Action for Better Governance:
Realising the Faith Potential
Ref: GTF094
Year Five Programme Report for DFID GTF
(1st April 2012 – 31 March 2013)
Submitted June 2013
Year Five Annual Report
1.
GTF Number
Short Title of
Programme
Name of Lead
Institution
Start date
End date:
Amount of DFID
Funding:
Brief Summary
of Programme:
List all
countries where
activities have
taken place
Target groupswider
beneficiaries
Person who
prepared this
report
Programme Identification Details
GTF 094
Action for Better Governance: Realising the Faith Potential
CAFOD (Catholic Agency for Overseas Development)
5 August 2008
4 August 2013
£4,998,781
The purpose of the programme is to galvanise the strength,
position and network of the Catholic Church in Africa to
improve citizens’ access to information and foster a spirit of
active engagement and transformative leadership
necessary to pursue the principles of good governance.
Citizens will be supported in holding institutions and
leadership to be transparent and accountable. It is
expected that at the end of the programme, Church
leadership shall be able to effectively influence
governments to recognize and fulfil their responsibilities.
Justice and Peace Commissions shall effectively utilize and
enlarge opportunities for civic engagement and support
citizens to articulate their rights and collaborate and the
Church will proactively build alliances and participate in
networks with other faiths, secular institutions and other
development actors to assert the responsibility of the state
to deliver on poverty reduction, to respect human rights and
to uphold the rule of law.
Burundi, Democratic Republic of Congo, Kenya, Malawi,
Mozambique, Uganda, Rwanda, Zambia and Zimbabwe.
The programme aims to indirectly benefit all citizens of the
countries covered by this programme. It is estimated that
approximately one million people will directly engage with
the programme by receiving publications or media
messages or participate in training and advocacy initiatives
throughout the lifetime of this programme. During the fifth
year of implementation partners have directly reached
37,440 beneficiaries. Indirectly they have reached over
eight million people in nine countries. These have included
local community members, students, national and local
government leaders, religious leaders, civil servants and
cultural leaders, of which at least 40% are women.
Natalie Grant Logan, Programme Manager (maternity
cover), PO Box 66153, Nairobi 00800, Kenya
+254 733 884 833, ngrantlogan@cafod.org.uk
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GTF094 CAFOD ABG Year Five Report
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2. List of Acronyms
These acronyms are used either in the narrative report or its annexes
ABG
AMECEA
ASA
ASEAC
CBO
CCJP
CDF
CDJP
CDRN
CECAB
CEJP
CEMIRIDE
CENCO
CIRGL
CJPC
CLGP
CUEA
COP
DA
DoM
DRC
EIDHR
EITI
ELOG
ENN
EPOIZ
IEBC
IMBISA
JHC
JPC
KEC
KENDREN
M&E
MDC
NCCJP
NGO
PEM
PESOD
PLWHA
PWYP
UEC
ZHOCD
ZINWA
ZRP
Action for Better Governance Programme
Association of Member Episcopal Conferences of Eastern Africa
Acção Social Arquidiocesana / Diocese of Nampula
Association of Catholic Bishops' Conferences of Central Africa
Community Based Organisation
Catholic Commission for Justice and Peace
Constituency Development Fund
Commission Justice et Paix (DRC) or Comissão de Justiça e
Paz (Mozambique)
Community Development and Resource Network
Conférence des Evêques Catholiques du Burundi
Commission Épiscopale Justice et Paix (DRC) or Comissão
Episcopal de Justiça e Paz (Mozambique)
Centre for Minority Rights and Development
Conférence Épiscopale Nationale du Congo
International Conference on the Great Lakes Region
Catholic Justice and Peace Commission
Participatory Local Governance Committees
Catholic University of Eastern Africa
Community of Practice
District Administrator
Diocese of Marsabit
Democratic Republic of Congo
European Instrument for Democracy and Human Rights
Extractive Industries Transparency Initiative
Elections Observation Group
Education in the Neighbourhood Network
Ecumenical Peace Observation Initiative in Zimbabwe
Independent Electoral and Boundaries Commission
Inter-regional Meeting of Bishops of Southern Africa
Jesuit Hakimani Centre
Catholic Justice and Peace Commission
Kenya Episcopal Conference
Kenya Debt Relief Network
Monitoring and Evaluation
Movement for Democratic Change (Zimbabwe political party)
National Catholic Commission for Justice and Peace – Uganda
Non-governmental Organisation
Public Expenditure Monitoring
District Economic and Social plan and budget (Mozambique)
People living with HIV and AIDS
Publish What You Pay
Uganda Episcopal Conference
Zimbabwe Heads of Christian Denominations
Zimbabwe National Water Authority
Zimbabwe Republic Police
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3. Activities and Achievements
Working through JPCs at regional, national and local levels, CAFOD and
Trócaire have witnessed clear messaging and action from Church partners.
