Applicant Handbook Jan 2024

UK PACT
Applicant
handbook
Your guide to applying
for UK PACT funding
January 2024
Abbreviations
CfP Call for Proposals
FCDO Foreign, Commonwealth and Development Office
DESNZ Department for Energy Security and Net Zero
GESI Gender Equality and Social Inclusion
GHG Greenhouse Gas
Gov Government
HMG Her Majesty’s Government
ICF International Climate Finance
IP Implementing Partner
MEL Monitoring, Evaluation and Learning
NDC Nationally Determined Contributions
ODA Official Development Assistance
ToC Theory of Change
UK PACT Partnering for Accelerated Climate Transitions
VfM Value for Money
2
Contents
1. Welcome................................................................................................................................... 4
2. Programme Overview.......................................................................................................... 5
2.1.Overview of UK PACT................................................................................................... 5
2.2.UK PACT Country Programmes................................................................................ 6
2.3. Portfolio to date............................................................................................................. 6
3.Designing a UK PACT Country Programmes project................................................ 7
3.1.UK PACT Theory of Change....................................................................................... 7
3.2. Aligning your project to the UK PACT Theory of Change............................... 8
3.3. Prioritising Gender Equality and Social Inclusion (GESI)................................. 9
3.4. Value for Money............................................................................................................ 11
3.5. Making sure your project is eligible......................................................................... 13
3.6. Preparing a UK PACT Country Programmes budget....................................... 16
4.Country Programmes application and selection process......................................... 27
4.1. How to make an application for funding.............................................................. 27
4.2. Types of selection process we run.......................................................................... 28
4.3. Two-stage selection process.................................................................................... 28
4.4. Two-stage selection process (pre-qualification)................................................ 31
4.5. One-stage selection process..................................................................................... 33
5.Grant Signing Process........................................................................................................... 34
6. Preparing to communicate and promote your project.............................................. 36
7. Passing UK PACT Country Programmes due diligence.............................................38
ANNEX I: Glossary of terms..................................................................................................... 42
ANNEX II: Monitoring, Evaluation and Learning terminology.......................................46
ANNEX III: Privacy policy........................................................................................................... 47
ANNEX IV: Due Diligence Questionnaire............................................................................. 48
ANNEX V: Your project MEL journey ..................................................................................... 67
3
1. Welcome
Thank you for your interest in applying for funding from the UK
PACT Country Programmes!
We are excited to receive and read your application for grant funding.
In order to help you apply, we have developed this Applicant Handbook
which details the goals and objectives of the programme, what type of
projects we are looking for and what’s involved in our selection processes.
This handbook should be read in conjunction with:

The specific scope or terms of reference for the call you are responding
to. This will include the technical specification and selection criteria. You
can find details about all of the current calls we are running on our
website
The UK PACT GESI Ambition Statement and GESI guidance which can
be found here
The Implementing Partner handbook which details the requirements
for managing a UK PACT Country Programmes project
If at any time you would like more information about the

background of UK PACT or the UK PACT Country
Programmes please visit
www.ukpact.co.uk/country-programmes
4
2. Programme overview
2.1. Overview of UK PACT
UK PACT (Partnering for Accelerated Climate Transitions) is a unique capacity-
building programme. Jointly governed and funded by the UK Government’s Foreign,
Commonwealth and Development Office (FCDO) and the Department for Energy
Security and Net Zero (DESNZ) through the UK's International Climate Finance, it
works in partnership with countries with high emissions reduction potential to support
them to implement and increase their ambitions for tackling climate change.
The programme identifies and builds strategic partnerships with countries eligible for
Official Development Assistance (ODA); supporting them to implement and increase
their ambitions for carbon emissions reductions in line with their Nationally
Determined Contributions (NDCs), with the overall objective of meeting the
commitments outlined in the Paris Agreement.
The programme is made up of three core components: The Country Programmes,

Skill-Shares and Secondments, and the Green Recovery Challenge Fund. For more
information about Skill-Shares and Secondments and the Green Recovery Challenge
Fund, please visit the UK PACT website at www.ukpact.co.uk.
The Paris Agreement
195 countries committed to measures that

hold the increase in the global average
temperature to well below 2°C above pre-
industrial levels – and pursue efforts to limit
such a temperature increase to 1.5°C.
To achieve this, the participating countries

committed to individual NDCs, setting national
targets for reducing emissions towards the
common “well below 2°C” goal
5
2.2. UK PACT Country Programmes
A lack of enabling frameworks or clear project pipelines are some of the biggest
barriers for countries implementing climate targets under the Paris Agreement.
The UK PACT Country Programmes are demand-led and the team carries out
extensive engagement with partner governments and context analysis in partner
countries to identify strategic sectors and priorities where UK PACT funding can be
used most effectively to overcome these barriers. The programme then invites
proposals from the market for projects which respond to the priorities agreed in each
country.
Grant funding is awarded to projects that will enable, incentivise and empower key
stakeholders to take action to reduce carbon emissions in partner countries. This is
achieved though the delivery of UK PACT’s core outputs including:
the training of key decision makers

the generation of new communications products or dissemination of knowledge
products
the proposal of recommendations for actions on climate change or emissions
reduction
the establishment or strengthening of partnerships or networks between key
stakeholders
2.3. Portfolio to date

The first phase of the UK PACT Country Programmes was launched in 2018 and has
supported 34 projects across China, Colombia, and Mexico. The second phase
launched in 2020, with Country Programmes extended to Malaysia and South Africa
and the award of over 60 projects in the first half of 2021. We have also launched
new Country Programmes projects in Kenya, Indonesia and Brazil.
For more information about the projects we have funded to date, visit
www.ukpact.co.uk/
6
3. Designing a UK PACT
Country Programmes project
3.1. UK PACT Theory of Change
In order to sustainably reduce emissions and move to
lower-carbon patterns of development, countries need
interventions that are far-reaching and that encourage
widespread behaviour change. This means
contributing to ‘transformational change’ by
incentivising key decision makers to take action that
will reduce or prevent emissions. The process by which
we think UK PACT can deliver transformational change
is laid out in the UK PACT Theory of Change.
7
7
3.2. Aligning your project to the UK
PACT Theory of Change
Every project in the UK PACT County Programmes portfolio must align
to the theory of change and deliver at least one of the four UK PACT
outputs:
1. Skills and capability enhanced: 2. Recommendations proposed:

This means addressing the capacity constraints Addressing the need for practical tools or activities
amongst governments and private sector entities to that can be implemented by key actors to support
tackle climate change impacts. This output includes climate action, this output includes policy and
work to increase the knowledge, experience and regulatory recommendations or frameworks,
skills of individuals, for example through events and recommendations for accessing financial support, and
activities such as workshops, trainings, and data- and analysis-based recommendations, provided
seminars. The intention is to build enduring to the stakeholders and people that work within these
institutional capacity, for example through targeted systems.
engagement and training with senior officers.
3. Knowledge and communication products: 3. Networks and partnerships

established and strengthened:
Intending to capture the programme’s efforts to Intending to capture the programme’s premise that
address information gaps amongst key stakeholders effective partnerships are key to unlocking solutions
and actors that hinder climate action, this output for reducing climate change and its impacts, this
category covers a variety of informational and learning output category covers various efforts to foster
outputs that aim to enhance awareness and capacity networks and collaborations amongst organisations
about climate change impacts and solutions among a and individuals that present greater potential for
broad audience beyond the boundaries of the addressing climate change impacts.
programme itself.
To ensure the programme’s delivery and its outputs do not harm and empower
gender equality and social inclusion, gender equality and social inclusion (GESI)
considerations are given a very high priority across the programme and built into
these outputs.
Adoption of UK PACT outputs by key stakeholders is the critical step in ensuring

transformational change occurs. Projects are selected based on confidence that they
have the relationships, ability and plans in place to encourage stakeholders to adopt
project outputs and incentivise further action.
8
3.3. Prioritising Gender Equality and
Social Inclusion (GESI)
UK PACT is committed to mainstreaming GESI considerations throughout its

programming and our ambitions for this are laid out in our GESI Ambition
Statement. We require grant applicants to clearly articulate how they are
embedding GESI in their proposals, and how marginalised groups, including
women, will benefit from their activities.
Proposals that are able to demonstrate they are empowering or transforming

the lives of women or other marginalised groups receive higher scoring. Given
the nature of UK PACT we consider both activities/ procedures within
applicants’ organisations, as well as impacts of the project they are proposing,
as part of the GESI section of the application.
9
We recommend applicants read the UK
PACT GESI Ambition Statement and
GESI Guidance here
We define gender equality as the absence of any discrimination based on
gender, with equal rights, responsibilities, and opportunities for everyone,
without distinction depending on their gender. This means transforming the
distribution of opportunities, choices, and resources available to women and
non-binary people so that they have equal power to shape their lives and
participate in the process thereby increasing equality between people of all
genders.
This means that rights, responsibilities, and opportunities will not depend on the
gender society attributes to each person. It means ensuring that everyone has
equal access to socially, economically, and politically valued goods, resources,
opportunities, benefits, and services.
We define social inclusion as the process of improving the terms for individuals
and groups to take part in society, and the process of improving the ability,
opportunity and dignity of people disadvantaged on the basis of their identity to
take part in society. It is essentially making the ‘rules of the game’ fairer where
there are imbalances.
10
3.4. Value for Money
UK PACT is funded by UK taxpayers through the UK’s Official Development
Assistance (ODA) budget and there is therefore an extremely strong focus on value
for money. All applicants should take this into account when developing their projects,
as well as – if selected – throughout the implementation of the programme.
Value for Money assessments will focus on the extent to which the project aligns with
the Four Es: Economy, Efficiency, Effectiveness and Equity.
11
The four Es can be defined as follows
Economy Purchasing the right resources, of the appropriate quality, at

the right time and for the right price
Producing the intended mix, quality, and quantity of

Efficiency deliverables, aligned with the needs of counterparts, working
adaptively and within available resources
Effectiveness Contributing to enhanced and sustained action on emission

reduction through the delivery of capacity-building outputs
Equity Contributing to reducing constraints, and improving

opportunities and influence in climate change matters, for
women, future generations, poor people and other
marginalised groups
Applicants must show that they have strong plans in place to deliver the project
at a reasonable cost. This might include but is not limited to:
Justification of the categories of purchases being made

Evidence of appropriate corporate procurement approaches
Benchmarking exercises for setting the rates of direct and indirect staff
Reasonable and well-constructed overheads
Proposals will be assessed on the extent to which there are strong plans in place
to deliver the project results efficiently and effectively through consideration of:
The proposed project approach and workplan (including stakeholder engagement

planning);
The proposed management and governance arrangements
The proposed financial management arrangements
The proposed project resources
12
3.5. Making sure your project is eligible
Below we have included the basic eligibility requirements for UK PACT projects across all
countries and portfolios. There may be specific requirements or exclusions for the call you
are applying to and this will be included in the specific scope or terms of reference which
can be found on the relevant country page on the UK PACT website when you apply.
Strategic fit
All projects must clearly respond to the strategic priorities outlined in the specific scope or
terms of reference for each call, as these have been identified through extensive
engagement with partner governments and other key stakeholders, and consequently are
based on in-country demand.
13
Organisation type
Only non-profit organisations are eligible to be the lead Implementing Partner of a

proposal/consortium when applying for UK PACT funding.
For-profit organisations can participate as delivery partners within a consortium.

