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Palma Real SustainableCommunity DevelopmentProject - Phase IIIn partnership with

This section summarizes the project, includinga short description, timeline, budget andlocation.010203040506Table of Contentsi07ProjectOverviewBackgroundand ContextImplementingPartnerFFTP'sApproach...ProjectDescriptionProject Timelineand BudgetMEDAL Plan1Sections PagesDescriptionThis section summarizes challenges faced inColombia, and specifically in Granada andPalma Real community.1 -4In this section, a description of CorporaciónMinuto de Dios is provided.4-5This section explains FFTP's Approach toSustainable Community DevelopmentProjects.5-7This section details project objectives,accomplishments and project activities.8-16In this section, the timeline and budget aredescribed.17This section makes reference to theMonitoring, Evaluation, Design, Accountabilityand Learning Plan of the project.18

several obstacles that hinder their overall development. These challenges stem from low income, making it tough to cover family expenses andachieve their goals. Additionally, low levels of education and limited technical skillsrestrict their access to better job opportunities, leading to reduced competitiveness.Furthermore, the community lacks strong leadership and empowerment capacity,causing disconnection and difficulties in self-management and potentially resultingin social conflicts.The long-term objective of this project is to bring about transformative change inthe lives of 60 families in Granada by addressing the multifaceted issues of povertyin underserved communities. This proposal, which constitutes the second phase ofthe project, focuses on enhancing the community's social fabric and economicprospects. This involves supporting the management of the community center,promoting economic initiatives, strengthening skills, and continuing activities aimedat empowering the community and fostering personal growth.Families in Palma Real faceGranada, Meta, ColombiaPalma Real Sustainable Community Development Project - Phase II (2308C)Location:In-countryPartner (ICP): Corporación Minuto deDiosAmountrequested: $339,883.17 Beneficiaries:60 families (227 people)Timeline:36 monthsSummary:2. Background and contextColombia, located in the northwestern expanse of South America, is home to anapproximate population of 48.3 million. The nation borders with Panama, Venezuela,Brazil, Ecuador and Peru, while its shores touch both the Caribbean Sea and the1Section 011. Project Overview1

2Pacific Ocean. Encompassing an area of1,141,748 square kilometers, it ispartitioned into 32 distinct departments.Most inhabitants reside in the north andwest, where most economic activitiesare concentrated.In 2016, a historic agreement wassigned, marking the conclusion of aconflict that had persisted for over fivedecades between the Colombiangovernment and the RevolutionaryArmed Forces of Colombia (FARC), thelargest armed group in the country.Following the peace agreement,governmental and private initiativeshave been promoting peace andreconciliation, including reintegratingformer combatants and services toothers affected by conflict. Section 02Palma Real Sustainable Community Development Project - Phase II (2308C)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 (DANE),especially in the context ofmultidimensional poverty. Notably,Colombia exhibits the most severeincome inequality in Latin America, witha Gini coefficient of 52.3 despite having asubstantially higher GDP per capita thanother nations in the region.23To exacerbate the challenges of povertyand inequality, modern-day Colombianhistory has been marked by decades ofarmed conflict, which escalated duringthe 1990s, fueled largely by politicalviolence and drug cartels controllingremote parts of the country. This hashad a particularly debilitating effect onthe poorest regions of the country,especially rural, indigenous, and Afro-descendant communities, which aremost vulnerable.4GranadaThe municipality of Granada has a totalpopulation of 63,451 individuals and islocated in the Department of Meta. It’sfound 87 km to the south ofVillavicencio, the capital of theDepartment. Granada’s economy isprimarily centered upon the cultivationof rice, corn, plantains, yucca, pineappleand oil palm.According to the national database forthe Unique Registry of Victims (UARIV)for Granada, around 14,800 people wereforced to be displaced due to theviolent guerilla war. The majority ofdisplaced refugee families come fromthe municipalities that have beenhistorically affected by the armedconflict during the past few decades.The limited access to suitable housing isanother pressing issue in the Granada,7

