how to apply for grants from smc

8/4/2019 How to Apply for Grants From SMC

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3. How to apply for grants from SMCThis chapter concerns how to apply for Sida grants via the Swedish MissionCouncil and rules for application and reporting.

The Sida documents that directly influence the allocation of grants are:

General conditions for Sidas grants to Swedish non-governmentalorganisations (2003)

Guidelines for Grants from the Appropriation for NGOs (2007)

There are separate guidelines for grants for humanitarian assistance. In addition toSidas general conditions, the following guidelines influence this type of grant.

Guidelines for general grants for minor humanitarian projects (2006)

Guidelines for Sidas grants to non-governmental organisations forhumanitarian projects (2006).

This chapter is divided into 10 sections. The first three sections are about grants

for development and communication interventions in general:

3.1 Planning the intervention:This section deals with how to apply for and report on grants through SMC. Thissection also includes two texts that describe the need for planned communicationand organisational development in the interventions and in activities surroundingthe intervention.

3.2 Special areas of policy and analysis:This section deals with the central development issues that have particularpolicies, guidelines, analysis and requirements.

3.3 Grant rules:

This section deals with the formal rules concerning contracts, auditing, budget

and accounting rules.

3.4 3.10 Particular types of interventionsThese sections describe grants for particular types of interventions: Personnel,trainees, exchange activities, field studies, value-adding interventions, transitioninterventions and humanitarian assistance.

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3.1 Planning the intervention (Application

and reporting requirements)3.1.1 The application

Who can apply for grants?

SMC's member organisations except those covered by other framework

agreements with Sida can apply for Sida grants through SMC.

SMC's goal for grants

The grants that SMC allocate come from different Sida funds with different goals.SMC uses these goals when allocating the grants. Interventions should therefore

always have a clear connection to these goals.

The overall goal for Sweden's development cooperation is: To contribute to the possibilities for poor people to improve their

living conditions.

Sida divides this overall goal into two parts.

1. For support to civil society in other countries the goal is: To promote the development of a vigorous and democratic civil

society that supports opportunities for the poor to improve their

living conditions.

2. For the communication activities of non-governmental organisations in

Sweden, the goal is: To contribute to fair and sustainable global development through

increased interest and involvement in global development issues in

Sweden.

Description of projects, programmes and programme agreementorganisations

An intervention refers to an activity, a project or a programme.

Apply to SMC either in project or programme form.

Aproject comprises a one-off intervention with a specific goal.

Aprogramme comprises a number of projects with a common goal. For

applications in programme form should first be discussed with SMC so that a

format and planning for the application and reporting can be arrived at together.SMCs application forms are to be used.



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Both project and programme applications may have a payment plan covering one

to three years.

Any member organisation that receives at least SEK 5 million through SMC per

year to support development cooperation in another country, or SEK 1 million

for communication activities in Sweden, is eligible to apply to become a

programme agreement organisation. It is Sida that makes the formal decision

on which organisations may become programme agreement organisations.

If a member organisation has been accepted as a programme agreement

organisation, a single application for all the activities can be submitted. It can be

for a period of one to three years. The application may contain one or more

programmes. The structure and format of the application is determined inconsultation with SMC.

Programme agreement organisations are responsible to SMC with regard to the

application and reporting. They are however also important dialogue partners for

Sida concerning method and policy issues.

Interventions that are applicable for grants

Types of intervention:

Interventions in Sweden:A. Projects or programmes for communication activities within Sweden.

Intervention in Sweden and in other countries:B. Projects or programmes for communication activities in Sweden and

development interventions in another country.

Interventions in other countries:C. Projects or programmes for development interventions in other countries.

D. Personnel grants

E. Trainee grants

F. Exchange programmes

G. Field studies

H. Value-adding interventions (preliminary studies, evaluations, etc.)I. Humanitarian assistance

J. Transitional interventions

More information about interventions D-J can be found in sections 3.4 3.10.



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Application times

Applications for interventions with a planned start in the following budget year

must be submitted to SMC by31st May at the latest.

