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Palma Real SustainableCommunity Development- Economic Empowermentin partnership with

This section summarizes the project, includingthe location, the timeline, the amountrequested and a short description.123456Table of Contentsi7ProjectOverviewBackgroundand ContextIn-CountryPartnerFFTP'sApproachProjectDescriptionProject Timelineand BudgetMEDAL Plan1Sections PagesDescriptionThis section summarizes the challenges facedacross Colombia, specifically in the Granadamunicipality and Palma Real community.1 - 4This section describes FFTP’s in-countrypartner for this project, Corporación Minutode Dios.4 - 5This section explains FFTP's approach toSustainable Community Developmentprojects.5 - 7This section details this project’s objectives,accomplishments and activities.8 - 16This section contains this project’s timelineand budget.17This section references this project’sMonitoring, Evaluation, Design, Accountabilityand Learning (MEDAL) Plan.18

GranadaClick for thecommunity’sexact location. ColombiaMetaGranada, Meta, ColombiaLocation:In-CountryPartner (ICP): Corporación Minuto deDiosAmountRequested: $339,883.17 Beneficiaries:60 families (227 people)Timeline:36 monthsSummary:1Section 11. Project Overviewhinder their overall development. These challenges stem from low income, making ittough to cover family expenses and achieve their goals. Additionally, low levels ofeducation and limited technical skills restrict their access to better job opportunities,leading to reduced competitiveness. Furthermore, the community lacks strongleadership and empowerment capacity, causing disconnection and difficulties in self-management and potentially resulting in social conflicts.The long-term objective of this project is to bring about transformative change inthe lives of 60 families in Palma Real by addressing the multifaceted issues ofpoverty in underserved communities. This proposal, which constitutes the secondphase of this project, focuses on enhancing the community's social fabric andeconomic prospects. This goal involves supporting the management of thecommunity center, promoting economic initiatives, strengthening skills andcontinuing activities that will empower the community and foster personal growth.2. Background and ContextThe nation borders Panama,Venezuela, Brazil, Ecuador and Peru,while its shores touch both theColombia, located in the northwesternarea of South America, is home to anestimated population of 48.3 million.1Families in the Palma Real community face several obstacles thathere2308C Palma Real Sustainable Community Development -Economic Empowerment

2Caribbean Sea and the Pacific Ocean.Encompassing an area of about440,831.37 square miles (1,141,748square kilometers), it is partitioned into32 departments. Most citizens reside inthe north and west areas, where mosteconomic activities are concentrated.debilitating effect on the poorest andmost vulnerable regions of the country— especially rural, Indigenous and Afro-descendant communities.In 2016, a peace agreement was signed,marking the conclusion of a conflict thathad persisted for over five decades.Following this historic agreement, publicand private initiatives have begunpromoting peace and reconciliation,including the reintegration of formercombatants and services for thoseaffected by the conflict. The poverty rate in Colombia followed adeclining trajectory from 2010 to 2018.However, this progress reversed in 2019and 2020. Despite a reduction in povertyin 2021 compared to the previous year,nearly 40% of the population still residesbelow the poverty line. Geographicaldistinctions significantly influence thepoverty threshold, as highlighted by theColombian Institute of Statistics (DANEby its Spanish name), especially in thecontext of multidimensional poverty.Notably, Colombia faces the most severeincome inequality in Latin America witha Gini coefficient of 52.3, despite havinga substantially higher GDP per capitathan other nations in the region.23Exacerbating the challenges of povertyand inequality, Colombia has endureddecades of armed conflict between theColombian government and theRevolutionary Armed Forces ofColombia (FARC by its Spanish name),the largest armed group in the country.This conflict escalated during the 1990s,fueled largely by political violence anddrug cartels’ control of remote parts ofthe country. It has had a particularly 4GranadaThe Granada municipality, in the Metadepartment, has a total population of63,451 individuals. It is located about54.06 miles (87 kilometers) south ofVillavicencio, the department’s capital.Granada’s economy is centered aroundthe cultivation of rice, corn, plantains,yucca, pineapple and oil palm trees.According to the national database forthe Unique Registry of Victims (UARIV),around 14,800 people in Granada weredisplaced due to the violent guerilla war.The majority of displaced refugeefamilies come from municipalities thatwere affected by the armed conflictover the past few decades.Limited access to suitable housing isanother pressing issue in Granada,particularly in rural areas. According to5Section 22308C Palma Real Sustainable Community Development -Economic Empowerment

