Expression of Interest for Partnership

ILMPOSSIBLE:Take A Child to School Programme (Phase- II)

OVERVIEW
The British Council’s ILMPOSSIBLE: Take a Child to School (TACS) is a project jointly funded in partnership with
the Qatar based Education Above All (EAA) Foundation that has enrolled 225,000 children aged 5 to 11 years
back into primary schools during the first three years of the program and aims to enrol another 200,000 children
by the end of year 2020.

The program has an outreach in 70 districts of Pakistan across four major provinces of the country; Punjab,
Sindh, Khyber Pakhtunkhwa and Baluchistan. The project builds on a strong community interaction component
where youth volunteers are trained and engaged in an on-going enrolment campaign to identify and enrol out of
school children and then ensure the retention of these children, at-least until the completion of primary
schooling cycle, through continuous follow-ups.

British Council
The British Council is the UK's foremost cultural relations organization dedicated to building trust and
understanding between people from all cultures. We operate in over 110 countries and Pakistan is one of the
British Council’s highest priorities focusing on education, skills for employability, English, creativity and active
citizenship.

Educate A Child (EAC)

Educate A Child is the global initiative launched by Her Highness Sheikha Moza bint Nasser of Qatar, which aims
to significantly reduce the number of children worldwide who are missing out on their Right to Education.

Inspired by the Millennium Development Goal to see every child have access to a full course of quality primary
education, Educate A Child is working with a range of international and national partner organizations to trigger
significant breakthroughs in reaching the world's poorest and most marginalized children.

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ILMPOSSIBLE- Take a Child to School (TACs) Programme (Phase-I)
Pakistan is ranked lowest in the region, and in the world, in terms of enrolment statistics and school retention.
An estimated 22.5 million children are Out of School Children (OOSC) and with an ever growing population this
number is expected to grow exponentially, if measures are not taken. ILMPOSSIBLE: Take a Child to School was
launched in January 2014, for the specific purpose of addressing the issue of Out of School Children, with the
goal of enrolling 185,000 OOSC. In the course of 40 months, the project surpassed this goal and enrolled
225,000 across 63 districts in Pakistan. The project did this by;

1) Deploying a 15,000 strong cohort of trained volunteers to support an enrolment drive that informs parents
and facilitates the enrolment and retention of vulnerable OOSC children,
2) Setting up 328 independent community based committees (called “mohalla committees”) comprising of
stakeholders who ensured stronger coordination between schools, the local education department and the
communities to improve retention and enrolment and
3) Implementing DOSTI (Life Skills through Sports) intervention in 343 schools to create a positive learning
environment and that motivates children to regularly attend school and thereby increase retention rates.

Achievements of Phase-I

Some of the key achievements of the phase I of the program are:

Children Mohalla
IMBASSADORs Dosti Program School Grants
enrolled Committees
42 60
225,000 15,000 300 Districts Districts

ILMPOSSIBLE- Take a Child to School (TACs) Programme (Phase-II)

Following the success of Phase I of the project, Take a Child to School PhaseII has been launched in January 2018
with the prime goal of enrolling 200,000 OOSC across Pakistan. The specific objectives of this project are to:

1) Increase the number of better-informed parents committing to enrolling 200,000 out-of-school-children and
maintain retention;
2) Establish a strong coordinated ownership amongst the community influencers and partners who will
facilitate access to schools and enrolment by setting up 550 independent mohalla committees and;
3) Enable and provide a positive learning environment created through life skills and sports encouraging
retention and preparing 500 teachers to play a leadership role in their communities.

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Achievements of Phase-II
Some of the key achievements of the programme during Phase-II are:

Children Mohalla
IMBASSADORs Dosti Program Generation Amazing
enrolled Committees
42 15
87,236 7,637 338 Districts
Districts

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 Expression of Interest for Partnership

The programme aims to increase our outreach and implementation in 70 districts across Pakistan through
developing strengthened partnerships with civil society organizations in the country and engage with
communities and young people in the selected District communities1. This EOI seeks dedicated Partnership
Proposals to support the programme development and implementation in the respective local communities.

