Call for IPDC Project proposals 2014 cycle


(This is not a part of the project submission form)

Why does IPDC support media development?

The objective of IPDC, according to the statutes adopted by the UNESCO General Conference, is “to support the development of electronic and print media”. Please avoid any project proposals that do not fall under this core mandate. (“Electronic” can include digital media, although normally these should be extensions of media institutions rather than stand-alone initiatives). For UNESCO, “media development” means contributing to a media system that is free, pluralistic and independent, as well as safe for journalists.

Which projects are eligible for IPDC support?

 Projects which demonstrate clear compliance with the IPDC’s focus on contributing to at least one of the IPDC’s priorities, namely:

– Promotion of freedom of expression, and press freedom (including the safety of journalists), pluralism (particularly community media, youth and gender dimensions), and independence (self-regulation and professional standards).
– Capacity development for journalists and media managers.
– Innovation in convergence and integration of legacy (traditional) news media and new communications.

NOTE: Media research can be considered in the form of proposals to implement the UNESCO Media Development Indicators, or parts thereof, such as the new Journalists’ Safety Indicators, and with a motivation showing how such research will have a direct and measurable impact on media development in a given country. The same principle applies to the Gender Sensitive Indicators for Media (GSIM): applications for funds to implement this instrument should be motivated in terms of the contribution of the exercise to the bigger picture of media development in the given country. An example would be application of the GSIM in the biggest broadcaster, or in one or more community radio stations that serve as models within a wider initiative in this sector to promote gender equality.

Which features will enhance chances of project selection:

 Projects that dovetail with UNESCO expected results and benchmarks

 Projects which entail wider lessons or learning outcomes (incorporated in the project design), including strategic research that will contribute to knowledge development and dissemination around media development, such as the Media Development Indicators (or a relevant aspect thereof).

 Projects with potential impact at national or regional level
 Endogenous media development efforts, i.e. projects of local media organizations rather than organizations that are not based in the country (except in the case of regional projects, in which case preference is given to media organisations based in the region).

Which projects does the IPDC not normally support?

 Projects which do not demonstrate gender-sensitivity as regards the ultimate beneficiaries (for instance, which fail to disaggregate how many men and how many women will benefit).

 Projects that do not demonstrably have editorial independence of owners or authorities are not eligible for consideration.

 Projects where any support provided might give an undue advantage to the submitter over other competitive media organizations in the same location.

 Projects entailing the creation of stand-alone content websites, audio streaming, blogs, audio-visual archiving etc. (unless these are part of existing print or electronic media systems and serve to extend the media services of those organizations).

 Projects involving stand-alone seminars (unless they are an essential part of building sustainable networks of media organizations and professionals).

 Support will not be provided to specific audiovisual television productions/films and communication campaigns.

 IPDC will not normally provide support to conferences, unless they are clearly a programmatic part of a wider and ongoing initiative.

 Usually, IPDC does not support proposals that cover the institutional and maintenance costs of organizations.

 IPDC does not usually provide support for the establishment costs of media NGOs.

Who is eligible to submit projects?

 Projects are considered only if submitted by editorially-independent media organizations, professional associations of media workers, or institutions offering regular media development services.

 In the case of training projects, these should be based in organizations/institutions that offer regular, systematic and model courses for working and future journalists.

 As far as community media are concerned, community organizations and NGOs working in the community media sector, such as community radio, can submit proposals. The involvement and contribution of the community must be ensured from the inception of the community media project. IPDC will not support projects if such support gives an undue advantage to the submitter over other competitive media organizations in the same location.

 Individuals are not eligible to submit proposals.

 All submitting organisations should have a credible status, and preferably have a working relationship with UNESCO offices. All media NGOs that have no previous record of IPDC support should fill the UNESCO NGO Assessment Form which can be obtained from the relevant UNESCO Field Office.

 Only two projects per developing country are normally approved for financing, with exceptions such as those projects that could have much wider relevance (e.g. development of an online training course that can transcend country borders).

Does IPDC support production houses that are not an integral part of the media?

IPDC does not support specific audiovisual television productions or films. Nor does it provide support to develop independent media production houses which are not a part of existing media organizations. IPDC does not consider support to subject-specific programme productions as a priority, since other UN agencies specialized in areas such as HIV/AIDS, agriculture, health, etc. can provide the necessary support; however IPDC does support projects to train journalists to acquire disciplinary knowledge in specific subject areas such as science journalism, business journalism, environmental journalism, etc., since such projects are considered as contributing to the capacity building of media professionals.

