Strategy for poverty reduction 2017-2021 by Danmission

poverty

reduction

strategy for poverty reduction 2017-2022

TABLE OF CONTENTS LIST OF ABBREVIATIONS...................................................................................................................IV EXECUTIVE SUMMARY....................................................................................................................... V

1. Introduction ...................................................................................................1 1.1 GLOBAL VISION...................................................................................................................2

2. The world as we see it............................................................................3

2.1 NEW POLITICAL AGENDAS............................................................................................. 3 2.2 NEW FUNDING PATTERNS............................................................................................. 3 2.3 SHRINKING SPACE & HUMAN RIGHTS UNDER PRESSURE .....................................4 2.4 RELIGION & RELIGIOUS ACTORS ................................................................................. 5

3. Partnerships & International networks................................6 4. Dialogue..............................................................................................................8 5. What we want to achieve ....................................................................9

5.1 STRATEGIC GOAL I: SECURE AN ACTIVE CIVIL SOCIETY.........................................10

5.2 S TRATEGIC GOAL II: PROMOTE PEACEFUL COEXISTENCE.................................... 12

5.1.1 WE MOBILISE & EMPOWER.............................................................................................10 5.1.2 WE SUPPORT LOCAL ORGANISATION ..........................................................................11 5.1.3 WE CREATE RESILIENT COMMUNITIES .........................................................................11

5.2.1 WE BUILD PEACE................................................................................................................ 13 5.2.2 WE FOSTER INTERCULTURAL AND RELIGIOUS DIALOGUE..................................... 14 5.2.3 WE PREVENT VIOLENT EXTREMISM. ............................................................................ 14

5.3 STRATEGIC GOAL III: PROTECT BASIC CIVIL RIGHTS ............................................. 15

5.3.1 WE PROTECT THE RIGHTS OF MINORITIES ................................................................. 15 5.3.2 WE PROMOTE FREEDOM OF RELIGION AND BELIEF.................................................16

6. Influencing Agendas â&#x20AC;&#x201C; a goal and a method ................ 17

6.1 HOW WE UNDERSTAND AND WORK WITH ADVOCACY..................................... 17 6.2 LEVELS OF ADVOCACY.................................................................................................. 18

7. How Danmission works & organisational goals..........19

7.1 ENSURING A HUMANS RIGHTS BASED APPROACH ................................................ 19 7.2 BECOMING A COMPREHENSIVE LEARNING ORGANISATION .............................20 7.3 FUNDING MECHANISMS ............................................................................................... 21 7.4 FIGHTING CORRUPTION .............................................................................................. 22

LIST OF ABBREVIATIONS CBO

Community-Based Organisation

CISU Civil Society in Development (Civilsamfund i Udvikling) CSO

Civil Society Organisation

DAC

Development Assistance Committee

DAPP Danish Arab Partnership Programme FBO

Faith-Based Organisation

HRBA Human Rights-Based Approach INGO International Non-Governmental Organisation LWF

Lutheran World Federation

MEL

Monitoring, Evaluation and Learning

MENA Middle East and North Africa NGO Non-Governmental Organisation OECD Organisation for Economic Cooperation and Development PANEL Participation, Accountability, Non-discrimination and equality, Empowerment and Link to human rights standards SDG

Sustainable Development Goals

Executive summary This strategy sets the path for Danmission’s work on poverty reduction and global development for the next five years. It is one of four different departmental strategies of Danmission’s General Strategy 2017-2022. Danmission is a Christian organisation with close links to the Evangelical Lutheran Church in Denmark. Based on a theology of inclusion and God’s love for all people, it is our conviction that the Christian message only thrives in freedom. We work with Christians and with people of other faiths or no faith. Therefore, the strategy is rights- and values-based and respects individual human beings and their worldviews. Building on existing poverty reduction work, the strategy offers a strengthened profile in areas where Danmission has specific skills, and development and dialogue expertise. We work within the framework of the Sustainable Development Goals (SDGs). The overarching aim of the SDGs of eliminating poverty and promoting sustainable development for all depends on the fulfilment of all the SDGs. In our work, we focus on those SDGs towards which we can make a special contribution. We consider an active civil society, peaceful coexistence between human beings and protection of the basic rights of all women, men, boys and girls as foundational in achieving the ambitious global agenda. This cuts across all our work with dialogue and poverty reduction, including in contexts where we include elements of humanitarian assistance. In this regard, when formulating the strategic goals for our work we align with five of the SDGs:

Partnerships are at the core of our work and of our understanding of how change happens. We always work through or with local partners, focusing on issues of relevance to them. Throughout the strategy, there is a focus on both a values- and rights-based approach. We are committed to strengthening the human rights-based approach as a guiding principle in all our program implementation and country interventions. Dialogue is a main concept to understand Danmission’s way of working. It is a process which forms the basis of sound relationships between individuals as well as between social or religious groups. Dialogue is a way of thinking through our differences and channelling them towards new understandings and insights. The role of religion and religious actors is very high on the current global agenda. Religion is often highlighted as “part of the problem”, especially when talking about violent conflict and extremism. But religion is also - and needs to be - “part of the solution”. For people across the globe, religion and faith are strong sources of identity and meaning. Religious institutions are often crucial factors for political, social and individual transformation and thereby underpinning the achievement of the SDGs.

Danmission has many years of experience in working with religiously-engaged actors to promote inter- and intrareligious dialogue, peaceful coexistence, intercultural dialogue and an inclusive notion of “citizenship” to overcome divisions along religious lines and prevent violent extremism. Through this strategy, we want to strengthen and promote this expertise and bring it to the core of our work. In a time of generally shrinking space for civil society in several of the countries where Danmission works, this strategy highlights our special position as a faith-based actor and prioritises our focus on promoting active civil societies. We believe an active civil society is a cornerstone for people’s ability to secure and influence their own life, to demand their rights and ensure community resilience. Therefore, we seek to strengthen new and innovative ways of working with active civil societies by combining dialogue, advocacy and community development. These considerations lie behind our strategic goals for poverty reduction and global development for the period 2017-2022: 1) secure an active civil society; 2) promote peaceful coexistence; and 3) protect basic civil rights. Each strategic goal has two or three supporting methods, explaining how we aim to achieve the goals, as summarised in the figure below:

Secure an Active Civil Society

Promote Peaceful Coexistence

Protect Basic Civil Rights

We mobilise & empower local communities

We build peace

We protect the rights of minorities

We support local organisation

We foster cultural & religious dialogue

We promote Freedom of Religion and Belief

We create resilient communities

We prevent Violent Extremism

The strategy also describes Danmission’s work with national, regional and international advocacy. Together with our partners, we often seek an “insider approach” to advocacy. We primarily seek to influence through existing structures, working constructively with dutybearers to create change in policies and practices related to the goals of the strategy. Finally, the strategy describes the organisational goals for the next five years. The focus is to ensure that Danmission becomes a learning organisation in all aspects of poverty reduction work. We focus on strategic learning to enhance innovation and improve the way we understand change and change pathways in our programmes; we focus on operational learning, ensuring that our management tools are effective and appropriate and, finally, we focus on internal learning across the organisation.