Offer for Civil Society Organisations

The ILMPOSSIBLE -TACS programme offers opportunities for civil society organizations to join a growing network
of local partners delivering the programme across Pakistan. Unique features of the programme:

 Contribute to addressing the critical out of school challenge in Pakistan

 A globally standardized training and development framework for partner organizations and young
people
 Opportunities for developing young leaders
 Opportunity to be part of a national network advocating on the right to education for children
 Access to national and international advocacy opportunities
 Prospects of interaction and building linkages with partners nationally and internationally

Programme outputs
Capacity building
Participants/volunteers will be taken through a learning journey starting from a series of workshops to active
engagement in their communities through their support to enrolment and retention in their communities. Each
volunteer will be assigned the task of identifying and enrolling 10 to 15 Out of School Children as per a defined
guideline and periodically updating their retention status. The workshops will be based on Active Citizens
modules developed by British Council. The capacity building strand aims to:

 To develop leadership and advocacy skills and empower young people to play a pivotal role to bring
positive social change within their communities and sensitise them towards identity and diversity,
understand intercultural dialogue, be more aware of education issues as and develop skills to carry out
successful mobilisation within communities on promoting literacy and schooling of children.
 To build networks within their communities collaborating with local government, community
influencers, policy makers, educational institutions, media and civil society organisations to actively
engage in supporting higher enrolment and retention in their communities.
 To develop an understanding of diversity and difference ensuring inclusivity in terms of gender,
disability, ethnicity, faith, and vulnerability.

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  To facilitate young people to understand the links between local and global issues and correlate the
national and global resonance of local actions.

Institutional development
Institutional development of partner organisations will support the development of community networks,
facilitators and train young people and access vulnerable and marginalised audiences. Trainers will demonstrate an
increased capacity to promote cross cultural working and support to young people. This strand will aim to:

 Organise and deliver training of facilitators and establish a pool of facilitators who will be available to
partner organisations for cascade of trainings.
 Build institutional strength and partner capacity for programme development and delivery focusing on key
areas such as project management, monitoring and evaluation and communication.

Youth-focused Civil Society Institutional Networks

This involves development of networks at community, local, provincial and national level to build a critical mass of
support for young people to act as agents of change in their communities. Partner organizations will engage with
wider community organizations

DOSTI Component

DOSTI (Urdu for “Friendship”) is a specially designed ‘Sports and Life Skills’ component that is being rolled out in
208 primary schools across Pakistan. DOSTI is aimed at making school a more appealing and enjoyable experience
for children and thus seeks to improve retention. DOSTI uses interactive story-telling, skill-based activities and
sports as a medium to foster positive values, character-building and physical education to make education a
wholesome experience. Teachers from government schools receive three day training through ILMPOSSIBLE: TACS
on how to effectively use DOSTI toolkits and manuals in classrooms. Teachers essentially learn new and creative
ways of engaging students in the classroom.

Schools also receive sports and games equipment for children to use and learn from. For most schools and
communities purchasing sports equipment is beyond their financial means. Thus, provision of such items enhances
children’s learning and schooling experience and motivates them to regularly attend school. Children find new
ways to interact and play with their friends they also realise their own hidden talents.

Mohalla Committees

ILMPOSSIBLE:TACS helps communities organise into self-help groups called Mohalla Committees where
community members and influencers such as local Imams, Nazims, District Education Officers, retired teachers,
businessmen, social activists etc. come together to support the ILMBASSADORS and work with schools to resolve
quality and infrastructural challenges. Mohalla Committees are a powerful tool and have a long tradition of

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bringing positive socio-economic changes in communities through collective action and advocacy. Instituting
Mohalla committees in societies ensures sustainable community action that has the potential to out-live the
programme tenure and goals. Our trained Mohalla Committees have reached several milestones since the
inception of the programme. Their commitment, contextual understanding and expertise are vital to the successful
implementation of the programme and continue to make positive changes in the local communities. Each Mohalla
Committee typically works with at least 4-5 government schools for three years.

The role of the Mohalla Committee(s) is to:

• Facilitate access to communities and provide support for enrolment campaigns,

• Engage in wider advocacy for enrolment and retention within communities and other influencers

• Liaison with supply-side (schools and government line departments) institutions to resolve identified retention
and enrolment issues.

• Increase transparency and visibility of the project to encourage community buy in.

Support to Out of School Enrolment and Retention

Trained participants will engage with wider Community through the enrolment door to door campaign; convince
parents of OOSC to enroll them at the nearest schools. This will also require coordination with local school
teachers and heads. Social Action projects targeting key community issues. Participants will have developed a
stronger understanding about the education infrastructure, quality and service issues. Each volunteer will serve as
a mentor for 10 identified out of school children by supporting their admissions alongside their parents and by
regularly assessing their progress at school. The external community members and stakeholders will be engaged
through the Mohalla Committees set up in all districts. The partner organization will be responsible for
coordinating the activities of both the volunteers and the community members.

National and International Networking Opportunities: As part of our wider commitment to providing young people
with networking opportunities our partners and their trained young volunteers will have the chance to take part in
various national exchanges within Pakistan and a few international opportunities as well based on a strict selection
criteria. Opportunities to engage with young people and partners from the UK and/or South Asia region will be
available to local partners and young leaders as and when planned.