Eligible organisations must have the knowledge, skills and experience to deliver
eligible technical assistance projects.
Government agencies and/or departments are not eligible to apply either as a lead
organisation, or as a partner organisation within a consortium.
Consortia
We welcome applications from consortia consisting of eligible organisations. Where

a consortium is proposed, a lead, non-profit organisation must be nominated. The
lead organisation will form the main point of contact for the project and will hold the
grant agreement with UK PACT. Consortia can be formed of multiple types of
organisations.
Lead organisations will be expected to have appropriate consortium agreements in

place with any consortium partners at the start of the project and this will be a key
condition for grant signing to proceed. The consortium agreement must detail the
requirements and liabilities of the consortium partner(s) and should reflect the terms
of the lead organisation’s Grant Agreement with UK PACT.
For successful projects, UK PACT will disburse all project payments directly to the
lead organisation; consortium partners will receive UK PACT funding via the lead
organisation. Applicants will be expected to outline how they expect to disburse
payments to any consortium partners as part of the full proposal.
14
Project type
All applications must be technical assistance (TA) or capacity building projects. The
project proposed must be designed to build the capability and capacity of
beneficiaries and key stakeholders to inform, incentivise, raise ambition, and
encourage the implementation of accelerated action on emissions reductions.
UK PACT is unable to consider projects that are solely focussed on basic or scientific
research. We do not fund infrastructure projects or pay for tangible assets. For
example, we cannot fund the installation of solar infrastructure or other off-grid
technology even if this is part of a pilot.
Key Counterparts
In each application form, applicants will be asked to indicate who the key primary and
secondary counterparts of the project they are proposing will be. In some calls for
proposals, preferred counterparts will already have been identified by UK PACT and
this will be indicated in the specific scope or terms of reference. In other situations,
identifying who the counterparts are and evidencing their buy-in will be an additional
part of the selection process.
Co-funding
Projects may operate with co-funding from other donors. Implementers must
demonstrate how the funding from UK PACT is additional and necessary, and not
duplicative. The funding portion received from UK PACT must be for distinct activities
with distinct, measurable outputs and outcomes. Implementers must also be able to
separately track and report on spending against UK PACT funding.
Project Management, Monitoring, Evaluation and Learning (MEL)

The ability to manage progress and report the results of the UK PACT Country
Programmes will be critical to the success of the project. Developing a robust MEL
framework will be essential for capturing project impacts and building the evidence
base for UK PACT interventions. Projects will be expected to carry out a number of
activities related to this, including tracking project progress against the MEL
framework, submitting evidence of all outputs, quarterly reporting, development of
case studies etc. Applicants must ensure the capacity to carry out these activities is
built into project workplans and budgets.
15
3.6. Preparing a UK PACT Country
Programmes budget
As part of our application process you will need to complete the UK PACT Country
Programmes Budget and Workplan Template. The template will be found on the
website when you apply. Please note that we may request additional budget
information if required either during the selection process or before grant agreements
are signed.
We want organisations to be able to claim the full cost of a project and this guidance
is provided to ensure help you calculate this. This includes the following sections:
Currency
Foreign exchange rates
VAT and other local taxes
Direct programme costs
Calculating overheads
16
3.6.1. Currency
Budgets must be completed, and totals provided, in GBP (£). Invoices will be paid in
GBP (£). Applicants should ensure they are able to receive payment in GBP.
3.6.2. Foreign exchange rates

Implementing partners will be expected to manage currency fluctuations that may
arise during the implementation of the project. Any issues that might affect the ability
to deliver the project should be communicated to UK PACT in a timely manner.
Overhead rate calculations can be completed in local currency, in order to allow for
transparency with audited accounts. When you complete the ‘Overheads’ tab on the
UK PACT Country Programmes Budget and Workplan Template, you are able to enter
the cost of your overheads in local currency, but you must indicate the exchange rate.
The spreadsheet will automatically calculate the total cost in GBP. You must use the
exchange rate facility OANDA (www.oanda.com) and include the date the rate was
calculated.
3.6.3. VAT and other local taxes

Applicants should note that UK VAT is not eligible as a cost in the budget, however,
local taxes can be included. Local taxes should not be separated out from other direct
costs included in the budget to which they relate.
3.6.4. Direct programme costs

Direct programme costs are activities and costs directly incurred in the delivery and
implementation of your project and are linked to specific project activities, outcomes
and results.
Eligible direct costs

Eligible direct costs on a UK PACT Capacity Building Project are likely to include:
Personnel costs: Consultancy and/or staff time required to deliver activities

(including staff time allocated for project management, monitoring, evaluation and
learning and GESI which must be factored into budgets).
Reasonable travel and subsistence costs (reimbursing actual costs incurred rather
than per diem rates) for staff or consultants working on the project when
delivering project activities;
Other delivery costs directly related to activities and outputs (workshops,
seminars, production of outputs, translation etc.)
17
Personnel costs
The type of personnel working on your project might include:
Individuals employed under a permanent employment contract (internal staff)

Individuals employed under a fixed term contract (consultants)
Sub-contractors and secondees (other organisations or departments)
A daily rate should be included in the budget and workplan template for all proposed
project staff regardless of type listed above. The value of a daily rate should be the
actual cost to the business of employing the personnel, with no overheads, profit or
contingency. For internal staff or fixed term staff this might include salary
remuneration and any benefits including superannuation (pension) and taxes
For sub-contractors, the daily fee rate will be the exact total invoiced to your
organisation that is chargeable to the project.
Calculation of personnel rates

Due to the vast variety of types of organisations that will be applying to UK PACT, we
have provided indicative ranges for personnel rates with caps on the upper limit. The
ranges can be found on the 'Eligible Costs' tab in the Budget and Workplan template.
You will find the Budget and Workplan template on the website when you apply.
Value for money is a large part of the assessment criteria for UK PACT projects. There
will be an expectation for organisations to be transparent in the way they have
constructed budgets and to be able to demonstrate how they are offering good value
for money. UK PACT will expect that day rates are benchmarked and that this
benchmarking can be evidenced to determine that day rates are in line with market
rates and are competitive. UK PACT also carries out benchmarking exercises
internally to assess whether the rates included for personnel are reasonable and offer
good value for money for a particular organisation type, sector or location.
18
Ineligible direct costs
The following expenditure items are explicitly ineligible across all expenditure cost
categories. This list is not exhaustive and does not override activities which are
deemed eligible and explicitly agreed as part of the grant agreement.
The time and expenses of staff members of UK PACT counterpart organisations

including government agencies or departments
The costs/time of any other organisation/expert other than those approved and
indicated during the Call for Proposals process
Capital expenditure (CAPEX) on tangible assets
Profit or revenue
Contingency or risk premium
Costs incurred prior to a formal agreement being executed including those
associated with preparing bid or grant proposals.
Activities which may lead to civil unrest
Activities which discriminate against any group on the basis of age, gender,
gender reassignment, disability, race, colour, ethnicity, sex and sexual orientation,
pregnancy and maternity, religion or belief
Gifts
Statutory fines, criminal fines, penalties and associated legal costs
Payments for works or activities that are fully funded by other sources whether in
cash or in kind, for example if premises are provided free of charge, UK PACT will
not contribute to a notional rent
Bad debts to related parties
Payments for unfair dismissal and associated legal costs
Replacement or refund of any funds lost to fraud, corruption, bribery, theft,
terrorist financing or other misuse of funds
Inflation or foreign exchange contingency
Costs included as direct project costs must not be duplicated as overheads – for
example, the day rate of key personnel should be removed from overheads if it is
being charged as a direct cost for this project.
19
Promoting project outputs
The success of UK PACT projects will depend heavily on the adoption of project
outputs. Costs related to communicating, disseminating or promoting project outputs
with the aim of increasing the likelihood of their adoption do not need to be classified
as communications spend. Examples of this could include, but are not limited to:
Publishing a research paper, report, set of recommendations or study
Organising an event to communicate findings from your project
Organising workshops or trainings to build capacity in your targeted sector
Printing costs associated with the aforementioned examples, i.e. providing printed
materials at a workshop
Translation or interpreting costs associated with the dissemination of outputs, i.e.
the cost of translating a report or the fee for having an interpreter at a workshop
Website design fees, hosting or URL subscriptions, where the website is an output
of the project
Communications costs - Costs related to the general promotion of your project would
be classified as part of UK PACT’s wider communications budget. The following costs
are examples:
Professional photography or videography
Translation costs for communications products
Editing software subscriptions
Externally contracted communications activities such as production and post-
production (e.g. video editing, document layout and typesetting, etc.)
Costs relating to promoting your project at external events, i.e. renting a stall, staff
time and staff travel.
The following costs would not be classified as communications:

Activities which are delivered by in-house staff, i.e. if an existing staff member
spends some of their time drafting posts and publishing these on social media
Staff attendance at events if not directly linked to presenting/external
communications (i.e. participation only)
Team collaboration tools, internal newsletters, internal communications within
organisations or project teams
Where you are applying for a project that includes communications spend this must
be clearly shown in your budget and separate budget lines for communications must
be used.
Ineligible costs - The following costs are ineligible under UK PACT and should not be
included in budgets:
Fundraising costs
Communications and marketing for your wider organisation or for projects that
are not funded by UK PACT
20
Project footprint
We encourage applicants to review their delivery approach to optimise quality with a
view to reducing carbon emissions associated with significant travel.
Digital spend
Digital costs which are only for project use and have a duration no longer than the
timeframe of the project are eligible. Examples of these are short term
licences/software fees, hosting fees or website costs. Eligibility under this category
will be decided by UK PACT on a case-by-case basis as part of the review of the
project as a whole.
Communications and branding costs

UK PACT has a limited communications budget that is allocated across the whole
programme. At the current time spend on communications and branding is approved
during project implementation on a case-by-case basis. You may include anticipated
communications and branding expenditure in your proposal and budget, however,
should you be awarded a grant you will be required to request permission to use any
communications and branding budget before purchases are made.
UK PACT has contracted with Palladium International Limited to manage the overall
external communications for UK PACT. Grantees will not be required or receive
funding to conduct general communications or promotion for the wider UK PACT
programme, i.e. any aspects of UK PACT beyond the remit of your individual project.
However, you will be required to reference UK PACT funding in any written materials
and verbal statements related to your project and to brand your project outputs with
the UK PACT logo as appropriate.
21
Project management costs
All budgets must include sufficient time allocated for project management. As part of
the delivery of projects you will be required to spend a significant amount of time
engaging with Palladium, the British Embassy or High Commission in your country
and FCDO, as well as reporting activities, progress and results. This includes:
Fortnightly, monthly or quarterly meetings with Palladium and the Embassy as
appropriate to each project and the stage of delivery
Submitting a quarterly progress report and financial report (including evidence of
output achievement)
Attending Embassy-led engagement events and co-joining counterpart and
stakeholder meetings with the UK PACT team.
All project organograms must include a Project Manager who will be the main point
of contact for issues related to the management of the programme.
Monitoring, evaluation and learning (MEL) costs

The ability to report the results of the UK PACT Country Programmes will be critical to
the success of the project. Developing a robust MEL framework is essential for
capturing project impacts and building the evidence base for UK PACT interventions.
Projects will be expected to carry out a number of activities related to this, including
tracking project progress against the MEL framework, submitting evidence of each
output delivered, quarterly reporting, development of case studies etc. Whilst there is
no set percentage of the total budget expected to be allocated to MEL activities, we
recommend at least 5% of the total project budget should be allocated to MEL. This
could include the day rates of staff members who are dedicated to MEL activities
and/or the costs of those staff members carrying out MEL activities. Please note that
partners receiving grant funding will be asked to report on their activities, outputs,
and outcomes through a reporting management platform.
Applicants must ensure the capacity to carry out these activities is built into project
budgets.
Gender equality and social inclusion

While UK PACT’s primary objective is to reduce emissions, it is of utmost importance
that projects’ activities do this in a way that is inclusive and equitable and leads to
equitable outcomes — see the UK PACT GESI Ambition for more information.
Applicants are encouraged to budget for activities and resources focussed on

delivering GESI outcomes. This might include staff time and expenses for those
carrying out GESI specific activities or the costs of producing GESI specific outputs.
22
3.6.5. Calculating overheads
What are overheads?
An overhead is any cost incurred to support an organisation that is not directly related
to a specific project, product or service. For example, space and premises, or a
supporting function such as an HR department or an internal accounting team might
be considered to be overheads. When the project ends, these costs will still be paid by
the organisation.
Overheads are sometimes referred to as indirect, core, central or support costs.
How are overheads calculated?

The amount of overhead that can be funded by UK PACT should be an ‘appropriate
apportionment’ and is calculated as the percentage of core costs necessary to support
your organisation’s ongoing business or activities.
Applicants have two options for identifying an overhead rate:

1. Choose an overhead rate of up to 15% of direct project costs. You can indicate the
% of overheads required in the ‘Overheads’ tab in the Country Programmes
Budget and Workplan template. No additional information will be required to
verify this rate. Please note that UK PACT is an ODA programme funded by UK
taxpayers and, as such, ensuring all our projects represent value for money is
critical. We encourage all organisations to only apply for the overheads % they
need.
2. Where organisations are not able to accept an overhead rate of 15% or less
because their indirect costs are higher, the ‘alternative overhead’ tab in the UK
PACT Country Programmes budget template and workplan must be completed.
This will then be verified by the UK PACT team based on the financial audit
reports you will be required to submit as part of the due diligence process.
Overheads will need to be managed within the overall budget limit for the project and
will not be paid separately.
Where you require an overheads rate of above 15%, the following instructions apply:
Overhead amounts included should be sourced from your annual financial statements
over the past three years (where available) to ensure that a realistic annual average
percentage is recognised of overheads to direct costs. Overhead costs are often
identified in the notes to the accounts, and are generally classed as premises and
office costs, support staff costs, and governance and strategic development costs.
23
The resulting average amount is used to calculate what average percentage of core
costs has been needed to support the organisation’s business activities over the same
time period and this provisional percentage can be applied to your proposed budget.
For approved proposals, the overhead rate proposed will be fully checked and verified
by the UK PACT Country Programmes team during the co-creation stage, at which
point the final agreed percentage will be applied to your project budget.
Care must be taken to ensure that overhead costs are not duplicated within your
proposed budget for the delivery of project activities. For example, the time of staff
included within the project budget cannot also be included as an overhead and vice
versa.
How should overheads be presented?

The amounts to include when calculating overheads should be sourced from your
annual financial statements and be aligned under the following categories:
Premises and office costs

Support staff Costs
Governance and strategic development costs
Premises and office costs: Relate to premises and office costs and should comprise
costs associated with the organisation’s premises and office including rent, mortgage
costs, management of facilities, building insurance, rates, maintenance and cleaning,
groundworks, gardening and utilities.
Support staff costs: These costs should relate to central support function costs and
can include costs associated with the organisation’s Board of Directors and other
central support functions (such as human resources, finance, IT, office management).
Staff costs are typically gross salaries plus employer on-costs (taxes and pensions).
Other costs to include here could be travel and subsistence, telephone, recruitment
and bank charges.
Governance and strategic development costs: These are costs related to the
governance of the organisation and strategic development costs. They refer to
external expert and professional services expertise brought in when in-house skills
are not available, and can include payments for services contracted to provide
strategic or governance direction, advice related to financial, management,
procurement, legal, audit, human resources or technical issues, external audit fees and
expenses reimbursed to Trustees.
24
Overheads for Consortium Partners
UK PACT expects lead organisations to apply the above methodology and eligibility
criteria for calculating allowable overheads for all consortium partners. Consortium
partners must complete their overheads on a separate template and provide this to
the lead organisation to collate the information. The lead organisation should identify
the overheads rate for each consortium partner separately and include that rate in the
UK PACT Country Programmes Budget Template in the “Overheads Calculation” tab.
We will pay the costs of each partner at their agreed rate.
How do I report and claim overheads funding?

The allowable amount of overheads, expressed as a percentage of project direct
costs, is calculated at the outset of the project and based on the agreed budget. This
percentage rate should be applied to the actual project costs incurred when claims
are submitted.
For example, if the agreed overheads rate is 8% and the total delivery costs for the
project during the quarter are £37,458 then an overhead amounting to £2,996.64 can
be included in your invoice and financial report for the quarter.
The amounts claimed will be reconciled by UK PACT Country Programmes Team on

an annual basis and at the end of a project. For one-year projects this will only be
done once. When the direct costs are reconciled, should the amount of overheads
claimed exceed the allowable percentage, any amount of surplus overhead that has
been claimed must be repaid.
Examples of eligible costs to be considered in

overheads calculations
Rent, rates and utilities Legal and professional fees
Maintenance and repairs Support and review visits
Equipment Annual conference costs
Printing and stationery Trustee meeting costs
Cleaning External audit
IT maintenance costs Internal audit
Consultant fees Payments for works/activities for which
Programme quality support costs the grant holder has a statutory duty to
Telephone charges undertake
Support staff costs Institutional insurance policies
Subscription fees This list is not exhaustive.
25
Ineligible overhead costs
The costs below are not eligible for inclusion in the organisation’s overhead
calculations for UK PACT funding and should therefore not be included within
overheads calculations:
Profit
Fundraising
Costs associated with advocacy and
campaigning marketing and
communications
Contingencies
Fines
Debt repayment
Capital expenditure, land and legal
charging of assets to a bank
Policy retainer fees
Taxes for which exemptions apply or are
reclaimable via other sources (for
example, HMRC or an alternative funder)
Payments for works or activities fully
funded by other sources, whether in cash
or in kind. For example, UK PACT will not
contribute to notional rent when premises
have been provided free of charge
Depreciation
Bank charges
Interest payments
Service charge payments
Loans for finance leases
26
4. Country Programmes
application process
4.1. How to make an application for
funding
All applications to UK PACT Country Programmes are made and submitted via the
UK PACT website to the email address indicated when you click on the call you wish
to apply to. All applicants must provide confirmation of intention to submit a proposal
via the form shared on the CfP page.
The following documents form your application and must be downloaded, completed
and submitted by the deadline.
Project proposal template
Budget and workplan template
Project Theory of Change form
Applicants should take note of all instructions included

on the website and in the templates before making a
submission to make sure nothing has been missed.
All applications should be completed

in English.
27
4.2. Types of selection process we run
UK PACT Country Programmes runs two types of competitive selection process:
A two-stage process (with Expression of Interest)