3of vulnerability, which includes otherkinds of displacement situations (suchas natural disasters), single mothers asheads of family, people with disabilities,Afro-descendants, indigenous people,and groups of people in extremepoverty. particularly in rural areas. According tothe 2018 National Census of Populationand Housing, 67% of surveyedhouseholds reside in rentedaccommodations or other conditionssuch as possession without title or underthe permission of the owner. The municipality also has additionalrecords of people in extreme situationsPalma Real is a community located 2kmaway from Granada city center. Thepopulation in this area skews towards ayounger demographic, withapproximately 90% of its residentsbeing under the age of 50. Moreover,there is a higher percentage of womenin the community, accounting for 57% ofthe population, as opposed to 43% men.The heads of households in thiscommunity have predominantlyachieved a high school education, with73% having completed it. Additionally,nearly all children aged 5 to 16 arecurrently enrolled in educationalprograms.In terms of family composition, there isdiversity within the community.Approximately one-third of families areled by single parents, while anotherthird consists of nuclear families withboth parents and children. About 20%of families are either nuclear orextended, including non-relatives livingwith them. The remaining familiesencompass extended family structures,couples, and other arrangements.The project baseline revealed thatfamilies had specific needs concerningempowerment and communityparticipation. For instance, 84% offamilies felt they lacked a voice in theircommunity's transformation processes,66% believed their participation incommunity activities had no positiveimpact, and only 45% acknowledgedlistening to others when makingimportant decisions. Notably, 60% offamilies had some level of distrusttoward 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 theirPalma Real Sustainable Community Development Project - Phase II (2308C)Palma Real8Section 02

4Section 03working conditions and pursuing academic and technical training. For instance, 44%struggled to meet their children's educational expenses, and 71% lacked access totechnology to support their training needs to access a better job.3. Implementing Partner:Corporación Minuto de DiosRegarding their housing condition, everyparticipant in the project owns a housewith structurally sound conditionsbecause this was included as acomponent in the project's initial phase.Amidst these difficulties, FFTP hasactively collaborated with localorganizations in Colombia since 2019.Through this project, FFTP is partneringwith Corporación Minuto de Dios.Palma Real Sustainable Community Development Project - Phase II (2308C)Corporación Minuto de Dios (CMD) is a Catholic non-profit organization that originatedin Colombia during the mid-20th century under the leadership of Father Rafael García-Herreros. It began as a brief radio and television program called "El Minuto de Dios." Theprogram went on national television in 1955 and has aired at 7 p.m. uninterrupted to thisday. Then in 1958, Corporación Minuto de Dios was founded to serve vulnerable peopleand communities, encouraging their participation in their integral development processin the light of the Gospel. MD is deeply dedicated to fostering the holistic and sustainable development ofindividuals, communities and territories. Its primary areas of focus encompass: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 Family Incomemakes it difficult tocover family expenses and fulfill goals. Low Family Income: 1.Main challenges Limited competitivenss>low educationlevels and limited technical skills hinderaccess to improved job opportunities.2. Limited competitiveness: Community disarticulation> limitedleadership and empowerment capacityimpede self-management and lead to socialconflicts.3. Community disarticulation:

5Section 04Palma Real Sustainable Community Development Project - Phase II (2308C)In its pursuit of fostering enduring and positive change in these vital areas for thebetterment of individuals and communities, Minuto de Dios has established variousorganizations, including UNIMINUTO, which is an integral part of its consortium and willbe actively participating in certain activities of the project.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. 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. 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 approach

6Palma Real Sustainable Community Development Project - Phase II (2308C)An integrated approach to overcoming multidimensional poverty 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. 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.Phase I: Laying the Foundation for DevelopmentAdditionally, 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.In 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.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 04

7Palma Real Sustainable Community Development Project - Phase II (2308C)Additionally, 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 04

5. Project Description8Section 05Palma Real Sustainable Community Development Project - Phase II (2308C)This project's long-term objective is to transform the lives of 60 families, approximately227 people, in Granada from 2020 to 2025* by addressing the complex challenges ofpoverty — specifically the economic, social and spiritual dimensions — that underservedcommunities face. SocialDevelopmentHousing andCommunityInfrastructureEconomicEmpowermentTo attain this objective, the project has beenstructured into two phases throughout fiveyears, in which the interventions areimplemented. As the first phase of the projecthas been completed, this proposal is centeredon the second phase, which targets thecommunity's social fabric and economicopportunities. This will primarily involve thesupport for the community centermanagement, the promotion of economicinitiatives, the reinforcement of skills, and thecontinuation of activities aimed at communityFor more information on the initial phase accomplishments, read the following greyboxes:empowerment and personal growth. Subsequent paragraphs provide a more in-depthlook at each of these aspects.Trust in the community and community leadersPersonal involvement in the community and TeamworkSafety in the communityBolstered social cohesion through the organization of events and socialassessment activities, which was reflected in the increase of indicators such as:Social DevelopmentOver 90% 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 there be anecessity, in order to ensure community sustainability.

