reference Work Structure Breakdown United Nations Children's Fund United States Agency for International Development Vietnamese Good Agricultural Practices Meaning
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PROJECT MAIN INFORMATION

Intervention name Location Partner Institution Duration of the intervention Local Contribution Donor Contribution Total Budget Supporting and Improving Health, Nutrition and Living Skills for the Orphans Cao Bang Province Social Sponsoring Centre, Cao Bang province. 24 months Phase 1: Project formulation and implementation (12 months) Phase 2: Project realization and handing over (12 months)
USD 15,000 (In-kind contribution) USD 245,100 USD 260,100 Through project, technical expertise will be effectively and efficiently delivered to support the capacity development for the Social Sponsoring Centre in the most difficult province in the north. At the same time, the Project will become an important bridge to scale up the valuable lessons from Cao Bang province to other areas. To support sustainable development for disadvantaged teenagers in the northern rural and mountainous areas in Cao Bang province helping them to have more opportunities to improve life skills and vocational ability to rural production development and contribute to improving the business value of life as well as enhancing the social security.
Brief description of the intervention
Overall Objective
Specific Objectives
To improve the living environment and condition for orphans in term of health and nutrition status To provide living skills and vocational ability for orphans in order to adapt to their lives Orphaned youth at ages from 5 to 13 years old at Cao Bang Social Sponsoring Center Teachers and officers working at Cao Bang Social Sponsoring Center Local government agencies Rural business enterprises and individual households Component 1: Living Skill Improvement Component Component 2: Nutrition Improvement Component Component 3: Hygiene Improvement Component Component 4: Information and Education Communication Component (IEC)
Targeted Beneficiaries (Direct and Indirect)
Main components
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PART I: INTRODUCTION
1.1. Background 1.1.1. MDG Progress Of all the Millennium Development Goals (MDGs), Viet Nam has made the most impressive progress on MDG1 on poverty reduction. Poverty has been alleviated among all demographic groups, in urban and rural areas, and across geographical regions. Progress in reducing malnutrition has also been significant, falling from 41% to 11.7% in 20111. While overall poverty levels have dropped remarkably, the pace of reduction is not equal among regions and population groups. The poverty rate is still high and chronic poverty persists, particularly among ethnic minorities and the most vulnerable groups such as children and women in disadvantaged areas. 1.1.2. Ethnic minorities As of 2008, 50% of ethnic minorities were still living below the general poverty line, and up to 31% suffered from food poverty. Ethnic minority groups make up more than half of total poor in Vietnam and have experienced a much lower pace of poverty reduction. The poverty rate is highest in the Northern mountainous areas2. The progress in reducing poverty among ethnic minorities in dimensions other than income, such as education, health, water and sanitation, also lags behind the national averages. 1.1.3. Children poverty and malnutrition About one third of all children under 16 years can be identified as poor 3. High rates of multidimensional child poverty rates were found among children living in rural areas and from ethnic minority groups in the northern mountainous areas. Despite the fact that Viet Nam has achieved a significant reduction in malnutrition among children, malnutrition remains a public health priority. Strong regional disparities in nutritional status persist and vulnerable groups are facing additional challenges of high prices, the financial limitation and disadvantaged conditions. 1.1.4. Social Issues Currently, the number of legal violation cases by adolescents is increasing highly and causing serious pressures to society. The reasons leading to increased crimes are the lack of adequate education. In remote and mountainous areas, the schools are located far from the residential areas, many families in difficult economic conditions, no money for children to schools, even leaving
1 2
Source: United Nations website Source: United Nations report 2012 3 Source: The survey on household living standards in year 2008 of United Nations
school to earn money to support themselves and their families. These children are easily lured and embroiled in criminal paths. The local reality shows that the most urgent needs for the youth are to get vocational training, employment, houses and entertainment activities. Limitations of jobless for young people, the information dissemination, advocacy and vocational counselling are weak, which have not helped youth in understanding and choosing the right careers. 1.2. Situation and Analysis 1.2.1. Project Location Cao Bang is a mountainous province situated in the northeast of Vietnam. It shares the border with Tuyen Quang and Ha Giang on the west, Bac Kan and Lang Son in the south, and with China on the north and northeast. Cao Bang has a total area of approximately 6.690 km2, including limestone plateaus interlaced with mountains of about 200 meters high. In frontier areas, the mountains might reach the height of 6001300 meters. This is the land of forests and mountains which take up 90% the provinces area. According to the General Statistics Office of the Government of Vietnam, the population of Cao Bng province as of 2008 was 528,100 with a density of 79 persons per km2 over a total land area of 6,724.6 square kilometers of the province. It is one of the least populated provinces in the Northern midlands and mountain areas of Vietnam. The rural population was 445,100 against an urban population of 83,000 (about 5% of the rural population). The province of Cao Bang is home to many people belonging to Vietnams ethnic minority groups. The most notable of these are Tay, Nung, Dao and Hmong. With disadvantages natural and social conditions, Cao Bang is evaluated to be relatively poor compared to other Vietnamese provinces. Most of the province's economy is cantered on agriculture and forestry, although other industries exist. Facilities such as schools and hospitals tend to be in poor condition, but are gradually improving. Transportation, once a major problem, has been improved considerably by new road construction. Under difficult conditions of a mountainous province, Cao Bang in general and Cao Bang Social Sponsoring Center in particular are identified to be suitable location for project implementation. 1.2.2. Problems and Challenges Cao Bang Social Sponsoring centre was established and operated since 1992. The functions of the centre are to manage, take care and educate orphan children in Cao Bang province. From 1993 to June 2007, the centre was operated under cooperation of local Government and an NGO by a project funded by A/G organization (US). However, this project was completed in July 2007. At present, all centre activities are operated based on government budget.
There are 103 people being taken care and educated in the centre. Of theses, there are 90 teenage orphans who are in the age from 5-14 years old and poor, homeless and have no income. Based on actual situation, the daily allowance for each person of the centre is 12.000 VND per day. The orphans in the centre are in some starch, vegetable and protein and fat due to limited allowance. The malnutrition rate of orphan in centre between ages of 5-7 years is 40.7% of stunting and 26% of underweight rate. Moreover, the health service to support orphan is actually inadequate. As a result of such a modest amount of food, malnutrition, detrimental to orphans health and intelligence are inevitable. Supporting for the social sponsoring centre in Cao Bang province has been more concerned by the local government and society. It shows the encouragement in the physical aspects, financial investment of local government for social centre. However, the local budget is still facing the certain limitations. The current existences of the social centre in good quality as well as quality assurance conditions are still being as an unsolved problem. Like all education, life skills training can change someones path by changing the way they see their path. Basic life skills training will support an individual with the confidence needed to take on life challenges, reducing stress and worry that can lead to risky behaviours. Life skills training should be included in any overall health education program. Subjects covered in a general life skills program could include: nutrition, HIV prevention, financial management, relationships, decision making, coping with stress, and other related topics. From these above reasons, our group had participated in preparation works to support formulation of the project on supporting and improving Health, Nutrition and Living Skills for the Orphans in Cao Bang Social Sponsoring Centre (in short as Project) with purpose to improve orphans life and social development. 1.3. Project Necessity 1.3.1. Social and economic impacts A fund was given to the centre for five years (2003-2007), but it was not provided with the relevant infrastructure or the existing one is not capable at all to develop them sustainable. Therefore, it is likely to find a better approach for these orphan children to be differentiated from the traditional supporting process to become a sustainable one by not only contribute to the malnutrition eradication but also to provide them the occupation-oriented skills which shall largely contribute to the implementation of objectives of living stabilization and job creation for themselves in the very aggressive competitive society in future, especially in the case of such unskilled and disadvantaged labourers. This is both a short-term strategy to address current issues of malnutrition prevention through the nutritious supplementation of daily meals and a long-term strategy to provide a better quality life through providing the living skills and careers for them in future.
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The important thing is aiming at sustainable development which is relevant with the general objective of whole society. A proper condition to be established and operated during the project duration, then the model shall be sustained and scaled up itself beyond the project end. It shall help to prevent the detrimental impacts to the society, at the same time, to encourage the positive impacts related to capacity development of labour forces. It is still in the initial stage to discuss about its effectiveness, but these measures could bring the large social and economic efficiency, which is the most valuable contribution into our common living environment. 1.3.2. Project Target Beneficiaries The Project has the direct beneficiaries including the orphans at ages from 5 to 13 years old and teachers/officers working at Cao Bang Social Sponsoring Centre. The majority of whom (70%) are women. They will acquire technical knowledge, instruments and skills that enable them to improve the living condition and furthermore, it will also benefit from technical know-how and support to improve the economic situation of the centre. Local government agencies at provincial level, who receive the project supports to build up capacity in management and operation, are also the direct beneficiaries. Furthermore, the local construction business and local economy in the area will benefit from the production activities that assist to improve local businesses. Finally, the indirect beneficiaries include farmers and residents in the vicinity who will benefit from the lessons learnt and experiences from these activities. 1.3.3. Gender issues The disadvantaged context makes women more vulnerable than men. It is considered as promoting female participants in training courses and knowledge gaining by job creation and working condition improvement. It is designed in the project to ensure that the project activities are relevant for both male and female people and they are both encouraged to participate in. Female participants capability would benefit from project activities to increase the opportunities of income generation and employment creation that may benefit them in their future. 1.4. Objective of Project and Targeted Beneficiaries 1.4.1. Overall Goal To support sustainable development of disadvantaged teenagers in poor and disadvantaged condition in Cao Bang province and support them more opportunities to improve nutrition, health and life skills in their daily life.
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1.4.2. Objectives The main objectives of the Project are: 1) To improve the living environment and condition for orphans in terms of health and nutrition status, and 2) To provide living skills for orphans in order to adapt to their lives. The first objective of the project is to improve the health status for children by improving nutrition and hygiene condition. This project aims to give them higher-quality meals by providing them more aliments. The next step is to organize classes for children to teach them how to raise chickens and plant vegetable to serve daily meals. In addition, the orphans will also be trained how to keep cleaning and take care of them for their better health and growth. The second goal is to give them necessary skills to adapt to their lives. Orphans in the social centre are lack of care from parents; they are becoming lack of social and living skills. Thus, providing them with practical skills to adapt the real life is very important. It helps them to recognize the dangers and seize the opportunities which are waiting for them in life so that they can take steps to better prepare themselves before entering the world. Moreover, the project is supposed to be the first successful model in supporting and improving health, nutrition and living skills for orphans in the Social Sponsoring Centre in order to apply this model to the other centres in the province as well as across the country. 1.4.3. Targeted Beneficiaries The following are the target beneficiaries of the project: Orphans at ages from 5 to 13years old at Cao Bang Social Sponsoring Center Teachers and officers working at Cao Bang Social Sponsoring Center Local government agencies Rural business enterprises and individual households
PART 2 PROJECT ACTIVITY, STANDARDS AND BUDGET

