GEF SGP PROJECT PROPOSAL

Country: Mauritius Submission date: 23 Jan 2020
Project No. ________________ (For SGP Official Use. Do not write anything here)
Project Title: Extending Income Generating Prospects to Disabled Groups & Women and Rebranding of Secret Grand Mère Medicinal and Herbal Teas

APPLICANT
Name of Organization: Association Pour L?Education Des Enfants Defavorisés
Year established: September 2002 Number of members: 28
Number of projects implemented: 12
Mailing Address: Dr. Bour street ? Forest Side Physical Address: Dr. Bour street ? Forest Side
Telephone: 6701943
Fax: 6701943 E-Mail: apeded_mu@yahoo.com
Principal Officer: Minakshi Lukhun - Secretary
Project Contact/Manager: Anooradah Pooran ? President

PROJECT
GEF SGP Classification: Focal areas and Outcomes
Focal Area (Tick one) Outcome (Tick one)
? P Biodiversity (P) Community landscape/seascape conservation
? Climate Change (S) Climate smart innovative agro-ecology
International Waters Low carbon energy access co-benefits
Chemicals and Wastes Local to global chemical management coalitions
Land Degradation CSO-Government policy and planning dialogue platforms
Climate Change Adaptation ? Promoting social inclusion
Capacity development Global reach for citizen practice based knowledge programme
P: Primary; S: Secondary; CSO: Civil Society Organization. NOTE: CC Adaptation: only secondary focal area applies

Proposed Start Date: March 2020 Expected Project Duration: August 2021

FINANCES
Total GEF SGP Request:[MUR] 3,644,350 [US$ (For SGP Official Use. Do not write anything)]
Total from Other Sources:[MUR] 2,116,100 [US$ (For SGP Official Use. Do not write anything)]
Total project cost:[MUR] 5,760,450 [US$ (For SGP Official Use. Do not write anything)]
UN rate of exchange___________________________ (For SGP Official Use. Do not write anything here)




TABLE OF CONTENTS OF PROPOSAL
SECTION A: PROJECT RATIONALE AND APPROACH
1.1. Project Summary
1.2. Organizational Background and Capacity to implement the Project
1.3. Project Objectives and Expected Results
1.4. Description of Project Activities
1.5. Implementation Plan and Time-frame
1.6. Plan to Ensure Community Participation
1.7. Knowledge Management
1.8. Gender Mainstreaming
1.9. Communication of Results and Replication

SECTION B: PROJECT RISKS, MONITORING & EVALUATION
2.1. Risks to Successful Implementation
2.2. Monitoring, Evaluation Plan and Indicators
2.3. Sustainability of Results Achieved

SECTION C: PROJECT BUDGET
3.1 Financial Details
3.2 Projected Expenditures
3.3 Bank Details

ANNEX 1: INDICATORS
A. GEF SGP Project Indicators
ANNEX 2: EVIDENCE DOCUMENTS
A. List of Colleges
B. Evaluation Sheet for Project Sites
C. List of APEDED Activities and Projects Implemented
ANNEX 3: PROJECT DOCUMENTS
A. Logical Framework
B. Activity Planning: Project WorkPlan and Monitoring Schedule
C. Implementation Plan and Timeframe




SECTION A: PROJECT RATIONALE AND APPROACH
1.1 Project Summary
Context
Secret Grand Mère Ltd, is a social entrepreneurship initiative of APEDED, which needs to ensure its economic sustainability so that it can continue to support its existing group of beneficiaries as well as extend income generating prospects to additional target groups (disabled groups and more women identified).
This project is about the rebranding of our solar-powered produced medicinal and herbal tea. This rebranding will help position our tea better on the market, enabling us to respond to the already existing demand on the market for better packaged and presented organic medicinal and herbal tea products. We have been regularly approached to provide gift packs for conferences and party favors for weddings and events. So far, we have been unable to respond to this need as our current packaging is no more appealing to a certain segment of clients and acts as a barrier to new markets. It is clear that rebranding and a change in our packaging will allow us to attract a new range of customers.
At the moment, the medicinal and herbal teas are packaged in laminated aluminum bags. This is not environmentally friendly and is not aligned to our ecological production mindset which is organic and solar powered. We would like our brand to be about an end-to-end ecologically friendly product which at the same time supports the livelihood of a disadvantaged socio-economic community.

Proposed Approach and Rationale
Product Packaging
We will develop a new brand which will be portrayed through a new packaging. Instead of laminated aluminum bags, our tea will be presented in elegant metal boxes. These metal boxes will add value to our products and at the same time they will be more ecological as customers can re-use them for storage purposes. In addition, we will also create two types of gift packs to fit in three and five metal boxes. This is in direct response to what we have identified as demand on the market. For example, we will be able to respond to the need for conferences door gifts and party favors. In addition, we will also be able to propose the gift packs for special occasions such as Valentines day and Mother?s day.

Production
To support our new brand, we will need to acquire new machinery and equipment. We have assessed our equipment needs by looking at what we require to be able to deliver our tea in the metal boxes and gift packs. We have also assessed current inefficiencies where our operations are too manual and slow and where we are not using professional level equipment. With our new brand, it will be essential to operate at a higher professional standards level and offer our customers more refinement in our products. The list below details and justifies our new machinery and equipment needs.
? A professional sink for washing of leaves
o Currently we are using a normal home sink which makes the tea washing process more time consuming and less efficient.
? A trimming machine to cut the tea leaves
o At the moment, tea leaves are cut manually. A trimming machine will not only be more efficient but will also ensure consistency in size of the trimmed tea leaves.
? A grinder and pyramid tea bag filling machine
o With the rebranding, our tea will be placed in tea bags to then be displayed in the metal tin. Therefore, trimmed leaves will now need to be grinded. In line with our new brand, we will use pyramid tea bags which have a more refined touch.
? An expiry date printing computerized machine
o We will not be able to print directly on the tin box and need to invest in an expiry date printing machine
? A blowing machine to produce sealer for the tin box
o To ensure freshness of the tea inside the tin box, the latter will have to be sealed.