For the following types of interventions, applications may be submitted at any

time or a number of times during the year:

Applications for grants for communication activities in Sweden up to SEK75,000

Applications for grants for exchange interventions (see section 3.6)

Applications for grants for field studies (see section 3.7)

Applications for grants for value-adding interventions (see section 3.8)

Applications for grants for humanitarian assistance (see section 3.10).

For application times seewww.missioncouncil.se/handbook.

How to submit your application

Chapter 8 of this handbook contains application forms for the different types of

interventions. You should not consider these forms as a planning tool. They are a

means of briefly summarising the plan for your intervention.

Representatives from all formal partner organisations are to sign the application.

Your agreement of cooperation with SMC should include the names of those whohave the right to sign your application.

Post one copy of your application to SMC and send one copy by e-mail

attachment in Microsoft Word format.

Address: The Swedish Mission CouncilSE-172 99 Sundbyberg, SWEDEN.

E-mail: [email protected].

If you revise your application after you have submitted it to SMC, you are

responsible for the final version of your application being sent to SMC. The final

version must also be sent by post and e-mail. The final version of the application

must also be signed by the authorised signatory of your organisation.

Application and decision-making process

SMC registers the application upon receipt. It is reviewed and if necessary, further

questions or additional information is requested that would require a revision of

the application.

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SMCs secretariat writes an assessment that is used as a basis for a decision to be

made by the development committee and/or communication committee. The

board of SMC appoints these committees and they comprise representatives from

the member organisations.

The committees decide whether to approve the grant and amount of the total

budget. The committees can approve, decline or suggest postponement of an

application to give the applying member organisation the opportunity to provide

more information or revise their application.

More information about the roles and functions of the committees within SMC

can be found on the website atwww.missioncouncil.se/utskott(in Swedish).If the application is declined, a reassessment of the application can be requestedup to 30 days after receiving the decision. A request for reassessment should

include clear reasons. It should also include factual information that had not

previously come to light or that you feel SMC may have misunderstood when the

application was assessed. Reassessment is requested directly to the committee that

declined the application.

How applications are assessed

Certain basic requirements of the applying member organisation and its partner

organisation must be met before SMC can register the application.

The requirements that Sidas guidelines impose on the member organisation are

partly met by membership of SMC. Both the member organisation and the

organisation in the country of operation are to have a clear working strategy, the

capacity to carry out the intervention and to have implemented and reported on

previous interventions in a satisfactory manner. The following requirements apply

to the partner organisation:

1. It is a non-profit organisation or co-operative organisation.

2. It is founded on democratic values and characterised by openness and

responsibility.3. It is an organisation working for social change on democratic grounds.

4. It has carried out documented activities for at least one year. Inexceptional circumstances an organisation that is in the process ofbeing formed or has an informal structure such as a network, may berecognised as a local partner organisation if it can be verified that it isa democratic non-profit or co-operative organisation.

5. It must be able to take responsibility for the intervention and havesufficient human and financial resources available to do so.

6. It should not be a political party.

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Once these fundamental requirements are established, the application can be

assessed.

Important factors in the assessment are that it is relevant, feasible, cost-effective

and sustainable. A number of questions guide this process and are listed in anappendix to this handbook in section 8.10.

SMCs application to Sida

SMC applies for funding from Sida for a period of three years. This is followed byan interim year and then a new three-year period. SMC submits its application toSida in mid-October in the year before a new agreement period. Sidas decision isreceived by SMC at the end of December and this information is forwarded to themember organisations. SMCs application to Sida is based on the applications that

were approved by SMCs two committees. In additional application is included for

funding for activities that SMC's Secretariat is responsible for after beingsanctioned by SMCs board.

3.1.2 Reporting

Reporting to SMC is an important part of the organisations monitoring and

reporting of results. See more about reporting of results in chapter 2.1.4.

Reporting on programmes or how programme agreement organisations are to

report their activities is determined in consultation with SMC.

Final reportThe final report is to include a financial and narrative section. It must also include

an audit of the intervention. There are particular rules for the audit that must be

followed. More information about this can be found in section 3.3, Grant rules.