A two-stage process (with a pre-qualification stage)
A one-stage process
The type relevant to your application will have been indicated in the specific scope
or terms of reference for the call you are applying to. The timelines and process
for each vary slightly and we have included a description of each below.
4.3. Two-stage selection process (with EoI)

Our two-stage process involves an Expression of Interest stage, followed by a full
proposal stage. The overall approximate timeframe for this process from launch
of the CfP until Grant Signing, is 23 – 25 weeks.
3 weeks
Market Launch
Engagement
>> CfP
>> Applicants write Expression of Interest >> Applicants submit via email
3 weeks
Shortlist >> Investment >> Selection >> Technical >> Eligibility

announcement panel panel review check
4 weeks
Applicants write proposals >> Applicants submit proposals via email, as instructed
4 weeks
Award >> Investment >> Selection >> Technical

announced panel panel review
6-8 weeks
Conditions of award Preparation of Grant Agreement Annexes

Grant
>> >> Implementation
signing
Due diligence
28
1. Launch of the Call for Proposals
From the date of the initial announcement that the Call for Proposal Process has gone
live, applicants have 3 weeks to prepare an Expression of Interest using the templates
provided on the website.
2. Shortlisting of ideas
We estimate that it will take 3 weeks between the submission of EoIs and a final
decision on shortlisting. Applicants and Ideas will be checked for eligibility before
being assessed by a Screening Panel and shortlisted by an Investment Panel. If
included in the shortlist, applicants will be invited to prepare proposals. Reviewers
may have comments or queries on specific sections that will need focus or clarification
in the full proposal. Notes will be provided to each shortlisted applicant on the specific
areas that should be considered. This may include: technical feasibility; gender
equality and social inclusion (GESI); additionality and/or other general comments
about the content of the project or budget.
3. Invitation to prepare full proposals

From the date of shortlisting, applicants will have 4 weeks to prepare full proposals
using the templates provided on the website.
This will include:
UK PACT Country Programmes Proposal Template

UK PACT Country Programmes Budget and Workplan Template
Project Theory of Change Form
Clarification questions will be accepted until the indicated deadline after the launch of
the call. All clarification questions and responses will be collated and published on the
website.
29
4. Selection of projects
We estimate that it will take four to six weeks between submission of full proposals
and a final decision on selection, please refer to the scope or terms of reference for the
call you are responding to for more specific timelines. Final selections will be made
based on how proposals score against the criteria listed in the scope or terms of
reference, beneficiary confirmation of interest in the project, fit within the portfolio of
other UK PACT projects and affordability within the UK PACT budget. We reserve the
right to take a portfolio-based approach to the final selection of projects.
UK PACT’s ultimate decision on which projects to proceed to the next round or to fund
will be final.
Applicants will be informed whether they have been shortlisted or not via email. Some
awards may be made on a conditional basis, and conditions of funding will be
included with the award email.
30
4.4. Two-stage selection process (with pre-
qualification stage)
This two-stage selection process involves a pre-qualification stage, followed by a
full proposal stage. The overall approximate timeframe for this process from
launch of the CfP until Grant Signing is 18-20 working weeks.
2 weeks
Launch Applicants prepare project references Applicants submit pre-qualification

CfP
>> and pre-qualification template
>> template
2 weeks
Shortlist >> Selection >> Technical >> Eligibility

announcement panel review of references check
4 weeks
Information event held for shortlisted

applicants >> Applicants write proposals >> Applicants submit proposals
4 weeks
Award >> Investment >> Selection >> Technical

announced panel panel review
6-8 weeks

Grant
signing
Due diligence
1. Launch of the Call for Proposals

From the date of the initial announcement that the Call for Proposal Process has gone
live, applicants have up to 2 weeks to prepare a pre-qualification template. Pre-
qualification allows us to assess your operational and technical capacity to deliver,
based on previous experience implementing similar projects in relevant sectors (in the
form of project references).
Clarification questions will be accepted until 5 working days after the launch of the
call. All clarification questions and responses will be collated and published on the
respective UK PACT Country Programmes web page.
31
2. Shortlisting of organisations
The shortlisting process takes two weeks. Applicants will be checked for eligibility
before being assessed by a Screening Panel and shortlisted by an Investment Panel. If
included in the shortlist, applicants will be invited to prepare Full Proposals.
Applicants will be informed whether they have been shortlisted or not via email.
3. Invitation to prepare full proposals

From the date of shortlisting, shortlisted applicants will have 4 weeks to prepare full
proposals using the template and specifications provided on the UK PACT CfP web
page and the website.
This will include a:

Full proposal template
Country Programmes Budget and Workplan Template
Project Theory of Change form
Clarification questions will again be accepted until 5 working days after shortlisting.
All clarification questions and responses will be collated and published on the CfP
web page. An information event will also be held with shortlisted applicants to outline
the Terms of Reference and application requirements.
We estimate that it will take 4 to 5 weeks between submission of full proposals and a
final decision on selection. Please refer to the scope or terms of reference for the call
you are responding to for more specific timelines. Final selections will be made based
on how proposals score against the criteria listed in the scope or terms of reference,
beneficiary confirmation of interest in the project, fit within the portfolio of other UK
PACT projects and affordability within the UK PACT budget. We reserve the right to
take a portfolio-based approach to the final selection of projects.
UK PACT’s ultimate decision on which projects to proceed to the next round or to fund
will be final.
Applicants will be informed whether they have been selected or not via email. Some
included in the award email.
32
4.5. One-stage selection process
Our one-stage process involves the completion of a full proposal only. The overall
approximate timeframe for this process from launch of the CfP until Grant Signing
is 14 - 16 weeks.
4 weeks
Market Launch
Engagement
>> CfP
>> Applicants write proposals >> Applicants submit proposals
4 weeks
Award >> Investment >> Selection >> Technical >> Eligibility

announcement panel panel review check
6-8 weeks

Grant
signing
Due diligence
1. Launch of the CfP

From the date of the initial announcement that the Call for Proposal Process has
gone live, applicants will have 4 weeks to prepare full proposals using the templates
provided. This will include:
Full proposal template

Country Programmes Budget and Workplan Template
Project Theory of Change Form
Clarification questions will be accepted until 5 working days after the launch of the
call. All clarification questions and responses will be collated and published on the
CfP web page.
We estimate that it will take four to six weeks between submission of full proposals
and a final decision on selection, please refer to the scope or terms of reference for the
call you are responding to for more specific timelines. Final selections will be made
based on how proposals score against the criteria listed in the scope or terms of
reference, beneficiary confirmation of interest in the project, fit within the portfolio of
other UK PACT projects and affordability within the UK PACT budget. We reserve the
right to take a portfolio-based approach to the final selection of projects.
Applicants will be informed whether they have been shortlisted or not via email. Some
included with the award email.
33
5. Grant signing process
This process usually takes between 6-8 weeks of the overall selection process. This is
dependent on how quickly information is shared between applicants and the UK
PACT team and we encourage applicants to be responsive during this time period.
Co-creation
Following award, we will run a co-creation phase of project delivery. This allows us to
work through any recommendations from the selection process and finalise
Accountable Grant Arrangement annexes which include project budget, workplan and
other key information. This will involve a series of one-to-ones and/or workshops, to
ensure projects are fully aligned with UK PACT.
Content may include:
Introductory meetings – a chance to Gender equality and social inclusion

meet our respective teams, agree (GESI) — identifying opportunities to
milestones, payment plans, raise ambition and further develop
reporting requirements and discuss GESI opportunities in project delivery
any conditions of funding
Monitoring, evaluation and learning Communications and branding –

workshop to refine your project's introducing UK PACT Branding and
Theory of Change and discuss Communication guidelines and
reporting indicators and processes identifying project specific
communications and branding needs
Due Diligence
Following receipt of a full proposal and decision to award, we will begin due diligence.
We estimate that due diligence will take between 4–8 weeks but will be completed in
parallel with the co-creation phase. Due Diligence can be particularly time consuming
and we urge all applicants to refer to Section 8 of this Applicant Handbook for full
information on due diligence requirements. This will allow applicants to be ready to
share the required documents and information.
34
Acccountable Grant Arrangement
Once Accountable Grant Arrangement annexes are finalised and subject to
satisfactory due diligence checks, we will prepare and send an electronic version for
signing.
35
6. Preparing to communicate
and promote your project
UK PACT operates a low cost, no cost approach to communications and branding,
focussed on the internal production of good quality communications materials wherever
possible. By accepting an Accountable Grant, UK PACT grant recipients agree to take
part in the active promotion of the project throughout its entire lifetime.
This includes agreeing to:

promote their project and collaborate with British Embassies/High Commissions and
designated UK PACT delivery partners (including Palladium International) to promote
the project and its contribution to the overall reach and objectives of UK PACT at
local and international level;
consult with the British Embassy and UK PACT delivery partner, Palladium, on
publicity opportunities and timing for release in any of the channels available to the
project;
record and provide information about the project in a way that allows the project
impact to be understood by non-specialists;
provide UK PACT delivery partners with project photography, video clips and audio
recordings and to accept that the intellectual property rights for these products will
be retained by FCDO as per the terms of the Accountable Grant;
secure all the written consents needed for property and people featured in the
communications products about the project.
36
Products should be appropriate for use in strategic and timely communications by the
Embassy or by the UK PACT delivery partner, Palladium, targeting multiple audiences
including UK PACT relevant stakeholders, local and international media, government and
the general public.
The project communications products may be edited or adapted by the Embassy or UK

PACT delivery partners, including Palladium, for use across multiple channels such as the
UK PACT website, live or online events, leaflets, presentations, banners, adverts, press
releases, newsletters and social media posts, for example.
1. What will promoting your project involve?