9Palma Real Sustainable Community Development Project - Phase II (2308C)All this information an quotes can be found in the most recent evaluation reports here and .herehereConsequently, a plan for Palma Real Phase 2 was conceived and, despite limitedresources, some basic activities from the social development area, which depended onthe momentum of the project to be successful, were partially set into motion.Even with notable achievements in social development, there remained a necessity toenhance community involvement and gain a deeper understanding of the underlyingcauses of the social issues within the community. In addition to this, there was a need topursue income-generation initiatives aimed at alleviating high poverty rates.Here is an example of a translated quote shared by a community member whoparticipated 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 the photo icon to look at some pictures of Palma Real housesphase I 60 families owned a house with adequate materials and space, reducingovercrowding and intra-family tensions.Housing75%People feel proud of their house and think it is beautiful (compared toaround 15% at the beginning of the process). People feeling relief they were not going to be evicted.Families had made improvements to their homes (mainly painting,changing floors, plastering interior walls and enhancements to the garden)93%At the project's outset, more than 80% of families rented. Today, due to nothaving to pay rent, they have increased their capacity for saving, spending andinvesting.68%Section 05

101. Community Infrastructure: Granada Integral Development Centermanagement supportThe initial stage of the project collected funds for building a community center in PalmaReal, which aims to serve as a central hub for comprehensive economic and socialdevelopment in both Palma Real and the wider Granada municipality. This center willprovide a variety of services, including income-generating activities (which will bedetailed later in this document), programs, and initiatives designed to improve theoverall quality of life and advancement of the local community while addressing theirdiverse needs.To ensure efficient operation in the first year, this proposal advocates for support tocover maintenance costs,Palma Real Sustainable Community Development Project - Phase II (2308C)which include expenses forsecurity, cleaning personnel,operational staff, andnecessary 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 responsibility,and the development of a strong social fabric. It utilizes the "La Ruta de InnovaciónSocial-RUTA" (The Social Innovation Route) method, which consists of five stages fordesigning and implementing solutions to community problems in a way that transformsthem 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's more effective than existing solutions in thecommunity. Social innovation is developed through a participatory process, combining Section 059

Preparation: This stage involves getting the design team ready and defining thetasks required to move through the various RUTA stages.Understanding and Analysis: In this phase, we aim to comprehend and analyze theproblem within the community. To achieve this, we employ tools such as territorialintelligence and reality analysis. These tools include social mapping, social skillsanalysis, assessing perceived well-being, profiling families, creating theories ofchange, and more.traditional community knowledge with expert or scientific knowledge. It is sustainableand has the potential for scalability.The RUTA process consists of several key stages; these are the proposed projectactivities in each stage:1.2.11Palma Real Sustainable Community Development Project - Phase II (2308C)Preparation:Understanding and Analysis:In this phase, we're already using the genogram, a valuable tool forunderstanding family compositions and histories. It employs standardizedsymbols to represent real family situations, making it easy to examine structuresand dynamics across generations. The genogram has proven instrumental inidentifying patterns of violence experienced by Palma Real families, includingconnections to Colombia's armed conflict, childhood sexual abuse, andpsychological and physical violence associated with parenting styles.It’s important to note that the socio-cultural impact of armed conflict on acommunity includes the erosion of trust among its members, disruption of socialdynamics, and the breakdown of support networks. Community activities areoften suspended due to fear, and families can be torn apart by traumatic events,leading to significant emotional distress. These consequences give rise to new,ineffective security habits and distancing behaviors within the community,perpetuating a victimized mindset. As a result of the conflict, the familiarreference points for survival, social interaction, and identity become unreliable,leaving individuals feeling adrift and uncertain about their ability to navigate anincreasingly unfamiliar environment. 3. Creating a Solution: The third stage involves the development of a solution. This 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.Creating a Solution:Section 05