2.1. Project Components and Phases 2.1.1. Project Phases The project will be implemented in 2 years (tentative schedule from September, 2013 to September, 2015) with two (02) phases as follows: Phase I: Project formulation and implementation Phases II: Project realization and handing over Phase I (from Sept, 2013 to Sept, 2014): Project formulation and implementation period Project Formulation First, we will carry out researches on policies of Cao Bang local authorities in supporting children in difficult circumstances and macroeconomic in connection with proposed project objectives and submit to DoLISA and finally to PPC for approval of the official project formulation. At this time, the official commitment on partial fund support for project implementation by Cao Bang PPC must be conducted. Then, the main mission of preparation stage is to find fund from interested donors for project investment to implement. (This matter will be clearly identified in Section 2.2.2 Project Potential Donors and Marketing Plan below). At that time, a project director (the Director of the Centre) will be assigned under support of centre staff will be responsible for fund raising. This project proposal will be sent to donors to clarify and evaluate for decision making. Until interested donors agreed, the agreement and commitment on funding will be signed between Donors and Cao Bang Provincial People Committee estimated to be on Dec, 2013. An inception meeting will be organized for project formulation. After signing agreement, the organization and human resource assignment or recruitment will be implemented to select a project manager and establish a team for the project. During this period, the organization and management methods are identified to set up. For decision making level, PSC and its functions and responsibility are identified as above selection criteria by PPC decision. PSC will be responsible to decision for establishment of PMG. At the implementation level, the project director to be leader of PMG and the in-charge staffs of Cao Bang Social Sponsoring Centre will take responsibility to set up a Project Office based in the Centre. PM and office staffs i.e. 01 PAA, 01 Project Coordinator, 01 Project Communication and 01 agriculture teacher (planting and raising), 01 health teacher (hygiene), 01 living skill teacher are recruited to carry out project activities. From the side of Gov support, 2 seconded
staffs of DoET and DoLISA and 3 relevant teachers of Center will be assigned as seconded staffs for project implementation. Project Implementation During this period, agriculture, health and living skill teachers are hired for 1 month and research training curriculum of the centre. They will work with centre teachers to design a suitable training curriculum for each component. The technical team is separated into 2 groups: one group is assigned to train children how to plant vegetable and raise chicken, the other one takes responsibility for teaching children how to maintain hygiene and prevent disease. At the same time of the learning process children are provided with the necessary skills to adapt to their life after leaving the centre of social protection. In addition, a baseline survey for monitoring and evaluation and laboratory for soil, manure and water for planting and raising activities will be implemented by independent consultants. The orphan groups will be formulated with one leader to take care of environmental hygiene, participate in nutrition activities, or other topics concerning health. Centre staffs will join with the orphans in group discussions, games, and events. In addition, the in-charge staffs of the centre will be also trained and transferred all knowledge and know-how on agriculture, health and living skills to continue in the next phase. Through each stage of the project, there will be internal meetings to review activities of the organization, checking the consequences and the cost if its over budget or not, sharing the experience of members as well as improve communication with stakeholders. In addition, the management should be evaluated to improve the project effectiveness in the next step. In each stage, its very necessary to communicate on project because it helps members with self assessment on organizations performance, as well as understand each other better, resolve conflicts, share experiences and improve working skills. For the communication component, project staffs will work with local concerned agencies to organize communication events and activities such as preparation of newsletters, calendars and communication in TV or Radio etc. Phase II (from Oct, 2014 to Sep, 2015): Project Realization and Handing over All the project activities in Phase I will be continuously implemented in phase II. During this period, planting and raising activity will be under monitoring of centre staffs. The scale of raising and planting activities will be increased in second phase. The project office will continue to be operated to support the center in operation and management.
2.1.2. Project Components Detail project activities are provided in the Detail Project Schedule (Annex 2). Responsibility for activity implementation is identified by components. Project activities have been placed under four main components as follows. Component 1: Nutrition Improvement The project will support enhanced nutrition to orphans in the Center. This will include: (1) vegetable planting training and practical; (2) poultry raising, including training and practical also. The project will support to provide vegetable seeds and poultry for practical of planting and raising for nutrition improvement. In addition, a technical team will be hired and support to this component by project budget. 90 students of the center will be provided with training courses on vegetable planting and poultry raising. Orphans will be arranged into 4 classes for training in one week, the classes are operated at the same time to make sure that orphans will complete the course and get both planting and raising skill to continue to practical period on time (see table 2.1).
Table 2.1 Training Schedule of Nutrition Improvement Component
Day Monday Time Morning Afternoon Tuesday Morning Afternoon Wednesday Morning Afternoon Thursday Morning Afternoon Friday Morning Afternoon Saturday Morning Afternoon Content Vegetable planting Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Poultry raising Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Class 3, Class 4 Class 1, Class 2 Note
Supporting and Improving Health, Nutrition and Living Skills for Orphans in Social Sponsoring Center, Cao Bang Province Sunday off
After being trained with basic knowledge, orphans will practice to raise chicken and plant vegetable under guidance of teachers. Each child will be responsible for three chickens and a small plot of land, they will be placed into groups, with the older children designated as group leaders, who will be responsible to help the younger children to carry out the program. It is estimated that the orphans should have vegetables, poultry, and eggs to supplement their daily meal after four to six months. Orphans can also sell chicken and eggs in the local market to buy other food such as meat, tofu, fish etc. During project life cycle, four times of planting and raising will be implemented divided into two times per year. 270 m2 of planting land and 270 chickens for the first trial raising and planting will be prepared for production, the number will be increased into 500m2 and 400 chickens in second phase. Vegetable seeds and poultry seedlings will be provided under contract with local providers in order to reduce cost of transportation. The type of vegetables to be chosen will be depended on season as follows:
Table 2.2 Type of Vegetables for Practical Planting
Phase Period Feb14 Jun14 Crop Winter Spring Summer Autumn Winter Spring Summer Autumn Type of Vegetables Cabbage, Kohlrabi, Cauliflower, Tomato, Spinach Tomato, Cucumber, Eggplant, Chinese cabbage, Spinach Cabbage, Kohlrabi, Cauliflower, Tomato, Spinach Tomato, Cucumber, Eggplant, Chinese cabbage, Spinach
I
Jul14 Dec14 Jan15 Jun15
II
Jul15 Dec15
Component 2: Hygiene Improvement The activities under hygiene improvement component commenced in February 2014 after nutrition training activity completed utilizing project funds. The component is implemented with a focus on improving health for orphans. A technical team in this field will be mobilized to implement this component including training classes and practical sessions. 90 students of the center will be trained in one day on hygiene, the orphans will be provided with simple rules of hygiene such as hand washing and basic dental care. The training will also support them know how to take a bath in the right way, use soap and hygiene instruments to