Are non-media NGOs eligible to submit projects?

IPDC does not normally encourage the submission of projects by non-media NGOs wishing to offer training courses to journalists as an ad-hoc activity. The eligibility of non-media organizations to receive IPDC support depends on the existence of credible evidence that the submitting organization can offer meaningful and high-quality training with the participation of working journalists from operational media institutions. Exceptions are made for NGOs working in the area of human rights and democracy that wish to obtain support to facilitate a dialogue between media, civil society, elected representatives and government officials, as long as the proposal can be interpreted as aligning with IPDC priorities, and the participation of the media sector can be assured. In these cases, IPDC Field Officer will verify the track record of the concerned NGO.

What about sustainability?

In all the cases, it is necessary to assess the contribution of the beneficiary organization in order to assess the credibility of the commitment of the submitting organization. Beneficiary contributions should cover all the recurrent costs, regular staff salaries, project coordination and transaction costs. In short, applicants should not seek to cover their ongoing institutional costs in budgets. Whenever a project proponent requests overhead costs to be paid by IPDC, the capacity of the organization to implement the project is put into question.

How to submit projects to the IPDC Secretariat

All proposals should be submitted to the relevant UNESCO Field Office. The professionals from the Communication and Information (CI) Sector who are responsible for submitting the finalized projects to the IPDC Secretariat are based in the UNESCO Field Offices. Contact details are available here: [also at:]
The role of the UNESCO Field Office is to ensure that the project document contains all the information necessary to enable the IPDC Bureau to make its decision. The Field Office is entitled to reject a proposal when it does not include all the requested information, when the submitter has not accomplished the preparatory work to the satisfaction of the UNESCO Field Office, when the credibility of the submitter has not been evidenced, or when the project does not fall within IPDC’s mission to support the development of free, independent and pluralistic media.

NB: We encourage applicants to submit project proposals that are part of a wider programmatic approach to media development in a given country. Such an approach could include, for example, projects that support the IPDC’s 2013 approved new Special Initiative of Knowledge-driven Media Development, such as seminars to promote the sharing of knowledge on media development. Other examples may involve the roll-out of the UN Plan of Action on the Safety of Journalists, the strengthening of community radio as part of efforts to promote media pluralism, fostering youth and/or gender dimensions of media as part of pluralism, promoting excellence in journalism education, or innovation with regards media & ICT convergence.

Project proposals should genuinely promote the development of media, and the situation prevailing in the country should therefore be taken into account. Proposals from the Least Developed Countries (LDCs) and countries in transition receive particular attention from the IPDC. Only one public sector media project from each country will be considered by IPDC for support, and in line with the Windhoek Declaration, editorial independence from the government is a precondition. The IPDC Secretariat, in consultation with the UNESCO Field Office, will decide on the projects to be submitted to the Bureau when there are too many proposals coming from the same country. Usually, one national project will be submitted to the Bureau, except in the case of LDCs and countries in transition, and one regional project by cluster office. These considerations help UNESCO optimize the distribution of limited budget.

All project proposals should be submitted in one of the two UNESCO working languages, English or French, with amounts specified in US$.







(select the single priority area most relevant to your project)

INTERREGIONAL) (select only one)











Comment: Justify why the proposed project is essential to media development in your country (the project justification should not exceed one page)

Please note that the Project Justification should include the following:

• A brief description of the level of media development in the country – (plurality, convergence and diversity of media – number of newspapers, private and public broadcasting services, community media, if any – journalism education and training opportunities available for working journalists, guarantee of freedom of expression in law and in practice).
• Baseline information, so that project impact can be assessed.
• Information on the category of media to be supported by the project.
• Identification of the problem that the project proposal would address and an explanation of why it is important to address this problem in the manner proposed by the project. Evidence of the problem will enable impact assessment between the “before” and “after” stages of the project.
• Basic gender analysis relevant to the problem to be addressed. Please see Annex 1 for appropriate questions that should be considered.

Note: All problems and gaps cannot be solved in a single IPDC project. IPDC projects should propose a solution to problems in one of the areas listed below:

• Problems weakening free media or the safety of journalists
• Problems hindering the development of pluralism: community media, gender or youth dimensions
• Lack of professional capacities of media workers and capabilities of media associations.
• Weakness of self-regulatory systems
• Problems related to business sustainability.