The narrative section should describe the results of the intervention and if the

intervention was implemented according to plan. The report on the results is to

demonstrate if and how well the intervention has achieved its goals. Because the

goals were formulated in the present tense as a wanted and improved situation,

the report on the results should describe the changed/improved situation. In

other words, it is not sufficient to simply list the activities that have been carriedout. A list such as this should only form a small part of narrative.

The report of results should also describe and analyse the reasons for those

sections that went well and those that did not go so well or could not be carried

out at all and what all those involved have learnt from it. It is important that there

is focus on the lessons learned that have significance for what is intended to be

done in the future and possible changes in the working methods.

The formal partner organisations are encouraged to describe in the final report

what happened, what has been learnt and the conclusions drawn, what changeshave occurred and to what degree the goals of the intervention have been



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achieved. It is important to describe any changes in attitudes and behaviour.

Changed behaviour can mean better prospects for sustainability.

Interim reports

Interim reports are to include a description of how the intervention has developed

and if anything has changed during the reporting period and if so why. Describe

important results that have been achieved during the period and what has been

learned. The report should also include financial accounts describing how much

money has been paid out to the partner organisation and an account of what has

actually been spent during that current year.

Reporting times

Final reports may be submitted at any time during the year, but at the latest 18mounts after the date of the last payment from SMC, or in accordance with theagreement with SMC concerning the grant.

Interim reports are to be submitted for all ongoing interventions by the last day ofFebruary each year. Ongoing interventions mean all interventions that have notyet submitted a final report.

How to submit interim and final reports

Chapter 8 of this handbook contains forms for the reports for all the types of

intervention.

Representatives from all formal partner organisations are to sign final reports.

Cooperation agreements with SMC are to include the names of those persons

who have signatory rights to sign a report.

It is sufficient that interim reports are signed by the member organisation.

One copy of the report should be posted to SMC and one copy by e-mail with

attachment in Microsoft Word format.

A final report should only be submitted when the audit report and certificate isattached.

Address: The Swedish Mission CouncilSE-172 99 Sundbyberg, SWEDEN.

E-mail: [email protected]

How reports are assessed

SMC reads and reviews all submitted reports using a number of questions for

guidance. These questions are listed in an appendix to this handbook in section

mailto:[email protected]:[email protected]


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8.10. These reviews provide a basis for SMCs report and feedback to the member

organisations.

If necessary additional information is requested.

SMCs report to Sida

Each year a report is compiled to Sida that contains general conclusions and

lessons learned. Reading and evaluating interim and final reports from member

organisations is an important part of SMCs own learning process concerning the

kind of development activities that SMC should prioritise. General analyses and

summaries of the interventions provide a collective picture to Sida of what

changes have been achieved. In addition, the report contains information about

the Sida-financed activities that SMC's secretariat is responsible for.

The report is submitted to Sida by 31st May each year and is assessed for approvalby Sida after the summer.

3.1.3 The importance of capacity development

SMC support for development cooperation emphasises the role of civil society in

effecting social change. For long-term results, activities need highly motivated

people and stable organisations. It is therefore a priority for SMC to strengthen

the capacities of local partner organisations as it creates the conditions forsustainable development. SMC therefore desires to understand the roles and

capacities of the partner organisations and how they, through development

cooperation, are providing opportunities for vulnerable groups of people to

improve their living conditions.

Capacity development is the term used by SMC to cover processes and activities

that are intended to strengthen the capacity of organisations. This includes, for

example, organisational development, competence development and the

development of good management systems for the organisation. By providing

grants for planned processes of change within member and partner organisations,

it is possible to increase the organisations control over their situations, their

activities and their futures. Grants for capacity development can be applied for at

the normal time of 31st May, or any time during the year (see section 3.8 Value-

adding interventions). See also SMCs publication The OD Booklet Useful

models and practices in organisational development.

3.1.4 The importance of planned communication

Concretely planned communications are an important method for development toachieve a long-term effect. It is just as important to plan communication as it is to



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plan the organisations or the interventions organisational structure, human

resources and finances.

Planned communication is thus a method for achieving goals whether theintervention is in Sweden or in another country.