1. Introduction This strategy marks out the path for Danmission’s work with poverty reduction. It is one of four different departmental strategies under the General Strategy 2017-2022. The foundation and point of departure is Danmission’s vision and mission as described in “Danmission’s View of Ourself and our Task”. Danmission is a diverse organisation, involved in programmes of poverty reduction, dialogue and church development, nationally and internationally. These three fields of work are formulated in the General Strategy in order to complement each other in a dynamic correlation and optimise the achievement of Danmission’s objectives, reinforcing the impact of each single field. Danmission’s fields of work are illustrated in a triangle, symbolising the equality and cohesion of all three.

Danmission is a church-based organisation with close links to the Evangelical Lutheran Church in Denmark and thus takes its point of departure in Christianity. Based on a theology of inclusion and God’s love for all people, it is our conviction that the Christian message only thrives in freedom. We work with Christians and with people of other faiths or no faith. The following is thus a rights- and values-based strategy which respects individual human beings and their worldviews. In the years to come, the Sustainable Development Goals (SDGs) will be the overarching framework for global efforts to eradicate poverty and promote sustainable development. Danmission work with the SDGs as a guiding principle, and has prioritised five goals in which Danmission directly contributes to achieving the SDG targets..

SDGs PRIORITISED BY DANMISSION

Danmission fights poverty by securing an active civil society, promoting peaceful coexistence and protecting basic civil rights. We believe peace and rights for all men and women, boys and girls, incl. the poor and marginalised, are a prerequisite for any development, and hence peacebuilding, dialogue and enhancement of basic human rights for all are key elements of Danmission’s strategy for poverty reduction. This is closely linked to our theological point of departure. We see diaconal work and advocacy for and with the most vulnerable as a fundamental part of our Christian mission. Jesus denounced the abuses of the ruling powers and criticised power hierarchies. Women and men were considered equal, and children were highly valued. Jesus moved among the most vulnerable in society and took them into his fellowship. We always work through or with local partners. We have a rather diverse global partner portfolio which reflects the different contexts and settings of the countries in which we

operate. The majority of our partners are Christian faith-based organisations, some are churches. Furthermore, we work with other (multi-)faith or values-based organisations and institutions as well as informal partnerships and networks that add competencies and innovative directions to our programmes.

1.1 GLOBAL VISION All women and men, boys and girls enjoy a sustainable quality of life as equal, active citizens in a society, where religious and cultural diversity contributes to the creation of a just, fair and peaceful world. Danmissionâ&#x20AC;&#x2122;s organisational values as stated in the general strategy (Faith, Reconciliation, Dialogue, Dignity, Responsibility and Justice) set the standard for everyone in the organisation and form the basis of our interventions. These values constitute the outer circle of the following illustration, which represents the overall generic characteristics of Danmissionâ&#x20AC;&#x2122;s contribution to positive change towards our global vision. Working from the outside in, the green circles represent our values-based principles, the blue indicate our approaches and methodologies and the inner red circle our three strategic goals, and their relationship to the Sustainable Development Goals. In the following, these paths (circles) will be unwrapped.

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As illustrated, core concepts such as dialogue, rights and religion play a vital role in different aspects of our work, being both means and end; goals in themselves and paths to others. Danmission contributes in Asia, Africa and the Middle East to the realisation of five of the 17 Sustainable Development Goals (SDGs) as part of the implementation of our dialogue and development programmes.

2. The world as we see it This chapter describes the thematic context of the strategy. In the last section of the chapter, the role of religion and religious actors was analysed. Increasingly, we see religious issues being used politically both to instigate hatred and to promote social coherence. In this chapter, we describe how we see and assess our distinctive contribution as a faith-based organisation. Distinctive context analyses for each country/region can be found in Danmission’s country strategies and MENA strategy.

2.1 NEW POLITICAL AGENDAS The politics and practices of international development cooperation have changed considerably over the last few years. The trends are full of paradoxes and contradictions. On the one hand, the world is coming together around global challenges. In 2015, world leaders adopted the Paris Agreement to combat climate change and the 17 Global Sustainable Development Goals (SDGs) accompanied by the slogan “leave no one behind”. The SDGs are the joint overarching framework for combatting poverty and inequality and creating sustainable development worldwide. This is a bold agenda to which Danmission fully subscribes. On the other hand, we see a world which is increasingly torn apart by violent conflicts and wars. A multipolar world now predominates and we and our partners are increasingly challenged by powers that compromise agreed international human rights standards, values and conventions. Conflicts and growing polarisation in the Middle East are putting minorities, including Christians, under increasing pressure. Similar patterns can be observed in other parts of the world, for instance in Myanmar and Egypt. Political and religious polarisation and radicalisation are on the rise, and a wave of ultraright-wing nationalist parties and politicians are gaining power and momentum across the world, winning elections with a divisive “us-and-them” rhetoric. This development seems, among other things, to be fuelled by the risk of terror being high on the agenda together with rising levels of economic and social inequality within and between countries. Conflicts, poverty and global or local inequality is pushing many people to migrate to other parts of the world looking for safety or the possibility of work and prosperity. Limiting the number of refugees and migrants has become a top political priority, influencing Danish development policy as well as the work of humanitarian and development actors such as Danmission.

2.2 NEW FUNDING PATTERNS The politics around official development aid are changing. It has become clear that development aid alone will not eradicate poverty and new sources of funding for development are being suggested. An increasing share of development aid is now expected to work as a catalyst for other kinds of funding, for instance from private sector actors and private investments. The influence of private and public global foundations is on the rise, and they are not always clearly aligned with the priorities of the recipient countries. There is also a growing focus on strengthening developing countries’ own revenues from domestic taxes and combatting tax havens. In Denmark, we saw severe cuts in official development aid in 2015. Furthermore, Danish development aid is partly undermined by pre-asylum expenses and other OECD/DAC rules allowing development aid to be spent in the donor country. At the same time, we have seen changes in DANIDA funding for civil society, whereby new requirements to align with official

Danish political priorities and interests are expected, and organisations applying for funding must be prepared for much higher levels of competition and less long-term predictability in funding levels. We are also seeing a tendency to assign greater priority to fragile states and conflict-ridden areas where long-term engagements are challenging or sometimes impossible due to security issues.