Examples of how to describe the “solution”to the problem:

• The purpose of the project is to establish and operationalize a sustainable community radio serving the X community, thereby increasing the diversity of media choice in the area.
• This project will upgrade outdated skills of journalism trainers through a two-week training methodology course which will capacitate 10 journalism trainers to teach new media competencies.
• This project promotes the safety of journalists through building a monitoring network by means of a 3-day national seminar.


Comment: Many project proposals are rejected because they list too many target groups. There should be only one primary target group per project. The target group should describe the immediate beneficiaries who are directly involved in the project. In a journalism training project, the immediate beneficiaries are the journalists and not those who read the newspapers produced by the trainees. In a community radio project related to enhancing participation, the immediate beneficiaries could include the designated communities. A gender breakdown of beneficiaries is required. If this is not provided, the Field Office concerned will return the proposal to the applicant which can jeopardise the meeting of submission deadlines and delay consideration of the project for a year.


Comment: The development objective describes the expected long-term goal to which the project will contribute. The development objective depends on a number of factors that are beyond the direct control of the proposed project. It should not be too ambitious but should be sufficiently justified within the context of the proposed project.

When defining your development objective please consult the UNESCO Media Development Indicators (document available on the IPDC website: This document presents in detail five sets of media development indicators:

Category 1: A system of regulation conducive to freedom of expression, pluralism and diversity of the media: Existence of a legal, policy and regulatory framework which protects and promotes freedom of expression and information, based on international best practice standards and developed in participation with civil society.
Category 2: Plurality and diversity of media, a level economic playing field and transparency of ownership: The state actively promotes the development of the media sector in a manner which prevents undue concentration and ensures plurality and transparency of ownership and content across public, private and community media.
Category 3: Media as a platform for democratic discourse: The media, within a prevailing climate of self-regulation and respect for the journalistic profession, reflects and represents the diversity of views and interests in society, including those of marginalized groups. Gender and youth considerations, as well as minority language media, are important here.
Category 4: Professional capacity building and supporting institutions that underpins freedom of expression, pluralism and diversity: Media workers have access to professional training and development, both vocational and academic, at all stages of their career, and the media sector as a whole is both monitored and supported by professional associations and civil society organizations. Many projects on journalism safety are likely to relate to this Category, or to Category 1. Projects related to knowledge-building and to sustainability will also often relate to Category 4.
Category 5: Infrastructural capacity is sufficient to support independent and pluralistic media: The media sector is characterized by high or rising levels of public access, including among marginalized groups, and efficient use of technology to gather and distribute news and information.
These indicators will guide you in identifying the appropriate development objective of your IPDC project proposal.


• Community Radio project: the project contributes to increasing the plurality and diversity of media in country X and enhances the capacities of communities to use media as a platform for democratic discourse.
• Journalism training project: the project contributes to promoting good governance and transparency by building professional capacities in the field of investigative journalism in country X.

• Media Development Indicators project: the project generates capacity-relevant knowledge for co-ordinated and prioritized activity through application of the MDI’s Journalists Safety Indicators in country Y.


Comment: There should be only one immediate objective and it should clarify the solution to the identified problem and succinctly explain what will be achieved as a result of the project. Therefore, the immediate objective should describe the situation that will prevail as a consequence of the project implementation (the result after the project has been completed). It is important to decide and articulate the immediate objective of the project at the very outset, as this will help you clarify the remaining parts of your proposal, including the precise outputs and inputs necessary to achieve the immediate objective.


• Establish a self-sustaining community radio station capable of engaging community members in 14 villages in the Kolar district in facilitating self-expression, and sharing and accessing knowledge.
• Provide skills and knowledge for financial management and business sustainability to 30 radio producers (50% women and 50% men) working in four radio stations broadcasting from Addis Ababa through a two-week training course.
• Build the capacities of the journalism department of the University X to introduce a Diploma in Journalism course for working journalists adapted from the UNESCO model curricula for Journalism Education.


Comment: Outputs are the results that can be guaranteed through the activities implemented within the project. Only the immediate outputs that can be secured by the project activities should be included. Each output contributes to the achievement of the immediate objective of the project. Unless the project specifically targets women only or men only, the exact number of women and men to be trained should be indicated.
• Thirty volunteer community broadcasters have acquired the skills and techniques to source information from the Internet and apply it for use in radio programmes.
Outputs should be feasible and verifiably defined (quantitatively and qualitatively). In the above example, the “30 volunteers” indicates the quantity, while the quality is defined by what they will be capable of after the training, namely: “skilled in the techniques of sourcing information from the Internet and using it in radio programmes”.
Other examples:
• Ten trained women journalists capable of producing high-quality investigative programmes on violence against women.
• A well-equipped, new children’s programme production unit capable of producing daily children’s programmes with increased children participation.
• A community radio station equipped with transmission and production facilities.
• A network of journalists (% women and % men) specialized in reporting on science, representing all mainstream media outlets in Malawi.
• A national network of journalists monitoring and reporting on Human Rights violations.