Delivery
We will also look at acquiring a new means of transport for delivery. Currently we are using an open 4x4 van for delivery. A closed van will ensure greater security and decrease risk of damage to our products. A branded van will fit in with our new positioning on the market and will serve as advertising. We will consider options for a hybrid van which is more environment friendly and will align to our objective of an ecological end-to-end product.

Rebranding will ensure the economic sustainability of our products as we will be able to meet current and evolving demand. As a result, we will be able to increase production and therefore extend our reach in helping a greater pool of beneficiaries.


Sales & Distribution Outlets
With the project of rebranded herbal tea in mind, Secret Grand-Mère Ltd has already started discussions with The LUX Collective (IBL Together) for product placement. The Lux Collective has requested samples of the herbal tea for a tasting with the Chefs in order to ascertain interest. There are also discussions of product placement at the LUX Shop and at Café LUX. Negotiations have kicked off between The LUX Collective and Secret Grand-Mère Ltd so that a win-win agreement can be achieved for both parties. Secret Grand-Mère Ltd will have a buyer for its products and The LUX Collective will be able to profitably sell premium herbal tea.

Moreover, discussions for in-kind contributions from HealthActiv and BrandActiv (IBL Together) distribution have been held which will enable greater visibility of the rebranded herbal tea and promote sales.

Target Communities Involved
This rebranding project will enable us to increase production. Therefore, in addition to our existing beneficiaries who will continue to be involved, we will be able to bring on board more people from disadvantaged socio-economic communities. The groups we have identified and have already engaged in discussions are:
1. A specialized school in Bonne Mere of the NGO APEIM (Association de Parents d?Enfants Inadaptés de L?Íle Maurice) for cultivating 10 perches (around 0.8 arpent) of land
2. A special needs school, the Southern Handicapped Association of Riambel for cultivating 10 perches of land
3. A group of 10 individual women, who can be empowered and have their livelihoods improved. They have been identified through community networks across different regions of the island. They will also cultivate in total 10 perches of land

Our existing beneficiaries who will continue to be involved are:
a. 20 mothers (Five working in the factory; ten in the nursery; five doing sales)
b. 35 women involved through Buy Back Leaves Programme
c. 16 ladies (operating as a distribution channel) selling at national & international level
d. 10 colleges (list attached in Annex 2A) through Buy Back Leaves Programme

The project targets the empowerment of women and people with disabilities. The latter are engaged in this initiative which involves the environment (through organic cultivation of medicinal and herbal plants) and livelihood improvement.

Project location
The main project location will remain at Paul Baillache Street, Chemin Grenier, the current location, where production and assembling takes place. The project sites are the land and nursery, where the medicinal and herbal plants are cultivated. All project sites must fulfil the conditions and norms provided to obtain the HACCP certification. This has been shared with the new beneficiaries and an evaluation of their sites will be conducted prior to the start of the project to ensure compliance with the HACCP norms. (Evaluation sheet of project sites attached in annex 2B)
Relevance of project to the GEF/SGP Country Programme Strategy
This project is relevant to the GEF/SGP Country Programme Strategy as it is Community-led and promotes biodiversity and climate-change friendly practices. It is also linked to the sustainable agriculture component ? with community based sustainable land management outcomes. Finally, a very strong outcome which results from this project is social inclusion. The links to global environmental benefits are elaborated further below:

Biodiversity and reduction of land degradation
Research has shown that global biodiversity loss continues to be on the rise because of constant human driven environmental change. In Mauritius, the increase in urban landscapes is very visible. This project, through the cultivation of medicinal and herbal plants, seeks to promote biodiversity. The rebranding of Secret Grand-Mère Ltd will lead to an increase in demand of its products and as such greater supply of plants will be needed. At the onset, with the forecast of increased demand, ten new women and two disabled schools will be brought on board. They will cultivate in total 30 perches of land.

As per current practices Secret Grand-Mère Ltd, among the medicinal and herbal plants cultivated, a native plant palette will be promoted, where possible. Cultivation is done in pesticide free environment with organic maintenance methods used. With this being done in communities and in schools, there is an aspect of awareness and sensitization also taking place, where more and more people are becoming aware of good environmental practices in cultivation.

This project also reduces land which would have been left idle and to degrade. It is anticipated that as demand for the tea products increase further, more cultivation can be done.

Renewable Energy
Renewable solar energy is used to produce the medicinal and herbal tea. Photovoltaic panels (72 square metres ) were installed to use solar energy for production. This resulted in 14,360 kilowatts hours of electricity per year which represents 52 trees saved. There is a surplus of energy which is sold to the grid every month. This surplus energy can now go towards increased production.

1.2 Organizational Background and Capacity to implement the project
The proposing organization
Association Pour L?Education Des Enfants Defavorisés (APEDED) was formed in 1996 and is a registered NGO since 2002. We are registered with the National Corporate Social Responsibility (NCSR), Ministry of Social Integration, Social Security and National Solidarity. We are also a member of the Mauritius Council of Social Service, the umbrella organization for NGOs in Mauritius. We are affiliated with the Ministry of Environment, Solid Waste Management and Climate Change; Ministry of Gender Equality and Family Welfare; Ministry of Industrial Development, SMEs and Cooperatives.

APEDED works for needy and neglected children all around the island through projects which seek to address the systemic problem of illiteracy while at the same time aligning these projects to Sustainable Development Goals (SDGs), especially climate change. Moreover, APEDED strongly believes in empowering mothers so that they can in turn contribute to their household income and support the schooling of their children. A list of APEDED activities and projects implemented are available in the annex 2C.