2.3 SHRINKING SPACE & HUMAN RIGHTS UNDER PRESSURE The right and possibility for women and men to get together and organise around a common interest is crucial to establishing a well-functioning society with equal rights for all. An active, vibrant, independent and diverse civil society should therefore be seen as an important asset for any country. We are seeing a global tendency for civil society space to become increasingly under pressure or even closed down completely. Governments and other authorities across the world are constantly applying new ways of limiting the possibility of critical voices and organisations in their countries, including restrictive NGO laws, requirements for registration, limits on the possibility of receiving foreign funding, systematic attempts to publicly delegitimise critical organisations or individuals, limitations on the right or possibility of carrying out peaceful demonstrations and, in some cases, the closing down of organisations, freezing of their assets, limiting their right to travel, deportation, incarcerations and even assassinations. This goes hand in hand with a growing tendency among governments to question already recognised universal human rights conventions and standards, for instance, by labelling them as interference in internal affairs, national security or in conflict with the tradition and culture of a given country. These tendencies are also highly visible in several of the countries in which Danmission works, and they constitute a very serious challenge. When Danmission works with churches and faith-based organisation, we agree with the Lutheran World Federation (LWF) that these are important actors in civil society.1 Churches have a great opportunity to play an active role in society, as churches and faith-based organisations (FBOs) often enjoy a high level of legitimacy among the general population and often even among the people in power. Churches have another way of presenting their messages and can be perceived as less of a threat to the power structures. Very often, Danmission and our partners enjoy a certain room for manoeuvre in countries with otherwise shrinking or closing space for civil society. In some countries, churches have been very loyal to governments, perhaps even to the point of being submissive. In others, Christian churches constitute a very small minority, often at risk of being marginalised but also of isolating themselves from the rest of society. Some of these churches, when opening up and engaging, have the possibility of acting as bridges and peacebuilders. Danmission works with both large and small churches. We want to encourage and empower them to engage in society in a constructive manner. This kind of work will often be a joint effort between Danmissionâ&#x20AC;&#x2122;s two departments, Church and Dialogue and Poverty Reduction.

1 Diakonia in Context; Transformation, Reconciliation, Empowerment. An LWF Contribution to the Understanding and Practice of Diakonia. The Lutheran World Federation, 2009, pp. 64-65

2.4 RELIGION & RELIGIOUS ACTORS From our own Christian foundation, we have a strong notion of the importance of faith and religion in the life of many human beings – both on a personal level and in institutions and society - which is confirmed by sociological and development studies.2 Religion and religious institutions are often crucial factors for political, societal and individual transformation and social change. In most of Danmission’s programme countries, religion continues to play an important role in current conflicts in two ways: religion is articulated and used as a frame of reference for local and foreign actors, both as a means of promoting peaceful coexistence and social coherence, while at the same time religious issues are used to instigate hatred, extremism and radicalisation. The previous understanding within political science and development policies, that “religion will gradually disappear when economic growth and modernisation/globalisation spread” thus now gives way to a growing recognition that religion plays an important – even a central – role in people’s lives, attitudes and practices, and therefore also in politics and development. We understand religion, religious institutions and actors in three different but interrelated ways in our work with development and dialogue: I.

We see religion as an important part of life that can play a fundamental role in people’s practices and attitudes. Religion can enlighten people’s understanding of what a good life is, it can constitute their self-esteem and belief in own dignity and rights, and it can play a crucial role in their ability to show resilience in times of crisis. As a Christian organisation working with development and dialogue, we develop programmes and projects that take the individual’s worldview seriously, no matter what religion they practise.

II. We see the value in close cooperation with religious communities. Religion and religious communities continue to influence the thinking and actions of most people in the world.3 Religious communities form networks which often reach into remote corners of society and reach people that the public institutions do not. Local religious authorities and institutions are a full part of their communities and so we also understand them as sources of social capital for sustainable development and change. Furthermore, we see the opportunity for religious communities, leaders and actors to be key players in creating safe spaces for dialogue and social debate. Religious leaders/ actors have the potential to play an active role in influencing policies and politics at all levels, nationally and internationally, and to act as a voice for the poor and marginalised. III. We see religion as part of the solution. Religious communities and religious leaders can promote hatred and intolerance, and they can promote peace and coexistence. The General Secretary of the World Council of Churches, Olav Fykse Tveit, argues: “Whether in the context of advancing gender equality, of promoting human rights and inclusion, or of addressing extremist violence, the fact that the role of religion may be ambiguous simply serves to underline that religion is never irrelevant for development, if the change we desire is to be sustainable.”4 We support this and see religious convictions, institutions and leaders as sources of motivation for many people to work for comprehensive and sustainable development.

2 Annotated bibliography on Religion and Development, DanChuchAid/ActAlliance, 2016 3 The Future of World Religions; Population Growth Projections 2010-2050, PEW Research Centre, 2015 & World Values Survey, Wave 6, 2010-2014 4 Partners for Change: Religions and the 2030 Agenda for Sustainable Development”, Berlin 17. February 2016.

3. Partnerships & International networks A new policy paper on Danmissionâ&#x20AC;&#x2122;s general understanding of partnership is due imminently. The following section relates to this paper and could be revised according to the final outcome. Partnership is an ongoing dialogue, a value and a two-way inspiration. We understand it as a mutual respectful relationship with jointly set programmatic goals and ways of achieving these. This means that we build our partnerships around strong participatory principles, mutual trust and respect and, in some cases, co-implementation. We always work through or with local partners. By working with and through partners at all levels, SDG 17, Partnerships for the goals, is a crosscutting priority for all engagements (together with SDG 16, see chapter 5), and by which we contribute to achieving the following targets:

SDG TARGETS

17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries 17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships.

We have a rather diverse global partner portfolio which reflects the different contexts and settings of the countries in which we operate. The majority of our partners are Christian faithbased organisations, some are churches. Furthermore, we work with other (multi-)faith or values-based organisations and institutions as well as informal partnerships and networks that add competencies and innovative directions to our programmes. Partnerships are not and should not, however, be static. They change in accordance with new geographic, political and social demands and as organisations and networks gradually become more self-sustainable. These principles enable us to work with different categories of partners and networks: Long-standing partnerships with churches and faith-based organisations: In Danmission, we see it as a value in itself to have long-standing partnerships in which there is a high level of mutual inspiration, trust and respect. This approach also has a strategic value as it ensures sharing of knowledge in relation to local contexts (socially, politically and economically) and thus the continuous development of capacities within Danmission on relevant issues. It also prepares us and our partners to learn together and address changes in programming and strategic approaches, which is a natural part of todayâ&#x20AC;&#x2122;s development and dialogue work. Partnerships with small community-based organisations and informal networks: As part of our partner approach, we prioritise all groups receiving equal respect and rights, regardless of whether they represent larger religious groups or small unregistered minorities. We therefore include even very small and perhaps newly-formed organisations and grassroots networks as more informal partners in our aim to reach all people, including the poorest and most marginalised. With these partners, internal capacity building and hands-on support is an important aspect of the partnership. Create new networks: An important added value of our partner approach is to work as bridgebuilders, facilitating links between actors and partners who would otherwise not discover

the advantages or even the possibility of working together. This can result in surprising new alliances and innovations in or between countries, sectors and types of actors. In this way, Danmission wants to contribute to building horizontal and vertical linkages among INGOs, NGOs, social movements, people-led initiatives, universities, private companies and national and international bodies of influence. We use what we call “seed funding” to test and sometimes build the capacity of potential new partners or networks. These very small grants often focus on one-off strategic interventions relevant to Danmission’s poverty reduction goals, although they are also used to support upcoming initiatives, organisations, movements, policy debates etc. with significant potential for impact compared to the small size of the grant. International networks: Danmission is connected to a number of international networks with whom we share some of the same goals and agendas, and where we can see a mutual benefit in accompanying each other and cooperating on advocacy, capacity building and sharing of experiences. Many of these networks have a Christian or multi-faith identity, while others are secular with a focus on political development agendas or global funding. In Denmark, we are currently an active member of Global Focus, Civil Society in Development (CISU), Danish Mission Council and Danish Mission Council Development Department and Danish Forum for Micro-finance and Worlds Best News. At international level, we are members of, or connected to, Christian organisations such as the Lutheran World Federation and the World Council of Churches, the Program of Christian Muslim Relations (PROCMURA)5 and multi-faith or secular networks such as the Network of Religious and Traditional Peacemakers6, International Partnership on Religion and Sustainable Development (PaRD)7 and the World Bank Group Faith Initiative.8 Furthermore, Danmission is Danish Head of Network of Anna Lindh Foundation.9