Comment: List all the major activities to be accomplished in order to produce each of the outputs. Note that an activity is an action necessary to transform inputs into planned outputs within a specified period. The project document should therefore list all the key activities necessary to accomplish the project within the prescribed project duration. Activities are the tasks to be carried out by those involved in the project. Only those tasks which can be undertaken within the framework of the project should be mentioned as activities. Activities contribute directly to the output, and should be stated as actions. The time available for each activity should be realistic. Activities should be planned taking into account the capacities of the institutions involved and the technologies listed.

NB: In the case of training activities, the duration, objective of the training and the number of trainees should be specified for each training activity. Applicants should avoid trying to impress by promising too many trainees, because this casts doubt on the quality of the training that can be delivered. As for trainers, only those that are essential to conduct the training should be included. National rates (Rates applicable to government officials of equal grade) should be the basis for calculating subsistence payment for trainees if no accommodation and meals are provided.

• One-week (duration) training course held in the project submitters’ premises to impart essential skills of photojournalism (objective) for 15 working photojournalists (number of trainees) from three daily newspapers published in Bamako.
• A three-week training course to impart skills on using appropriate training methodologies held at the University for eight teachers from the Journalism Faculty of the Univ of Colombo.

Please note that there is a difference between seminars and training courses. Training courses are conducted on the basis of a training needs assessment and have a precise training objective; they should normally not involve more than 15-20 trainees per course and their duration should not be less than three days. The number of trainers supported by IPDC should normally not exceed two. The maximum number of training courses IPDC can support per project is two. Seminars are conducted for awareness raising, debates and discussions on a specific subject, and usually last no more than 1 to 3 days. The key rationale of the limit of 1 to 3 days is that longer courses usually find it harder to attract those employees who are most valued by the institution to which they belong. Notwithstanding this, IPDC can consider supporting up to 3 days within a longer course where the applicant can maturate as well as mobilise other resources to pay for the additional days and also motivate convincingly on the calibre of envisaged participants.


Comment: Inputs are the raw materials or resources necessary to produce project outputs (e.g. personnel such as trainers, consultants, equipment, material, funds, etc). Only those inputs essential for the implementation of the activities listed in the project should be mentioned. Inputs should be precise and verifiable. The quality and quantity of the relevant input should be specified.

Equipment inputs: Please indicate the following:

– What equipment is already available to the applicant and will be put at the disposal of the project?
– What is the equipment requested in the project and why should it be purchased rather than rented?
– If they are to be purchased with IPDC funds, specify the types, models, number of units and unit price for each equipment item (please note that all equipment is purchased through UNESCO Field Offices and therefore the costs should be checked with the relevant UNESCO Field Office).
– In the case of one-time training courses, necessary training equipment should be hired, rather than purchased.
– In the case of software, preference should be given to cost-efficient free software solutions.
– Clearly state what will happen to the equipment after the end of the project.
– Please note that IPDC does not provide assistance to purchase vehicles or to build or renovate buildings (these costs should be covered from the applicant’s contribution).
– In case of trainers/experts, please add a short biography or a short description of the institution which proposed them (where this info is available).


• One trainer (quantity) capable of training radio producers in digital production techniques (quality).
• Two Pentium desktop computers (quantity) with 4 MB memory and play list software capable of automating the schedule (quality) of broadcast content. Computers will be retained by the radio station to maintain the programme beyond the project period.
• Set of studio equipment, comprising a 6-Channel AED mixer with telephone inputs, recording facilities comprising 2 Marantz 630 flash recorders and a desktop computer with playlist software, 4 AKG omni directional microphones, cables and stands, a role of cables, a set of 15 assorted connectors as itemized in the budget, capable of launching live broadcasting talkback programmes as a permanent feature of the radio station. The equipment will be retained by the radio station after the completion of the project in order to continue the talk-back programme beyond the project period.
• One rented overhead projector and a laptop rented for the four-day workshop.
• One 300-watt FM transmitter and a set of four-bay antenna produced by Teng Da company in Shanghai, China capable of increasing the radio station’s coverage to a 30-km radius within and beyond the project period.


Comment: The work plan should provide a realistic timeframe for the execution of each activity. It is useful to present the work plan in the form of a chart following a chronological order. NB – there is a maximum window of 24 months to implement and close each project.