12Section 05Palma Real Sustainable Community Development Project - Phase II (2308C) 5. Packaging and Scaling: The final stage is about packaging and scaling the solution. This entails involving institutional actors in community organization and management processes, guiding the design of sustainable social projects, identifying and characterizing neighboring community organizations, creating s paces for dialogue to evaluate community management, and coordinating actions with nearby community organizations for integration.Packaging and Scaling:As part of our implementation efforts, we are incorporating activities focused onholistic well-being, including support for integral health, recreation, culture(cinema at the park, International Women's Day celebration, and others), sports(football, Zumba, etc.), spiritual development, environmental conservation, andguidance for personal growth. 4. Implementation: In the fourth stage, we focus on the actual implementation of the solution. This includes leadership training, managing community resources, identifying strategic allies, and conducting workshops to identify vocational interests.Implementation:Children’s Football group in the community

Our approach involves tailoring specific solutions for each community by a systematicprocess, which includes a market assessment (conducted during the initial projectphase), financial analysis, community engagement through surveys and participatoryactivities, and internal discussions with our implementing partners. This comprehensiveprocess allows us to draw on past experiences and insights to carefully choose theincome-generating activities included in this proposal and the technical programs orskill development needed for employment and entrepreneurship. To begin, we willoutline the two economic activities incorporated in this phase:These activities involve equipping people with the tools, skills, knowledge, and accessto resources necessary to improve their economic well-being and become activeparticipants in economic activities, which fosters self-sufficiency, reduces vulnerability,and enables them to make meaningful choices about their livelihoods. Palma Real Sustainable Community Development Project - Phase II (2308C) 3. Economic Empowerment IniatitivesIn 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, the primaryexpense, is lower compared to the expenses associated with private and even publictransportation services over a week.The municipality of Granada exhibits similar trends. Information gathered from dealersindicates an average monthly sales volume of 250 motorcycles, with records indicatingup to 500 monthly registrations. Due to the high number of motorcycles in the municipality and the lack of a workshopthat provides comprehensive, specialized services endorsed by the manufacturers, aworkshop will be set up to provide mechanical and general maintenance services forthis type of vehicle. This center will not only offer a physical workshop for motorcyclemaintenance and repair but also serve as a certified training center. It will focus ontraining skills in motorcycle mechanics, business good practices, and work ethics. It will also offer students the space to engage in internships. M otorcycle Mechanic Center: 13Section 05

Palma Real Sustainable Community Development Project - Phase II (2308C)Certified trainingPractical and experiential environment for the trainees.Motorcycle overhaul and maintenance servicesServices related to light mechanics (traditional maintenance and repair servicessuch as electrical faults, tires, brakes, alignment, etc.).Specialized services for high displacement motorcycles, e.g., testing and scanner. On-site workshop serviceThe first group comprises individuals eager to enhance their skills, possess thenecessary knowledge to address their specific needs and seek to improve their jobprospects while exploring additional income opportunities within the localautomotive market. Offering training programs tailored to the community'srequirements aligns with the identified interests in both Palma Real community andGranada, ensuring a positive response.The second market includes the prospective clients and users of the services andproducts the Motorcycle Workshop will offer. This demographic includes families inthe Palma Real, with approximately 41% owning motorcycles, along with individualswho frequent the area due to the nearby educational facilities, football syntheticcourt, and the demand generated by the 550 homes within the vicinity. These are the services that will be provided:The potential market of this center can be divided into two distinct categories:This initiative has the potential to benefit 20 to 25 community members directly overtime, and it can indirectly impact many others in Granada through the services offered.The positions required to run this business include mechanics, salespersons for thespare parts warehouse, teachers, administrators, and other roles. As part of the sustainability strategy of this business, the project proposes:Involvement with motorcycle dealers, clear marketing strategy, local garagenetworking, continuing technical training and reinforcing good business practices. Section 0514Please click the photo icon to look at some pictures of a similar projectcompleted by CMD, in the Talima Cumi Development Center in Medellin