ABG partners have opened spaces to champion governance issues that have
seen tangible results at local and national levels. ABG gave JPCs and
Bishops confidence in engaging on governance and has built capacity within
the Church that will last beyond the life of the programme. As a result of ABGsupported activities there is:
i.
A demonstrable increase in levels of awareness of their rights for
members of local advocacy groups;
ii.
More participative management of local and national environmental
and rule of law issues;
iii.
More transparent development and implementation of government
budgets; and,
iv.
Improved access to basic services and rights of vulnerable groups.
An unintended consequence at a regional level was the extension of
AMECEA’s experiences and learning on building JPCs in Kenya and Uganda.
The Tanzania Plenary of Bishops now possesses improved awareness on the
promotion of better governance.
Church leadership promotes pro-poor policies and actions through strategic
advocacy at the national level. In March 2013, the National Episcopal
Conference of Rwanda, Burundi and DRC discussed their role as agents of
change, with each national Episcopal Conference agreeing to influence the
political discourse regarding the CIRGL peace talks.
JPCs represent the views of the disadvantaged and support citizens to
articulate their rights. New partner, CDJP Nacala trained parish communities
in land law and their rights as land users. In May 2013, CDJP Nacala and
another new partner, Diocese of Nampula coordinated an extractives and land
rights learning event for NGOs and JPCs.
Local government bodies have become more responsive to ABG-partners’
work and to the needs of local communities. In Uganda, recommendations to
improve service delivery in Soroti diocese have been taken on board, while
sub-county and district officials have asked CDRN to expand its scope on
public expenditure monitoring to additional sub-counties and districts.
The Church have participated in building inter-faith and secular alliances to
influence key decision-makers, and drive policy change, and is an active
member of civil society networks and platforms. Caritas Zambia continued to
lead and coordinate the Publish What You Pay (PWYP) Steering Committee
in Zambia. PWYP is a global network of civil society organisations calling for
an open and accountable extractive sector.
The Effect of the External Environment on ABG
During Year Five, the implementing context for ABG in Kenya was heavily
affected by the General Elections of March 2013. All ABG partners in Kenya
focused several elements of their work on supporting peaceful, inclusive and
transparent governing and electoral processes. AMECEA and CJPC were part
of the election monitoring teams at the national level, with CJPC offering
additional engagement with the Independent Electoral Boundaries
Commission (IEBC). The extended focus on political campaigns hampered
many planned activities targeting local and national leaders. AMECEA’s
planned retreat for East African Parliamentarians was rescheduled, while
Radio Waumini experienced last-minute cancellations for its governance
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programmes from prominent government representatives. This led to a
postponement or revision of most ABG activities.
In Uganda, the context remained stable. There has been increased vibrancy
in the national legislative processes, with the national assembly mounting
reasonable pressure on the executive arm of government on matters of public
resource use. This has presented a great opportunity for ABG partners to
continue local-level public expenditure monitoring work, and to push for
stronger penal ties for those convicted of corruption-related offences.
The Great Lakes region remains unstable with the emergence of new armed
groups that has seen an increase in refugee numbers in Rwanda. CDJPs
Goma, Nyundo, and Bukavu experienced suspended activities due to armed
invasions in November.
In Zimbabwe, the environment for good governance remained unsecure.
Parish priests faced accusations, and some volunteers and staff have
received threats. In Zambia, the draft constitution was released for public
discussion and it became the first Southern African country to be Extractive
Industries Transparency Initiative (EITI) compliant. The police are accused of
human rights violations, with criminal justice processes bypassed and
suspected criminals killed by the police. Mozambique has witnessed a
breakdown in political processes. Resolutions and proposals on the electoral
processes have been central to disagreements between the ruling and
opposition parties, which has led to a threat of war.
The ABG achievements are not uniformly balanced throughout. Significant
differences are seen between countries and regions: greater impact and
sustainability is demonstrated at the local level, while the national and regional
activities have faced challenges in demonstrating impact for men and women
at the local level.