ACTIVITIES / MONTHS 1 2 3 4 5 6 7 8 9 10 11 12
Selection/contracting of instructors and trainers
Selection of equipment
Purchase and installation of the equipment
Preparation of training materials
Selection and notification to workshop participants
In-country workshop # 1 (workshop subject)
In-country workshop # 2 (workshop subject)
Production and broadcast of Programmes
Submission of implementation reports

9. INSTITUTIONAL FRAMEWORK: (Should not exceed 15 lines)

Comment: Describe the mission of the submitting organization, its management structure, number of regular staff and their functions, date of establishment, annual income, income sources and manner in which it intends to implement the project.
The institutional framework should confirm the capacity, experience and credibility of the organization undertaking the proposed project. Also describe the other institutions, if any, involved in the implementation of the activities and explain their involvement. In the case of regional projects, it is essential to list all of the institutions involved and their part in the project implementation. Any preparatory activities to be carried out by the applicant in order to create necessary conditions for project implementation should be described in the institutional framework. Also the working relationship with UNESCO Field Office should be explained.

Please note that in case of community radio broadcasting projects, no project proposals will be submitted to the Bureau if a broadcasting license issued by the competent authority in the name of the project submitter has not been obtained. Therefore it is absolutely necessary to provide correct information on the availability of license and the capacity of transmitting power allowed under the license.

Please also note that IPDC will not entertain proposals from newly established organizations, which have no proven credibility in implementing similar projects. The eligibility of the submitter on the basis of its credibility will be determined by the relevant UNESCO Field Office.


Comment: Explain how the project achievements will be made sustainable (by the project submitter) without further assistance from IPDC. In the case of training projects, describe to what extent and in what manner the training course will become a regular part of the training programmes offered by the submitter. In the case of seminars, describe how the conclusions/recommendations of the seminar will be followed up.

Project submitters should be made aware that an award by IPDC may often be insufficient to cover the full costs of a given project, but that the status of receiving a UNESCO grant can often be leveraged to attract other funders. Accordingly, where relevant, the project proposals should specify what other sources of funding the applicant intends to approach (or has secured). Because IPDC is a partnership programme, it seldom funds the full expense of a project, but relies on contributions (often in kind) by beneficiaries and support from other partners that have been secured for the project. A minimum scale of operation may be indicated, proportional to the extent of resources to be secured. Information on these sustainability dimensions is essential if projects are to be considered.

11. PRIOR EVALUATIONS CARRIED OUT: (should not exceed 10 lines)

Comment: Briefly explain the outcomes of feasibility studies and other assessments carried out in connection with the project proposal, such as training needs assessments. Any external evaluation of previous projects or activities undertaken by the project submitter should also be mentioned as an evidence of the submitter’s capacity to implement the project.


Comment: Projects should normally have a basic communications plan, in terms of which the activities will be publicized (both before and/or during their implementation, as well as after their completion), and relevant constituencies should be engaged with interactively.

Project implementation will be monitored, as a rule, by the relevant UNESCO Field Office; however, beneficiaries must themselves propose how they will evaluate their implementation success and include the results of this in their narrative reports. They can also be encouraged to suggest professional organizations that could collaborate with UNESCO in project monitoring.


Comment: The beneficiary agency undertakes to report on project progress on a four-month basis to the relevant UNESCO Field Office and submit a comprehensive final report describing the extent to which the immediate objective of the project was achieved. The name and title of the person who will prepare and submit the reports should be indicated.


Provide information on any relevant preparatory activities completed prior to the submission of the project to IPDC.


(in US dollars)

Comment: Breakdown should include an itemized budget for each input. The amount requested from the IPDC should not exceed US$ 30,000 per project, but it should be taken into account that the decline in funding has led to the average amounts allocated recently falling significantly below this mark. For the coming period, the average amount allocated to projects approved is likely to be in the region of US$ 20,000 (depending on the funding situation). While the amount allocated usually does not cover the full costs for the project to materialize, a factor in selecting which projects to support is an estimate of a given applicant’s ability to leverage the significance of UNESCO backing to attract support from other donors.

The requested IPDC contribution should not include any recurrent costs, project coordination costs or regular staff costs. These costs are normally expected to be borne by the project submitter, as are costs associated with accessing a venue. Budgets where air travel and per diem costs of consultants and participants exceed 50% of budget requested will also not be considered, as well as the funding of conferences unless they are clearly a programmatic part of a wider and ongoing initiative.