This IGA proposes to set the business apart by offering accessories and clothing thatcomplement the garments required by companies, making it easier for suppliers tolocate the essential add-ons that complement their company's garments package.Furthermore, it includes the development of a web and mobile application to facilitatetransactions and utilize social networks to enhance product visibility.This IGA focuses on the manufacturing of garments, specifically industrial, sports, andschool uniforms. Colombian law mandates that employers must provide workers withspecific workwear as a social benefit. This provision occurs three times annually andentails supplying each employee with suitable footwear and attire necessary for theeffective execution 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 also ademand from individuals working in the healthcare sector, beauty salons, and aestheticcenters that could be addressed.In Granada, there are 19 schools, each with an estimated 1,500 students. Based on inputfrom experienced businesswomen in this sector, these students tend to buy uniformsroughly every two years. Additionally, Granada has four sports stores that cater to thedemand for sports clothing.The market study identified nine companies in Granada operating within the samesector, along with some units specializing in repairing used clothing. Furthermore, inVillavicencio, the capital of the Meta department, there are 62 clothing companiesregistered with the Chamber of Commerce.Palma Real Sustainable Community Development Project - Phase II (2308C)Manufacture of Garments for Industrial, Sport and School Uniforms: Section 0515Identify organizations or individuals offering clothing-related training.Deliver technical training in pattern making and the operation of clothing machinery.Conduct workshops with an emphasis on forming simplified associations andfostering teamwork commitments.Instruct members in developing a corporate image tailored to marketing strategies.This IGA involves various activities, such as:

In addition to these activities, there is extra training and advisory support designed toimprove the financial skills and job prospects of the participants.The IGAs will gradually hire and expand as the business becomes more manageable. In thefirst hiring phase, employees are expected to earn between $400 and $700, dependingon their role within the organization. This move is expected to strengthen overallhousehold income, as the IGAs will specifically target single-income households to convertthem to dual-income earners. Simultaneously, the IGAs will also provide more benefits tothe broader population through training, opening the doors to other opportunities andcontinued business growth. Palma Real Sustainable Community Development Project - Phase II (2308C)Section 0516Train participants in communication skills focused on sales and negotiation.Develop digital tools to have digital marketing communication channels.Equip participants with the skills to generate digital content, enablingcommunication with clients through digital platforms and social networks.Please click the photo icon to look at additional pictures of the sameproject.This initiativehas thepotential tobenefit 20 to25 communitymembersdirectly overtime. It requiresa productionleader, andoperating andbusinesspersonnel.

6. Project Timeline and BudgetAs previously mentioned, this first phase of the project lasts 24 months. Otherphases will start after the completion of this first phase, and they are subject toavailable funding. For more details on the specific activities by month, please clickhere.here.Palma Real Sustainable Community Development Project - Phase II (2308C)This table summarizes the project budget by category. To review the detailedbudget, please click here.here.BudgetDESCRIPTION TOTALTOTAL FFTPTOTALUNIMINUTODevelopment Center$39,352.20 $33,844.20 $5,508.00 Social Development Component$77,869.50 $74,380.50 $3,489.00 IGA - Clothing Business$97,605.00 $96,065.50 $1,539.50 IGA - Motorcycle Mechanic Shop$31,200.00 $31,200.00 Monitoring, evaluation and learning$74,664.70 $58,392.30 $16,272.40Total 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 management andmonitoring expenses$29,388.25 Total Indirect Costs $46,000.67 TOTAL PROJECT COSTS $339,883.17 The funds you generously contribute to Food For The Poor will be used toward the completion of yourproject of choice. If any of your kind donations exceed the budget cost, rest assured that it will be usedto fund other Food For The Poor projects designed to meet the urgent needs of the poor.Contributions are tax deductible under Internal Revenue Code section 501©(3). *UNIMINUTO will provide $26,808.90 to the project, while FFTP will contribute $293,882.50. TimelineSection 0617

7. Monitoring, Evaluation, Design,Accountability and Learning PlanPalma Real Sustainable Community Development Project - Phase II (2308C)For more details on the specific indicators and sources of verification, please click here. here.The FFTP Monitoring, Evaluation, Design, Accountability and Learning (MEDAL) teamwill coordinate in-country efforts to conduct regular monitoring and evaluation of theproject's activities. This will ensure effective project implementation and measure thedegree to which the project has met its intended goal. Section 0718Palma Real Community

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.