wash hand before eating, and after toileting and after touching an animal and understand how to keep the hygiene when they are sick in order not to affect others. Hygiene improvement event will tentatively be organized in the third week of February 2014. This activity will be implemented by hygiene team. During this event, Orphans will be provided with hygiene training sets (soap, basket, brush, toothpaste, masks etc.) to practice their knowledge trained by teachers. Component 3: Living Skill Improvement The goal of living skill improvement component is to provide orphans with necessary living skills and help them to protect themselves from social dangers. The training class on hygiene skills will take in 2 days, one training day for First Aid, Sex, and second training day for AIDS & HIV prevention skills. For first aid training, orphans will be trained with common emergency situations and their respective First Aid responses, such as: Bite Wounds, Bruises, Burns, Choking, Cuts & Scrapes, Electric Shock, Fractures, Head Injury, Nosebleed, Puncture Wounds, Final Quiz, and Certification. For sex, AIDS & HIV prevention training, orphans will be provided with knowledge on the infection ways of HIV & AIDS i.e. HIV-infected fluids blood, semen, vaginal secretions and breast milk into body and understand how to avoid sexual harassment, sexual abuse, drown and trade in slaves. Living skill improvement events will tentatively be organized in the first week of March, 2014. This activity will be implemented by living skill team. During this event, Orphan will be provided with living skill training sets (cotton, bandage, book, leaflets etc.) to practice their knowledge trained by teachers. Component 4: Information and Education Communication Component (IEC) The IEC is one of the main project components to communicate and distribute project results, outcomes/outputs to public and connect among stakeholders. A project website will be built-up to share the information to whom that concern to upload article, and news. The purpose of the website is to share the experience of the program and get the comments from others to increase the effectiveness of the program and expand the model. Project newsletters and calendars will be designed and distributed to communicate project results. Scheduled plan for newsletters and calendars are presented as follows:
Table 2.3 Schedule for Newsletters and Calendars
Item Schedule Agency in-charge
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Supporting and Improving Health, Nutrition and Living Skills for Orphans in Social Sponsoring Center, Cao Bang Province Mar14, May15 Dec14, Project Office in cooperation with DoET and DoLISA
Newsletters
Calendar
Oct14, Aug15
In order to communicate for project, the communication events on project will be organized under cooperation between project office and local agencies i.e. DoET and DoLISA. The contract for TV and Radio communication with local media will be signed to implement. 2.1.3. Project Standards During project implementation, these project raising, planting and living skill trainings should follow Global standards i.e. UNICEF, WHO and other standards of Vietnam i.e. MoH, MARD. For Nutrition improvement component, Vegetables planting The vegetable planting must follow the Vietgap standard (Vietnamese Good Agricultural Practices). Vietgap issued by the Ministry of Agriculture and Rural Development (MARD) on 28-Jan-2008, this standard is suitable to be applied as standard model for project. (Ref. Annex 3) Poultry raising Standards for poultry raising must follow the guiding book of Encourage Agriculture Center (Ref. Annex 3). Hygiene The hygiene standard should follow the technical guidelines of UNICEF (http://www.unicef.org/wash/files/hman.pdf). The sanitation equipments will be improved to be suitable with standards by Ministry of Health (Ref. Annex 3). Living skills The living skills training standards should follow the technical guidelines of UNICEF. (http://www.unicef.org/eapro/Life_Skills A_facilitator_guide_for_teenagers.pdf) 2.2. Project Budget 2.2.1. Project Budget and Allocation As planned, project will be implemented based on two funds of local government fund and donor raising funds. Due to limited local budget, main project activities will be implemented by donor funds and the contribution of local part fund will only cover the following parts:
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Fund for initial preparation activities for fund raising such as meeting to introduce on project by Cao Bang Social Sponsoring Centre and other related cost for submission of project proposal and research on government policies. Project land and project office at Cao Bang Social Sponsoring Center Fund for seconded staffs from Centre and two departments i.e. DoET and DoLISA. The estimation for local fund will be USD 15,000 and separated from project fund by donors because this contributed budget will be allocated in total yearly budget for Cao Bang Social Sponsoring Center.
Table 2.4 Estimated Cost Breakdowns by Local Gov Fund
No. 1 2 3 4 Description Cost for fund raising activities by local Gov Estimated cost for project land Cost for project office Cost for seconded staffs Total Amount (USD) 4,000 5,000 4,000 2,000 15,000
For the part of donor fund, the budget allocation is estimated based on activities and component i.e. administrative cost for project and activity cost by components. Total project cost by donor fund is estimated at around USD 245.000. The summary of project cost breakdown divided into phases is presented in the following table:
Table 2.5 Summary of Project Cost Breakdown by Donor Funds
No. I 1 2 3 II 1 2 3 4 5 Description Administrative Cost Human Resource Cost Allowance and Accommodation Office Operation Cost Cost for Project Activities Nutrition Component Hygiene Improvement Component Living Skill Improvement Component Communication Component Workshop Amount (USD) Phase I 34,750 26,100 2,300 6,350 69,550 30,500 12,300 13,200 13,700 15,000 Phase II 25,950 21,600 500 3,850 52,650 26,700 11,000 15,000 12
Supporting and Improving Health, Nutrition and Living Skills for Orphans in Social Sponsoring Center, Cao Bang Province 6 7 M&E Baseline survey evaluation for monitoring and 20,000 3,500 142,950 20,000 3,500 102,150
Total (I+II)
245,100
Detail cost breakdown is presented in Annex 4. 2.2.2. Project Potential Donors and Marketing Plan 2.2.2.1. Project Potential Donors The main potential donors include embassies and other international organizations working in Vietnam. Some Embassies in Vietnam have strategies and projects in field of children support such as Sweden Embassy, Australia Embassy. They are potential donors for the project. Cao Bang Social Sponsoring will send project proposal to these embassies to call for funding. Moreover, some international organizations i.e. UNICEF, JICA and some NGOs working in Vietnam are interested and have strategy for children development in disadvantaged areas. The potential donors in Vietnam to be suitable for project fund raising target are analyzed as: UNICEF Viet Nam and UNICEF have a long history of cooperation and trust. Following reunification in 1975, UNICEF launched a nation-wide program to meet the basic needs of Viet Nams girls and boys. It was the first country in Asia and the second in the world to ratify the Convention on the Rights of the Child in 1990 and its rapid social and economic development and impressive progress toward achieving the Millennium Development Goals have undoubtedly had a positive impact on Viet Nams children and adolescents. But rapid socio-economic change and modernization can present new and unexpected challenges, especially for women and children. Disparities are widening by ethnicity, location and language. In 2008, it was estimated that as many as one in three children is poor when using a multi-dimensional approach to child poverty. As Viet Nam is now considered a lower middleincome country, UNICEF is working with the Government at different levels to help ensure that these vulnerable children are not left behind and to sustain past achievements in realizing child rights. Since UNICEFs first days in Viet Nam, the country programmed has contributed to support children in Vietnam effectively to meet basic needs in health and education. UNICEFs effective legal framework to ensure each one of the countrys 30 million girls and boys can meet his or her full potential was established.
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As a result, UNICEF is evaluated to be the most suitable donor for proposed project for its main purposes and mission in Vietnam. JICA Japanese government resumed official development assistance (ODA) to Vietnam in 1993. Since then, two countries have become the strategic partners; Japanese identify Vietnam as the priority country to provide Japanese ODA. The commitments of ODA to Vietnam next year are identified to be higher than last year. The Japanese ODA strategy for Vietnam is in accordance with Government policy to support social growth for purpose of poverty alleviation and reduction and human resource development. JICA has provided fund for many projects in health improvement for underdeveloped provinces i.e. Hoa Binh, Son La and central highland provinces. Thus, project will be one of the potential proposals for JICA campaign for supporting health development in Vietnam. Sweden Embassy 40 Years of Health Cooperation between Sweden and Vietnam. The Swedish health support addressed the rights to health in Vietnam. Hence, Sweden helped to reinforce the value of equity in health care, a value which is truly shared by both countries. Helping to improve health was the most direct and natural expression of human solidarity. Swedens first support to Vietnam in the 1960s was medical supplies and equipment through NGOs like the Red Cross. Australian Embassy The Australian Government's overseas aid program is improving the lives of millions of people in developing countries. Australia is working with the governments and people of developing countries to deliver aid where it is most needed and most effective. Australian aid has helped their neighbors and countries further abroad to develop, and their aid program continues to grow. Their aid program is focused on building skills, saving lives, strengthening institutions and expanding infrastructure to support continued high growth that promotes opportunities for all. Australia has invested $416.4 million in Vietnam over the previous three years. During workshop or conference to introduce on project by local authority, the invitation letter will be sent to potential donors to join and share project information for their consideration. Project proposal will be sent in the workshop or as calling for proposal of these above donors. 2.2.2.2. Marketing Plan a. Marketing activities