Communication as a core activity

In interventions comprising, for example, adult education or activities aimed atinfluencing public opinion, planned communication have an obvious function as acore activity. This also applies when there is a need to create situations fordialogue to take place, such as when two rival ethnic groups need to begin talks inorder to establish peace in an area.

Communication as a support functionIt is also important that communication is planned as a support function in both

communication and development interventions. Communication as a support

function needs to have its own goals that demonstrate how communication

activities contribute to fulfilling the goals of the intervention.

When planned communication is a support function it is necessary to define at an

early stage in the intervention the actors who are involved in the intervention so

that good and long-term results are possible. The next stage is to plan the

processe and routines for the involvement, participation and cooperation between

these actors (see section 2.1.2). Open communication between actors is a vitalprerequisite for achieving these goals. This is the reason why the identification of

actors in the application and reporting forms is an important main heading.

Coordination of communication in interventions in Sweden and a anothercountry

Planned communication encourages greater coordination between

communication activities in Sweden and the development intervention in another

country. This coordination acknowledges the need for development both

countries, even if these needs are generally different. Coordinating amd

combining resources for this work provides a greater chance increased

development impact. For this reason, there are separate application and reporting

forms for such coordination (see section 8.1).

Grants for organisations communication activities in Sweden and support for

civil society in other countries have separate funding sources from Sida. Therefore

separate financial reports are to be provided in the case of a coordinated

intervention. It is a useful challenge to be able to describe in the application and

subsequent reporting how this coordinated work is contributing to change.



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3.2 Special areas of policy and analysis

3.2.1 SMCs policies and guidelinesSMC has described its views on certain development issues in a number ofpolicies. They describe the goals and principles that guide the way SMC allocatesits grants. SMCs board ratifies all policies.

At present the following policies are compiled (see appendices to chapter 9).

Aids is everyones concern HIV and AIDS policy (2007)

The sustainable use of natural resources and the protection of theenvironment (2004)

Equality between women and men (2003).

SMC has also developed guidelines for the assessment of particular types ofinterventions. The following guidelines are: (see appendices to chapter 9).

SMC Guidelines and Criteria for Microfinance (2007)

3.2.2 Development issues with particular requirementsand analyses

Prior to every development intervention and/or intervention comprisingcommunication activities, time should be made to reflect on how the interventionrelates to the issues of HIV and AIDS, equality between women and men, theenvironment, conflict and corruption. The purpose of this reflection is toascertain to what extent the intervention is to consider these development issuesin its planning, implementation and monitoring. The application shoulddemonstrate how this analysis has affected the planning of the intervention.

This involves being aware of the interventions positive and negative effects inthese areas and how these may affect the chances of achieving the interventionsgoals. The intervention should be designed in such a way as to minimise risks andnegative effects.

Designated analysis appendices (see chapter 8.6) are attached to the applicationforms (except for corruption) to as guidelines to the analysis process. .

These appendices were originally written for work in other countries but can alsoapply work in Sweden.

When reporting on an intervention these development issues can be described asto the extent they have contributed to change.



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HIV and AIDSHIV and AIDS analysis should be included in every intervention. When carryingout an analysis analysis, it is useful to review studies and reports fromorganisations with other points of view, for example the women's movement,human rights organisations, or organisations of people living with HIV. Thepurpose of the analysis is partly to make different groups visible in theintervention. Reflect on the partner organisations roles in relation to HIV and

AIDS and consider how cooperation with other actors might challenge orreinforce discrimination against these groups. The analysis should show if theactivities will change the prevailing status quo or if there is a risk that they willreinforce it. There is a separate appendix attached to the application form to assistin HIV and AIDS analysis.

Sidas Guidelines for Grants from the Appropriation for NGOs (2007) imposeparticular requirements concerning HIV and AIDS on interventions in sub-Saharan Africa. An HIV perspective must be included in all these developmentinterventions.

For this reason, all interventions in sub-Saharan Africa are to include an HIV

perspective. An intervention must include one or more of the following three

alternatives:

1. Alleviation of the effects of HIV and AIDS. It is important that the

organisation shows how the analysis of the HIV and AIDS situation is

linked to its own project activities: How are the effects alleviated byreducing poverty?