5 6 7 8 9

https://www.procmura-prica.org/en/ https://www.peacemakersnetwork.org/ http://www.partner-religion-development.org/ http://www.worldbank.org/en/about/partners/brief/faith-based-organizations http://www.annalindhfoundation.org/

4. Dialogue Our dialogical approach forms the basis of all our work with development and is an essential element of our theological point of departure. We believe there can be no development without dialogue, and no peace without development, although sometimes dialogue in itself still achieves an aim. We understand dialogue as a relational process which forms the basis of sound relationships between individuals as well as between social or religious groups. It is a way of thinking through our differences and channelling them towards new understandings and insights. Based on Danmissionâ&#x20AC;&#x2122;s vast experience of working with the culture of dialogue, it is important to emphasise that we utilise various approaches and methods, depending on the respective issue, target group, context, etc. Danmission and its partners hence apply religious dialogue, involving interreligious dialogue10, intrareligious dialogue11 and dialogue between religious people and people of no faith. We also work with intercultural dialogue, which we understand as covering activities conducted with the objective of accepting, recognising and cherishing cultural diversity through meaningful interactions. We also seek to apply dialogue based on knowledge, which focuses on transcending the immediate religious and/or cultural sense of belonging. These different forms of dialogue are essential in our work of promoting and supporting peaceful coexistence and social cohesion and are often interrelated and used simultaneously. In this way, communities are able to participate actively in a positive and democratic development of society with respect for human rights. Through and with dialogue, we get to know our own position, our group or our community, while we challenge the other, encourage respect and understanding and learn how to live together, despite disagreements and tensions between us. New knowledge and fellowships develop, and the mutual social, spiritual and/or informational enrichment can transform individuals from an exclusive to a more inclusive attitude, thus minimising polarisation in the communities in which Danmission works. In some areas, this requires the creation of safe spaces, which are often understood as a physical space in which people of different religious, cultural, political and/or ethnic backgrounds can meet and freely interact in a dialogue without fear of being judged. A safe space is crucial for individuals to experience the freedom to express themselves. Without that freedom, transformation and change will not occur. In a safe space, the conversation is the focus, and there is normally no obligation or pressure to agree on specified solutions. The goal for the dialogical approach is thus to create mutual respect and learning, as well as promote accountability, transparency and joint ownership of the dialogue process, striving to promote active civil societies, inclusive citizenships and peaceful coexistence. This understanding of dialogue is closely related to and complemented by the view of dialogue and diapraxis in the strategy of Church & Dialogue. In particular, we draw on the same understanding of peace-oriented dialogue, including both a preventive and transformative form of dialogue (see Church & Dialogue strategy p. 8).

10 Interreligious dialogue, meaning existing or communicating between different religions e.g. Christianity and Islam 11 Intrareligious dialogue, meaning existing or communicating within the same religion e.g. traditions within Sunni and Shia Islam

5. What we want to achieve This chapter outlines the strategic goals and related methods that form the pathways to our global vision 2017-2022: “All women and men, boys and girls enjoy a sustainable quality of life as equal, active citizens in a society, where religious and cultural diversity contributes to the creation of a just, fair and peaceful world”. Changes that are substantial often go beyond the control of any single actor and usually need to happen in different areas and among different groups of stakeholders simultaneously. The priority focus for our work with poverty reduction in the coming five-year period is highlighted in three strategic goals. Each goal contains two or three related ways in which we want to achieve the goal. The three strategic goals and related methods are: I. Secure an active civil society through mobilisation, empowerment, local organisation and resilient communities

STRATEGIC GOALS

II. Promote peaceful coexistence through peace-building, dialogue and preventing violent extremism III. Protect basic civil rights by protecting the rights of minorities and freedom of religion and belief. The three strategic goals are constantly intertwined, overlapping and mutually reinforcing: The first strategic goal relates to social change in the ability to make communities resilient and mobilise, empower and strengthen civil society. Working through and with our partners, we seek to identify and mobilise stakeholders and strengthen their ability to organise and claim their rights. The empowered stakeholders need to work as legitimate representative of their impact groups (men, women, girls and boys) in order to promote resilient communities and claim their rights within the power structures of duty-bearers. The second strategic goal relates to changing both right-holders’ and duty-bearers’ attitude and behaviour in the direction of a more peaceful coexistence by fostering a culture of dialogue (intercultural and religious), building peace and preventing violent extremism. Danmission wishes to encourage citizens from different backgrounds to be included, engaged and activated in their societies. This process of social/individual dialogue, understanding and peaceful coexistence is essential for the mobilisation and empowerment of civil society. The third strategic goal relates to protecting basic civil rights. Protecting the rights of minorities and freedom of religion and belief is related to pluralism, tolerance and respect for diversity, and is a prerequisite for democracy, inclusive citizenship, the rule of law and political stability. If basic civil rights are weakened, this reduces the possibility for democratic development, and thus the potential for poverty reduction, economic development, peaceful coexistence and social cohesion in societies. With a differentiated focus dependent on context and partners, these strategic goals will be enhanced and strengthened through and with Danmission’s country and regional strategies. Danmission is not a humanitarian organisation but can, in some cases, offer humanitarian assistance, for instance in fragile contexts such as Syria and Myanmar. This only happens at the request of our partners and in line with Danmission’s “Policy for Humanitarian Assistance”. In these cases, we seek to optimise synergies with poverty reduction and global development,

including the fulfilment of one or more of the strategic goals. We see our work in fragile contexts as a crucial element in preventing social instability or the outbreak of violent confrontations by reducing vulnerability, building resilience and securing capacity for action in local communities.

5.1 STRATEGIC GOAL I: SECURE AN ACTIVE CIVIL SOCIETY In a time of a general shrinking space for civil society in several of the countries in which Danmission works, we want to benefit from our special position as a faith-based actor and place our focus on promoting active civil societies. In this way, we fight poverty at local level, ensure development and protect basic human rights. We believe an active civil society is a cornerstone of peopleâ&#x20AC;&#x2122;s ability to secure and influence their own life, to demand their rights and secure the assets for community resilience. By community resilience, we mean the ability to prevent and overcome crises and conflicts in a non-violent manner, to enhance structures and break down barriers for participation, and to give all men and women, regardless of religious belief, political persuasion or ethnical affiliation, a way to have their voices heard. In some countries, this is also an integral part of our efforts to prevent radicalisation and extremism in targeted communities. In the supporting methods, we see a progression for example first mobilising and empowering local communities to know their rights, and then to demand them through local organisation. In this way, mobilisation, empowerment and local organisation are closely interrelated methods. By securing an active civil society, we contribute to achieving SDG 1, 5 and 16 by focusing on:

SDG TARGETS

1.4

Ensuring that all men and women, in particlar the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance.

