Ministry of Foreign Affairs	Danida

project name

project area/country

Project period

PROJECT DOCUMENT

Draft

Danida Ref. No XX	date

TABLE OF CONTENT

Abbreviations	ii

1	INTRODUCTION	1

2	Context, strategic considerations, rationale and justification	1

2.1	xx	2

2.2	xx	2

3	PROJECT PURPOSE and OBJECTIVES	2

4	Theory of change and key assumptions	2

4.1	Xx	2

4.2	xx	2

5	Summary of the results framework	2

6	Inputs/budget	3

7	Institutional and Management arrangement	3

8	Financial Management, planning and reporting	3

9	Risk management	4

10	Closure	4

ANNEXES

Annex 1	Theory of Change, Scenario and Result Framework

Annex 2	Risk Management

Annex 3	Budget Details (formats are in the process of being updated and will be provided before end-January 2022)

Annex 4	List of Supplementary Materials (no format provided)

Annex 5	Partner descriptions (no format provided)

ABBREVIATIONS

Danida	Danish International Development Assistance
DKK	Danish Kroner

INTRODUCTION

The present project document outlines the background, rationale and justification, objectives and management arrangements for development cooperation concerning the DKK XX million thematic NGO grant for the project name for the period XXX as agreed between the parties: The implementing partner name /joint venture led by XX and the Department for Green Diplomacy and Climate (GDK) of the Ministry of Foreign Affairs, Denmark.

Context, strategic considerations, rationale and justification

With departure in the Information Note of the CfP, this section should outline relevant strategic, institutional and operational context.

In addition, this section should provide context for and justification of the applicant’s project approach and design in order to meet requested priority issues as well as evaluation criteria mentioned in the CfP. This section should provide the logic behind the proposed Theory of Change (chapter 4) and Results Framework (chapter 5)

In addition to the priority issues and evaluation criteria mentioned in the CfP, the following points constitute a long list for inspiration.

Brief summary of the main issues at national/regional/global level, as relevant, pertaining to political, societal, economic, environmental, humanitarian, security and human rights aspects that are relevant for the project/programme highlighting the specific opportunities, challenges and risks these will imply for the project to achieve long-term sustainable results and make lasting impact.

The development problem to be addressed by the project, including considerations about possible scenarios and mitigating measures resulting in various options for support.

Brief description of the main actors and key stakeholders.

Summary of the strategic framework, be it at national, regional or global level, including overall strategic objectives for Danish support aligned with the overall purpose of Danish development cooperation as defined in the Act on International Development Cooperation, which is fully aligned to the DAC criterion for qualifying as official development assistance (ODA).

Brief presentation of past results and lessons learned, both positive and negative, and explanation of how they have influenced the design of the project/programme.

Holistic approach for strengthening links and synergies between various Danish supported aid instruments and modalities for maximum development impact; including considerations about Danish strengths, interest and opportunities for engaging Danish public, private and civil society actors as a means to achieving the overall development purpose.

Adherence to the aid effectiveness agenda, including alignment to national/regional/global objectives and partner strategies, and opportunities for working with or through other development partners and multilaterals.

Justification of the programme design based on the six DAC criteria; relevance, impact, effectiveness, efficiency, coherence and sustainability in terms of choice of partner, aid modalities, capacity building and technical assistance.

Alignment with Danish cross-cutting priorities, incl. human rights based approach (HRBA), Leaving No-one Behind (LNOB), gender and youth, climate change and environmental considerations.

xx

xx

PROJECT PURPOSE and OBJECTIVES

The development objective of the project is

Climate change mitigation and adaptation, strengthened biodiversity and ecosystems, and enhanced social and economic development

The specific objective of the project is

Reduced deforestation associated with the Danish soy supply chain (i.e. ensuring that soy imported to and consumed in Denmark is produced sustainably without causing deforestation that damages climate, biodiversity and ecosystems, and inclusion and rights).

Theory of change and key assumptions

Presentation of the intervention logic, i.e. how the identified development problem is expected to be solved through mechanisms and pathways through which the intended changes will take place. Highlight key assumptions made for such changes to take place and the associated risks.

