6. Sustainability

Financial and economic sustainability (how will the activities and/or the management structure be financed when the grant ends?)

Among educational activities the money recovery scheme is problematic due to the economic and legal problems for Palestinians in Lebanon . Therefore, financial and economic sustainability can only be reached by better and more efficient use of resources and by enlarging the fundraising opportunities. Both are intended by introducing tools to the middle management. Also, the exchange of experience and expertise could lead to synergy effects. Nevertheless service provision necessitates donor contribution. All NGOs will present proposal to other donors and will make fundraising efforts. At the end of the project the NGOs will have the capacity to address international organisations.

Institutional sustainability (who will be responsible for continuing and managing the activities once co-financing has come to an end - the local partner/target group/other body ? What capacity-building measures have been planned, and at whom are they directed?) Will there be local "ownership" of action outcomes?)

The whole project, with its coaching and on the-job-training, is intended to provide the local NGOs with as much independence, ownership and responsibility possible. Adaptability and sustainability are key aims of this project. After a period of three years and the intensive training, the NGOs will have developed their institutional sustainability with respect to the skills and tools acquired during the project lifespan.

At the end of the co-financing project, the indirect cooperation of the five NGOs will come to an end, but existing work relation can be maintained if the partners so choose. No scheme of cooperation is imposed, since the local social and political situation is very delicate.

Each NGO will administrate their project and seek institutional continuity.

Social and cultural sustainability (if the action is likely to alter the target groups´ way of life, indicate what measures have been planned to ensure long-term acceptance of its results).

The five local NGOs and the NGO community: The introduction of middle management will challenge some of the NGOs´ leadership structures. Democratic notions of good governance, transparency, ownership and sharing of responsibilities will be introduced and encouraged. Instituting these changes demonstrating their value (as they will lead to more efficient management of resources and increased funding opportunities) will transform the local partner NGOs into examples for other NGOs as well as the community. The success of the action will encourage similar changes in other local NGOs and promote the model of good governance.

Children, youth and their communities: In addition to educational support, some of the activities implemented by the local partners targeting children and youth aim to raise awareness about child rights and gender issues. SCS believes that introducing these concepts by way of an interactive, child friendly approach combined with family involvement will ensure greater acceptance of the values. Also, through community outreach and visibility of the programme (pamphlets will be created about the programme by each NGO), SCS aims to introduce these concepts to the community in a non-threatening, transparent manner that is more likely to guarantee acceptance.

A more detailed action plan for each subsequent year will have to be submitted before receipt of new pre-financing payments, pursuant to Article 2(2) of the General Conditions of the grant contract.