2. Training section. The intervention raises awareness and/or changes

attitudes concerning sexuality in, for example, adult education as part

of the intervention.

3. Health care and treatment. This could mean influencing public

opinion so that HIV and AIDS sufferers gain access to health care and

treatment.

The necessity of including an HIV perspective does not mean that all

interventions in sub-Saharan Africa must include new HIV and AIDS activities. It

is intended to guide the partner organisation in showing how its own activities are

connected to the analysis of the local HIV and AIDS situation. In principle, all

interventions in one way or another can contribute to alleviating the effects of

HIV and AIDS. An appendix to the application form gives you further guidance

on how this can be done. (See chapter 8:6)

Equality between women and men (gender equality)

By equality between women and men mean equal opportunities for women andmen to participate within all areas of society. A gender analysis should be carried



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out in order to understand the current situation concerning equality in the context

in which the intervention will be implemented. A gender analysis is a review of

what roles men and women have and how these roles affect possibilities for

change.

A gender analysis should be carried out for each intervention to find out what the

long-term effects of the intervention might be on gender roles and gender

relations in the community. The analysis is intended to consider the power

structures as well as the roles, responsibilities, priorities and influence that women

and men have when planning the intervention. An appendix to the application

form gives you further guidance on how this can be done. (See chapter 8:6)

The environment

An environmental impact assessment should be carried out for each intervention.

This will aid in determining the environmental aspects of the intervention and to

assist in knowing if the intervention will contribute to or counteract sustainable

development. An appendix to the application form gives you further guidance on

how this can be done. (See chapter 8:6)

Conflict

A conflict impact assessment should be carried out for each intervention. This

analyses the consequences of an intervention from the conflict perspective. All

relationships and activities affect the degree of conflict in a society in some way oranother. It is important that special attention is given to whether the intervention

is likely to increase or reduce current conflicts, or the risk of conflict, as well as

the ability to manage the consequences of the intervention. An appendix to the

application form gives you further guidance on how this can be done. (See

chapter 8:6)

Corruption

Prior to any intervention assessment should be made on the risk of corruption.

The partner organisations need to plan together how corruption can be

prevented. Both the member organisation and its partner organisation are to haveguidelines in place in order to be able to act appropriately where there is suspicion

of irregularities. A good system of control should be in place to avoid the

misappropriation of grant funds. This may require a variety of solutions and

strategies depending on the country and culture. A policy for preventing

corruption should be compiled in both in the member organisation and its partner

organisations.



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3.3 Grant rules

3.3.1 Agreement terms and conditionsFor all types of interventions there are terms and conditions connected to thegrant. The following documents together comprise the terms and conditions ofagreements that SMC must comply with in relation to Sida:

SMC's current agreements with Sida

General conditions for Sidas grants to Swedish non-governmentalorganisations (2003)

Guidelines for Grants from the Appropriation for NGOs (2007)

At the next level, SMC signs an agreement with its Swedish member organisation.The member organisation is then responsible for drawing up agreements withtheir partner organisations. Each organisation is responsible for conveying theapplicable terms and conditions of the agreement to its partner organisation.SMCs handbook contain the current agreement terms and conditions that applybetween SMC and its member organisations.

3.3.2 Audit of grants

It is important that the administration, reporting and auditing of Sida grants is of ahigh standard. For this reason, SMC has developed audit instructions for member

organisations and also for partner organisations. These instructions describe the

requirements and guidelines for the Sida grants that are allocated by SMC.

The audit instructions explain the concepts used in the auditing and

administration of grant allocation. They also describe the division of

responsibilities between the auditor, member organisation and each partner

organisation.

The size of the grant determines the focus and scope of the audit. This alsoaffects the demands made on the auditor, the auditor's report and the content of

the audit certificate. Forms for the audit certificate and auditor's report are

included as appendices to the audit instructions that must be followed.