3the 2018 National Census of Populationand Housing, 67% of surveyedhouseholds rent their houses or reside inother conditions, such as possessionwithout a title or under the permissionof the owner.The municipality has additional recordsof people in extreme situationsof vulnerability, which includes otherkinds of displacement situations (suchas natural disasters), single mothers asheads of families, people withdisabilities, Afro-descendants,Indigenous people and groups of peoplein extreme poverty. The Palma Real community is locatedabout 1.24 miles (2 kilometers) awayfrom the Granada city center. Thepopulation of this community has ayounger demographic, withapproximately 90% of its residentsunder the age of 50. Moreover, there is ahigher percentage of women: theyaccount for 57% of the population.Most heads of households in Palma Realhave received some high schooleducation, with 73% having completedhigh school. Additionally, nearly allchildren aged 5 to 16 are currentlyenrolled in educational programs.In terms of family composition, thiscommunity has much diversity.Approximately one-third of families areled by single parents, while anotherthird consists of families with bothparents. About 20% of families areeither nuclear or extended, includingliving with non-relatives. The remainingfamilies encompass various extendedfamily structures, couples and otherliving arrangements.The baseline assessment revealed thatfamilies had specific needs concerningempowerment and communityparticipation. For instance, 84% offamilies felt that they lacked a voice intheir community's transformationprocesses, 66% believed theirparticipation in community activitieshad no positive impact and only 45%acknowledged listening to others whenmaking important decisions. Notably,60% of families had some level ofdistrust toward their neighbors, with 9%expressing complete distrust.Nevertheless, most residents agreedthat working together as a communityis essential for solving any problems orchallenges that may arise.The baseline assessment alsohighlighted that, while families had abasic source of income, it wasinsufficient to achieve their family goals,especially in terms of improving theirworking conditions and of pursuingacademic and technical training. ForPalma Real6Section 22308C Palma Real Sustainable Community Development -Economic Empowerment

4Section 33. In-Country Partner:Corporación Minuto de DiosOur in-country partner (ICP) for this project, Corporación Minuto de Dios (CMD), is aCatholic non-profit organization that originated in Colombia during the mid-20thcentury under the leadership of Father Rafael García-Herreros. It began as a brief radioand television program called "El Minuto de Dios." The program went on nationaltelevision in 1955 and has aired at 7 p.m. uninterrupted to this day. Then, in 1958, CMDwas founded to serve vulnerable populations and communities, encouraging them toparticipate in their own integral development processes in the light of the gospel. CMD is dedicated to fostering the holistic and sustainable development of individuals,communities and territories. Its primary areas of focus encompass the following:Disaster reliefMicrocredit initiativesEntrepreneurial supportBiotechnology innovationsEnvironmental conservation effortsEvangelization and spiritualdevelopmentAffordable housingComprehensive education (frombasic to higher education)Community mobilization andorganizationVocational training and skilldevelopmentAgricultural assistance to farmers low income makes itdifficult to cover expenses and fulfill goals. Low family income:1.Main Challenges low educationlevels and limited technical skills hinderaccess to improved job opportunities.2. Limited competitiveness: limitedleadership and empowerment capacitiesimpede self-management and lead to socialconflicts.3. Community disarticulation:FFTP is partnering with CorporaciónMinuto de Dios.instance, 44% struggled to meet theirchildren's educational expenses, and 71%lacked access to technology to supporttraining and access better jobs.Regarding housing conditions, everyparticipant in the project owns astructurally sound home because thesewere included as components in theproject's first phase.Amid these difficulties, FFTP has activelycollaborated with local Colombianorganizations since 2019. For this project,2308C Palma Real Sustainable Community Development -Economic Empowerment