4. Programme Management
In Year Five, the ABG Programme experienced significant personnel
changes. The programme manager left for maternity leave in December 2012,
with a maternity cover manager in place in January 2013. The ABG finance
support officer also went on maternity leave from September 2012 to midFebruary 2013. Unfortunately, external recruitment for maternity cover was
unsuccessful, with another CAFOD finance support officer providing minimal
support for financial analysis, reporting and partner learning. The ABG
programme officer for the Great Lakes region departed in September 2012
and was not replaced until February 2013. The ABG programme officer for the
East Africa region left unexpectedly in early March 2013, with interim cover
provided from April to July 2013. The M&E manager, based in London, left
CAFOD in December 2012, with a new M&E manager in place in March 2013.
To mitigate the risks, support was brought in through a number of initiatives:
i. Reactivation of the CAFOD ABG Programme Board. Members
comprise of the Head of International Programmes, the Governance
and Advocacy Manager, and the three Africa Regional Managers;
ii. Discussions with CAFOD Regional Programme Managers, Justice &
Peace Programme Officers and non-ABG Governance Programme
Officers to further embed the ABG programming into the broader
CAFOD governance programmes;
iii. Recruitment of an experienced governance consultant to support the
East Africa duties on an interim basis;
iv. Structured support from internal CAFOD units including the Programme
Development Funding Officer and Governance Policy Advisor.
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5. Working with implementing partners
As previously reported in the 4th Annual Report, ABG did not continue
financial support to CCJP Malawi for Year Four and Five. Although they no
longer receive a grant from ABG, CCJP Malawi remains a CAFOD and
Trócaire partner and continues to engage with other implementing partners
within the ABG Programme. In Year Four we also decided not to continue the
partnership with CEJP Mozambique into Year Five. Resources have been
reallocated to a smaller project in the Diocese of Tete. In the same period, two
new projects, and thus partnerships were initiated with the Dioceses of
Nampula (ASA) and Nacala (CDJP) in order to sensitise communities on land
rights in the central and northern regions of Mozambique (output 3).
Furthermore, the partnership with Progressio – Zimbabwe as a resource
partner has been discontinued since they were unable to provide capacity
development support to CCJP Zimbabwe – as the ‘development worker’
placed within CCJP Zimbabwe was diverted to other activities. After long
discussions with Progressio, Progressio returned the funds CAFOD had
allowed for this and it was re-allocated to the ABG micro-grants pot.
The Programme Manager works closely with CAFOD and Trócaire regional
programme staff and implementing partners to organise workshops every six
months to provide a platform for the management of activities, networking,
sharing experiences and strategies as well as learning. Organisationally, this
has resulted in increased skills in data analysis, reporting, and use of
advocacy monitoring tools. The ABG staff and partners participate in various
external thematic training (i.e. extractives, land rights, civic education) and
other specialised training. In Year Five, CAFOD provided partners with
security training which resulted in partners realising the need for developing a
security policy. Most-at-risk partners received personalised training and
support. CAFOD conducted media training that directly improved the extent to
which partners were able to communicate governance advocacy issues at
local, national and international levels. Partners also participated in a genderresponsive budgeting workshop which equipped them with skills, and taught
them how to analyze gender issues using participatory methods and
techniques. The abovementioned training and workshops not only allow
collaboration between partners and ABG staff, but strengthen these
relationships significantly and improve programme implementation crossorganisationally.
Drawing on the recommendations of the mid-term review, and through
innovations such as the ABG micro-fund, cross-border exchanges and
learning events were encouraged in Year Five. For example, CDJP Bubanza
and Bujumbura partners from Burundi visited CDJP Bukavu, in DRC to learn
how they have been able to engage with activities relative to participatory
governance. Due to the prolonged crisis in Eastern DRC, Bukavu has been
strategic for many humanitarian interventions. The surrounding communities
have engaged with the mandate of the peace and justice commission which
has served as a model to other CDJPs in DRC and the Great Lakes region.
CDJP Bukavu was the first diocese to effectively establish a CLGP. CDJP
Bunia and CDJP Uvira learned from this experience in forming their own
CLGP. In Burundi, CDJP Bubanza and Bujumbura have adapted the Bukavu
CLGP model to their own context. This exchange has strengthened the
CDJPs’ strategic liaison with provincial government authorities in the region.