Xx

xx

Summary of the results framework

Project name	[Title of Programme]
Project Development Objective	Climate change mitigation and adaptation, strengthened biodiversity and enhanced social and economic development
Project Specific Objective	Reduced deforestation associated with the Danish soy supply chain
Impact Indicator	[one or two indicators to be identified by applicant]
Baseline	[]

Outcome 1	[The short-term and medium-term behavioural change of the production side, to be defined by the applicant]
Outcome indicator	[Quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement or to reflect the changes connected to an intervention. It should also indicate the means of verification ]
Baseline	Year	[Situation prior to commencement of activities]
Target	Year	[intended situation by the end of project (phase)]

Outcome 2	[The short-term and medium-term behavioural change of the protection side, to be defined by the applicant]
Outcome indicator	[Quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement or to reflect the changes connected to an intervention. It should also indicate the means of verification ]
Baseline	Year	[Situation prior to commencement of activities]
Target	Year	[intended situation by the end of project (phase)]

Outcome 3	[The short-term and medium-term behavioural change of the inclusion side, to be defined by the applicant]
Outcome indicator	[Quantitative or qualitative factor or variable that provides a simple and reliable means to measure achievement or to reflect the changes connected to an intervention. It should also indicate the means of verification ]
Baseline	Year	[Situation prior to commencement of activities]
Target	Year	[intended situation by the end of project (phase)]

Inputs/budget

The budget should be prepared in compliance with https://um.dk/da/danida/samarbejspartnere/civ-org/adm-ret/tilskudsforvaltning/enkeltprojekter/

The Danish grant must be spent solely on activities leading to the expected outputs and outcomes as agreed between the parties. The implementing partner is responsible for ensuring that the funds are spent in compliance with the agreement and with due consideration to economy, efficiency and effectiveness in achieving the results intended.

Institutional and Management arrangement

The management arrangement must aim to ensure adequate reporting, dialogue, learning and timely decisions about the project/programme, including possible adaptations to ensure achievement of agreed outcomes.

Presentation of the organizational set-up (including possible joint venture agreements), including description of mechanisms and agreed procedures for monitoring of progress, project/programme level dialogue and learning, ongoing QA, anti-corruption measures, and risk management.

Outline of a calendar for submitting reports indicating (i) type of report (inception report, progress narrative reports, biannual/annual financial reports, final narrative report and final audited financial report); (ii) cadence (annual/semi-annual/quarterly); (iii) the specific periods covered and (iv) deadlines.

Outline of a calendar for stock-taking exercises, reviews and evaluation, as relevant.

Presentation of a deliberate strategy for learning and adaptation during implementation.

Summarising anti-corruption measures and other measures for respecting Danish red lines (child labour, SEAH, anti-terrorism), as relevant.

Outline of a plan for communicating results (with reference to Annex7).

The GDK shall have the right to carry out any technical or financial supervision mission that is considered necessary to monitor the implementation of the project.

After the termination of the project, the GDK reserves the right to carry out evaluations in accordance with this article.

Financial Management, planning and reporting

Procedures and minimum requirements pertaining to:

Disbursements

Partner procedures pertaining to financial management

Procurement

Work planning

Narrative progress reports and financial reports

Accounting and auditing

Both parties will strive for full alignment of the Danish support to the implementing partner rules and procedures, while respecting sound international principles for financial management and reporting.

Risk management

Summary of risk analysis and risk response for contextual, programmatic and institutional risk factors. Reference should be made to assumptions made in relation to the ToC. If relevant, describe joint risk management arrangements; e.g. discussions as part of the annual reporting. A detailed risk matrix should be in an annex. Add lines as needed.

Risk Factor	Likelihood	Impact	Risk response	Residual risk	Background to assessment
The risk is formulated as a headline or in one or two sentences	Very unlikely Unlikely Likely Almost certain	Insignificant Minor Major Significant	The risk response is formulated as a headline or in one or two sentences	The risk that remains after the identified risk response.	Brief explanation which can emphasize the risk factor itself or any of the other elements in terms of rating and responding to the risk

Closure

Describe the preparation of an exit strategy commensurate with the scope and volume of support taking into consideration how structures, policies and partner activities will be able to continue without external assistance.

Indicate the tentative timeframe of the formal closure consisting of three steps:

Implementing partner’s final report

Responsible unit’s final results report (FRR)

Closure of accounts: final audit, return of unspent funds and accrued interest and administrative closure by reversing remaining provision.

ANNEX 1 (portrait orientation)

xx

ANNEX 2

xx

ANNEX 3 (landscape orientation)

XX