5.5

Ensuring womenâ&#x20AC;&#x2122;s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.

16.6 Developing effective, accountable and transparent institutions at all levels. 16.7 Ensuring responsive, inclusive, participatory and representative decision-making at all levels.

Supporting methods: How we want to achieve Strategic Goal I

5.1.1 WE MOBILISE & EMPOWER Danmission and our partners target individuals and support knowledge and factors that motivate participation in community management systems. This includes, among other things, acquiring the skills with which to build accountable leadership and a basis on which local communities can be represented. We work with formal and informal community-based organisations (CBOs), churches, local networks and other community-based structures to empower individuals and change agents to become accountable and strong representatives for their communities and to enhance the populationâ&#x20AC;&#x2122;s possibility of voicing its needs and strengthening sustainable livelihood and equity. Danmission contributes directly with an understanding of democratic and civic issues, conflict resolution and peace-building strategies, and we support our partners in acquiring the necessary expertise and engaging in networks. Applying community-based participatory methods to planning, monitoring and evaluation is

an essential prerequisite for establishing well-organised and legitimate CBOs, broader civil society organisations (CSOs) with a clear mandate to advocate on behalf of their constituency. With our partners, we will continue to give special attention to improving the methodologies applied in order to ensure broad community inclusion and participation..

›› People have access to information and are able to influence decisions that affect their lives.

COMMITMENTS

›› Local leaders and change agents are able to identify, formulate and respond to needs in their local communities. ›› Local communities are able to organise themselves.

5.1.2 WE SUPPORT LOCAL ORGANISATION Danmission and our partners promote local leadership and community capacity to innovate and adapt to changing socio-economic circumstances. The purpose of continued capacity building at local and leadership level is to develop accountability in internal structures, clear goals and mandate as well as the ability to meet community demands. This is done by strengthening CBOs/CSOs’ ability to implement plans, adapt to changing circumstances, perform in line with identified needs and demands, and enter into and manage strategic forms of cooperation. Together, we create learning spaces for dialogue and work with religious and civil society leaders as change agents to motivate local government representatives, private sector representatives or other power structures for cooperation and understanding. We support our partners in developing active and representative community structures to the extent that they can function independently and influence agendas at local government level. We wish to support them in establishing linkages horizontally and vertically to address rights gaps. This approach also contributes to the strengthening of local governance structures. The degree to which it is possible and conducive to work directly on the capacity building of local governments and authorities depends very much on the context but, where possible, we encourage our partners to work directly with local/regional governments on rights-based issues.

›› People and communities are able to participate in local processes of change.

COMMITMENTS

›› Local communities engage effectively with authorities and other decision-makers. ›› Partners and networks are able to document influence on local/national government policies.

5.1.3 WE CREATE RESILIENT COMMUNITIES The capacity of individuals and communities to have lasting influence over their own life, secure basic rights and safe communities, depends among other things on the ability of the community to react and adapt to changes, unforeseen circumstances, and risks. This ability characterises a resilient community. A resilient community is a community which has the social, political and material assets to cope with and recover from stress and challenges to the wellbeing and rights of individuals and the community as a whole. Together with and through our partners we work to strengthen community resilience and sustainable livelihoods. This can include work on social relations, social and political organisation, good governance, creating economic opportunities and the effectiveness and responsiveness of delivering services (state and private sector). The specific form depends on

the different partners and geographical area of work. As examples, it could take the form of interconnected local communities securing an economic income and access to viable natural resources by building up community networks/groups of right-holders to advocate for their rights to access land and natural resources. It could also be by ensuring that, through training and the introduction of new and better agricultural methods, CBOs and self-help groups are able to form structures to establish ways in which marginalised communities are able to generate a sustainable income and marked opportunities. If a specific intervention requires competencies which neither Danmission nor our partners have, we emphasise the need to collaborate with other stakeholders (e.g. research institutions, organisations with special knowledge or specialist advisers) so the required competency(ies)/ resource(s) are included in the project or programme. This we understand as an added value in our partner engagement and as essential to our commitment to always make sure that we do no harm. Danmission does not seek to work with all aspects of community resilience but we use the approach to constantly enhance the understanding of change processes and optimise the sustainability of the work and results that we are a part of. Our specific intervention strategies are defined in the respective programme country strategies.

COMMITMENTS

›› Communities are able to identify and formulate their needs and rights and to organise themselves to address barriers for accessing these. ›› Communities are able to identify potential negative or positive changes, especially risks, and to prepare themselves on how to react and adapt to new circumstances. ›› Partners improve their capacity to work with and empower communities in a way that allows them to combine their needs and demand their rights and economic opportunities.

5.2 STRATEGIC GOAL II: PROMOTE PEACEFUL COEXISTENCE Peaceful coexistence plays a core role in our global vision. Social, cultural and religious cohesion is central to preventing conflicts and violence, particularly in fragile contexts, and working towards a trustful, inclusive society for all its members, irrespective of gender, ethnicity and background. Danmission also sees peaceful coexistence as a precondition for economic, cultural and political development. Danmission therefore engages in the field of peacebuilding and dialogue at all levels of society, promoting religious and cultural dialogue and coexistence. We counter structural and community-based violations of human rights, support more inclusive communities and, at regional and/or national level, we foster respectful and inclusive existence for all, based on a human rights agenda. Promoting peace also plays a central role in the Sustainable Development Goals. First and foremost in Goal 16 but also in Goals 10 and 5. We see ourselves as especially contributing to:

SDG TARGETS

16.1

Significantly reduce all forms of violence and related death rates everywhere.

10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status. 5.2

Eliminate all forms of violence against all women and girls in the public and private spheres, including trafficking and sexual and other types of exploitation.

Supporting methods: How we want to achieve Strategic Goal II

5.2.1 WE BUILD PEACE Peace-building has an individual and a collective dimension. It is an individual and social practice undertaken by people to bring about personal and peaceful social transformation. In contexts where structural and political violence is widespread, Danmission will continue to support partners’ capacity development and encourage non-violent approaches such as sitins, public advocacy events and/or non-violent demonstrations. Further, Danmission wants to support dialogue with non-state actors and influence ceasefire negotiations to promote peace and justice. In contexts where violence is founded on social systems and/or gaps in legal frameworks, Danmission will support partners in creating local platforms for joint peacebuilding activities. This includes ensuring community protection through social mechanisms or establishing fora for dialogue and advocacy so that governments assume responsibility for closing gaps in legal frameworks and implementation. At the same time, Danmission supports partners to work with peace-building and non-violence through personal reconciliation so that people can build peace both within themselves and in their relationships. The inner work may include healing from personal trauma, examining prejudices, breaking the cycle of violence, and learning the use of non-violent communication/ response both with themselves and with other people. Danmission also promotes peace-building through the establishment of spaces for dialogue and enabling environments for e.g. training of peacebuilders, capacity building of religious actors and change agents. They will thus be able to disseminate the messages of non-violence and peace in their personal and community life and in broader campaigns advocating economic, social and human rights.

