Plan International Australia's Annual Effectiveness Review 2011 by Plan International in Australia

Annual Effectiveness Review 2011 Plan International Australia

Plan International Australia Annual Effectiveness Review 2011

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Foreword

Foreword Executive Summary Changing World, Changing Plan One Plan, One Goal: Rights and Opportunities for Every Child Plan International Australia’s Program Strategy Gender Equality Programs at Work Water, Sanitation and Hygiene Education and Early Childhood Care and Development Livelihoods and Food Security Rights and Community Resilience Disaster Risk Management Practice Influence Policy Influence Public Engagement Financials Endnotes

Plan International Australia (PIA) is driven by a commitment to results. For PIA results take the form of effective development outcomes for the children and communities where Plan works. As an organisation committed to transparency and accountability, PIA also strives to engage all of our stakeholders in a frank analysis of our work. To this end the Annual Effectiveness Review invites a more sophisticated dialogue with partners and peers regarding the successes and challenges of our work. The review complements our traditional communication tools, such as the Annual Report, with a deeper exploration of our program effectiveness and a focus on continuous improvement. 2011 was a milestone year for PIA with the finalisation and launch of a new corporate strategy, Champion for Child Rights, heralding a new era for the organisation. The strategy culminates in two high-level goals: a significant and lasting impact on the fulfillment of children’s rights, and a tangible influence on the policies and practices that uphold children’s rights. At the heart of this elevated focus on children’s rights is a commitment to program effectiveness in its various forms. PIA is seeking positive change in policies and practices affecting children, and is engaging communities on this journey with us. We place an additional emphasis on civil society cooperation and our own organisational accountability. In the context of the new strategy, this holistic view of effectiveness sets the tone for the Annual

Effectiveness Review 2011. Following our inaugural review last year, this second edition includes the introduction of a theme across all chapters. Plan International launched a global gender equality strategy in 2011, building on previous commitments and acknowledging the centrality of gender equality in effective development outcomes. Inclusive development practice – in particular understanding and applying high quality practice in gender equality, disability inclusion and child protection – is also a critical feature of the PIA effectiveness approach. For these reasons gender equality was a feature of our reflection and analysis during 2011 and is a recurring theme throughout this year’s review. Future editions of the Annual Effectiveness Review will be similarly themed with a topic deemed critical to the effectiveness agenda. Over the pages that follow readers will bear witness to the increasing quality and deepening impact of Plan’s programs. I encourage you to consider this latest chapter in PIA’s long and proud history.

Ian Wishart Chief Executive Officer Plan International Australia

COVER: Garuko Haro, Ethiopia: Ledamo Badi washes her hands using an improvised hand washing device next to her new toilet. Hygiene promotion played an integral role in the AusAID-funded WASH project which saw her community achieve open-defection-free status in 2011.

INSIDE COVER: Garuko Haro, Ethiopia: Ledamo Badi washes her hands using an improvised hand washing device next to her new toilet. Hygiene promotion played an integral role in the AusAID-funded WASH project which saw her community achieve opendefection-free status in 2011.

REVIEW PERIOD This review is an evaluation and reflection on Plan International Australia’s program effectiveness for the period July 2010 to December 2011. Throughout the review, ‘2010’ refers to this period unless otherwise specified.

CURRENCY All financial figures in this document are Australian dollars unless otherwise indicated.

Plan International Australia Annual Effectiveness Review 2011

Executive Summary The Annual Effectiveness Review shares PIA’s key program reflections during 2011. It contains analysis of individual program portfolios and the wider operating environment. The review includes the introduction of a theme: gender equality. PIA regards progress in gender equality as fundamental to the sustained effectiveness of development outcomes and for this reason the topic has been given specific attention in all program reflections. This publication builds on the inaugural edition, the Annual Effectiveness Review 2010, and maintains PIA’s emphasis on learning and continuous improvement. This year’s review includes tangible examples of effective

programming that is growing in scale, sophistication and impact.

development practice where Plan has directly contributed to

Such illustrations complement and inform the deeper analysis

positive outcomes for children and communities. These snapshots

of practice that lies at the heart of Plan’s approach to program

and case studies, while only a sample, reflect a portfolio of

effectiveness and constitutes the bulk of the review.