Publicity themes may include (not an exhaustive list):
contributing to the green recovery of the
country’s economy or to the prosperity of
the community immediately related to the
project
improving societal challenges (eg. such as
impact on everyday lives of the
communities in priority countries and
influence on policy-makers and industry).
2. Good communication of the project
starts at the outset of the project and

continues throughout its lifetime
is strategically planned, not ad-hoc
uses the right medium and means (e.g.
working at the right level - local, regional,
national; uses the right channels: website,
press release, brochure, event)
identifies and sets clear communication
objectives
is targeted and adapted to audiences that
go beyond the project's own community
including the media and the public
chooses pertinent messages (e.g. How
does the project demonstrate impact in a
way that’s relevant to its audience?)
37
7. Passing UK PACT Country
Programmes due diligence
As a prospective grantee on a UK government funded programme, we are obliged to carry out due
diligence on your organisation and those that control the organisation. Our due diligence process is
comprehensive, and sometimes it can be challenging for smaller or newer organisations to
demonstrate compliance.
We will not prevent the progression of a project where we can responsibly work with an implementer
to create a compliance plan. For example, we may require an organisation to have a certain policy in
place within 6 months and can work with the organisation in that time to provide template policies
and support. Our assessment of the due diligence information will respond to specific risks relevant
to a particular project. For example, if the project involves operating in an area presenting a medium
or greater security risk, we would deep-dive on the lead organisation’s security policies (and sub-
grantees if appropriate).
Applicants who ultimately do not pass the due diligence process will not be awarded a grant.
7.1.1. Limited due diligence at application stage

We will do some initial due diligence on your organisation before we review your proposal, including
our own internal searches. This allows us to identify potential issues as soon as possible.
Conflicts of Interest — UK PACT reserves the right to reject any application, which is believed to
involve a current or potential conflict of interest. Applicants must declare any conflicts of interest that
currently exist or that could arise during this selection process and/ or during project implementation.
Conflicts of interest can be personal, business and/or finance related. Where potential conflicts of
interest are declared, the applicant should both state these and the actions that will be taken to
mitigate them.
Disclosures — As part of the selection process, the applicant will be asked to disclose if they (or
any of the consortium partners):
are the subject of any proceedings related to bankruptcy, insolvency or financial standing;
have been convicted of any offence concerning professional misconduct;
have not fulfilled any obligations relating to the payment of social security contributions;
have been convicted of, or are the subject of any proceedings, relating to:
participation in criminal organisation/s
corruption, including the offence of bribery
fraud, including theft, and not fulfilling any obligations relating to payment of taxes
money laundering.
Applicants must also disclose if they or any of their proposed consortium partners are or have reason
to believe that they may have been, the subject of any proceedings, that may be listed by any donor
of development funding, or any contracting authority.
38
7.1.2. Due diligence timeframe
We will carry out full Due Diligence after award but before an Accountable Grant can be signed. Due
diligence can be one of the most time-consuming stages in getting projects from award to grant
agreement. Applicants should prepare to take part in the due diligence process whilst they are
preparing their proposals.
Stage Description Timeframe
DD contact confirmed A member of the UK PACT team will Immediately after award
contact successful applicants directly to
find out the name and contact details of
the individual who will be responsible for
completing the Due Diligence Self-
Assessment
Registration in Shortlisted applicants will receive an invite Once DD contact

Microsoft Teams to join a Microsoft Teams site and detailed confirmed
instructions for carrying out the due
diligence self-assessment.
Applicant completes Shortlisted applicants log in to Microsoft Deadline for completion

questionnaires and teams, complete the due diligence will be one week from
uploads documents in questionnaire and upload all relevant receipt of assessment
Microsoft Teams documents required as part of the instructions
assessment.
Applicants work with In case there are any questions, concerns Following applicant
Palladium to finalise or outstanding actions relating to submission of Due
due diligence information that has been provided in the Diligence Self-Assessment
due diligence responses, Palladium will in Microsoft Teams
work with applicants to finalise.
Grant agreements Following successful completion of the due Following successful

signed diligence Process, Grant Agreements can completion of due
be signed diligence process
39
7.1.3. Beginning the due diligence process
You will be contacted by one of the UK PACT team members at Palladium, to start the
process of completing the due diligence assessment. We will contact you at the email address
you provided in your application form. Once your due diligence contact has been confirmed,
they will receive an invitation to join a Microsoft Teams site, hosted by Palladium, to complete
a self-assessment due diligence questionnaire.
Completion of the assessment and successful review of due diligence requirements will be a
mandatory condition of your engagement as a UK PACT Grantee.
7.1.4. Tips for completing your due diligence assessment

Engaging openly and fully with the due diligence requirements is mandatory, but if you are
not in a position to fulfil all of the requirements set out in the due diligence assessment this
does not necessarily prevent you from being a grantee on this programme.
In your due diligence self-assessment, you will be asked to provide a full explanation for your
responses following the guidance included in the document. Where you are not compliant or if there
is room for improvement, we will ask you to indicate your willingness to work towards full
compliance and also to indicate how you will achieve this.
It is important that the person completing the assessment is duly authorised by the organisation to
do this and so, if you are not that person, please provide details of the person who will be
completing the assessment when we initiate the process.
40
7.5.1. Key documentation
Applicants should assemble the documents needed for the due diligence process early as possible.
We have included an example of the due diligence self assessment questionnaire that your
organisation will need to complete as an annex to this handbook
If any items are combined in one policy, code or guideline you do not need to separate them. When
you carry out the self-assessment, you will just need to upload the document and reference it each
time it is relevant in your responses.
You will need to make sure that all documents are named clearly with a description of the
document and its date.
As mentioned, we will not be able to sign an Accountable Grant with you or

disburse funding to your organisation until these assessments have been completed
and approved, so please start to think about how you will mobilise this task as you
prepare your full proposals.
41
ANNEX I: Glossary of terms
Additionality Additionality is the demonstration that activities have been supported that
would not have happened at all, in same way, with the same scope or
within the same time frame without the proposed intervention.
Activity The work carried out by an organisation to achieve an aim. Activities are
derived from inputs and lead to outputs.
Audited accounts A company's financial records that have been officially examined
by a qualified third party to check they are accurate.
Baseline Information The initial set of data collected (before the project) to be used
as a starting point to make comparisons.
Buy-in The support for an idea or plan.
Co-funding An arrangement through which two or more Donors provide

funding for a project.
Co-creation phase The first stage of the project lifecycle during which
introduction to the programme is carried out.
Conflict of interest A situation in which the personal or private interests of an

individual or organisation affect their ability to make a fair decision.
Constraint Restricting factors that limit the delivery of a project.
Deliverable A product, set of products or package of work that will be delivered to, and
formally accepted by, a stakeholder.
Donor The Government that provides aid that promotes and specifically targets the
economic welfare and development of developing countries.
Escalation route A map of the process by which issues are drawn to the attention of higher
levels of management.
Funding window The duration of time during which projects can apply for funding.
Impact The extent to which the intervention has generated or is expected to generate
significant positive or negative, intended or unintended, higher-level effects. It
seeks to identify social, environmental and economic effects of the
intervention that are longer term or broader in scope than the pre-identified
outputs and outcomes. A higher-level strategic goal. UK PACT’s intended
impact is to alleviate poverty by accelerating climate mitigation in target
countries.
Implementer The organisation that executes a proposed project.
Indicator The way in which something will be measured, for example, number of
Indicators should be SMART (Specific, Measurable, Achievable, Realistic
and Time bound). A quantitative or qualitative factor or variable that
provides a simple and reliable means to measure achievement, to reflect the
changes connected to a project, or to help assess the performance of a
project.
Input The financial, human and material resources that provide the basis for a
project. For example, money, technical expertise, relationships and
personnel.
42
Key counterparts The main target group a project seeks to create favourable conditions for.
Key counterpart Those organisations or groups of individuals who will benefit from the change
groups that the project will deliver.
Knowledge product A tangible output with high information content to facilitate the sharing of
information and experiences, e.g. infometrics, case studies, videos.
Lead implementing The primary point of contact for UK PACT and the lead organisation of a
organisation consortium.
Lead organisation The main entity in a consortium responsible for project delivery.
Legacy of project The lasting effects or situation that has developed as a result of project
results results.
Lessons learnt Documented experiences that can be used to improve the future
management of projects, programmes and portfolios.
Lines of Mapping of key staff and their responsibility within the overall hierarchical
responsibility structure of the programme.
Logical Framework A project planning and oversight tool consisting of indicators and milestones
(Logframe) for key inputs, outputs, outcomes and impacts.
A key point selected for its importance in project delivery at which you will
Milestone
measure your indicators and track progress.
Organogram A diagram that shows the structure of an organisation and the relationships
between the different people and jobs at different levels within that
organisation.
Outcome The likely or achieved short-term and medium-term effects/ impacts of an

intervention’s outputs. For example, the adoption of knowledge products
that have been developed.
Output The products and/ or services which result from a project. For example,
knowledge products developed. These should be sufficient to achieve the
project outcome and be something that the project can guarantee to deliver.
i.e. the achievement of outputs is within the control of the delivery
partner whilst outcomes may not be.
43
Partner An organisation working with the lead implementing organisation within
organisations a consortium, to deliver the UK PACT project.
Political will The disposition of high-level political figures to support an idea or project.
Poverty alleviation Set of measures introduced to permanently lift people out of poverty.
Primary key Those organisations or groups of individuals that the project directly
counterpart groups works with, who will benefit from the change that the project will deliver.
For example, government, ministries, communities, regional or city level
organisations, private sector associations, women’s groups, marginalised
groups.
Residual risk The resulting risk (impact and likelihood thereof) following introduced
mitigation measures.
Risk owner The individual or organisation responsible for managing the risk including
monitoring and implementation of mitigation measures.
Safeguarding Ensuring no harm comes from project activities, particularly to vulnerable

individuals. Taking steps to prevent such harm and having processes in
place for responding rapidly and appropriately if harm does occur. Harm
includes but is not limited to, sexual exploitation, abuse and harassment.
Those organisations or groups of individuals that the project indirectly works