Budgeting Training events:

Trainees should not be paid with stipends or honoraria to undertake training. Accommodation for trainees and trainers should not be in expensive hotels or venues.

Local Trainers: All local trainers should have credible qualifications and training experience. The CVs of the proposed trainers/consultants should be provided to UNESCO Field Offices for approval. The fees of the local trainers should be commensurate with local rates and should not exceed US$150 per day. National rates (Government rate) should be the basis for calculating subsistence payment for local trainers and trainees if no accommodation and meals are provided. Normally, no remuneration is to be included for the preparation of the training as all trainers should be sufficiently experienced.

International Trainers: All international trainers should have credible qualifications and training experience. The CVs of proposed trainers/consultants should be provided to UNESCO Field Officers for approval. Fees of international trainers should not exceed US$250 per day.

The following ceiling should be applied when calculating the rates of remuneration for international consultants. Maximum fees are not automatically applicable. In addition, if food and lodging are provided to trainers and consultants, only a maximum of 20% of the international subsistence rate is applicable. Normally, no remuneration is to be included for the preparation of the training as all trainers should be sufficiently experienced.

Group Daily fees
A. International/National Consultants/Trainers with at least five years experience and relevant technical qualifications or a University degree. Up to
$ 150
B. International/National consultants/trainers with at least 10 years experience and an advanced university degree (Masters or PhD in the relevant field). Up to
$ 250

Budgeting equipment:

For equipment support, each item over $500 value should be mentioned in the budget with the unit price; type and brand name (please consult the relevant UNESCO Field Office when preparing the equipment budget as UNESCO offices can often facilitate tax-free importation of equipment for UNESCO-implemented projects).

Costs for community broadcasting equipment should be based on the costs provided in the UNESCO manual on the Configuration of Radio Stations and Media Centres (which can be downloaded from the IPDC website:

The total equipment costs for a new community radio should not exceed $20,000 including transportation. Any items exceeding the unit price mentioned in the UNESCO Configuration manual should be supported with quotations obtained from accredited suppliers. All figures should be given in US$.


Participants’ accommodation and meals ($ 30 per day x 15 participants x 5 days) 2 250
One Trainer (5 days training at a rate of $100 per day) 500
Training material and rental of training equipment 800
Local travel ($30 x 15 participants + $100 for one trainer) 550
Sub-total: Training costs 4 100
8 Channel mixing console with w. studio switch, built-in tel. Hybrid 3 100
Studio 1″ capsule condenser microphone (5 @ $120 per unit) 600
Monitor speakers w. built-in amplifier (2 @ $1000 per unit) 2 000
Headphones (6 @ $50 per unit) 300
4-way headphone amplifier 150
Soundcard 100
External hard drive 150
Microphone stands (5 @ $40 per unit) 200
Shielded audio cable (100m) w.30 XLR male/female connectors + 30RCA connectors 300
P4 audio editing computer with 80GB HD RAM 512MB, Windows XP, CD-WR, 19″ monitor (2 @ $1200 per unit) 2 400
Uninterrupted power supply 350 VA 100
Sub-total: studio equipment 9 400
500-watt Broadcast transmitter system:
FM stereo transmitter 500 watts 4 900
Antenna bay 4 layers, omni directional 1 050
Antenna feeder 50 metres 300
Uninterrupted power supply (500 VA) 350
30 meter antenna mast (locally fabricated) 2 500
Sub-total: broadcast transmitter system 9 100
Equipment transport costs 1 500
Equipment installation costs 2 000
Sub-total: Studio and broadcast transmitter equipment 22 000
Total IPDC: US$ 26 100

(in US dollars)

Comment: The breakdown should include all the recurrent costs, including staff costs, project coordination costs and budget line for regular reporting on project progress. The beneficiary organization’s contribution reflects its capacity to undertake the project. Submitters are encouraged to secure a venue (where applicable) as a contribution by themselves or by other partners, rather than seek IPDC funds for this particular expense.


Staff costs (8 months x 3 staff members) 5 400
Project coordinator (7 months) 1 050
Communication costs (7 months) 750
Studio and station building renovation 7 700
Vehicle maintenance and local transport costs 2 000
Contingencies 1 000
Project reporting 300
Total beneficiary’s contribution: US$ 18 200

Any proposal which is incomplete which does not provide precise information following the guidelines set out above which does not justify the project costs through an itemized budget or which includes misleading information should NOT be sent to HQ by UNESCO Field Offices, but subjected to discussion with the submitter with the aim of securing corrections.

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