Those within the organisation who have responsibility for economic management,

should familiarise themselves at an early stage with audit instructions so that they

can comply with the audit required. It is also important that everyone is clear

about the responsibilities that rest on financial management and auditing in other

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The audit instructions include appendices that comprise checklists to assist in

evaluating the partner organisation's financial management and auditor. The audit

instructions for partner organisations have been translated into English, French,

Spanish and Portuguese.

The audit instructions with appendices can be downloaded from SMC's Web site

atwww.missioncouncil.se/revisionsinstruktion.

3.3.3 Own contribution

A member organisation that receives a Sida grant via SMC finances part of the

cost of the intervention from their own funds. This own contribution is an

expression of the organisation's priorities and capacity to mobilise a commitment

and is to be at least 10% of the cost of the activities supported by a grant from

SMC/Sida. It has to be collected from private donations raised in Sweden such as

through normal fund-raising activities, from bequests, corporate sponsorship,

fees for service or other income that the organisation receives from private

sources. Donated materials or the value of work done by the member or partner

organisation cannot be accepted as part of the own contribution.

The own contribution requirement does not apply to volunteer, trainee and

exchange grants.

3.3.4 Administration grant

The administration grant is available to member organisation for the monitoring

of interventions. This also includes the auditing costs in Sweden.

The administration grant is the equivalent of 8% of the grant approved (2.5% for

humanitarian assistance grants). This figure should not be included in the

application budget SMC. SMC calculates the administration grant based on the

budget amount approved.

The budget can include an item for additional monitoring costs. However such

costs must be specified, able to be evaluated and must add value to the

implementation of the intervention.

The administration grant is paid out proportionally with each payment made

during the intervention period.

3.3.5 Other grants

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It is possible to combine grants with another type of activity and with grants from

other sources as long as the funds are used in the manner described in the

approved application. Examples of other sources are EU grants (see chapter 4) or

grants from an adult education association. The total budget is presented in theapplication specifying separately the grant applied for, own contribution and

grants from other donors. The SMC grant is always to be reported separately.

3.3.6 Requisition of approved grants

Once the application is approved the applying member organisation can

requisition the grant. This is to be done in writing and as funding is required.

Grants are paid out one to four times per year.

When requesting payment, include the amount to be paid out, the name of the

organisation, the organisations registration number, grant number and bank

account details. An authorised signatory for the member organisation can only

sign the requisition.

The requisition can be scanned in and submitted by e-mail.

Prior to the first payment, a copy of the agreement with the partner organisation

in the country of the intervention must be submitted to SMC. The agreement is

reviewed to ensure that the SMC/Sida contract terms and conditions have beenconveyed to this organisation.

Payment of funds can only be made if the organisations have completed their

reporting requirements.

A requisition for payment must be submitted prior to 31st December of the year

for which it is intended. To requisition payment after 31st December entails a

separate agreement with SMC.

In relation to their partner organisations in developing countries, the memberorganisation must follow the same rules regarding payment of funds as above. It

is important that the reporting and the current need for funds is checked before

paying out funds.



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3.3.7 Bank accounts, interest and repayment

Sida grants that have been paid out are to be kept in a separate account held by

the organisation. The account must require the signatures of at least two people

in the association. All accumulated interest on the account in Sweden is to be paid

back to SMC not later than 31st January each year.

The member organisation is to ascertain that the partner organisation in the

country in which the intervention is being implemented is holding its Sida grant in

a separate bank account. If it is not possible to have the money in a separate

account due to the country's legislation, it is sufficient that the funds are kept in a

common bank account. It is important that the bookkeeping and financial

management practices used make it possible to account for this money separately.

Any interest earned is to be used proportionally to approved interventionsnot

to the organisation itself or for use in other interventions.

When an intervention is concluded, any remaining money received for the

intervention that has not been used has to be paid back to SMC. When re-paying,

clearly specify the intervention number.

Repayments are to be made to:

Bank giro 5873-5937 for the development appropriation

Bank giro 5873-6240 for the communications appropriation

Bank giro 5873-5937 for the humanitarian appropriation.

SMCs assessment of the final report checks that the correct amount has beenrepaid.