5In its pursuit of fostering enduring and positive change in these vital areas for thebetterment of individuals and communities, CMD has established various organizations,including UNIMINUTO, which is an integral part of its consortium and will activelyparticipate in certain project activities.Throughout FFTP’s journey, we have come to deeply appreciate the diversity andcomplexity of the communities where we serve. Each one, with its unique set ofcharacteristics and challenges, requires a nuanced and tailored intervention. This is whywe favor an approach rather than a fixed model when conducting SCDs. While a modelprovides a concrete and structured way of doing something, an approach dictates theperspective and methodology for tackling a challenge. An approach involves adaptingprinciples that have stood the test of time to fit varied contexts.Adopting an approach means respecting the multifaceted nature of communitieswithout claiming to have a one-size-fits-all model. While we come armed with expertise,goodwill and resources, we recognize that the communities where we serve are richrepositories of local knowledge and lived experiences. As we walk alongside these communities, we embark on a journey of shared learningand growth. This dynamic relationship means that we are in a perpetual state oflearning, deepening our understanding and adapting our strategies. This flexibleapproach allows us to enhance our methods, ensuring that they resonate with eachcommunity’s ever-changing dynamics. For Food For The Poor (FFTP) and our in-country partner (ICP) organizations, likeCMD, the most holistic approach to addressing the multiple concerns and dimensionsof poverty is through our Sustainable Community Development (SCD) projects. Withinthese projects, we address vulnerabilities, build on existing assets and promotesustainability. Our projects integrate material interventions with social and spiritualcomponents based on each community’s unique situation. We cover the strategic areasof housing; education; health; food security and nutrition; economic empowerment;water, sanitation and hygiene (WASH); and social development.4. FFTP's Approach to SustainableCommunity Development Projects Not a Model But an ApproachSection 42308C Palma Real Sustainable Community Development -Economic Empowerment

6An Integrated Approach to Overcoming Multidimensional Poverty Our overarching goal with SCDs is to holistically transform lives by addressing thecomplex challenges of poverty — specifically the economic, social and spiritualdimensions — that underserved communities face. SCDs are based on threefoundational pillars: Fundamental Needs, Economic Empowerment and SocialDevelopment, with household-level coaching and Spiritual Development harmoniouslywoven across all pillars.Each SCD is located in a specific geographic area. In collaboration with localstakeholders, FFTP implements a series of interconnected interventions spanning five toseven years. These projects can differ in terms of their scale, local context and thepopulation that they serve. Phase I: Laying the Foundation for DevelopmentIn this initial phase of the SCD, FFTP primarily addresses interventions related to theFundamental Needs pillar. During this phase, our main focus is to support families inmeeting their most critical and fundamental needs. These needs include food security,along with access to adequate housing, drinking water, sanitation services, basiceducation and essential healthcare services. Highly important during this phase is thedevelopment and capacity building for the community’s leadership committee, as wellas establishing or reinforcing other key community social structures.Additionally, Phase I of the project introduces interventions related to the EconomicEmpowerment pillar. We begin these interventions by training community members inbasic financial literacy. We also facilitate small-scale income-generating activities (IGAs)to kickstart economic progress within the community. An essential part of this phase isthe market opportunity assessment, which informs the action plan for the subsequentphase based on its findings.Phase II: Walking Toward Sustainability and ResilienceUpon completion of Phase I, and guided by project evaluations, FFTP and our ICPscollaboratively design Phase II of the SCD. In this phase, the project shifts its focus fullyto the Economic Empowerment pillar. This pillar includes implementing large-scaleIGAs, establishing stable market linkages for products and creating opportunities forenhanced employability. Phase II also strengthens the community’s health, nutrition andeducation, where applicable and needed.Section 42308C Palma Real Sustainable Community Development -Economic Empowerment