APEDED initiated and led a social entrepreneurship project, Secret Grand-Mère, which joined together objectives of promoting biodiversity, climate change mitigation and social inclusion. Secret Grand Mère Ltd was launched in 2010 on the occasion of the International Biodiversity Day and embodied the very essence of the 2010 theme which was ?Biodiversity for Development and Poverty Alleviation?. The project of Secret Grand Mère Ltd has been financed by the UNDP Global Environment Facility (GEF) Small Grants Programme. This project was also co-financed by the British High Commission, and received technical support from the Agricultural Research and Extension Unit of the Ministry of Agro-Industry, now FAREI.

Secret Grand Mère Ltd evolved further in 2012 when it sought to undertake production of medicinal and herbal tea through a clean source of energy, while at the same time reducing electricity costs. Indeed, while orders for medicinal and herbal tea were on the rise, the production unit was consuming a lot of electricity, driving the production costs. The GEF SGP funded the installation of photovoltaic panels on our roof tops.

72 square metres of photovoltaic panels were installed to use solar energy for production. This resulted in 14,360 kilowatts hours of electricity per year which represents 52 trees saved. As the first social entrepreneurship company in Mauritius to have taken the opportunity of producing its own renewable energy through the Government?s Small Independent Power Producer?s Scheme, savings are made on electricity bills. In addition, from the surplus of energy sold to the grid every month (which amounts to about MUR 10,000-15,000 monthly depending on the number of sunny days), we are able to provide food to vulnerable children at APEDED?s centres.

APEDED products were showcased and APEDED?s President participated in several GEF Council meetings where the project has received praise. It is highly committed to taking Secret Grand-Mère to new heights, ensuring it can evolve and grow in a sustainable manner. The proposed project of rebranding will take Secret Grand-Mère Ltd to its next phase of development in social entrepreneurship where it will become economically more sustainable and can significantly contribute to systemic change.

Purpose and core activities
Secret Grand-Mère, set up as a social entrepreneurship initiative has several key purposes:
? Empower and help women from low-income families overcome financial challenges
? Revive the use of medicinal and herbal plants and motivate people to use traditional medicinal plants for relief of certain illnesses
? Support in preserving the very sensitive biodiversity of the island
? Produce and consume electricity from renewable sources

The core activities of Secret Grand-Mère Ltd involved:
? Training women in the understanding, cultivating and propagation of medicinal and herbal plants
? Training women in leaves picking and dehydration techniques as well as packaging and marketing
? Gathering and recording useful information and anecdotes on medicinal and herbal plants from elderly in villages
? Securing distribution outlets for our medicinal and herbal tea. At the moment, our products are placed at:
o The ?Winners? chain of 19 supermarkets
o The Mauritius Duty Free Paradise at the Airport of Mauritius
o Pharmacies
? Participating in B2B opportunities at an international level (through the support of a yearly grant from the Economic Development Board of Mauritius). As a result, we have managed to secure representatives of Secret Grand-Mère in different countries namely, France, Australia, Madagascar, Reunion and Seychelles.
? Participating in local and international trade fairs

Target population group
1. A specialized schools in Bonne Mere of the NGO APEIM (Association de Parents d?Enfants Inadaptés de L?Íle Maurice) for cultivating 10 perches of land
2. A special needs school, the Southern Handicapped Association of Riambel for cultivating 10 perches of land
3. A group of 10 individual women, who can be empowered and have their livelihoods improved. They have been identified through community networks across different regions of the island. They will also cultivate in total 10 perches of land


Organizational approach for project implementation
APEDED has significant experience in running and managing projects. We have run a number of projects successfully across the last 20 years (refer to list of APEDED activities and projects implemented in the annex 2C). In fact, APEDED strong leadership and unwavering commitment to implementation has resulted in success. APEDED has managed funding from donors for over 10 projects. These donors include GEF SGP, European Union, Indian Ocean Commission, Banks amongst others.

Moreover, Secret Grand-Mère Ltd has been well managed for the last 10 years. Indeed operations are well looked after, ensuring suppliers are supported so that they deliver good quality raw materials on time. Production is also managed carefully to ensure timely production and delivery of products. Risks were mitigated and cash flow managed cautiously.

For this proposed project, APEDED will set up a Project Implementation Committee (PIC) comprising of APEDED and IBL Together which is partnering with SGP for this Women-led Programme. This PIC will oversee the implementation of the project. The PIC will steer the project from the beginning until completion, providing guidance, monitoring progress and risks and involving all project stakeholders. The PIC is expected to meet once a month.

The project coordinator will be responsible for the actual project delivery. The project coordinator will also be responsible for the coordination and administration of the project, including organizing the monthly meetings of the PIC.

Previous experience relevant to proposed project
APEDED through the set up and operations of Secret Grand-Mère Ltd has considerable experience in the cultivation and propagation of medicinal and herbal plants contributing to mitigate biodiversity loss and climate change, all while promoting social inclusion. Such previous experience is of significant relevance to the proposed project of rebranding. Indeed the project of rebranding will enable scaling up of operations. To increase production and involve more people from the targeted group of beneficiaries, APEDED will rely strongly on its experience in running and managing Secret Grand-Mère Ltd.

1.3 Project Objectives and Expected Results
A logical framework is provided in Annex 3A.

From a business perspective, an important objective is to increase the sustainability of Secret Grand-Mère Ltd by rebranding its products and gaining access to new markets and opportunities. To achieve this result, several activities have been identified (Annex 3B #2). These activities will contribute to grow the business of Secret Grand-Mère Ltd by enabling higher sales and in turn higher revenue.
? Recruiting a designer agency to work on the artwork for the metal box and giftbox packaging will ensure that the products of Secret Grand-Mère Ltd are more appealing. Elegant packaging will add value to the products and enable Secret Grand-Mère Ltd to enter new markets which have so far been inaccessible e.g. premium tea markets, conferences door gifts, party favors. New markets imply a significant growth opportunity for Secret Grand-Mère Ltd. Therefore, this activity is essential to be able to increase sales and revenue.

? Another activity is to purchase identified materials and equipment. This is aligned to the rebranded packaging as the use of metal tins bring in new requirements such as tea bags, grinder, blowing machine etc. The purchase of these materials and equipment will enable production and packaging of the tea to be sold under the rebranded look and is thus crucial investment to be able to enter new markets and grow revenue.