›› Partners and affiliates’ capacity to address issues of violence are strengthened.

COMMITMENTS

›› Men and women have the knowledge, skills and motivation to deal with conflicts in peaceful ways. ›› Men, women and children in the communities experience a reduction in violence.

5.2.2 WE FOSTER INTERCULTURAL AND RELIGIOUS DIALOGUE By fostering religious and intercultural dialogue, Danmission seeks to contribute to changing attitudes and behaviours, building relations between people and communities and thus reducing tension and conflicts between individuals as well as religious and other groups in society. Through knowledge of dialogue, we want to generate a precondition for sustainable peace and development as it gathers people together around common values and goals, across religious, political and social groups. With religious and intercultural dialogue, we offer participation in the processes of change for people and safe spaces for e.g. religious leaders, in which they can develop and implement joint solutions and visions. We will furthermore increase our support to and strengthen interfaith networks, which we believe can enable societies to become more resilient, address political deficits, provide platforms for communication and become fora for resolving conflicts peacefully. With this, we believe communities are able to participate actively in the positive democratic development of a society that respects human rights.

COMMITMENTS

›› Partners and networks improve their skills and ability to integrate intercultural & interreligious dialogue in their peace and/or development projects. ›› Men, women and communities participate in intercultural and interreligious dialogue. ›› Partners are active participants in interfaith networks.

5.2.3 WE PREVENT VIOLENT EXTREMISM In close cooperation with partners, Danmission aims to promote and articulate religion as an integral factor in preventing violent extremism and promoting social cohesion and societal trust. Danmission and its partners will continue to build the capacity of selected agents of change, such as religious leaders, youth and women. We will train and inspire religious leaders to build trust within their religious communities with which to face religious extremism, and to take part in initiatives promoting peace and coexistence. By educating young professionals in how to manage religious diversity and foster social resilience against religious extremism and radicalisation in their local communities, we will build the capacity of youth networks and platforms to initiate social change processes through creative, innovative ideas and solutions that support engagement in diminishing religious tensions and sectarian violence. By e.g. empowering women through regional networks of social media activists and professionals that addresses issues of hate speech and hate crime, incl. campaigns targeting the recruitment of women by extremist groups, we will also be focusing on an underexposed and overlooked area which is of great importance in the process of preventing violent extremism at regional and local levels. By providing vital knowledge, networks, relationships and experience, participants in the relevant projects/interventions are engaged and empowered to identify clear opportunities for becoming valid players in society and generating alternative narratives content to prevent violent extremism.

COMMITMENTS

›› New groups of committed religious or social leaders are established who act, support and encourage each other to speak against violent extremism. ›› Men and women are exposed to a way of life that fosters greater respect and inclusivity among people of different cultures, religions and ethnicities.

5.3 STRATEGIC GOAL III: PROTECT BASIC CIVIL RIGHTS Danmission understands basic civil rights, including basic religious rights, as a fundamental principle in a just, fair and peaceful world. All people, no matter their religious, political or social affiliation, have the right to live a life of safety and without fear as equal, active citizens in their respective societies. Religion is sometimes used in conflicts as means of exclusion and instigating hatred. It is therefore imperative for Danmission that we protect and strengthen freedom of religion and belief in order to reaffirm the right to be different and to deal with diversity based on equal rights and responsibilities for all. In our aim to protect civil rights, we are contributing to achieving SDG 5, 10, 16 through a strong focus on:.

5.1

End all forms of discrimination against women and girls everywhere.

SDG TARGETS

10.3 Ensure equal opportunity and reduce inequalities of outcome, including by eliminating discriminatory laws, policies and practices and promoting appropriate legislation, policies and action in this regard. 16.b Promote and enforce non-discriminatory laws and policies for sustainable development.

Supporting methods: How we want to achieve Strategic Goal III

5.3.1 WE PROTECT THE RIGHTS OF MINORITIES Minorities often suffer various types of discrimination, from the legislative to the community level. There is often a lack of human trust across religious and political divisions and, due to the current volatile situation in many countries and regions, the need for dialogue across sectarian, political and religious affiliations is greater than ever. Minorities are often defined by their religious and/or ethnical affiliation. Through and with our partners, Danmission contributes to protecting civil rights by building resilient societies with room for religious, social and ethnic diversity. Danmission promotes the right to diversity and respect for different groups, cultures, languages and traditions. We prioritise the rights of minorities both in the local communities and at national and regional levels. We seek both a bottom-up as well as a top-down strategy, depending on the relevance and possibility in a given context. As part of promoting minority rights, Danmission assesses the need for and relevance of focusing on the concept of inclusive citizenship, which is a concept of citizenship that focuses on shared values – human values – and acknowledges a public coherence beyond religious, cultural or ethnic belonging. It is furthermore a concept based on the rights embedded in international human rights standards and national legislation rather than religious, sectarian and/or ethnic belongings and traditions. Inclusive citizenship not only implies that everybody should take part in society with duties and responsibilities; it also means that differences should be accepted, resulting in a society based on dialogue and tolerance. Danmission will continue to motivate relevant religious and civil actors to initiate and support processes that protect the rights of minorities and create positive and peaceful changes in the countries in which we work. ›› Partners promote the right to diversity and respect for each group’s culture, language and traditions.

COMMITMENTS

›› M inority groups’ opportunities to affiliate with each other through trainings, awareness raising, dialogue and common advocacy are strengthened.

5.3.2 WE PROMOTE FREEDOM OF RELIGION AND BELIEF One of the most efficient ways to start up a dialogue for working towards freedom of religion One of the most effective ways of starting up a dialogue to work towards freedom of religion and belief is to bring together religious leaders from different faith traditions who represent different interpretations of the holy scriptures in order to showcase the diversity of traditions/schools. In the most successful cases, the leaders achieve a mutual understanding of respect and tolerance of religious diversity. However, it is important to emphasise that this is a rather sensitive subject which requires experienced partners and facilitators who know the target groups and stakeholders as well as the local context. It is important to distinguish between different issues, such as the right to build churches or the right to worship without disturbance or harassment of any kind or to start up advocacy initiatives to influence legislation – each engagement requires knowledge, cultural sensitivity and local anchoring. Danmission and partners have vast experience in this area. We will continue to prioritise and work for a mutual understanding of respect and tolerance of religious diversity through various forms of dialogue and training of religious leaders and stakeholders. Danmission’s work for freedom of religion and belief will also seek to influence governments locally and nationally as well as global organisations, such as the World Bank, EU and UN, through our active membership of national and international networks. All too often it is suggested that religion is something static that cannot be changed but the reality is that religion does change, in particular religious practices. In parallel with the work in the Poverty Reduction Department, Church & Dialogue supports this by influencing religious thinking through its work with partners on the theology of religion. Potential synergies and collaboration between the two departments will thus be explored to ensure the greater impact of our work and organisational anchoring.