7Additionally, Phase II focuses on the Social Development pillar by executing communityself-management plans. Simultaneously, we and our ICPs design an exit plan withcommunity leaders to formally transfer the project's responsibility to the communitywhile ensuring its long-term sustainability. The following image provides an overview of the typical interventions included in eachphase of an SCD:EconomicEmpowermentSocial DevelopmentFundamentalNeedsHousing constructionWASH trainingFood security Community infrastructure Basic education services Basic health services Market opportunityassessment Technical and soft skillstraining Financial literacy andsavings supportAsset transfer Small-scale IGAsCommunity’s social systemdevelopmentCapacity building andleadership training Children’s and youthdevelopment Phase I: Setting Foundationsfor DevelopmentExecution of communityself-management plans Development of exit planand sustainability strategyLarge-scale IGAsMarket linkages Employability opportunities Phase II: Walking TowardSustainability and ResilienceComprehensive nutritionprogram Community health programEarly child developmentand stimulation YearsCoaching and Spiritual Development Monitoring, Evaluation, Design, Accountability and Learning (MEDAL) activities Section 42308C Palma Real Sustainable Community Development -Economic Empowerment

5. Project Description8This project's long-term objective is to transform the lives of 60 families (approximately227 people) in Palma Real from 2020 to 2025* by addressing the complex challengesof poverty — specifically the economic, social and spiritual dimensions — thatunderserved communities face. SocialDevelopmentHousing andCommunityInfrastructureEconomicEmpowermentTo attain this objective, this project will bestructured into two phases throughout fiveyears. As the first phase has been completed,this proposal is centered on the second phase,which targets the community's social fabricand economic opportunities. These initiativeswill primarily involve support for communitycenter management, the promotion ofeconomic initiatives, skill reinforcement andcontinued activities aimed at communityempowerment and personal growth.For more information on the first phase’s accomplishments, please read the followinggray boxes:Bolstered social cohesion by organizing events and social assessment activities,which was reflected in the increase of the following indicators:Trust in community and community leadersTeamwork and personal involvement in communityCommunity safetySocial Developmentto foster a sense of communityOver feel that conflict resolution spaces and tools are appropriate fortheir new living environments.90% *Although our exit plan is marked for 2025, we are open to extending our presence should it benecessary to ensure community sustainability.Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

9All this information and quotes can be found in the most recent evaluation reports here and .herehereEven with notable achievements in social development, there remained a necessity toenhance community involvement and gain a deeper understanding of the underlyingcauses of social issues within the community. In addition, there was a need to pursueIGAs aimed at alleviating high poverty rates.Consequently, a plan for this project’s second phase was conceived and, despite limitedresources, some basic activities from the social development area — which dependedon the project’s momentum to be successful — were partially set into motion.Here is a translated quote shared by a resident who participated in the latest evaluation:I have been very happy in Palma Real II, knowing that I have a houseon my own and nobody is going to take me out of it. I can decorate itas I want and live at ease with my family.Please click here to view some pictures of Palma Real homes from Phase I.60 families own homes with adequate materials and space, reducingovercrowding and intra-family tensions.Housingto address the need for homeownership and safe homes75%People feel proud of their homes and think they are beautiful (comparedto around 15% at the beginning of the project).People feel relief that they will not be evicted.Families are making home improvements (mainly painting, changingfloors, plastering interior walls and enhancing their gardens).93%At the beginning of the project, more than 80% of families rented. Now, theyhave increased their capacity for saving, spending and investing.68%Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