? A key activity is also the recruitment of a marketing agency who will develop an online marketing action plan. Online presence of Secret Grand-Mère Ltd has so far been minimal and not driving sales. By having a strategic and targeted marketing plan, Secret Grand-Mère Ltd will be accessing unexplored markets online and be able to increase revenue through online sales.

? Direct marketing and sales of the rebranded products (conference/events; distribution outlets; international B2B) is another important activity which will lead to greater revenue and growth of Secret Grand-Mère Ltd. The interest of the LUX collective is a concrete example of how the rebranding and its required activities will enable the negotiation of new deals for Secret Grand-Mère Ltd.

With a rebranded product in hand (appealing artwork and well packaged metal tins) and a strategic marketing plan (both for direct marketing and online marketing), Secret Grand-Mère Ltd can carve a place for itself, in Mauritius and abroad, as a niche product - an end-to-end ecologically friendly product which at the same time supports the livelihood of a disadvantaged socio-economic community. The activities identified and described above and in Annex 3B #2 are crucial to enable the rebranding which is forecasted to bring a rise in sales and revenue.
1.4 Description of Project Activities
A description of project activities is provided in Annex 3B in the Activity Planning: Project Workplan and Monitoring Schedule.
1.5 Implementation Plan and Time Frame
The implementation plan and time frame is presented is a table and attached in Annex 3C.
1.6 Plan to Ensure Community Participation
The stakeholder communities (disabled groups through APEIM and Southern Handicapped Association of Riambel along with ten identified women) were engaged in discussions on this project. Their participation in the Buy Back Leaves Programme was discussed and their needs understood. They will be involved in Project implementation through the workshops and training which will be held, along with the land readiness and preparation work. For Project monitoring and evaluation, they will be requested to monitor growth and development of plants carefully. They will be trained on assessing the quality of leaves and also be taught to keep records of harvest and sales of raw materials.

1.7 Knowledge Management

? Training and best practices in the cultivation and propagation of medicinal and herbal plants will be provided to new target groups. These include ten women and 2 specialized schools (disabled groups).
? Sensitization on medicinal and herbal plants in schools and on social media will be done.
? Knowledge will be shared on managing a social entrepreneurship organization in forums where APEDED participates.
? Lessons learnt will be captured from the monitoring & evaluation phase of the project and shared in project reports.

1.8 Gender Mainstreaming

The project focuses on the need of women to generate income, to be empowered through work and leadership initiatives and contribute to their household income.

? Income Generation
Women will be able to earn an income and contribute to their household by being involved in cultivation of medicinal and herbal plants, which they will then sell to Secret Grand-Mère Ltd at agreed rates.

? Empowerment through work and leadership initiatives
This initiative provides women the chance to learn new skills as training is provided to them to cultivate and care for medicinal and herbal plants. By learning and developing skills and putting those skills into practice, the women involved are embarked into a personal growth process whereby they become stronger and more confident. This project promotes the empowerment journey of women as the latter can start to feel there are possibilities for them to move beyond their constraints. Beyond income generation, it also gives women the possibility of being involved in budgeting their finances and planning their future. This gives them a sense of control and the feeling of being able to take action to bring change into their lives.

The ten new women beneficiaries, like the previous women beneficiaries, will work as a team with male members of their family (husbands, brothers, adult sons) to cultivate medicinal and herbal plants. This will significantly contribute to gender mainstreaming with male members of the family understanding and supporting women to emancipate both financially and non-financially. It will slowly bring about a positive change in mindset, among both men and women with respect to the role and positioning of women.


1.9 Communication and Replication of Project Results

The goals, activities and results of this project will be communicated to community members, other community-based organizations and the public at large through the media. For community members, the women involved in the project will also spread the word in their network. The specialized schools will also share on their involvement in this social entrepreneurship project through their network of schools. In addition, through the use of social media, it is intended to share the objectives of this project to get support and eventually to showcase the results for replication.





SECTION B:

PROJECT RISKS, MONITORING & EVALUATION
2.0 Risks to Successful Implementation
Proposed Action
Risk Analysis Contingency Plan
Cultivation
Target groups identified to secure land/nursery space for cultivation Land secured by target groups for cultivation is not appropriate or cannot comply to HACCP norms ? Share the requirements of land/nursery space early (prior to project kick off) with target groups
? Visit the tentative sites early at the start of the project or before during community engagement discussions
Cultivation of Medicinal and herbal plants by target groups (women and disabled groups) Bad harvest due to bad weather conditions and/or cyclones ? Plan three months of advance stock of raw materials
? Existing beneficiaries (from the Buy Back Leaves Programme) will also be providing raw materials making the three months advance planning of raw materials stock feasible.
Rebranding
Design and printing Delay in design of artwork and in printing
? Follow up closely with designer, ensuring timeline is met

? Confirm with supplier at least one month before

Purchase of Equipment and Materials Delay in shipment or cargo transfer if metal boxes are being imported. ? Ensure to place order at least 3months before
? Maintain regular contact with freight forwarder and supplier
Sales
Medicinal and Herbal Tea Gift Pack for special occasions such as Mother?s Day among others Tough competition due to rival products during special occasions ? Market product correctly to the right audience through creative approaches
? Pricing of gift packs to be done carefully after market research on rival products
Sales of products
Shortage of stocks ? Ensure production done in advance and a buffer stock of finished product available
Distribution outlets Some distribution outlets decide to stop sale of product ? Negotiate special promotions to sell existing stock at the distribution outlets
? Participate in fairs to exhaust unsold stock
? Use unsold stock as freebies as part of marketing campaign
Marketing & Social Media
Marketing Marketing of product stops ? Identify a list of possible customers who would be interested in the product
? Undertake direct marketing by proposing the product to them
? Use samples to enable them to try the product
Facebook page management Negative reviews on social media ? Respond to negative reviews in a constructive manner
? Offer customer the chance to remediate to their issue
Online orders Cancellation of online orders ? Develop business model for online sales with clear information on cancellation policy
Inability to manage online orders promptly ? Dedicated person to manage online orders and online queries