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6. Risk Assessment
Risk
Likelihood
Impact
Mitigation Measures
[H, M, L]
[H, M, L]
Purpose level: The Catholic Church in Africa is more effectively able to support men and women of disadvantaged groups in asserting the
responsibility of the state to deliver poverty reduction, respect human rights and uphold the rule of law.
 Conflict or national/international political
shifts will adversely affect programme
success.
M
H
Integrate governance initiatives with peace-building and conflict
(H in DRC,
mitigation programmes, where possible, to lower the impact of
Zimbabwe.
conflict. Adopt a flexible approach to programming to adapt to
Increasing in
changes in unpredictable political contexts.
Mozambique)
Output One: Church leaders are better able to propose actionable pro-poor policy recommendations to government.
M
H
Share examples of successful Church leadership advocacy
 No buy-in from Church leadership (or
(L in some
engagement to encourage others, for example the Bishop
key individuals within it) as they do not
countries)
Advocacy Committees in Kenya and Uganda. Continue to
see addressing poor governance to be
identify allies within Church leadership and work with individuals
relevant for their role.
who support the objectives of the Programme.
M
H
Actively promote open space through alliances with government,
 Reduced space to speak out reduces
civil society and the media. Take advantage of Churchopportunity and may discourage Church
sponsored media e.g. community radios.
to communicate key advocacy
messages.
M
H
Support research and objective statements based on evidence.
 Intimidation and political backlash from
Encourage networking. Continue to review risk assessments.
state towards the Church leadership and
Where necessary and appropriate, ABG will provide training and
its membership.
support on stakeholder management (sensitization and
engagement) and security management for partners at risk.
L
H
Identify allies within Church leadership and work with individuals
 Ethnic and political division within the
(H
in
Kenya,
in the Church who support the objectives of the Programme.
Church creates conflict and lack of
DRC and
Lobby for joint press statements of Bishops on common issues.
united voice.
Zimbabwe)
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CAFOD ABG Year Five Report
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Output Two: Justice and Peace Commissions effectively utilise and enlarge opportunities for civic engagement, support citizens to articulate
their rights and collaborate for accountable and responsive governance.
M
M
Build capacity for the JPCs on key organisational aspects
 JPCs lack the resources and administrative
(financial management, fundraising, networking, etc) with other
capacity to operate effectively.
likeminded partners and other relevant stakeholders (e.g.
consultants, firms, etc). Encourage more effective and efficient
use of resources.
M
H
Encourage and increase objective voice within JPCs by
 JPCs face resistance from decision makers
supporting research and make better use of opportunities to
and duty bearers because their activities and
communicate purpose of the work and benefits from their
initiatives are perceived to be partisan and or
activities via different media, forums and meetings.
politically-motivated/oriented (e.g. supporting
opposition parties by challenging status quo).
M
H
JPCs involve Church leadership in the planning and
 Lack of support from Church leadership to
(L in some
implementation of their governance activities and share
Justice and Peace agenda and activities.
countries)
information regularly. Identify allies within the Church leadership.
M
H
Employ a conflict-sensitive approach to programming.
 JPCs (including volunteer community
Continue to review risk assessments and where necessary and
animators and associates working with JPCs) (H in Zim,
Kenya, DRC,
appropriate, provide training and support on stakeholder
face intimidation and threats as result of their
parts
of
management and security management for partners at risk.
governance/human rights work.
Mozambique)
Risk
Likelihood Impact
Mitigation Strategy
[H, M, L]
[H, M, L]
Output Three: More citizens confidently and effectively network, communicate, negotiate and collaborate with the state.
 Men and women community members fear
reprisals if they engage in local advocacy
planning and actions.
 Men and women community members are not
united due to (social, ethnic, political, etc.)
divisions therefore difficult to bring them
M
H
(H in DRC,
Zim and parts
of
Mozambique)
H
H
(esp. Kenya
and Zim)
Employ a conflict-sensitive approach to programming. Carefully
monitor programme impact on community members, JPC
workers and volunteers; consider suspension/re-design of
activities if an identified threat is above acceptable threshold for
individuals and the organisation.
Remain aware of societal divisions and apply to programming
strategies. Work from areas of consensus; finding shared
interests and taking advantage of common concerns.
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CAFOD ABG Year Five Report
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Risk
together for joint actions and networking.
 Government co-opts efforts to organise men
and women and politicise JPC community
initiatives.