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The marketing strategy is planned to attract a large number of people who take care of social problems. To ensure that we will be supported, its necessary to emphasize that this project will bring to society as well as individuals with huge benefits. We also want to apply this model for other social sponsor centers; therefore we need to implement communication campaign before, during and after the project performance. First of all, before the implementation, Cao Bang Social Sponsoring Center will take the responsibility to attract the attention from public and raise their awareness about the necessity of this project. They will contact the press and other media channels like television or radio to publicize the information of this project. Moreover, we also promote this project through social networks such as Face book, Twitter, or forums. In addition, we will organize some optional extra events to introduce on project to interested donors, with the aim of gaining funds for project. During the implementation of the project, we continue to cooperate with the press and media channels to keep the project updated to public and solicit funding nationwide. We also link to other charitable programs and work together with famous people because it helps attract media and journalists. Celebrities also promote the project through their personal page, which is kept track of by a massive amount of fans, friends and journalists. At the end of the project, we will organize closing workshop in which we will summarize the overall performance of the project as well as report the results that the project has achieved. It is also a great chance for us to send our big thank to donors, organizations, press and media. b. Marketing materials and Donors benefits Print Printed materials such as letters, handbooks, posters, newsletters, brochures and the like are an integral part of our marketing strategy. It can be costly marketing expense, so we will approach printing center or sponsors to offset, or at least subsidize, the printing costs. Of course, we will offer something in return, like the inclusion of their company logo on all printing materials. Together with it, we will attach a soft copy of our brochures, pamphlets, posters and newsletters on our website. This way, supporters can download the documents and print out copies on their own, email them to friends or simply read the information online. By this way, we can also lower printing costs. Design Design is a crucial part of the charity events marketing campaign, as it helps to communicate our message to our target audience. Visual aspects such as layout, typography and the color scheme use in marketing material are just as important as the text itself.
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And a great way to keep the cost of professional design low is to enlist the help of volunteers. We will seek graphic designers who are willing to do the work, or search for promising design students looking for work experience and to build their portfolio. And again, we will provide incentives for their involvement such as written recommendations or certificates. Event listings While newspapers, magazines, online publications and websites may not write a full-length feature article on our charity event, they may add it to their weekly or monthly event listings. So we will send in a press release to relevant contacts at media organizations, local councils, publications and websites. Many magazines, online publications and websites will send out weekly newsletters to thousands of subscribers. 2.2.3. Project Organization The project will be operated under direct management of Cao Bang local authority and monitoring and evaluation of the direct donors. The project organization includes Project Steering Committee (PSC), Project Management Group (PMG) and Project Office (PO). The Organization chart of the project is provided in Annex 1. 2.2.4. Project Steering Committee 2.2.4.1. Composition of the PSC Chair: Chairman of Cao Bang Provincial People Committee (alternate: designated Vice Chairman of PPC) as representative of the Project Steering Committee. Members: Department of Education and Training (Director or designated Deputy Director), Department of Labor Invalids and Social Affairs (Director or designated Deputy Director), Cao Bang Social Sponsoring Center (Director). 2.2.4.2. Roles of the PSC Provide overall direction to project implementation in line with government priorities. Ensure project co-ordination and synergy with other efforts by the Government and other donors. Approve the annual work plan and budget allocation prepared by the PMG; approve major adjustments to the work plan and budget as proposed by the PMG on an extraordinary basis if required. Access annually the project implementation for the past year, constraints in progress and reasons behind such constraints and lessons learned and provide directions for addressing constraints in future that may contribute to the lack of progress.
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Approve the annual progress and financial reports for GoV and Donors. Address critical issues at the overall level if those arise. 2.2.4.3. Working mechanism PSC will meet annually or more frequently as required. Project office under PM direction will be responsible to set up timing and to send invitations for PSC meetings. Project office also support to prepare agenda, consolidating supporting documents for discussions and decision making by the PSC, preparation of meeting minutes and circulation of signed versions for follow up actions.
2.2.5. Project Management Group PMG will be the core group to coordinate implementation of the project. It will be chaired by Project Director. It consists of Director of Center acting as Project Director, representatives of PPC, DoET and DoLISA and project manager. The main function of the PMG is to ensure the smooth coordination between Government agencies and project office. Given that the representatives of each agency include mid-manager level and experts, the PMG will responsible for reviewing and preparing major documents for endorsement of PSC. 2.2.5.1 Specific Roles of the PMG include: Regular sharing of information and discussion on JP implementation. Resolve practical management issues between agencies. Prepare regular sharing of information and discussion. Prepare annual work plan and budget for PSC approval, propose adjustments to work plan/budget if required. Review and prepare periodic reports to local GoV and the Donors Review and prepare major adjustments to the work plan and budget throughout the project implementation, for approval by the PSC on an annual or extraordinary basis if required. M&E of progress and use of resources. 2.2.5.2 Working mechanism Project Director will be responsible for all management of PMG.
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PMG will meet monthly or more frequently as required. All proposal or issues for discussion/agreement at the PMG will be sent by implementing agencies and consolidated by PO to discuss in the PMG meeting. Minutes of the PMG minutes will be signed by the PM and serve as the legal basis for actions agreed at working level to be taken. 2.2.6. Project Office 2.2.6.1. The PO Composition Project Manager Supervisor of the PO under direction of Project Director. Administration team includes 01 project accountant cum administrative staff and 01 project coordinator staff. Technical team includes 01 agriculture teacher (planting and raising), 01 health teacher (hygiene), 01 living skill teacher and 03 relevant in-charge teacher of the Center. Communication team consists of 01 project communication staff and 2 seconded staffs of DoET and DoLISA. 2.2.6.2. Tasks of the PO To be direct implementing agency of the project to carry out project activities in all fields. Prepare and consolidate periodic progress and financial report and distribution of the reports to Gov agencies and donors. Prepare draft TOR for project evaluations (mid-term and final) for PMG discussion/endorsement and approval by the PSC. 2.2.6.3. Working mechanism The Project Office will be based in Cao Bang Social Sponsoring Center and work 5 days of the week. PM and key staffs will be recruited by the Center. The Project Office will be under management of PM. Every staff is responsible for their work assigned by the manager by individual or group work. They must not only complete their assignment but also support their colleagues to achieve the project goals.
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PART 3 PROJECT ASSUMPTIONS AND RISK MANAGEMENT