Key assumptions on which the project plan is based:
o The rebranded products are appealing to customers
o Social media: Regular and interesting content will be developed and posted
2.1 Monitoring, Evaluation Plan and Indicators
This section is provided in Annex 3B as per GEF SGP template provided for Activity Planning: Project Workplan and Monitoring Schedule.
Plan for monitoring and evaluating the project
A planned schedule for monitoring, in line with the milestones identified in the Implementation Plan and Time Frame (section 1.5 above) has been proposed and is provided in the Activity Planning: Project Workplan and Monitoring Schedule (Annex 3B)

During implementation, field activities will be monitored by APEDED through visits at the gardens where an assessment of the state of the garden and the biodiversity level of the medicinal and herbal garden will be made (refer to activity 1.5 in Annex 3C). At completion, an overall review and analysis will be done by APEDED.

The following key issues will also be addressed as part of M&E:
? The performance of the project will be tracked in terms of achievement of the milestones identified in the Implementation Plan. Any variance from the implementation plan will be quickly addressed to be able to catch up, where needed.
? The impact of the project will be assessed in terms of achieving the project's objectives through the expected results set out in the logical framework in Annex 3A
? Any mid-course correction and adjustment of the project design and plans needed, based on feedback received will be facilitated by APEDED and adjustments will be made to the relevant activities and the implementation plan adjusted accordingly.
? Participation of community members, i.e. the women involved in the Buy Back Leaves Programme as well as the special needs schools involved, will be highly encouraged and recommended in the project monitoring processes. They will be trained on growth development of medicinal and herbal plants and requested to monitor carefully. They will be trained on assessing the quality of leaves and also be taught to keep records of harvest and sales of raw materials. APEDED visits at the garden will further reinforce the monitoring of the garden.

Project indicators
Specific and measurable indicators to help capture the achievement of project results are provided in the logical framework in Annex 3A.
2.2 Sustainability of Results Achieved
This project addresses precisely the matter of sustainability of Secret Grand Mère Ltd, a social entrepreneurship initiative. The primary objective of the project is to ensure economic sustainability of Secret Grand Mère Ltd and extend income generating prospects to additional target groups.

The specific objective 2 of the project (see Logical Framework in Annex 3A) outlines specifically the sustainability plan of Secret Grand-Mère Ltd, which is to rebrand its products and gain access to new markets and opportunities. This will ensure that once all the SGP funds have been disbursed, the project impact will continue for many years after.

With sustainability in mind, Secret Grand-Mère Ltd is already in discussions with The LUX Collective for product placement at the LUX Shop and at Café LUX, IBL Together. Moreover, discussions for in-kind contributions from HealthActiv and BrandActiv (IBL Together) (distribution) have been held which will enable greater visibility of the rebranded herbal tea and promote sales, thus contributing to sustainability of Secret Grand-Mère Ltd.
SECTION C: PROJECT BUDGET
3.1 Financial Details
a. Project Funding Summary
Table 2: Project funding summary
Funding Source Funding Plan, [MUR] Total [MUR]
Year 1 Year 2
a. GEF SGP 3,644,350 3,644,350
b. Community 17,500 17,500
c. Proposing Organization 74,600 74,600
d. Other co-financiers 1: IBL 524,000 524,000
e. Other co-financiers 1: TBC 1,500,000 1,500,000
Total Project Cost 5,760,450


b. Community Contribution

Table 3: Community Contributions
Sources of Community Contribution Type (cash/in kind ) Committed or Projected?* Value, in local currency
1. Ministry of Environment In Kind Committed 12,500
2. FAREI In Kind Committed 5,000
Total 17,500


c. Proposing Organization Contribution

Table 4: Proposing organizations contributions
Sources of Contribution Type Committed or Projected? Value, local currency
1. APEDED In Kind Committed 74,600
Total 74,600

3.2 Projected Expenditures
Table 5: Projected expenditures
EXPENDITURE CATEGORY GEF SGP Request IBL APEDED FAREI Funding Source TBC TOTAL
MUR MUR
A. Personnel/Labour:
Project Coordinator (MUR 5,800x12) 69,600 69,600
Buy Back Leaves : 0
Specialized schools (MUR 5000x12) 60,000 60,000
10 women (MUR 2000x10x12) 240,000 240,000
B. Equipment/Materials: 0
Equipment 0
1 INOX Professional Sink ( For washing ) 20,000 20,000
Trimming Machine ( to cut leaves) 85,000 85,000
Grinder ( for processing) 85,000 85,000
Pyramid tea bag filling machine 510,000 510,000
Computerized printing machine for expiry date (cartridge x 4) 1 year use. 35,000 35,000
Blowing Machine for Sealer 2,000 2,000
Materials 0
Metal Boxes (MUR 45 x 40,000) 1,800,000 1,800,000
Gift pack packaging boxes (MUR 50x 5,000) 250,000 250,000
Paper for tea bag (MUR 120 x 500 kg) 60,000 60,000
C. Training/Seminars/Workshops: 0
Setting of medicinal gardens 5,000 5,000
Plants supply (FAREI & Min. of Environment) 17,500 5,000
D. Contracts: 0
Printing of artwork as labels for metal boxes and giftbox packaging 178,250 178,250
Designer agency for rebranding 235,750 235,750
Marketing agency for eMarketing and online sales 110,000 110,000
E. Other Costs: 0
Purchase of a means of transport: delivery van 1,500,000 1,500,000
F. Communication: 0
Made in Moris Label 22,000 22,000
G. Incidentals: 0
TOTAL COSTS 3,169,000 524,000 74,600 17,500 1,500,000 5,285,100
H. Risk Management (cyclones, natural disasters) 5% of Total Costs 158,450
I. Contingency (10% of Total Costs) 316,900
TOTAL PROJECT COSTS 3,644,350 524,000 74,600 17,500 1,500,000 5,760,450



3.3 Bank Details

Current Account
Name: Association Pour L?Education Des Enfants Defavorisés
Account Number : 000020137931
IBAN : Mu32MCBBL0902000000137931
Address : Royal Road, Curepipe

ANNEX 1: INDICATORS

A. GEF SGP Project Indicators

GEF SGP project indicators in the focal areas of biodiversity, climate change, land degradation and sustainable forest management, international waters, and chemicals are presented below. Proponents are advised to select relevant focal area indicators from the table below. In addition, proponents (if necessary in consultation with the NC), should identify and include indicators within the areas of impact pertaining to ?Capacity Development, Policy Influence & Innovation?, ?Livelihoods & Sustainable Development, Community Based Adaptation and Empowerment?.