COMMITMENTS

›› Danmission is a stronger and more influential partner in promoting freedom of religion & belief both nationally and internationally.

6. Influencing Agendas – a goal and a method Together with and through our partners, we want to use advocacy to influence agendas at local, regional, national and international level on issues related to all three strategic goals, as pathways to reaching our global vision. This is a goal as well as a method in our ambition to secure an active civil society (strategic goal one). We follow three overall guidelines in relation to the advocacy undertaken by Danmission, in close cooperation with or by our partners. These are, respectively: I.

In a Danish context, Danmission will increase our strong position and influence in relation to issues of religion and development, especially in relation to promoting peaceful coexistence, securing an active civil society and protection of basic civil rights, together with the role of dialogue in Danish foreign and development policies.

II. In programme countries, advocacy carried out by Danmission together with or through our partners will contribute to positive and significant changes in tangible development processes and systems at local and regional level, and in defined political processes and policy implementation at national level. III. At international level, evidence-based global engagement in the areas of “religion and development” and “intercultural and religious dialogue” will increase, with a special focus on Sustainable Development Goals 1, 5, 10, 16 and 17. We always ensure a strong alignment with our partners’ agendas and priorities, and we make use of our partners’ structures and their access to policy planners and decision makers. In this way, we secure the best possible synergies through which to achieve the desired change at local, national and international level.

6.1 HOW WE UNDERSTAND AND WORK WITH ADVOCACY Speaking up for and with the poor and marginalised is an inherent part of Christian mission and of our calling for worldwide diaconal solidarity, as described by the Lutheran World Federation and the World Council of Churches.12 Diaconia in the history of Christianity and the ecumenical movement has taken on different expressions, from individual to organised, institutionalised to international diaconia.13 Our advocacy is an expression of international diaconia, always linking to and addressing the issues of people at local level. Diaconia is in this way concerned with structural and political dimensions, mutual and liberating, with the emphasis on empowerment and promoting the participation of the people.14 For Danmission, this implies that advocacy is undertaken from a human rights-based approach (HRBA) in which participation, accountability, non-discrimination, transparency and empowerment are key to how we work. Advocacy hence has a diaconal theological foundation but will be carried out on HRBA terms. For Danmission, advocacy is about creating change in the policies and practices of governments, private companies, international or national institutions or single individuals who have the power to effect the change being sought. Advocacy is undertaken through a strategic set of 12 Diakonia in Context; Transformation, Reconciliation, Empowerment. An LWF Contribution to the Understanding and Practice of Diakonia. The Lutheran World Federation, 2009 13 Ibid., pp. 47ff 14 Ibid., pp. 57

actions designed to persuade someone else (decision makers or someone who can influence them) that the change we would like to see is also what they would like. Advocacy is thus not a one-off campaign activity but a longer-term and well-planned series of activities with clear goals and objectives. Advocacy should be informed by our understanding of how change happens in the contexts or countries, and with regard to the issues, we are working on, based on sound analysis of the problems and possible solutions and a clear power analysis. Due to the nature of our organisations, Danmission and our partners most often seek what we call an “insider approach”. Through this strategy, we try to find ways to work with decision makers (duty-bearers) in a firm but also friendly, open and dialogical manner, seeking paths to strengthen the relationship for an active engagement with and/or capacity building of relevant duty-bearers in the issue we are advocating for. In this way, together with our partners, we analyse and document our issues, and make use of democratic openings where these exist (e.g. access to information, hearing processes, UN procedures). In some contexts of severe shrinkage or closing of space for civil society, the friendly dialogue-oriented insider approach is the only way available to work with duty-bearers. An important consideration, however, is always to ensure that we retain our independence, integrity and values-based point of departure when cooperating with decision makers at all times. In some contexts (e.g. Tanzania), cooperation with duty-bearers in service delivery is part of an advocacy strategy to secure right-holders’ access to basic services. The goal is that duty-bearers recognise their obligation to provide these services and take full responsibility themselves (strategic service delivery). In other cases, a more confrontational approach is required (e.g. Cambodia, Prey Lang), in which case the approach should be very well considered and it is crucial to avoid any physical violence. The peace-building method will be promoted and, in some cases, seen as a genuine Danmission contribution to the campaign, in line with our work on conflict prevention and dialogue. In all cases, it is important that we and our partners have systems in place in order to document and learn from our different kinds of advocacy work, not only the final goals (e.g. new law adopted) but also important steps along the way (e.g. network established, strategy developed, media visibility, other stakeholders engaged).

6.2 LEVELS OF ADVOCACY We want to ensure clear links and coordination between advocacy efforts at local, national and international level. In practice, the actual advocacy activities are carried out by different actors, depending on the fora and level of decision makers we want to influence and the capacity of our partners. At local/community level, advocacy is carried out by citizens and/or local partners themselves as right-holders. This is also the case at sub-regional and national level, but it is often useful for our partners to link up with networks working on the same issues that have more experience and capacity to conduct advocacy and with the possibility of taking the issues and problems identified by our partners forward. Advocacy at regional (Africa/Asia/Europe) and global level can be conducted by Danmission ourselves but always in close cooperation with – and if possible the active involvement of - our partners, making use of and cooperating with relevant international networks. We identify the most relevant international processes and actors to influence in relation to our strategic objectives (UN procedures and treaty bodies, EU institutions, Danish and other Embassies, EU delegations, World Bank, institutional donors etc.).

7. How Danmission works & organisational goals In the department’s theories of change we describe how we want to achieve the identified goals and strategic ambitions, which are to be grounded in the specific contexts where our interventions take place. The theories are our tools to effectively analyse and highlight the relevant causalities and assumptions linked to the design of interventions. They are clarifying the logic of intervention at programme level, and systematising and sharpening the monitoring, evaluation and learning (MEL) systems towards showing evidence of change. This entails a need to constantly identify and analyse barriers (structural, social, gender, age, political and religious) for access and participation in power systems (e.g. local or national governments), and learn and work with this in order for individuals and communities to be able to voice needs and rights and carry out advocacy at different levels.