3.1. Project assumptions The following assumptions were made in preparing the Project plan The project team members are available as needed to complete project tasks and objectives. Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays Project team members will adhere to the Communication plan All project participants will abide by the guidelines within this plan The project plan may change as new information and issues are revealed. 3.2. Risk management 3.2.1. Risk identification Any project to be implemented will meet some kinds of risks. Due to the nature of project as a charity project, the potential risks of project are quite typical and different from other projects to be identified as the following table:
Table 3.1 Project Risk Clarifications
No. 1 2 3 4 5 6 7 8 No sponsor Bad transportation condition Lack of pure water supply Vegetable diseases Chicken diseases Unsuitable curriculum Subcontractors delay Poor management Risk No. 9 10 11 12 13 14 15 16 Risk Uncooperative behaviors from students Flood, oil erosion No support from local authority Changes in policy Pollution Increase in material prices Conflict of stakeholders interest Accidents
With a charity project, the biggest risk, which could arise, is that there are not any sponsors for the project. It could be the result of an unattractive and unpersuasive plan, which could not raise the concern of organizations as well as sponsors. Accordingly, we will have no money to run the project, thus we cannot help the orphans in Cao Bang province. As this project is run in Cao Bang a mountainous province, transportation is unsurprisingly rather bad. This could prevent the project from being on schedule and could cause damages to transported equipment.
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In this poor area, there may be lack of clean water, which is a constraint to our projects purposes. Diseases and bad hygiene will lead to childrens bad health. In this project, the children in Cao Bang Center will be taught how to raise chickens and plant vegetables. However, Vietnam is a tropical country, so bird flu diseases and many kinds of vegetable diseases cannot be avoided. If this happens in the long term, it will definitely affect not only the result of the project but also childrens health. One more concern regarding the training program to children is unsuitable curriculum, which is the consequence of weaknesses in comprehending about local culture and local residents. Should this risk arise, it will take more time to finish the project because we will have to readjust the program content. Poor management is another main risk in this project. It could be the result of poor experience and inadequate expertise among the executives. Obviously, it will affect the progress and the outcome of the project. Furthermore, we are also afraid of the uncooperative behaviors from the children in Cao Bang Center. These children may face with psychological troubles and be shy in communicating with strange people. As a result, we have to spend time talking and getting closer to these children in order to run the project. Not less important, the support from local authority could decide whether our project can be operated or not. The differences in perspective as well as the unaccountability could lead to uncooperative actions from local authority. Apart from these risks, there are some more risks which could arise during the project such as: the delay from subcontractors, the changes in policy, the conflict of stakeholders interests, flood, oil erosion, pollution and the risk that the project will run behind schedule. 3.2.2. Risk - Prevention Planning In order to avoid the risk of having no sponsors, we will try to create an attractive marketing strategy (as indicated in the Marketing plan). We will also take advantage of all relationships that we have with organizations, agencies and do our best to persuade them to accept our proposal. In the worst case, we will call for the support from the government, the state budget. With problems related to transportation, it seems unlikely to change the transport conditions in these mountainous areas, so we have to arrange time properly so as not to be late in any activities. Moreover, we will try to optimize local resources to save time and money. In terms of pure water supply, we are planning to install a filter system to reduce the risk of diseases caused by poor conditions of water. Regarding vegetable diseases and bird flu risks, we have to prepare protective plans and tools. We will also instruct children to apply and use pesticide properly to prevent vegetable diseases. In
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addition, we will contact experts, who are useful partners, to ask for advices to prevent vegetable and bird diseases. To reduce the risk of having poor management, we are surely to select carefully the board of management as well as staff members right from the start of the project. Together with it, we will continually hold training workshops for managers and staff in order to update the current status and have timely improvements. To deal with the uncooperative behaviors from children in Cao Bang Center, first we will train the staff members about the way to talk, share and teach these children. Second, we will also design a suitable curriculum so that these children will find it easy and excited to join our program. Above are some solutions to some main risks that could occur during our project. For further mitigations and contingencies, see Annex 5. 3.2.3. Risk quantification The above risks are analyzed in detail in terms of probability, impact, risk exposure and risk seriousness in the table included in Annex 5.
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PART 4 PROJECT MONITORING AND EVALUATION