GEF SGP OP5 results indicators
Biodiversity (BD)
BD1 o Hectares of indigenous and community conserved areas (ICCAs) influenced
o Hectares of protected areas influenced
o Hectares of significant ecosystems with improved conservation status
BD2 X Hectares of production landscapes / seascapes applying sustainable use practices
o Number of significant species with maintained or improved conservation status
o Total value of biodiversity products/ecosystem services produced (US dollar equivalent)

Climate Change (CC)
CCM1 o Tonnes of CO2 avoided by implementing low carbon technologies:
X Renewable energy measures (14,340 kwts per year)
? Energy efficiency measures (please specify)
? Other (please specify)
o Number of community members demonstrating or deploying low-GHG technologies
o Total value of energy or technology services provided (US dollar equivalent)
CCM4 o Tonnes of CO2 avoided by implementing low carbon technologies:
? Low carbon transport practices (please specify)
o Total value of transport services provided (US dollar equivalent)
CCM5 o Hectares of land under improved land use and climate proofing practices
o Tonnes of CO2 avoided through improved land use and climate proofing practices

Land degradation (LD) & Sustainable Forest Management (SFM)
LD1 o Hectares of land applying sustainable forest, agricultural and water management practices
o Hectares of degraded land restored and rehabilitated
LD3 o Number of communities demonstrating sustainable land and forest management practices

International Waters (IW)
IW o Hectares of river/lake basins applying sustainable management practices and contributing to implementation of SAPs
o Hectares of marine/coastal areas or fishing grounds managed sustainably
o Tonnes of land-based pollution avoided
Chemicals (POPs)
POPS o Tons of solid waste prevented from burning by alternative disposal
o Kilograms of obsolete pesticides disposed of appropriately
o Kilograms of harmful chemicals avoided from utilization or release
Capacity Development, Policy and Innovation (all focal areas)
CD o Number of consultative mechanisms established for Rio convention frameworks (please specify)
o Number of community-based monitoring systems demonstrated (please specify)
o Number of new technologies developed /applied (please specify)
o Number of local or regional policies influenced (level of influence 0 ? 1 ? 2 ? 3 ? 4 ? 5)
o Number of national policies influenced (level of influence 0 ? 1 ? 2 ? 3 ? 4 ? 5)
o Number of people trained on: project development, monitoring, evaluation etc. (to be specified according to type of training)
Livelihoods, Sustainable Development, and Empowerment (all focal areas)
Cross-cutting Livelihoods & Sustainable Development:
X Number of participating community members (gender disaggregated) (Note: mandatory for all projects)
Existing and continued under this project: 71 women and 10 colleges
New: 1 specialized school (disabled), 1 special needs school (disabled) & 10 women
o Number of days of food shortage reduced
o Number of increased student days participating in schools
o Number of households who get access to clean drinking water
o Increase in purchasing power by reduced spending, increased income, and/or other means (US dollar equivalent)
o Total value of investments (e.g. infrastructure, equipment, supplies) in US Dollars (Note: estimated economic impact of investments to be determined by multiplying infrastructure investments by 5, all others by 3).
Empowerment:
o Number of NGOs/CBOs formed or registered
o Number of indigenous peoples directly supported
X Number of women-led projects supported:
Existing and continued under this project:
a) 20 women (5 factory; 10 nursery; 5 sales)
b) 35 women Buy Back Leaves Project supported
c) 16 women sales project supported
New:
a) 35 women Buy Back Leaves Project supported
X Number of quality standards/labels achieved or innovative financial mechanisms put in place: 1 (HACCP standards for land being cultivated)


ANNEX 2: Evidence documents
A. List of Colleges
B. Evaluation Sheet for Project Sites
C. List of APEDED activities and projects implemented
? 1996 ? 2000 APEDED started its activities by offering pre-primary education to needy children in Chemin Grenier and Riv Des Galets area only with the help of Committee on Poverty.
? 2001: after survey and analysis, upon request, we extend our services to children of different areas in Mauritius. This service is still ongoing.
? 2003: a survey was done concerning the rate of CPE failure which was still very high.
? 2004 : A class for afternoon follow up was set up for needy children of Std 4 ? 6.
? 2005 : Books and school materials were distributed to needy secondary students.
? 2006 ? 2015- Sensitisation campaign on Stevia
? 2007 : After a survey about the situation of women (mothers? whose children are in our centre) we set up a ?green house? for medicinal plants cultivation ? an income generating project and women empowerment for 20 deprived women whose children are having pre-primary education at our centre in Chemin Grenier village funded by GEF/SGP/UNDP.
? 2008 : We extend our service to 60 needy / neglected children of Rodrigues island through pre-primary education funded by DCP.
? 2009: A project for street children was established under the funding of the Prime Minister?s Office. They learn music such as violin. Guitar, flute, theatre, dance and painting.
? 2010: Empowerment of women in Rodrigues through the setting of a first factory in Rodrigues where sanitary pads are made locally.
? 2010: Setting up of Secret Grand-Mere Ltd
? 2012 ? Production of renewable energy for self sufficiency and sales of surplus to the grid.
? 2013 ? 2019? Awareness, sensitization and propagation of medicinal plants with endemic plants in schools and society at large.