101. Community Infrastructure: Granada Integral Development CenterManagement SupportThe project‘s first phase collected funds for building a community center in Palma Real,which will serve as a central hub for comprehensive economic and social developmentin both Palma Real and the wider Granada municipality. This center will provide avariety of services, including IGAs (which will be detailed later in this proposal),programs and other initiatives designed to improve community advancement andoverall quality of life while addressing residents’ diverse needs.To ensure efficient community center operation in the first year, this proposaladvocates for support to covervarious mai ntenance expenses,which include securityexpenses, cleaning personneland operational staff salaries,and necessary equipment. Theimage on the right displays theoriginal building design, whichis currently under constructionand nearing completion.Phase II Project Activities 2. Social DevelopmentThis project component aims to promote community participation, shared responsibilityand the development of a strong social fabric. It utilizes the "La Ruta de InnovaciónSocial" (The Social Innovation Route — commonly referred to as RUTA) method, whichconsists of five stages for designing and implementing solutions to community problemsin a way that transforms them into social innovations.UNIMINUTO defines social innovation as a new solution to community problems thatcannot be addressed by traditional models. It can take the form of a product, service,practice or business model, and it is more effective than existing community solutions.Social innovation is developed through a participatory process, combining traditional7Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

community knowledge with expert or scientific knowledge. It is sustainable and has thepotential for scalability.The RUTA process consists of the following key stages, with proposed project activitiesin each stage: This stage involves preparing the design team and defining the tasks required to move through the various RUTA stages. This stage involves comprehending and analyzing the community’s problem. To achieve this goal, we employ tools such as territorial intelligence, reality analysis, social mapping, social skills analysis, perceived well- being assessments, family profiles and theories of change.11 Preparation:1.2. Understanding and Analysis:In this phase, we will use the genogram, a valuable tool for understanding familycompositions and histories. It employs standardized symbols to represent realfamily situations, making it easy to examine structures and dynamics acrossgenerations. The genogram has proven instrumental in identifying patterns ofviolence experienced by Palma Real families, including connections toColombia's armed conflict, childhood sexual abuse, and psychological andphysical violence associated with parenting styles.The socio-cultural impact of armed conflict on a community includes the erosionof trust among its members, disruption of social dynamics and the breakdown ofsupport networks. Community activities are often suspended due to fear, andfamilies can be torn apart by traumatic events, leading to significant emotionaldistress. These consequences give rise to new, ineffective security habits anddistancing behaviors within the community, perpetuating a victimized mindset.As a result of the conflict, the familiar reference points for survival, socialinteraction and identity become unreliable, leaving individuals feeling adrift anduncertain about their ability to navigate an increasingly unfamiliar environment. This stage involves developing a solution. This process includes forming support networks within families and the community, training community members in participation and organization, defining actions to strengthen the sense of community based on social and traditional practices, and establishing conflict resolution mechanisms.3. Creating a Solution:Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

12 This stage involves packaging and scaling the solution. This process entails involving institutional actors in community organization and management processes, guiding the design of sustainable social projects, identifying and characterizing neighboring community organizations, creating spaces for dialogue to evaluate community management and coordinating actions with nearby community organizations for integration.5. Packaging and Scaling:As part of our implementation efforts, we will incorporate activities focused onholistic well-being, including support for integral health, recreation, culture(cinema at the park, International Women's Day celebrations, etc.), sports(football, Zumba, etc.), spiritual development, environmental conservation andguidance for personal growth. This stage involves implementing the solution. This process includes training leaders, managing community resources, identifying strategies and conducting workshops to identify vocational interests.4. Implementation:Children joined a community football group. Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