The monitoring and Evaluation (M&E) will be facilitated by the Project Management Group. A detailed M&E plan of the project and its each component will be developed to serve as a joint framework for to undertake their respective M&E activities as well as to ensure coordinated approach in the project. 4.1. Project Monitoring The project office based in Cao Bang Social Sponsoring Center will be responsible for monitoring activities with respective sections. The PMG will be responsible to identify opportunities for joint monitoring by social center management board and project officers and participation of PSC members and Donor representatives in these monitoring visits. Sharing of issues identified during monitoring activities and discussion to identify solutions to the issues will be focus of the PMG discussions. The project office will maintain a system to keep all updated on Monitoring plan of each component for joint monitoring whenever possible and to track the implementation of the M&E plan. 4.2. Project Reporting The project office will be responsible to prepare their inputs into six-monthly, annual progress, financial reports, final narrative and final financial report to be submitted to PPC and donors as per the timeframe given in the Letter of Agreements with Donors and Memorandum of Agreement (MoU) between implementing agencies. The Inception phase will come up with formats for reporting as part of the overall M&E plan, which will serve as the basis for implementing agencies to fulfill their respective obligations in the project. The project officers will implement preparation of the report as follows:
Table 4.1 Preparation of Report
No. 1. Item Inception Report Language English and Vietnamese No. of Copies 10 Times 1
2.
Quarterly Report
English and Vietnamese
10
3.
Semi Annual Report
10
4.
Annual Report
10
5.
Completion Report
10
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4.3. Project Evaluation Evaluation of project shall be made according to the project implementation. The baseline survey should be completed in the preparation step based on available data and statistics before official implementation of project to provide basis for evaluation. The evaluation criterion will be based on the baseline survey to compare with project implementation. Independent consultants will implement an external mid-term and a final evaluation of the project. All project activities will be evaluated by sectors.
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PART 5 GROUP WORKING DURING MASTER PROGRAM