 Citizens have other priorities (e.g. poverty,
humanitarian crisis, food insecurity, fleeing
from areas of conflict) than civic engagement
and local advocacy planning and action.
 Disappointment, apathy and disengagement
among men and women community
members, especially animators/local
facilitators who normally engage as
volunteers, especially if the state does not
follow through on agreed actions with
community groups.
Likelihood
[H, M, L]
Impact
[H, M, L]
M
(H in Zim)
H
M
H
H
H
Mitigation Strategy
Maintain independence by being aware and establish clear
boundaries between state and/or political parties and JPC/civil
society groups.
Carefully plan of civic education and community mobilisation
activities so that it takes into account situation of target groups.
Collaborate with ongoing peace building and livelihoods
programmes.
Document and record results of activities and share with men
and women community members of local advocacy groups.
Be realistic about what is possible and actively manage people’s
expectations. Invest in proper induction for community animators
and volunteers.
Output Four: The Catholic Church participates in building inter-faith and secular alliances to assert the responsibilities of the state to deliver
poverty reduction in collaboration with other sectors, to respect human rights and to uphold the rule of law.
M
H
Constantly evaluate alliances. Invest in and support leadership;
 Alliances become tokenistic and not genuine
but don’t rely on leaders alone, encourage participation of lay
(interfaith work is easier at local level,
people of the different faiths. Look for quick wins to demonstrate
especially when consequences of co-option
value of alliances.
are explained)
M
M
Show results from other successful cooperation to demonstrate
 Churches reluctant to join up in alliance with
the gains from such alliances are high and the risk of
other churches/other faiths that they may see
competition is low. Keep them informed.
as “competition”
M
H
Develop a common agenda together and focusing on the
 Disagreements over agenda and approach;
governance aspect and not on internal structural aspects.
lack of coordination between faith-based and
secular civil society organisations/networks
H
H
Incorporate the research work in the church structures (use
 Catholic Church may not think they need
academics respected within the church) and include as many as
opinion/input from anyone else.
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CAFOD ABG Year Five Report
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possible church based agencies in opinion bodies.
Management operational risks include:
i. CAFOD and Trócaire general funds are reduced for Y4-Y5 which reduces CAFOD contribution to programme costs
ii. Partners do not submit narrative and financial reports on time so cash flow is affected
iii. Delays in transferring funds to partners affect partner project implementation
iv. Poor financial management results in failed audits and fraud so DFID withhold funds
Although likelihood is medium and low, the negative impact would be high on the ABG Programme. As a programme we have
employed the following mitigation strategies:
i. Continue to seek alternative sources of funding and to be more strategic in allocation of funds
ii. Make clear communication (with reminders) on the donor and programme requirements to partners
iii. Provide direct support to identified partners struggling with reporting requirements
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7. M&E Arrangements
The ABG programme continued its commitment to learning during this period. Due to
internal processes, there were changes to the duties and responsibilities of the M&E
Advisor role. This full-time position supports M&E and learning.
ABG Learning Highlights in Year Five:
i. Internal learning paper on ABG has been produced and shared with relevant staff
ii. Programme Board to provide strategic, pan-African guidance on programming
and learning. It includes a steering committee especially committed to M&E
iii. Security management workshops, plus personalised training for four partners
iv. Contribution to development of CAFOD governance community of practice (COP)
v. In early 2013, collaboration with our GTF Learning Advisor to test the MSRA
process emphasising long-term impact, value for money and theory of change
vi. Independent consultants engaged for the MSRA analyses and Final Evaluation
There were two regional partner meetings and an ABG staff workshop that evaluated
lessons learned, developed additional learning commitments and provided strategic
direction for pan-African governance work. In June 2013, a final evaluation workshop
comprised of 25 partner representatives facilitated by the final evaluation team
examined pan-African governance issues, security management and HR defenders.
MSRA beneficiary interviews and meta-case studies are in progress. In Y6 Q2, an
internal M&E review will be conducted in order to incorporate good practice into the
continuation of the programme.
8. Logframe Changes
There have been no changes to the approved logframe (January 2012).
9. Summary of Most Significant Results Analyses
The MSRA consultant started in May 2013, agreeing an inception report with the
programme manager, and meeting with the GTF Learning Advisor to discuss the
same. The consultant conducted a desk review of the key programme documents
related to the selected results, including programme reports, activity materials and
partner proposals. The four case studies analysed are as follows:
i.