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 District level
Partner induction DOSTI events
ILMBASSADOR
and orientation on data uploaded
programme Recruitment of
Facilitators from partner on GMIS 8-week DOSTI
organisation program runs in
Community schools
mapping
Maintain Launch of
4-day Ensure that each ilmbassadors DOSTI
Active ilmbassador is information Program for
Citizens following the code system retention
training of of conduct defined
Volunteers by BC Household survey’s to
identify Out of School Teacher trainings
Children for DOSTI teachers

Identification
of volunteers Retention of
at the Children
community through
repeated
follow-up
Each MC
completes 3
Social Action
Formation Projects Enrolment of
of UC level Out of School
Mohalla children back
Committe in
Continous
es Government Volunteers
follow-ups and
Schools submit the
maintaining
data of MCs data to
meetings Partner
Capacity Building training organization Parnter orgniation
of MCs uploads the data
on portal after
initial Monitoring

Table: Programme Development and Implementation Step-by-Step Flow Chart

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Programme Audience Figures
Each Partner will be engaging the following audience categories through programme activities for
developing and implementing the programme:

Young Leaders
Recruiting young participants from local communities aged 18 – 32 years. These participants will be
part of the programme for at least a full year with regular tasks and further for another year based
on intermittent reporting.

Facilitators
Recruiting volunteer facilitators to develop and deliver the ILMPOSSIBLE Training module
workshops. These facilitators will be part of the programme for at least 12 months

Community Leaders
Engage community leaders during the programme in order to facilitate policy dialogues, participate in
social action projects’ delivery, attend show casing events and highlight young leaders’ achievements at
higher levels of engagement.

Community Individuals

Encourage young people to engage community individuals at large as beneficiaries in order to ensure
social action projects’ success and sustainability. This category has no restriction on engagement
figures.

Expected Roles and Responsibilities of Partner Civil society organisation:

Each Partner will be responsible for the following deliverables in order to develop and implement
TACS Phase-II:

 Recruitment: Recruitment of young leaders, facilitators, mentors

 Cost Share: Selected organization will contribute minimum 30% as cost share of total budget
that can be either inkind contribution, management time, venue for training and in cash.
 Delivery of ILMPOSSIBLE Module Workshops: Delivering in designated districts union council
from 6 to 10 workshops a year with 30 young participants per workshop.
 Formation of Mohalla Committee through the support of British Council strategic partners.
 Engaging Community Leaders to build linkages with young people through the Mohalla Committee
component
 Running enrolment campaigns with the volunteers and managing this group’s performance and data entry.
 Monitoring Volunteers: Strong liaison with young leaders to monitor their progress, seek
regular updates and develop success stories
 Delivering the DOSTI intervention alongside strategic partner.
 Implementing M & E framework of the programme: Reporting, M & E framework implementation,
managing databases of all types of programme audience, developing programme success stories.
 Maintain the Programme and financial record as per the agreement.

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Roles and Responsibilities of British Council ILMPOSSIBLE TACS Programme Team:
British Council ILMPOSSIBLE TACS programme team will be leading on the following responsibilities:

 Partner Induction Events: British Council will facilitate partner staff on programme induction
and orientation for local programme development. Plus detailed trainings for the new project
staff hired on the mechanics of the project and the online data entry management. Sharing of
designed toolkits and materials for all components.
 Programme Grant: British Council will provide a grant in order to cover agreed project
activities . Grants will be disbursed based on the outreach to number of districts and the
number of young volunteers that each organization can train within a year and deploy for
field activities. There is a standard costing that the British Council adopts based on prior
experience.
 Facilitators’ development trainings: British Council will develop and deliver Facilitators’
development trainings and refreshers with cost of participation covered by British
Council. These trainings may involve UK trainers and/or participants wherever possible.
 Extensive coordination and support for all field activities.
 Digital/Online Media usage: British Council will facilitate digital/online media tools and
invite partners to set up blogs, Face book groups and participate in online surveys.
 Joint Media Promotion: During the partnership, joint media promotion will be managed as
and when required, pertaining to partnership agreement guidelines.
 National Social Action Project Award: British Council will host and organise the National Social Action
Award in collaboration with all partners.
 National and International Networking and Interaction: British Council will be responsible
for sharing upcoming opportunities for national/international networking with all
programme partners.

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Partnership Proposal Submission
Please submit the following as part of your Partnership Proposal by 23 November 2018 by email to
Zeeshan.Jadoon@britishcouncil.org.pk

You can also email any queries you have to hamza.shaukat@britishcouncil.org.pk by 20 November 2018.