3. Economic Empowerment IniatitivesThese economic empowerment initiatives will equip Palma Real residents with the tools,skills, knowledge and resources necessary to improve their economic well-being andbecome active participants in their own economic activities. These initiatives will fosterself-sufficiency, reduce vulnerability and empower residents to make meaningfulchoices about their livelihoods. Our approach tailors specific IGAs for each community through a systematic processthat includes a market assessment (conducted during the initial project phase), financialanalysis, community engagement through surveys and participatory activities, andinternal discussions with our ICPs. This comprehensive process allows us to draw onpast experiences and insights to carefully choose the economic activities included inthis proposal and the technical programs or skill development needed for employmentand entrepreneurship. We will implement the following activities in this phase:In Colombia, the use of motorcycles has surged dramatically in recent years as atransportation option for families across various economic backgrounds. For them, itoffers two key benefits. Firstly, it significantly reduces travel time and providesconvenience, particularly when there is limited access to public transportation near theirhomes. Secondly, it has a positive economic impact, as the cost of gasoline — theirprimary expense — is lower compared to the expenses associated with private and evenpublic transportation services throughout the week.Granada exhibits similar trends. Information gathered from dealers indicates an averagemonthly sales volume of 250 motorcycles, with up to 500 monthly registrations. Due to the high number of motorcycles in Granada and the lack of a workshop thatprovides comprehensive, specialized services endorsed by the manufacturers, we willestablish a motorcycle mechanic center offering mechanical and general maintenanceservices. This IGA will not only provide a physical workshop for motorcycle maintenanceand repair, but it will also serve as a certified training center. It will focus on trainingskills in motorcycle mechanics, good business practices and work ethics. It will alsoallow students to pursue internships. M otorcycle Mechanic Center IGA: 13Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

The motorcycle mechanic center will provide the following services:Certified trainingPractical, experiential environment for traineesMotorcycle overhaul and maintenance servicesTraditional maintenance and repair services related to light mechanics (electricalfaults, tires, brakes, alignment, etc.)Specialized services for high-displacement motorcycles (e.g., testing and scanners)On-site workshop serviceThe potential market of this center can be divided into two distinct categories:The first category is comprised of individuals eager to enhance their skills, possessthe necessary knowledge to address their needs, and improve their job prospectswhile exploring additional income opportunities in the local automotive market.Training programs tailored to the community's requirements will align with theidentified interests in both Palma Real and Granada, ensuring a positive response.The second category is comprised of prospective clients and users of the servicesand products the motorcycle mechanic center will offer. This demographic includesfamilies in Palma Real — approximately 41% of whom own motorcycles — along withindividuals who frequent the area due to nearby educational facilities, the syntheticfootball court and demand generated by the 550 homes in the area.This initiative could potentially benefit 20 to 25 community members directly over time,indirectly impacting many others in Granada through the services it will offer. Thepositions that will be required to run this business include mechanics, salespersons forthe spare parts warehouse, teachers, administrators and other roles.As part of the motorcycle mechanic center’s sustainability strategy, this IGA will involvenetworking with motorcycle dealers and local garages, developing a clear marketingstrategy, continuing technical training and reinforcing good business practices.14Please click here to view some pictures of a similar project completed byCMD at the Talita Cumi Development Center in Medellin.Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

Clothing Business IGA:15This IGA will focus on manufacturing garments, specifically industrial, sports and schooluniforms. Colombian law mandates that employers must provide workers with specificworkwear as a social benefit. This provision occurs three times per year and entailssupplying each employee with suitable footwear and attire necessary for the effectiveexecution of their job duties. The 2020 industrial commercial census of Granada revealed a total of 3,253 companiesthat renewed their commercial registration. These businesses represent a potentialmarket niche for garments catering to their specific needs. Moreover, there is a demandfor such garments from individuals working in the healthcare sector, beauty salons andaesthetic centers.Granada has 19 schools, each with an estimated 1,500 students. Based on input fromexperienced businesswomen in this sector, these students tend to buy uniforms roughlyevery two years. Additionally, Granada has four sports stores that cater to the demandfor sports clothing.The market study identified nine companies in Granada operating within the garmentmanufacturing sector, along with some companies that specialize in repairing usedclothing. Furthermore, in Villavicencio — the capital of Meta — there are 62 clothingcompanies registered with the Chamber of Commerce.This unique IGA will offer accessories and clothing that complement the garmentsrequired by companies, making it easier for suppliers to locate essential add-ons.Furthermore, it will feature web and mobile applications to facilitate transactions andutilize social networks, enhancing product visibility.This IGA will fulfill the following activities:Identify organizations or individuals offering clothing-related trainingDeliver technical training in pattern-making and operation of clothing machineryConduct workshops emphasizing simplified associations and committed teamworkInstruct members in developing corporate image tailored to marketing strategiesSection 52308C Palma Real Sustainable Community Development -Economic Empowerment