Secondary key with, who will benefit from the change that the project will deliver. For
counterpart groups example, government, ministries, communities, regional or city level
organisations, private sector associations, women’s groups, marginalised
groups.
Stakeholder The organisations or people who have an interest or role in the project,
programme or portfolio, or are impacted by it.
Sustainability The continuation of benefits from a development intervention after major

development assistance has been completed.
Systemic change Change that targets underlying conditions, frameworks or structures that are
prevalent.
Technical Non-financial support provided by external specialists which can take the
assistance form of information sharing, instruction, skills training, transmission of working
knowledge, and transfer of technical data.
44
Value for Money Value for money refers to the four E’s. Economy, efficiency, effectiveness and
equity. This means the extent to which a project has been delivered
economically (using the right resources, at the right time and at the right
price), effectively (producing the right mix, quantity and quality of outputs)
and efficiently (contributing to action on emission reduction), therefore
providing value for every unit of public funds spent. The fourth E covers
equity, which is the extent to which the benefits of the project have been
delivered fairly and equitably, reducing the constraints, and improving
opportunities and influence in climate change matters for women, future
generations, and other marginalised groups.
45
ANNEX II: Monitoring, Evaluation and
Learning terminology
The following impact pathway diagram has been included to familiarise applicants with the
Monitoring, Evaluation and Learning (MEL) language that will be use throughout the lifetime of
UK PACT project implementation, and which is used throughout this document and
corresponding templates. All projects are expected to be designed taking in to account five key
stages in project delivery. 1. Inputs, (activities); 2. Outputs; 3. Intermediary Outcomes; 4.
Outcomes, and 5. Impact. You will be asked to respond to this language in all stages of project
selection.
Inputs
The financial, human and material resources used to deliver project activities
>>
Activities
The tasks that need to be completed in order for outputs to be achieved

>>
Outputs
Services, goods or products delivered through project activities. Delivering outputs is within the project's control
>>
Intermediary Outcomes
Short-medium term changes expected from project outputs. For UK PACT, this entails demonstrated adoption of project
outputs by targeted beneficiaries or other stakeholders. Intermediary outcomes can be influenced by the project but are
not completely within its control
>>
Outcomes
Medium term changes expected from project outputs. For UK PACT, this entails demonstrated use or implementation of
project outputs by targeted beneficiaries or other stakeholders, contributing to demonstable actions towards emissions
reductions. Outcomes may be influenced by the project byt are not completely within its control.
>>
Impact
The higher-level strategic goal and long-term effects to which the project is expected to contribute. UK PACT's intended
impact is accelerated emissions reductions coupled with economic growth in target countries.
46
ANNEX III:
Privacy policy
The UK PACT Country Programmes privacy policy can be
accessed on the UK PACT website here
47
ANNEX IV:
DUE DILIGENCE QUESTIONNAIRE
Component Guidance
UK PACT Subcontractor DD General Guidance
This information is provided to assist in undertaking investigations into you or
your organisation as part of prudent due diligence processes. Certain
questions are asked with a view to assessing compliance with certain HMG
standards
You are asked to reply to all questions. You will not be automatically
disqualified from providing services on a HMG -funded programme if you do
not fulfil all requirements (but may be asked to take steps to improve your level
of compliance over an agreed period of time).
To the extent permitted by law, all information provided here will be held in
confidence and not disclosed to any third parties without prior notice and
approval. Note that answering "no" to certain questions does not necessarily
mean that you or your organisation will fail the due diligence process; it is
paramount that the questions are answered truthfully.
The questionnaire is to be completed by the owner/shareholder, managing
director or duly authorised director or trustee of the organisation
Documentation
The questionnaire requests the upload of supporting evidence in response to
some questions. You can upload documents to you profile in advance of
completing the questionnaire. Once uploaded to your profile you can link to the
documents as evidence to support your responses. Alternatively, you can
upload documents as you answer the questions. It is recommended you upload
documents in advance, as you may want to reference the same document in
response to different questions.
Documents requested in the questionnaire include the following:
Organisation registration certificates for the main country of registration

and any countries in which the services will be delivered,
Financial statements for the past three years,
Current public liability, professional indemnity, product and travel
insurance,
HMG Cyber Essentials or Cyber Essentials Plus certificates,
Certification for recognised standards (for example ISO 9000, ISO 14000,
ISO 27000)
Policies, codes or guidelines on fraud, anti-corruption and bribery,
Whistle-blower policy,
Policies, codes or guidelines on modern slavery and human trafficking,
Policies, codes or guidelines for child protection,
Policies, codes or guidelines for zero tolerance on sexual abuse,
exploitation or harassment,
Policies, codes or guidelines on conflict of interest,
Policies, codes or guidelines for environmental safeguards,
Policies on occupational health and safety,
Policies on privacy and data protection,
Policies and procedures for risk management,
Policies and procedures for procurement.
48
1. Business and financial Follow the guidance for the individual questions in this section.
information Optionally, you include additional information in the Explanations box.
Please note the Notes box is for your use, if required, and does not form part of
the assessment.
Please tick the Assessment Completed check box, whether or not you add
additional information in this section.
1.a Public officials Public Official” means any person, whether elected or appointed who holds an
executive, legislative, administrative or judicial office or position in any public
entity, including any international agency. In addition, “Public Official” includes
any person who performs public functions in any branch of the national, state,
local or municipal government of any country or territory or who exercises a
public function, by employment or under contract, for any public entity, agency
or enterprise of such country or territory, including state owned or controlled
enterprises. The definition of “Public Official” also includes any official of a
political party or any candidate for political office.
Follow the guidance for the individual questions in this section.

Optionally, you include additional information in the Explanations box.
the assessment.
additional information in this section..
1.a.1 Does a Public Official or If any Public Official or government entity has any financial, management or
government entity have a controlling interest in the organization, answer "Yes" summarise the nature of
controlling interest in the the controlling interest in the response and provide details of the level of
organization? interest as relevant in answers to 1. a. 2, 1.a. 3, 1.a. 4 and 1. a. 5.
“Public Official” means any person, whether elected or appointed who holds an
executive, legislative, administrative or judicial office or position in any public
entity, including any international agency.
In addition, “Public Official” includes any person who performs public functions
in any branch of the national, state, local or municipal government of any
country or territory or who exercises a public function, by employment or under
contract, for any public entity, agency or enterprise of such country or territory,
including state owned or controlled enterprises. The definition of “Public
Official” also includes any official of a political party or any candidate for
political office.
49
1.a.2 Is an owner, a main For any person identified as a Public Official, in the explanation provide their
shareholder, managing surname, given name, title, relationship to the organization, and details of the
director, CEO, trustee, board responsibilities they hold for any government, agency, or government-
member or other Principal a controlled enterprise or company.
current Public Official?
"Principal" includes, but is not limited to, the partners, directors, shareholders,
owners, executive officers, trustees or others who exercise control over your
organization.
“Public Official” means any person, whether elected or appointed who holds
an executive, legislative, administrative or judicial office or position in any
public entity, including any international agency. In addition, “Public Official”
includes any person who performs public functions in any branch of the
national, state, local or municipal government of any country or territory or
who exercises a public function, by employment or under contract, for any
public entity, agency or enterprise of such country or territory, including state
owned or controlled enterprises. The definition of “Public Official” also includes
any official of a political party or any candidate for political office.
1.a.3 Is an owner, main For any person identified as a Public Official, provide in the explanation their
shareholder, managing surname, given name, title, relationship to the organization, and details of the
director, CEO, trustee, board responsibilities they hold for any government, agency, or government
member or other principal a controlled enterprise or company.
close relative of a Public
Official? “Public Official” means any person, whether elected or appointed who holds
owned or controlled enterprises. The definition of “Public Official” also
includes any official of a political party or any candidate for political office.
1.a.4 Does the organization For any person identified as a Public Official, in the explanation provide their
employ any Public Officials? surname, given name, title, position in the organization, and details of the
responsibilities they hold for any government, agency, or government-controlled
enterprise or company.
"Public Official” means any person, whether elected or

appointed who holds an executive, legislative, administrative or judicial office
or position in any public entity, including any international agency. In addition,
“Public Official” includes any person who performs public functions in any
branch of the national, state, local or municipal government of any country or
territory or who exercises a public function, by employment or under contract,
for any public entity, agency or enterprise of such country or territory, including
state owned or controlled enterprises. The definition of “Public Official” also
50
1.a.5 Is any Principal of the For any person identified as a Public Official, please provide their surname,
organization a Public given name, title, relationship to the organization, and details of the
Official? responsibilities they hold for any government, agency, or government-
controlled enterprise or company.
"Principal" includes, but is not limited to, the partners, directors,

shareholders, owners, executive officers, trustees or others who exercise
control over your organization.
“Public Official” means any person, whether elected or appointed who holds
owned or controlled enterprises. The definition of “Public Official” also
1.b Taxes and finance Follow the guidance for the individual questions in this section.
the assessment.
1.b.1 Has the organization If "Yes", provide the full details in the explanation.
failed to fulfill obligations
relating to payment of taxes
and or social security
contributions under the law
of any of the jurisdictions in
which it is established and
operating?
1.b.2 Has the organization had If "Yes", please provide the full details in the explanation.
its statutory audited accounts
(or the accounts of a parent or
ultimate parent or subsidiary
organization) qualified in any of
the last three years?
51
1.c Prior performance and Follow the guidance for the individual questions in this section.
control systems
Please note the Notes box is for your use, if required, and does not form
part of the assessment.
1.c.1 Has the organization If "Yes", provide the full details in the explanation.
had any contracts (including
grant agreements) that have
been terminated for poor
performance or breach of
contract terms within the last
three years?
1.c.2 Does the organization If "Yes", provide an overview in the explanation.