5.1. Working Status We have been working together for this project for more than 5 months. Right from the start of this Master program, we were assigned a task of working with a group to develop a project. Every member of our group has the idea of developing a project related to society or community. Therefore, we decide to form this group and choose the idea of raising a charity project. Generating from the real job of one of our members, who is working for a non-government organization, we know about the situation of the children in mountainous areas of Vietnam, including Cao Bang province. Their life conditions are very poor, not only the basic necessity to supply for a life, but also the knowledge related to hygiene and living skills. Therefore, we decide to run a charity project that helps these children improve their life conditions. We start to find out more information about Cao Bang Social Sponsoring centre, about the real conditions of childrens life here. After collecting enough information, we commence to do the first stages of a project. We divided the project into specific tasks, which are nutrition improvement, hygiene improvement, living skill activities, finance, marketing, public relations, finding sponsors. Each member is assigned one task and conducts their own work in connection with the others. 5.2. Advantages and Difficulties during our Project 5.2.1 Advantages Our group is very lucky to have such experienced members, who have worked for lots of projects, particularly those related to society and community. Their real knowledge and experience in working for a project save us a great deal of time and effort. We know how to have a good description of a project, how to have a good financial plan or a marketing strategy to attract donors and sponsors. Moreover, all members in our group are really enthusiastic and hardworking. It is maybe because of our passion for charity or community projects. We all want to share and support those who do not have an adequate life, especially children. 5.2.2 Difficulties In spite of having lots of advantages, we still have difficulties during our time working for this project. Firstly, because we all have our own work at our companies, we cannot spend lots of time on this project. Moreover, each member has his own working time, so the duration of time that we can spend together working for this project is not so much. This is the biggest difficulty that we have to face with during the project. In addition, the conflict in opinions is unavoidable when we work together. It could be the conflict raised from the matter of assigning tasks to everyone or how to have an attractive plan, or even the
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problem of strictly following the deadline. It costs us lots of time to argue and find out the solution to a problem.
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PART 6 CONCLUSIONS
For the purpose of local social development in general and orphan development in Cao Bang Social Sponsoring Center in particular, the project outputs are supposed to bring more starch, aliments which lead them to a better health status. It is also expected to gain more knowledge about health protection as well as know how to survive in such a real world. At the end of project, it is our expectation that orphans will not only improve their health, but also their living skills. It helps them to have good way of thinking and leading positive actions. Children are aided to integrate into the community and improve their living conditions. The opportunity to exercise and use children rights will be improved. As a result, it can help reduce a considerable amount of negative thinking leading to illegal actions such as theft, robbery, fraud etc., which will contribute to the development of social sustainability. In order to support children development in general and orphans in Cao Bang Social Sponsoring Center, supports from Government and other aid organizations/ donors play an important role to implement the proposed project.
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REFERENCE
Website: http://caobang.gdt.gov.vn/wps/portal/! ut/p/b1/04_Sj9CPykssy0xPLMnMz0vMAfGjzOINTCw9fSzCgv29XJzMDTxdg3wdzd0tjQx8zfQ Lsh0VATgWHxU!/?WCM_GLOBAL_CONTEXT=/caobang/site/news/cucthue/20124/06348906-4c10-4755-bc50-df020b27be83 http://www.jica.go.jp/vietnam http://www.unicef.org/vietnam/ http://en.wikipedia.org/wiki/Cao_B%E1%BA%B1ng_Province
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ANNEXES
Annex 1: Chart of the Project Organization
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Annex 2: Detail Project Schedule (1/2)
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Annex 2: Detail Project Schedule (2/2)
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Annex 3: Applied Standard Documents Part 1: Applied Standards for Nutrition Improvement Component A) Poultry raising Source of complete article:
http://extension.usu.edu/files/publications/publication/AG_Poultry_2010-02pr.pdf
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B) Vegetable Planting: Source of complete article: http://www.unido.org/fileadmin/user_media/News/2008/VIETGAP-Fruit_and_Vegetables-
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English.pdf
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Part 2: Applied Standards for Hygiene Improvement Component Source of complete article: http://www.unicef.org/wash/files/hman.pdf
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Part 3: Applied Standards for Living Skill Improvement Component Source of complete article: http://www.unicef.org/eapro/Life_Skills__A_facilitator_guide_for_teenagers.pdf
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Annex 4: Detail Budget
A) Cost Breakdown of Local Part Fund
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B) Cost Breakdown Donor Fund
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39
40
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Annex 5: Table of Risk Analysis (1/2)
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Annex 5: Table of Risk Analysis (2/2)
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Annex 6: Photo
Receiving Aid from Tax Department in Cao Bang Social Sponsoring Centre
Orphans of Cao Bang Social Sponsoring Center
Mid-mood Celebration in the Centre
Planting Vegetable in the Centre
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Charity Group - Final Project Proposal