ANNEX 3A: Logical Framework
Project Strategy Objectively verifiable indicators (OVI) Sources and means of verification (MOV) Important assumptions and risks
Problem Statement
Secret Grand Mère Ltd, a social entrepreneurship initiative needs to ensure its economic sustainability so that it can continue to support its existing group of beneficiaries as well as extend income generating prospects to additional target groups (disabled groups and more women identified).
So far, Secret Grand Mère Ltd has been unable to respond to existing demand on the market as the current packaging is not appealing and acts as a barrier to new markets It can become more sustainable by rebranding. The new brand will be portrayed through a new packaging, adding value and positioning Secret Grand Mère Ltd tea better on the market. This will in turn enable access to new markets and opportunities, increasing production and organic cultivation and supporting the livelihood of a disadvantaged socio-economic community.

Objectives and Results
Primary Objective:
Ensure economic sustainability of Secret Grand Mère Ltd and extend income generating prospects to additional target groups (disabled groups and more women) through a rebranding of the actual solar powered medicinal and herbal tea production. The target group identified (Disabled Groups: two specialized schools &ten additional Women) employed as suppliers of medicinal and herbal plants
? MOUs/Letter of agreement between Secret Grand-Mère Ltd and the two specialized schools & the ten additional Women
The target group identified is interested and committed in the work
The rebranded products are appealing to new markets/opportunities

Specific Objective 1:
Extending income generation prospects to disabled groups & more women to meet the additional demand which the rebranding will create. Quantity of leaves being received by Secret Grand-Mère Ltd as raw materials
Income generated by the target groups ? Secret Grand-Mère Ltd and Suppliers stock record book

? Secret Grand-Mère Ltd income statements and payments records The target group identified is interested and committed in the work
The target group can secure land/roof top space which complies to HACCP standards.
Risk of bad harvest due to bad weather and cyclones
Result 1
The target groups identified (the 2 specialized schools and 10 additional women) earn an income, contribute to their household and become empowered ? Income earned by target groups through the Buy Back Leaves Programme:
o Specialized schools (MUR 5,000 per school per months)
o 10 women (Minimum of MUR 2,000 per women per month)
N.B. Income earned from Buy Back Leaves Programme depends on type of medicinal and herbal plant and quality of leaf
? Testimonials from target groups Income statements of Secret Grand-Mère Ltd
Report of home visits
Survey of target group on impact of earning an income on their life The specialized schools are committed and provide their support to this initiative
The target groups understand the training provided and are able to cultivate and care for the medicinal and herbal plants

Specific Objective 2:
Increase the sustainability of Secret Grand-Mère Ltd by rebranding its products and gaining access to new markets and opportunities The rebranded products are taken up as part of door gifts or party favors for conferences/events
Sales of special occasions gift pack of rebranded products
More export sales from B2B engagements
Increase in revenue
Retained earnings in accounts of Secret Grand-Mère Ltd ? Contracts document with conferences/events organizers
? Contracts/agreement document between Secret Grand-Mère Ltd and distribution outlets for sales of gift packs
? New B2B contract documents
? Accounts of Secret Grand-Mère Ltd The rebranded products are appealing to conferences/events organizers
Deals are negotiated and closed with conferences/events organisers
The medicinal and herbal tea gift pack can compete with rival special occasions products
Sales from rebranded products bring enough revenue to be able to build retained earnings
Result 2.1
The rebranded product is successfully launched and welcomed on the market Press reviews of rebranded product
Facebook likes/shares of rebranded product
Requests from the market following launch
Press cuttings

Analytics (outreach details) of Facebook page upon launch

Number of meetings held with interested parties who have contacted Secret Grand-Mère Ltd following launch The media will be interested and attend the launch of rebranded product of this social entrepreneurship initiative
The launch will be well organized and potential customers invited to attend
Result 2.2
Rebranded products are sold and revenue increase Sales orders of Secret Grand-Mère Ltd
Revenue of Secret Grand-Mère Ltd
Profit of Secret Grand-Mère Ltd Income statement and Balance sheet of Secret Grand-Mère Ltd After the launch, direct marketing and eMarketing is kicked off without delay
Specific Objective 3:
Increase customer base through eMarketing and eCommerce EMarketing campaigns run
Number of online orders received
Frequency of online posts
Customer online reviews Data Analytics from Facebook page

Data Analytics from Web page

Records of online sales Regular and interesting content will be developed and posted
Able to manage social media and online orders
Risk that online orders may be cancelled
Risks of negative reviews
Result 3.1
Customers of Secret Grand-Mère Ltd have increased Total 2020 Sales orders Baseline: 2019 total sales order Marketing (both direct and electronic) and follow ups to close deals done.
Specific Objective 4:
Improve the biodiversity and contribute to preservation of environment Number of new gardens set up
Harvest from the new gardens
Organic maintenance of the gardens
Lists of new garden sites
Visits of the new gardens
Recorded figures of raw materials obtained from new gardens
Garden sites evaluation sheets The additional land being set up for cultivation of medicinal and herbal plants is contributing to overall biodiversity improvement.
Result 4.1
30 perches of cultivated medicinal and herbal plants:
? APEIM Bonne Mere Specialized school ? 10 perches
? Southern Handicapped Association of Riambel ? 10 perches
? 10 women ? 10 perches
Size of new garden set up
Lists of new garden sites
Visits of the new gardens
Recorded figures of raw materials obtained from new gardens
Garden sites evaluation sheets
ANNEX 3B ? Activity Planning: PROJECT WORKPLAN AND MONITORING SCHEDULE