have written financial
management processes and If "No", explain how the organization ensures good financial management in
procedures in place? its business.
1.c.3 Does the organization If "Yes", upload a copy of the processes and procedures.
have written risk
management processes and If "No" explain how the organization tracks and manages risks in its business.
procedures in place?
1.c.4 Does the organization If "No", please explain how the organization manages risk.
maintain a written risk
register?
1.d Insurances Follow the guidance for the individual questions in this section.
the assessment.
1.d.1 Does the public liability If "Yes", upload a copy of the relevant public liability insurance certificate(s).
insurance held by the
organization cover services If "No", in the explanation, confirm or otherwise that the organization is able
provided in the country or to obtain such insurance. If the organization is not able to obtain the
countries where the services insurance, state the reasons.
will be delivered?
52
1.d.2 Does the professional If "Yes", upload a copy of the relevant professional indemnity insurance
indemnity insurance held by certificate(s).
the organization cover
services provided in the If "No", confirm or otherwise that the organization is able to obtain such
country or countries where insurance.
the services will be
delivered? If the organization is not able to obtain the insurance, state the reasons.
1.d.3 Is the organization able If "Yes", upload a copy of the relevant current travel insurance certificate(s).
to provide travel insurance
for all project personnel not If "No", confirm or otherwise that the organization is able to obtain such
working in their country of insurance.
origin or current citizenship,
including emergency health If the organization is not able to obtain such insurance, state the reasons.
and evacuation cover?
2. Governance Follow the guidance for the individual questions in this section.
the assessment.
Please tick the Assessment Completed check box, whether or

not you add additional information in this section..
2.a Anti-corruption Follow the guidance for the individual questions in this section.
the assessment.
2.a.1 Does the organization If "Yes", upload a copy of the policy, code or statement.
have a policy, code or
statement on fraud, anti- If "No", explain the reasons.
corruption and bribery that
binds all of its personnel? If the organization intends to adopt such a policy, code or statement, describe
the plan and state the date for adoption in the explanation.
2.a.2 Does the organization If "Yes", describe the training provided, including the content and frequency.
provide training to personnel
on fraud, anti-corruption and If "No", explain the reasons.
bribery?
If the organization intends to provide training in the future, describe the plan
and state the date for implementation in the explanation.
53
2.a.3 Does the If "Yes", provide details of the procedure.
organization have
procedures in place for If "No", explain the reasons.
dealing with suspected
cases of fraud, corruption If the organization intends to adopt such a procedure, describe the
or bribery? plan and state the date for adoption in the explanation.
2.a.4 Does the If "Yes", upload a copy of the policy.

organization have a
whistle-blower policy? If "No", explain the reasons.
If the organization intends to adopt such a policy, describe the plan

and state the date for adoption in the explanation.
2.a.5 Does the If "Yes" describle how this is achieved.

organization impose and
enforce its own standards If "No" provide an explanation.
of ethical behaviour on its
business partners
(including consortium
partners)?
2.b Prior conduct Follow the guidance for the individual questions in this section.
the assessment.
2.b.1 Have any of the If "Yes", provide details in the explanation. You do not need to state details of
Principals, current the incidents, but you should indicate the year, the type of incident, if
employees or current investigated, and the outcome of any investigation.
contracted personnel of the
organization ever been "Principal" includes, but is not limited to, the partners, directors, shareholders,
investigated for, or charged owners, executive officers, trustees or others who exercise control over the
with, or convicted or organization.
otherwise implicated in
criminal, corrupt, unethical or
unlawful conduct?
54
2.b.2 Has the organization or If "Yes", provide details in the explanation. You do not need to state details of
any of its subsidiaries or the incidents, but you should indicate the year, the type of incident, if
affiliates ever been investigated, and the outcome of any investigation.
investigated for, charged
with, convicted or otherwise
implicated in criminal,
corrupt, unethical or
unlawful conduct?
2.b.3 Has the organization If "Yes", provide details of the circumstances in the explanation.
ever been issued with a
sanction or committed a
violation of law or
regulation?
2.c Modern slavery and Follow the guidance for the individual questions in this section.
human trafficking
Please note the Notes box is for your use, if required, and
does not form part of the assessment.
2.c.1 Does the organization If "Yes", upload a copy of the policy, code or statement.
statement on modern If "No", explain the reasons.
slavery and human
trafficking? If the organization intends to adopt such a policy, code or statement, describe
the plan and state the date for implementation in the explanation.
2.c.2 Does the organization If "Yes", provide details of the training and frequency of training.
provide training to personnel
on modern slavery and If "No", explain the reasons.
human trafficking?
If the organization intends to provide training in the future, describe the plan
2.c.3 Does the organization If "Yes", describe the procedure.

have a procedure for dealing
with suspected cases of If "No", explain the reasons.
modern slavery or human
trafficking? If the organization intends to adopt a procedure in the future, describe the plan
55
2.c.4 Does the organization If "Yes", provide details of the checks the organization undertakes to
flow down its policy, code or confirm compliance by its suppliers.
statement to its supply chain
(including consortium If "No", explain the reasons.
partners)?
2.c.5 If the organization If "Yes", provide the URL to the current statement.
required to issue a Modern
Slavery Statement under the If "No" explain the reasons.
Modern Slavery Act 2015
(UK), has it done so? For guidance on whether or not the organization is required to issue such a
statement see here.
2.c.6 In the past ten years, If "Yes", provide further information. You do not need to state details of the
have any of the current incidents, but you should indicate the year, the type of incident, if investigated,
employees or contracted and the outcome of any investigation.
personnel of the
organization ever been
investigated for, charged
with, convicted of or
otherwise implicated
incidents relating to modern
slavery and human
trafficking?
2.d Child protection Follow the guidance for the individual questions in this section.
Please note the Notes box is for your use, if required, and does not form part
of the assessment.
2.d.1 Does the organization If "Yes", upload a copy of the policy, code or guidelines.
have a child protection
policy, code or guidelines in If "No", explain the reasons.
place?
2.d.2 Does the If "Yes", provide details of training and training frequency.
organization provide
training to personnel on If "No", explain the reasons.
child protection?
56
2.d.3 Does the If "Yes", describe the procedure. If the organisation intends to adopt a
organization have a procedure in the future, describe the plan and state the date for
procedure for dealing implementation in the explanation.
with suspected issues
relating to child If "No", explain the reasons.
protection?
2.d.4 Does the If "Yes", provide details of the checks the organization undertakes to
organization flow down confirm compliance by its suppliers.
its policy, code or
guidelines to its supply If "No", explain the reasons.
chain (including
subcontractors,
downstream partners
and consortium partners)
2.e Sexual abuse, Follow the guidance for the individual questions in this section.
exploitation and harassment
of the assessment.
2.e.1 Does the organization If "Yes", upload a copy of the policy, code or guidelines.
have in place a policy, code
or guidelines stating zero If "No", explain the reasons.
tolerance for sexual abuse,
exploitation or harassment,
both within and outside the
workplace and working
hours?
2.e.2 Does the organization If "Yes", provide details of the training and training frequency.
provide training on its policy,
code or guidelines on sexual If "No", explain the reasons.
abuse, exploitation and
harassment to all personnel?
2.e.3 Does the organization If "Yes", describe the procedure. If the organisation intends to adopt a
have a procedure for dealing procedure in the future, describe the plan and state the date for
with suspected issues of implementation in the explanation.
sexual abuse, exploitation
and harassment? If "No", explain the reasons.
57
2.e.4 In the past ten If "Yes", provide further information. You do not need to state
years, have any details of the incidents, but you should indicate the year, the type
employees or of incidents, if they were investigated, and the outcomes of any
contracted personnel of investigations.
the organization ever
been investigated for,
charged with, convicted
of or otherwise
implicated in incidents
related to sexual abuse,
exploitation or
harassment?
2.e.5 Does the organization If "Yes", provide details of the checks the organization undertakes to confirm
flow down its policy, code compliance by its suppliers.
or guidelines to its supply
chain (including If "No", explain the reasons.
subcontractors,
downstream partners and
consortium partners)?
2.f Occupational health Follow the guidance for the individual questions in this section.
and safety
the assessment.
2.f.1 Does the organization If "Yes", upload a copy of the policy.

have an occupational
health and safety policy? If "No", explain the reasons.
2.g Terrorism and Security Follow the guidance for the individual questions in this section.
the assessment.
58
2.g.1 Has the If "Yes", provide the full details in the explanation.
organisation or any of
its representatives
been convicted in the
previous five years of
"terrorist offences or
offences linked
terrorist activities"
2.h Procedures for Follow the guidance for the individual questions in this section.
reporting breaches in
ethical behaviour Optionally, you include additional information in the Explanations box.
the assessment.
2.h.1 Please confirm that Fraud and safeguarding information to share with all project staff, including
your organisation will consortium and downstream partners:
cascade the FCDO fraud
and safeguarding email Please use the following email addresses to report aid diversion, corruption,
hotlines to their staff fraud, bribery, human trafficking, slavery, child abuse, sexual
working on the project and exploitation/abuse/harassment, terrorism funding, and other violations related
to any consortium or to UK PACT, its Delivery Partners, its projects or our staff. You may be asked
downstream partners. for further information.
If your project includes 1. Please report concerns related to; aid diversion, fraud, corruption or
plans to go into or work financial irregularities at: reportingconcerns@fcdo.gov.uk
with communities, please 2. Please report any safeguarding concerns, including but not limited to
tell us how you plan to human trafficking, slavery, child abuse, sexual
make communities aware, if exploitation/abuse/harassment, at:reportingconcerns@fcdo.gov.uk
an email is not appropriate, 3. Please share these email addresses with all project staff including those of
of how they can feed back, consortium partners (if applicable), as well as any communities before you
or report concerns on the engage with them (if applicable). Alternatively, please share this address
project. with them, https://www.ukpact.co.uk/raising-concerns.
3. Conflict of Interest Follow the guidance for the individual questions in this section.
the assessment.
59
3.a Conflict of interest Follow the guidance for the individual questions in this section.
compliance
of the assessment.
3.a.1 Does the organization If "No", provide details of any potential, perceived or actual conflict of interest.
confirm that at the present
time there is no potential,
perceived or actual conflict
of interest for the
organization and its
personnel in relation to the
proposed services for the
UK Government
3.b Conflict of interest Follow the guidance for the individual questions in this section.
management
the assessment.
3.b.1 Does the organization If "Yes", upload a copy of the policy or code.
guidelines on conflict of If "No", explain the reasons.
interest?
3.b.2 Does the organization If "Yes" provide details of training and training frequency.
provide training to all of its
personnel on conflict of If "No" explain the reasons.
interest?
3.b.3 Does the organization If "Yes", provide a copy of the procedure.