These IGAs will gradually expand, hiring more personnel as the businesses become moremanageable. In the first hiring phase, we expect employees to earn between $400 and$700 per month, depending on their roles within the organizations. This move is expectedto strengthen overall household income, as these IGAs will specifically target single-income households to convert them to dual-income earners. Simultaneously, these IGAswill also provide more benefits to the broader population through training, opening thedoors to continued business growth opportunities. In addition to these activities, we will design extra training and advisory support toimprove participants’ financial skills and job prospects.16Train members in communication skills, focusing on sales and negotiationDevelop digital marketing communication channelsEquip members with skills to generate digital content, enabling communication withclients through digital platforms and social networksPlease click here to view additional pictures of a similar clothingmanufacturing business.This IGA couldpotentiallybenefit 20 to25 communitymembersdirectly overtime. It willrequire aproductionleader, alongwith operatingand businesspersonnel.Section 52308C Palma Real Sustainable Community Development -Economic Empowerment

DESCRIPTION TOTALTOTAL FFTPTOTAL CMDCommunity Center$39,352.20 $33,844.20 $5,508.00 IGA — Motorcycle Mechanic Center$97,605.00 $96,065.50 $1,539.50 IGA — Clothing Business$77,869.50 $74,380.50 $3,489.00 Social Development Component$74,664.70 $58,392.30 $16,272.40 Monitoring and Evaluation$31,200.00 $31,200.00 Total Direct Costs$320,691.40* $293,882.50 $26,808.90 Indirect Costs - Corporate, Network & Field OperationIn-country project management expenses $16,612.42 Food For The Poor fulfillment, project managementand monitoring expenses$29,388.25 Total Indirect Costs $46,000.67 TOTAL PROJECT COSTS $339,883.17 6. Project Timeline and BudgetAs previously mentioned, the first phase of the project will last 24 months. After thefirst phase is complete, this second phase will start once we receive sufficientfunding. For more details on the specific monthly activities, please clickThe table below summarizes the project‘s budget by category. To review thedetailed budget, please click here.here.Budget*Corporación Minuto de Dios will provide $26,808.90 to the project,while FFTP will contribute $293,882.50. TimelineSection 617The funds you generously contribute to Food For The Poor will be used toward the completionof your project of choice. If any of your kind donations exceed the budget cost, rest assuredthat it will be used to fund other Food For The Poor projects designed to meet the urgent needsof the poor.Contributions are tax deductible under Internal Revenue Code section 501©(3). 2308C Palma Real Sustainable Community Development -Economic Empowerment

7. Monitoring, Evaluation, Design,Accountability and Learning PlanFor more details on the specific indicators and sources of verification, please click here. here.FFTP’s Monitoring, Evaluation, Design, Accountability and Learning (MEDAL) teamwill coordinate in-country efforts to regularly monitor and evaluate the project'sactivities. Our efforts will ensure effective project implementation and measure thedegree to which the project will have met its intended goal. Section 718We constructed these homes in Palma Real during the first phase of this project.2308C Palma Real Sustainable Community Development -Economic Empowerment

About FoodFor The PoorFood For The Poor, one of the largest international relief and developmentorganizations in the nation, does much more than feed millions of hungry childrenand families primarily in 17 countries of the Caribbean and Latin America. Thisinterdenominational Christian ministry provides emergency relief assistance, water,medicine, educational materials, homes, support for vulnerable children, care for theaged, skills training and micro-enterprise development assistance. For moreinformation, please visit www.FoodForThePoor.org.