3.3.8 When can an intervention may begin?

SMC never approves grants for activities that have already been completed.

If an intervention is dependent on receiving a grant, it cannot begin its activities

before the appropriate committee has made its decision, Sida has approved the

grant and contracts have been signed with the partner organisations in the

developing country.



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3.3.9 Information materials and communicationactivities

It is to be clearly stated on information materials and in all communicationactivities that:

The intervention is being carried out with support received from SMC andSida

SMC and Sida have not been party to the framing or design of materials oractivities

The views and opinions expressed are not those of SMC and Sida.

The following disclaimer text is to be included on all information material and in

conjunction with all communication activities financed wholly or in part by Sidagrants:This material/activity has received financial support from the Swedish Mission

Council and Sida. SMC/Sida does not necessarily share the views and opinions

presented here. Responsibility for the content rests solely with the authors.

Neither SMCs nor Sidas logo may be used on printed matter or other items that

are not published/produced by SMC or Sida.

3.3.10 Re-allocations and changes

If major changes need to be made within the framework of the approved budget,

they must first be approved by SMC. Funds remaining at the end of an activity

period may be used within the framework of the approved intervention. Approval

is also needed by SMC if the time frame of the intervention needs to be

prolonged.

3.3.11 Accounting standard requirementsSMC requires a good standard of accounting from the member organisation and

its partner organisation. Reports, accounts and other documentation must be kept

available for at least 10 years after the conclusion of an intervention. Sida and

SMC have the right to visit and evaluate the organisations.

3.3.12 Special rules for certain expenditures

There are special limits on grants for certain types of expenditure:



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Grants for buildings, vehicles and other capital-intensive equipment canonly be approved if the investment is not the main object of theintervention. Include an explanation of how the equipment is to be used

or disposed of after the conclusion of the intervention. Grants cannot be given for the purchase of land or building sites.

Grants for the transportation of donated goods are only approved if this isan essential part of the intervention.

Grants for the purchase of medicines or other medical consumables willgenerally not be approved.

3.3.13 Purchasing rules

Purchasing by a member organisation that has an agreement with SMC is to

follow the rules in Sidas General conditions (2003), Appendix 2.

For purchasing in another country, the following applies:

Purchases are made within the competitive market

It is to comply with local legislation

The partner organisation has to follow their own purchasing regulations.

3.3.14 Specific rules for communication activities inSweden

Grants for communication activities in Sweden may not be used for fund-raising

activities, general promotion of the organisation or for canvassing for new

members.

Specific activities

Describe the following activities and give specific reasons for their use in relationto the goal of the intervention:

Sizeable information material productions, for example, magazines Capital-intensive equipment

Extensive travel and/or travel programmes

For communication to be effective, they must be credible. The experiencegained from travel can raise the credibility of communication activities.Draw up a clear plan for the trip and for the results that the trip isintended to generate in relation to communication. SMC provides onlypartial financing for study trips. It is assumed that the organisation or theparticipants themselves will be responsible for part of the cost.

Video or DVD productions.

Videos are often expensive to produce. Our experience shows that theeffects of a video often are not commensurate with expectations and the



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cost. For this reason SMC is restrictive in approving grants for videoproductions. Judgement is based on the knowledge that the videoproduction is only one instrument in the communication activities. It

should be part of a larger communication intervention to be effective.Clearly describe in the application the productions content and purpose,and why this is a good method to reach the target group.

Employment and real estate

Grants for communication activities in Sweden can include employment of

personnel for a limited period.

Grants for communication activities in Sweden cannot finance permanent

jobs/positions since permanently employed personnel are part of the

organisations ordinary activities.

Grants for communication activities in Sweden may not be used for investments

in the form of real estate.

Long-term interventions

A grant for communication activities in Sweden can lead to the development of

new methods for communication activities although new ideas are not necessarily

better than old ones.

If funding is required for the continuation or enlargement of a current

intervention, an evaluation must be carried out first or a plan for an evaluation.

This should be presented to SMC before a new application is submitted. Grants

for a long-term intervention must be well planned and strategically important and

effective.

how to apply for grants from smc

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