have procedures for dealing
with suspected cases of If "No", explain the reasons.
conflict of interest?
If the organization intends to adopt a procedure in the future, describe the plan
and state the date for implementation
60
3.b.4 Does the If "Yes", the organization acknowledges that it will obtain Palladium's
organization confirm it consent and the consent of HMG (where required).
will not contract with any
person to work on any If "No", explain the reasons
UK Government tender or
programme who has
been employed by the
UK Government during
the previous two years
without obtaining the
relevant approvals?
4. Data Security Follow the guidance for the individual questions in this section.
Please note the Notes box is for your use, if required, and does not
form part of the assessment.
Please tick the Assessment Completed check box, whether or not you
add additional information in this section.
4.a Data security Follow the guidance for the individual questions in this section.
compliance
4.a.1 Does the If "No", explain the reasons.

organization confirm that
it will comply with the
data security
requirements set out in
Clause xx of the UK PACT
Grant Agreement
61
4.a.2 Does the UK PACT Implementing Partners: This is only required for UK-based
organization comply in organisations. Please state N/A if you are not a UK-based
full with the UK organisation.
Government Cyber
Essentials Scheme? If "Yes", upload a copy of the certification.
If "No", explain the reasons.
4.a.3 Confirm the See the Global Principles for Digital Development.
organization will apply If "No", explain the reasons.
the Global Principles for
Digital Development
where any part of the
services provided requires
this?
4.b Data Security Follow the guidance for the individual questions in this section.
Management
4.b.1 Does the Measure may include technical measures (e.g.:IT systems) and policy
organization have or procedural measures (e.g.: restricting access to information).
security measures in
place to prevent If "Yes", provide a summary of measures in place.
unauthorized access to
confidential information? If "No", explain the reasons.
4.b.2 Does the HMG requires compliance with the General Data Protection Regulation
organization have Privacy (GDPR).
and Data Protection
policies? If "Yes", upload a copy of the policy(ies).
If "No" explain the reasons.
5. Procurement Follow the guidance for the individual questions in this section.
62
5.a Procurement compliance Follow the guidance for the individual questions in this section.
the assessment.
5.a.1 Does the organization

comply with the UK
Government requirements If "No", explain the reasons.
for procurement of
equipment?
5.b Procurement Follow the guidance for the individual questions in this section.
management
the assessment.
5.b.1 Does the organization If "Yes", upload a copy of the policies and procedures.
have policies and If "No", explain the reasons.
procedures for procurement FCDO recommends that a recruitment policy includes the following:
of goods and services, Recruitment to be conducted in a fair and transparent manner and must be
including the recruitment of subject to open competition.
personnel? Recruitment decisions must be evidence based. Evidence may include CV’s,
covering letters, competency based testing, personality profiling and
interviews.
All staff involved in the recruitment process must be vigilant in monitoring
their own unconscious bias and should undertake diversity and inclusion,
fair recruitment and selection and unconscious bias training.
Supply Partners must endeavour to pro-actively remove any barriers to
disabled candidates.
Comprehensive pre-employment checks
Candidates to be informed of the supply partner’s standards and
expectations
Conflict of interest declaration requirement
Candidate documentation to be treated with privacy and confidential
63
6. Recruitment and Follow the guidance for the individual questions in this section.
employment practices
the assessment.
6.a Recruitment and Follow the guidance for the individual questions in this section.
compliance Optionally, you include additional information in the Explanations box.
the assessment.
6.a.1 Does the organization Compliance includes compliance with all immigration requirements including
fully comply with all laws requirements for visas and work permits for international personnel where
and regulations relating to required.
recruitment and employment
of personnel in its country of If "No", explain the reasons and explain how and when the organization
registration and, if different, intends to achieve full compliance.
in the countries where the
services will be provided?
6.a.2 Does the organization If "No", explain the reasons.

confirm that it will not use
any employment agency or
assistance that charges fees
to prospective personnel?
6.a.3 Where the If Not Applicable, tick the Not Applicable checkbox and explain why this is not
organization is to provide applicable.
services in a country other
than the country of its If "Yes", list details of such registrations and upload copies of registration
registration, is the documents.
organization registered to
operate in such country(ies)? If "No", explain how the organization will operate in such countries in full
compliance with local laws and regulations.
64
6.b Recruitment and Follow the guidance for the individual questions in this section.
management Optionally, you include additional information in the Explanations box.
6.b.1 Does the If "Yes", summarise the due diligence process.

organization undertake
due diligence for all If "No", explain the reasons.
employees, consultants
and contractors and
consortium partners
including steps taken to
ensure all those
contracted practice high
ethical standards?
7. Environmental Follow the guidance for the individual questions in this section.
safeguards
7.a Environmental Follow the guidance for the individual questions in this section.
safeguards compliance
of the assessment.
65
7.a.1 Is the organization a If "Yes", provide details, including upload of any relevant certifications.
member of or a signatory of
any relevant code or
standards or certified in
relation to any
environmental standard?
7.b Environmental Follow the guidance for the individual questions in this section.
safeguards management
of the assessment.
7.b.1 Does the organization If "Yes", upload a copy of the policy.

have a policy relating to
environmental safeguards If "No", explain the reasons.
and sustainability?
7.b.2 Does the organization It is a UK Government requirement for international development projects that
maintain a risk register the organization maintains a risk register identifying environmental risks in
identifying environmental relation to the services to be provided.
risks in relation to the
services to be provided in If "No", explain the reasons.
order to ensure that all
legislative requirements are
complied with?
8. Subcontractors Follow the guidance for the individual questions in this section.
of the assessment.
8.a Provide details of any Subcontracting of any part of the services requires the prior consent of
subcontractors the Palladium and in some cases the consent of the client of Palladium.
organization is intending to
use to deliver all or part of Providing a list of proposed subcontractors does not infer approval by
the services Palladium or its client.
9. Additional disclosures Provide any additional information that will assist in performing this due
diligence review.
Please tick Assessment Completed whether or not you add information
66
ANNEX V:
YOUR PROJECT MEL JOURNEY
Co-creation
With support from the UKPACT team, refine your project Theory of Change (ToC) and Output
Forms that you submitted as part of your application. These documents need to align with
UKPACT's Logframe and reporting requirements.
Accountable Grant Agreement

All project Outputs are added to the Disbursement Schedule in your AGA. Additionally, a MEL
milestone will be included in the inception phase for the further refinement of your project's
monitoring and reporting requirements.
Inception Phase
During inception, work with the UKPACT team to refine your project's ToC and expected
Intermediate Outcomes and Outcomes (descriptive details of what to expect to happen as a
result of your Outputs and estmated dates for achievement).
Delivery
During delivery, report on completed/achieved Outputs using the Output Reporting Form and
submit the evidence requirement for the Output type you are submitting (adhere to the agreed
dates in your Disbursement Schedule and provide progress updates in your Quarterly Progress
Report. To report on progress towards Intermediate Outcomes and Outcomes, complete the
Output Reporting Form and submit the evidence required, including GESI considerations /
contributions.
Closure
With content guidance from the UKPACT team, prepare a presentation for your Project Closure
Meeting to discuss your project's achievements, challenges and progress towards Intermediate
Outcomes and Outcomes.
67
UK PACT Country Programmes
Country Programmes Handbook -
Version 4.0

Applicant Handbook Jan 2024

Uploaded by

Copyright:

Available Formats

Applicant Handbook Jan 2024

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Applicant Handbook Jan 2024

Uploaded by

Copyright:

Available Formats

UK PACT

This handbook should be read in conjunction with:

If at any time you would like more information about the

The programme is made up of three core components: The Country Programmes,

The Paris Agreement

195 countries committed to measures that

To achieve this, the participating countries

the training of key decision makers

2.3. Portfolio to date

1. Skills and capability enhanced: 2. Recommendations proposed:

3. Knowledge and communication products: 3. Networks and partnerships

Adoption of UK PACT outputs by key stakeholders is the critical step in ensuring

UK PACT is committed to mainstreaming GESI considerations throughout its

Proposals that are able to demonstrate they are empowering or transforming

Economy Purchasing the right resources, of the appropriate quality, at

Producing the intended mix, quality, and quantity of

Effectiveness Contributing to enhanced and sustained action on emission

Equity Contributing to reducing constraints, and improving

Justification of the categories of purchases being made

The proposed project approach and workplan (including stakeholder engagement

Only non-profit organisations are eligible to be the lead Implementing Partner of a

For-profit organisations can participate as delivery partners within a consortium.

We welcome applications from consortia consisting of eligible organisations. Where

Lead organisations will be expected to have appropriate consortium agreements in

Project Management, Monitoring, Evaluation and Learning (MEL)

3.6.2. Foreign exchange rates

3.6.3. VAT and other local taxes

3.6.4. Direct programme costs

Eligible direct costs

Personnel costs: Consultancy and/or staff time required to deliver activities

Individuals employed under a permanent employment contract (internal staff)

Calculation of personnel rates

The time and expenses of staff members of UK PACT counterpart organisations

The following costs would not be classified as communications:

Communications and branding costs

Monitoring, evaluation and learning (MEL) costs

Gender equality and social inclusion

Applicants are encouraged to budget for activities and resources focussed on

Overheads are sometimes referred to as indirect, core, central or support costs.

How are overheads calculated?

Applicants have two options for identifying an overhead rate:

How should overheads be presented?

Premises and office costs

How do I report and claim overheads funding?

The amounts claimed will be reconciled by UK PACT Country Programmes Team on

Examples of eligible costs to be considered in

Applicants should take note of all instructions included

All applications should be completed

A two-stage process (with Expression of Interest)

4.3. Two-stage selection process (with EoI)

Shortlist >> Investment >> Selection >> Technical >> Eligibility

Award >> Investment >> Selection >> Technical

Conditions of award Preparation of Grant Agreement Annexes

3. Invitation to prepare full proposals

This will include:

UK PACT Country Programmes Proposal Template

Launch Applicants prepare project references Applicants submit pre-qualification

Shortlist >> Selection >> Technical >> Eligibility

Information event held for shortlisted