Plan intern, Dang, works with children at a Plan-supported pre-school in Bokeo Province, north-west Laos.

Changing World, Changing Plan

Plan International Australia’s Program Strategy

Plan’s operating environment and organisation continued to

society; and the emergence of new technologies and areas of

The PIA corporate strategy, Champion for Child Rights (2011–16),

our interventions, targeted public engagement, and an explicit

change rapidly during the year. This section discusses: a new

focus for our work. PIA played a role in influencing some of these

came into effect in July 2011. This section discusses the strategy

recognition of the need to build partnerships. At the heart of the

Australian aid policy; historic events in some regions, particularly

changes and we continue to adapt to major shifts in

and the way PIA developed a programs strategy to support it,

corporate strategy is a commitment to deepen and demonstrate

eastern and southern Africa; a clear new global partnership for

our environment.

drawing on extensive reflection and forward thinking. Conscious,

the effectiveness of our programs and this section also discusses

progressive change will be needed to achieve our corporate

the PIA effectiveness approach.

effective development cooperation with a central role for civil

goals. This includes a refined focus on where we will direct

One Plan, One Goal: Rights and opportunities for every child In 2011 Plan approved and began implementing a revised strategy:

within global operations is also discussed. Our learning includes the

Progressing gender equality is a long standing issue and challenge

equality results were most likely to be demonstrated when there

One Plan, One Goal. The strategy aims to identify children and

importance of having our own clear and direct corporate strategy,

for development agencies. This section provides an overview of

was a strong program focus on the issue, but there was a need

groups who are most marginalised and enable them to realise

which allowed PIA to better influence the Plan International

Plan International’s approach to gender, based on the new policy:

to be more explicit about gender equality objectives, outcomes,

their full potential. This section of the review summarises

strategy. The benefits of stronger collaboration and coordination

Building an Equal World for all Children. The section identifies

indicators, strategies and targets to make further progress. Other

high-level results and challenges in the eight impact areas where

between Plan offices were also identified.

the major lessons for PIA from the 2011 reflective annual process

enablers of gender equality were building shared ownership of

(RAP) regarding our current gender practice. The section also

outcomes and identifying local gender champions. It is recognised

reflects on opportunities and challenges for PIA in implementing

that greater emphasis on working towards gender equality in all

the new policy. Overall, the RAP findings indicated that gender

PIA activities is needed.

Plan contributes to the realisation of child rights. PIA’s impact

Gender Equality

Plan International Australia Annual Effectiveness Review 2011

Executive Summary

Programs at work The Education and Early Childhood Development program

The focus of the Disaster Risk Management program’s

explored the effectiveness of an approach to ECCD called

effectiveness review related to the need to improve gender

Community-Led Action for Children. Key learning for the program

equality in the program’s practice. A number of lessons were also

includes the importance of engaging in a collaborative process

captured in relation to the rapid scale up of programs. The benefits

of reflection, experimentation, research and documentation to

of a clear DRM program strategy both within PIA and across Plan,

arrive at an evidenced best practice model. Social inclusion and

as well as increased PIA capacity and capability in key areas, also

monitoring and evaluation are two aspects of the model which

became apparent during the year.

require further effort and capacity building. The reflections of the Livelihoods and Food Security program

Policy influence, practice influence and public engagement

highlighted that in order to expand successful models to new areas

During 2011, PIA examined partnerships and began integrating

in the same country, PIA must adapt to local cultures, customs and

policy engagement with external advocacy. This included

thinking. In addition to gathering quality research and information

improving our understanding of how to effectively communicate

about local contexts, project teams need ongoing support to

evidence for policy change. In 2012 we will continue this work

analyse and use information to adapt and improve program quality.

through a more strategic and integrated approach to policy

The Rights and Community Resilience program confirmed

engagement across the agency.