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Charity Group - Final Project Proposal

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MASTER OF PROJECT MANAGEMENT Major: Project for Innovation and Enterprise Project Management

PROJECT MAIN INFORMATION

Brief description of the intervention

Targeted Beneficiaries (Direct and Indirect)

PART 2 PROJECT ACTIVITY, STANDARDS AND BUDGET

PART 3 PROJECT ASSUMPTIONS AND RISK MANAGEMENT

PART 4 PROJECT MONITORING AND EVALUATION

English and Vietnamese

Semi Annual Report

English and Vietnamese

English and Vietnamese

English and Vietnamese

PART 5 GROUP WORKING DURING MASTER PROGRAM

Annex 2: Detail Project Schedule (1/2)

Annex 2: Detail Project Schedule (2/2)

B) Vegetable Planting: Source of complete article: http://www.unido.org/fileadmin/user_media/News/2008/VIETGAP-Fruit_and_Vegetables-

Annex 4: Detail Budget

A) Cost Breakdown of Local Part Fund

B) Cost Breakdown Donor Fund

Annex 5: Table of Risk Analysis (1/2)

Annex 5: Table of Risk Analysis (2/2)

Orphans of Cao Bang Social Sponsoring Center

Mid-mood Celebration in the Centre

Planting Vegetable in the Centre

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