Project Number: Project Name: Extending Income Generating Prospects to Disabled Groups & Women Through Rebranding of the Actual Solar-Powered Medicinal and Herbal Tea Production
Name of Grant Recipient: APEDED
Brief Description of General Objective of Project:
The general objective of this project is to take Secret Grand Mère Ltd, a social entrepreneurship initiative to new heights, ensuring its economic sustainability and extending income generating prospects to additional target groups (disabled groups and more women) through a rebranding of the actual solar powered medicinal and herbal tea production. The new brand will be portrayed through a new packaging, adding value and positioning Secret Grand Mère Ltd tea better on the market. This will in turn enable access to new markets and opportunities, increasing production and organic cultivation and supporting the livelihood of a disadvantaged socio-economic community.
GEF Focal Area: Biodiversity and Climate Change (with Social Inclusion Outcome) Project Start and End Dates: March 2020 ? August 2021
Brief Description of Specific Objective #1:
Extending income generation prospects to disabled groups & more women to meet the additional demand which the rebranding will create.
List the activities necessary to fulfill this objective. Indicate who is responsible for each activity and an indicator of activity accomplishment. Duration of Activity (in Months)
Activity Responsible Party Indicator 1 2 3 4 5 6 7 8 9 10 11 12
1.1 Finalize agreements with APEIM Bonne Mere Specialized school and Southern Handicapped Association of Riambel APEDED Signed agreements/MOU X
1.2 Finalize agreements with 10 more women APEDED Signed agreements X
1.3 Training of new target group for cultivation of medicinal plants APEDED & FAREI Training sessions held (evidenced by workshop details and photos) X
X X X
1.4 Evaluate the land (garden) sites APEDED HACCP Evaluation sheet X
1.5 Visits to oversee progress of cultivation APEDED Visits report X X X
Brief Description of Specific Objective #2:
Increase the sustainability of Secret Grand-Mère Ltd by rebranding its products and gaining access to new markets and opportunities
Activity Responsible Party Indicator 1 2 3 4 5 6 7 8 9 10 11 12
2.1 Recruit a designer agency for rebranding APEDED & IBL Signed contract with designer agency X X
2.2 Designer agency work on artwork for metal box and giftbox packaging APEDED, IBL & selected designer agency Final artwork signed off as deliverable X X
2.3 Printing of artwork as labels for metal boxes and giftbox packaging APEDED & IBL Printed labels X
2.4 Recruit a marketing agency for eMarketing and online sales APEDED & IBL Signed contract with marketing agency X X
2.5 Marketing agency develops and submits eMarketing action plan APEDED, IBL & selected marketing agency eMarketing action plan submitted X X X
2.6 Execute eMarketing action plan APEDED & IBL Activities of the action plan are completed X X X X X X
2.7 Purchase of equipment:
? Sink
? Trimming machine
? Grinder
? Pyramid tea bag filling machine
? Computerized printing machine for expiry date
? Blowing machine for sealer APEDED Equipment are at the production site X X
2.8 Purchase of materials:
? Paper for tea bag
? Metal boxes
? Gift pack packaging boxes APEDED Materials are at the production site X X
2.9 Production of medicinal and herbal tea under new branded packaging APEDED/Secret Grand-Mère Ltd X X X X X X X
2.10 Launch of the rebranded Secret Grand-Mère tea X
2.11 Direct marketing and Sales of the rebranded products (conference/events organizers; distribution outlets; international B2B) Secret Grand-Mère Ltd X X X X X
2.12 Purchase of Delivery Van APEDED Ownership papers of delivery van X
Brief Description of Specific Objective #3
Improve the biodiversity and contribute to preservation of environment
Activity Responsible Party Indicator 1 2 3 4 5 6 7 8 9 10 11 12
3.1 New target groups (the 2 disabled groups & the 10 women to prepare and set up their gardens APEIM Bonne Mere Specialized school; Southern Handicapped Association of Riambel; 10 selected women and APEDED Plants/Seedlings have been planted in the new gardens X X
3.2 Harvest of the medicinal and herbal plants by new target group to sell to Secret Grand Mère Ltd APEIM Bonne Mere Specialized school; Southern Handicapped Association of Riambel; 10 selected women Harvest sold as raw materials to Secret Grand Mère Ltd for production of tea X X X X
Indicate persons responsible for monitoring and progress reports: Monitoring Frequency / Reporting
Monitoring and Record-Keeping APEDED X X X X
Progress Reports APEDED X X










ANNEX 3C - Implementation Plan and Timeframe
The below table provides the implementation plan and timeframe, indicating the sequence of all major activities and implementation milestones, including targeted beginning and ending dates for each step.


S/N Activity Months
1 2 3 4 5 6 7 8 9 10 11 12
1 Setting up of a Project Implementation Committee
2 Meeting of the Project Implementation Committee
3 Finalize agreements with APEIM Bonne Mere Specialized school and Southern Handicapped Association of Riambel
4 Finalize agreements with 10 more women
5 Evaluate the land (garden) sites
6 Training of new target group for cultivation of medicinal plants
7 New target groups (the 2 disabled groups & the 10 women) to prepare and set up their gardens
8 Visits to oversee progress of cultivation
9 Recruit a designer agency for rebranding
10 Recruit a marketing agency for eMarketing and online sales
11 Designer agency work on artwork for metal box and giftbox packaging
12 Printing of artwork as labels for metal boxes and giftbox packaging
Months
S/N Activity 1 2 3 4 5 6 7 8 9 10 11 12
13 Purchase of equipment:
? Sink
? Trimming machine
? Grinder
? Pyramid tea bag filling machine
? Computerized printing machine for expiry date
? Blowing machine for sealer
14 Purchase of materials:
? Paper for tea bag
? Metal boxes
? Gift pack packaging boxes
15 Marketing agency develops and submits eMarketing action plan
16 Execute eMarketing action plan
17 Production of medicinal and herbal tea under new branded packaging

Months
S/N Activity 5 2 3 4 5 6 7 8 9 10 11 12
18 Launch of the rebranded Secret Grand-Mère tea
19 Direct marketing and Sales of the rebranded products (conference/events organizers; distribution outlets; international B2B)
20 Purchase of Delivery Van
21 Purchase of the medicinal and herbal plants harvested by the new target groups (the 2 disabled groups & the 10 women)
22 Monitoring and Record-Keeping
23 Progress reports