7.1 ENSURING A HUMANS RIGHTS BASED APPROACH Danmission wants to stress the importance of safeguarding the human rights principles as globally agreed statements of the value and rights of each and every human being. We agree with the LWF to see the human rights principles as human beings’ legal expression of the God-given dignity of every human person which the Church is called to protect and promote. This means that the right to development involves the realisation of all human rights – economic, social, cultural as well as civil and political rights. Thus, from our Christian point of departure, we see human rights as intrinsic to our involvement in dialogue, development and poverty reduction. We are committed to ensuring that a human rights-based approach (HRBA), including a strong focus on gender equality, is integrated as a guiding principle in all programme implementation and country interventions in the strategy period 2017-22. This includes a continued dialogue and engagement with our internal structures and our partners to strengthen ownership and rootedness of the rights-based approach at all levels. We understand HRBA as an ongoing process. It is not only about reaching for instance a certain percent- age or make financial statements transparent. HRBA should be an integrated approach in all our work. We will use the PANEL-principles (Participation, Accountability, Non-discrimination and equality, Empowerment and Link to human rights standards) as a practical tool to operationalise the HRBA in all programmes and projects on the highest possible level in the given context.15 Danmission supports partners through capacity building and focus on the ability to create spaces for dialogue to ensure that local, regional and/or national authorities/governments live up to their responsibilities and commitments to all people including the poor and marginalised. Furthermore, Danmission supports partners that encourage and support the empowerment of women and men to know and act according to basic human rights. As part of our HRBA we will have special focus on our monitoring system, to make sure that rights-based indicators/ targets are incorporated according to context. In that way, our HRBA is to set standards and to guide the analysis and design of interventions in given contexts. ›› A human rights based approach, including a strong focus on gender equality, is integrated as a guiding principle in all programme implementation and country interventions

COMMITMENTS

›› We seek to include the PANEL-principles in all our work, both internally and externally ›› Our monitoring systems include rights based indicators/targets according to context.

15 PANEL definitions from http://actalliance.org/capacity-building/gender-inclusive-rights-based-manual/

7.2 BECOMING A COMPREHENSIVE LEARNING ORGANISATION Danmission understands learning as a developmental process that integrates thinking and doing. We understand learning as happening when an organisation, group or individual changes practice and/or modifies behaviour based on their experience. We emphasise and prioritise our own learning in Danmission in order to inspire our partners to do the same and to have knowledge and lessons learned to contribute. Ultimately, we believe that this approach strengthens our partners’ competency to engage in and initiate learning spaces within their own sphere of influence. In other words, learning enriches what we do as individuals, as department and collectively with our partners, and will be central to organisational effectiveness, to developing the quality of our work and to our adaptability, innovation and sustainability.16 We will work with organisational learning in the following three interconnected areas: I. Strategic learning; To improve our change pathways and test the assumptions in our theories of change, we are committed to prioritising strategic learning so that: ›› We and our partners are able to continuously reflect on our goal achievements, and adapt, change and/or redress e.g. theories of change, programme implementations or strategies according to lessons learned, changed circumstances or general miscalculations in the planning phase. ›› We and our partners have the ability to create safe, learning spaces for an open dialogue among participants regardless of social hierarchy, gender, ethnicity or religion. ›› We and our partners have the ability to build capacities that transfer into positive actions, changing social behaviours according to our shared goals. ›› We and our partners have the ability to cooperate with and learn from all people equally, despite differences in gender, ethnicity or religion, including the marginalised and vulnerable.

II. Operational learning: To ensure our management tools are efficient and appropriate, we are committed to have a special focus on systematic learning related to; ›› Danmission and partners’ MEL systems. The aim is to provide a comprehensive picture of programme implementation as well as actual changes in people’s lives, positive as well as negative, intended or not. ›› Ensuring the work of Danmission and partners is transparent, and that the relationship between Danmission and our partners is transparent. Through continued efforts to learn and improve, Danmission is committed to high standards of transparency and downwards accountability in relation to partners and impact groups. ›› Creating an innovative environment. Innovation relates closely to learning from experience, knowledge and expertise as well as creating room for new ideas and the piloting of these. Danmission is committed to adapting and adjusting to changing contexts and the promotion of innovation. 16 See Britton, Bruce “Organisational Learning in NGOs; Creating the Motive, Means and Opportunity”, Praxis Paper No. 3, 2005

›› Systematic risk management, which is closely related to the theory of change and will be subject to an ongoing updating and contextualisation based on previous experiences and learning. We will base our risk management on the Danish Ministry of Foreign Affairs “Guideline to Risk Management”.17 III. Cross-departmental learning: To create a dynamic whole between the three tasks of Danmission as outlined in the General Strategy 2017-22 – dialogue, poverty reduction and church development - and reinforce each other’s effect, synergy between the departments and better cohesion between programmes are highly prioritised, including a strong cross-departmental learning. Danmission’s management will, in close collaboration with staff, be committed to ensuring this cross-departmental learning and synergy. In the next five years, we will work towards: ›› Advancing cross-departmental programme implementation between the Poverty Reduction Department and Church & Dialogue into new areas and continuing to draw joint lessons. ›› The work with poverty reduction complements the overall programmatic goal of the Church & Dialogue strategy to “support, educate and develop constructive engagements of congregations, Christian and multi-faith fellowships, with local society and local traditions of faith, through contextual theology, dialogue and Christian witness”. The two departments aim to further complement each other in a mutually supporting way. ›› Having a shared understanding of and work plan for both national and international communication with the department of Communication to ensure our envisaged outreach. ›› Promoting more cross-departmental learning assessments of concepts, understandings, procedures and project management instruments with both the Church & Dialogue, Communication and Administration departments in order to guarantee how we work with correlations and mutual agendas.

7.3 FUNDING MECHANISMS Danmission’s work is funded mainly through private donations, bequests and profits from Danmission’s second-hand shops. In addition, Danmission receives financial support from the Ministry of Foreign Affairs of Denmark (DANIDA) for programmes in Egypt, Tanzania, Cambodia and Myanmar, as well as through the Danish Arab Partnership Programme (DAPP). In addition, a number of single grants are obtained through individual project applications. In Danmission, we aim to diversify our income sources in order to reduce our dependency on one or a few back-donors. Increasing our income from new and different sources/donors is done by: 1) building up strong networks and relations with a range of Danish and international funds and donors, and 2) continuing to sharpen the profile and expertise of Danmission in order to showcase our relevance and added value to the development and policy agenda of today. In this way, we ensure stability and control over the direction and volume of our work and we are able to enter into long-term commitments with our partners and stakeholders. An international fundraising strategy is under development and will be finalised during 2017.

17 Danida Guideline to Risk Management, August 2013, vers. 1.0, Danish Ministry of Foreign Affairs

7.4 FIGHTING CORRUPTION The risk of irregularities or corruption, incl. embezzlement and fraud in relation to projects or partners, is real in the countries where Danmission is present, and this for various reasons, including insecurity/instability (e.g. risk for local staff of no or low salaries in some periods), pressure from society, family and colleagues as well as ambitions and greed. Danmission has an â&#x20AC;&#x153;Anti-fraud and Anti-corruption Code of Conductâ&#x20AC;? (revised December 2014) to ensure and support behaviour and work ethics that represent high standards of personal and organisational integrity, both internally and externally with partners. Danmission appreciates equal and trustful partnerships. However, in the case of irregularities or corruption, the amount of resources spent to unravel the matter is enormous. Therefore, Danmission must have appropriate measures in place to protect both ourselves and our partners. The measures include an assessment of organisational capacity (e.g. governing body, provisions the organisation comply with) and a financial management health check (e.g. competencies, systems and procedures) as well as ordinary reporting, monitoring and evaluation. The practical handling of anti-fraud and anti-corruption takes places within the programmes and with the partners in each country and the programme country strategies will therefore elaborate further on this topic.

Notes

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