Kenya: A new 18-km pipeline improves water access for 5,000 people in
Karare (Diocese of Marsabit)
ii.
Uganda: Two ministers resign after pressure from Ugandan Bishops who
condemned corruption in Uganda’s oil sector and called for their
resignation (NCCJP)
iii.
DRC: CDJP mobilized Ndosho residents to advocate for clean water which
led to a water distribution system for 200,000 residents (CDJP Goma)
iv.
Zambia: Following MP advocacy, the government improved its budget
cycle, avoiding delays in service delivery (Caritas Zambia)
Following the desk study, the consultant conducted interviews with CAFOD staff,
partner organization staff and key stakeholders and also participated in the
evaluation workshop in Nairobi, June 2013.The consultant is interviewing additional
project beneficiaries to broaden the range of perspectives and the Strength of
Evidence and Value for Money evaluations are in progress.
10. Progress towards sustainability
Partner and Regional, National and Local Institutions Capacity
ABG worked to maximise the effectiveness of an existing Church network. JPCs are
strategic actors and have a strong network through the dioceses at all levels and
have a base in communities that continues beyond programme closure. With
increased confidence, JPCs presented community issues to local constituencies and
spoke at Bishops Conferences. Partners worked closely with church leaders as key
allies and supporters. Bishops and priests act as a strong influencing authority for
advocacy initiatives at a national level. For example, NCCJP Uganda worked closely
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CAFOD ABG Year Five Report
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with the Bishops Advocacy Committee which was active in addressing governance
concerns through local media.
Collaborated, networked and influenced public opinion
Due to capacity building, partners have increased in regional spread, staff numbers
and community representation. Stakeholders have broadened their scope to include
church partners to increase the power of voice on advocacy issues. In Year Five,
JPCs built links between the church and government through parliamentary
committees. In Kenya, the Catholic Members of Parliament were instrumental in
promoting the revision of the Basic Education Bill.
Participation and Ownership
Partners have mobilised communities around governance issues and know the
importance of inclusive participation. For example, in Kenya JHC formed the
solidarity groups called Education in the Neighbourhood Network (ENN). Community
members formed CBOs and learned about issues of devolution.
Less DFID GTF funds were used to cover partner core costs as we worked with
them to find other sources of funding in anticipation of programme closure in 2013.
Most importantly, the ABG Programme successfully secured ‘bridge funding’ worth
£1.7million from CAFOD’s UKaid MatchFund grant. The pan-African governance
programme will continue although more limited in scope1. Emphasis remains on
strengthening justice and peace actors, and utilising the Church’s influence and
networks to address governance and human rights. Multi-regional coordination and
joint action and learning will continue. In terms of other funding, previous proposals
were unsuccessful. CAFOD is developing an EIDHR (European Instrument for
Democracy & Human Rights) concept note to be submitted in August 2013. CAFOD
is developing a multiple-source funding approach to reduce the financial risk.
11.
Value for Money
In line with CAFOD’s core value of stewardship, ABG continues to look for value for
money. Using existing Church infrastructure keeps input low: Church venues,
training centres and accommodation. CAFOD/ partner-wide preferential agreements
are used for non-Church venues. Many ABG partners work with CAFOD on other
projects and programmes, which have led to improvements in our economy and
efficiency. ABG staff and partners have minimised resource use around visits and
meetings, incorporating activities, including coordination with non-ABG governance
work. The gender audits led to more focused gender work. Where disaggregated
data are available, 43% of direct beneficiaries are women. The budget is formatted
to directly link expenditure with the key programme outputs. As shown below,
expenditure on salaries and running costs represents 24% of total costs, while direct
costs account for 76% of total expenditure. This demonstrates a marginal
improvement on our expenditure ratio from year four, and is in line with an
organisational preference to maintain an expenditure ratio below 30% for partner
overheads. Expenditure on programme outputs accounts for 94% of the programme
activity expenditure. In terms of simple economy, ABG spent an average of £15.74
per direct beneficiary.
GBP
Overhead costs including salaries
Programme activity expenditure
- of which programme outputs
- of which M&E and learning
Total expenditure
199,046
625,914
591,406
34,508
824,960
Year Five %
24
76
72
4
Year Four %
25
75
1
The proposed countries include: Kenya, Uganda, Sierra Leone, Liberia, DRC, Zimbabwe, Zambia and
Mozambique. The duration is from April 2014 to March 2016.
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