Your submissions should include following documents:

1) Complete Partnership Application Form

2) Organisational Registration Documents ( Scanned copies)
3) Resolution of Governing Body to Apply for Partnership
4) Audit Reports for the past two years (or one if applicable)
5) Details of Organisation’s board of directors and management structure f. List of existing/current
projects/programmes and donors
6) Organizational registration certificate with EAD/Ministry of Interior
7) NOC for the district in which you are submitting the EOI.list of districts that they want to work in- explain why
and highlight existing projects and resources available
8) One to two paragrpahs on value addition, how will the local organization contribute( e.g local networks,
partnerships with line departments etc)
9) Brief profiles of programme management staff
10) Proposals that are above 8 mb should be sent via a file sharing platform (Google Drive, Dropbox, WeTransfer
etc.).

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ANNEX A
Frequently Asked Questions:

Q1. What is the duration of the partnership?

A1. The partnership will be from 01 January 2019 – 31 October 2020.

Q2. What is the maximum number of young leaders a partner organisation can engage?

A2. Proposed number of young people by the applicant organisation will be reviewed and a
mutually agreed number of young leaders could be engaged by the partner organisation to
complete the full programme.

Q3. What is the maximum number of workshops a partner organisation can implement? How
long will be each workshop?

A3. Agreed workshops after short listing and negotiation, will be implemented by the partner
organisation. Each workshop is of four days and should have an average of 30 participants.

Q4. How long will be the facilitators’ development workshop?

A4. The facilitators’ development workshop will be of five days and fully covered by British Council.

Q5. Is it compulsory for all young leaders to launch/engage with the school enrolment?

A5. Yes, it is mandatory for all young leaders participating in the programme to attend the
module workshop and enroll at least 10 out of school Children in their area and monitor/
mentor them for a year at regular intervals and then for another year at less regular intervals.

Q6. Will the British Council Grant be covering management expenses?

A6. No. The British Council grant is costed unit wise and will only be required to spend on
approved programme activities.

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Q7. What reporting mechanisms are there to report to British Council?

A7. British Council will be seeking quarterly programme and financial reports from the
partners to track programme delivery and finances. Partner will have to assign one staff
member onreporting mechanisms. There is also an online reporting mechanism specially
designed for the project and all new project staff will be trained on managing it.

Q8. Will there be an agreement with British Council for the partnership?

A8. Yes. For each partner, there will be specific ToRs as per programme development plan.
The agreement will have a legal status and will need prior agreement before final signing.

Q9. Will this partnership offer guaranteed visits to UK?

A9. No. British Council will not offer guaranteed visits to UK for partners. However,
opportunities for national and international networking will be shared with all partners as and
when required.

Q10. Is British Council a donor/UK government agency?

A10. No. British Council is not a donor agency and neither UK government body. British

Council is a registered charity in England.

Q11. Will there be an annual review of the Partner Organizations?

A11: Yes. All Partner Organizations will be reviewed based on the quality and impact of
programme delivery in line with the agreed Terms of Reference (TORs). Plus bi-annual
financial audits.

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Q12. Do young people get workshop certificates?

A12. No. The young people will not receive workshop certificates. They are eligible to receive an
official letter of enrolment into the programme by the partner organization. But will receive a
certificate on completion of their enrolment social action project only.

Q13. Will there be any award function to recognize the efforts of ILMBASSADOR?

A13: Yes. All Ilmabassadors who have received programme certification are eligible to
participate in opportunities such as annual Social Action Project (SAP) awards, National
Exchanges and International Study Visits (ISVs).

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 Annex B:
Community Leaders who can influence policy making and community’s perceptions through their
presence in the local community and access to systems:

- Faith based leaders

- Cultural leaders
- Local councilors
- Teachers
- University Deans
- University professors and teachers
- Journalists
- Civil society organisation senior staff/representatives
- Social activists

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ANNEX C:
Implementation Districts

Punjab

Lahore Gujranwala Lodhran Rajanpur Faisalabad

Shiekhupura Gujrat Vehari Dera Ghazi Khan Chiniot

Nankana Sahib Sialkot Bahawalpur Muzaffargarh Toba Tek Singh

Kasur Jhelum Bahawalnagar Multan Jhang

Okara Narowal Rahim Yar Khan Khanewal Mianwali

Layyah Bhakkar Khushab Sahiwal

Sindh

Hyderabad Mirpur Khas Jaccobabad Nowshehro Feroze

Jamshoro Tharparkar Larkana Shaheed Benazirabad

Matiari Umerkot Khairpur Ghotki

Tando M Khan Sukkur Dadu Qamber Shahdadkot

Tando Alla Yaar Shikarpur Badin Kashmore

Khyber Pakhtunkhawa

Peshawar Malakand Chitral Torghar Hangu

Nowshehra Swat Abbottabad Battagaram Karak

Charsadda Shangla Haripur Mardan Kohat

Sawabi Lower Dir Mansehra Kohistan Upper Dir

Balochistan

Quetta Nushki Lasbela Gawadar Pishin

Jalalabad Naseerabad Kharan Qalaat

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