the importance of capacity building and participatory processes

This year there was more collaborative and strategic engagement,

in program design and project implementation, including with

planning, and priority setting across the PIA programs team. This

Plan country offices, partners and other stakeholders. Enhanced

provided the opportunity to contribute to practice development

knowledge about the perspectives of different and specific groups

within Plan International and the Australian development sector,

will enable appropriate strategies and approaches to be developed.

particularly in gender, disability and child protection. An ongoing

The Water, Sanitation and Hygiene program identified the importance of developing more explicit gender and disability strategies. The program also identified barriers and enablers

challenge is to ensure that practice change is situated within wider organisational directions and strategic change imperatives. In relation to PIA’s public engagement efforts, the benefits

affecting the sustainability of the Community-Led Total Sanitation

and risks of key partnerships, and the difficulty of effectively

approach. The need to conduct research on effective approaches

engaging with young people were major areas of reflection. We

to hygiene promotion was a further issue that was examined.

also recognised the need to revisit our development messages to ensure they focus on positive values that promote social change.

Financials This Review is focused on program effectiveness rather than

supporters contributed $2.7 million to PIA-managed programs,

program spending. However, in the interests of transparency, the

which complemented the $11.3 million in grant income raised from

publication contains a high-level financial summary. In 2011, 47,147

AusAID. A further $3.6 million of food aid was distributed by PIA

Australian sponsors contributed $23.4 million to globally managed

partners in collaboration with the World Food Program.

programs in 49 countries across four regions. In addition, PIA

Plan International Australia Annual Effectiveness Review 2011

Children play games facilitated by Plan staff at a camp in Indonesia after the eruption of Mount Merapi.

Conclusions While the implications of this year’s review vary across the agency

of reflection and continuous improvement has emerged. In the

and individual programs, some consistencies emerge. The policy

pages that follow, PIA stakeholders describe and demonstrate

platform and evidence base for gender equality in Plan’s work is

a commitment to program quality that is consistently reaping

stronger than ever, however a challenge remains to embed this in

rewards – our development approaches are effective and deliver

our practice. It is also apparent that maximising the effectiveness

results. Our strategic vision is clear and firm, our thematic evidence

of our development partnerships, within and outside Plan, will

base is strong and growing, and our influence over the realisation

require greater commitment to shared values and practices.

of children’s rights is greater now than ever.

Although there is more work to be done in these areas, a culture

Our strategic vision is clear and firm, our thematic evidence base is strong and growing, and our influence over the realisation of children’s rights is greater now than ever.

Influence Plan International Australia Annual Effectiveness Review 2011

Plan International Australia Annual Effectiveness Review 2011

Plan Laos WASH officer Nali Senthavong uses flash cards to teach the community about the health problems caused by going to the toilet in the open.

Plan International Australia Annual Effectiveness Review 2011

Changing World, Changing Plan The inaugural Annual Effectiveness Review 2010 considered some of the shifting contexts in which international development is taking place. It also explored specific changes occurring within Plan International. In 2011 Plan’s operating environment and organisation continued to change rapidly. This section discusses a number of major developments: a new Australian aid policy, historic events in some regions that impacted on programs, important advocacy by civil society organisations, and the emergence of new technologies and areas of focus for our work.

Within Australia

Within our programming countries (cont.) A focus on effective partnerships, within and outside Plan, is our

and in the wider Plan community, partnership approaches are

best mechanism for anticipating and adjusting to change within the

being reviewed and new partnership tools are being developed.

regions. In South Sudan, for example, new partnerships are being

Effective partnerships will be central to much of our reflection

forged and existing partnerships are being bolstered to maximise

and analysis in 2012 and will feature strongly in the next Annual

resources and streamline interventions at this critical time. In PIA

Effectiveness Review.

Emerging models Alongside these major events and crises, the day to day operating

In keeping with these developments, PIA will be expanding the

environment for International NGOs continues to evolve. New

use of new technologies for both programming and community

Information and Communications Technology for Development

engagement purposes. These tools will complement the scaling up

(ICT4D) approaches are increasingly informing our methods for

of youth participation and empowerment initiatives planned for

monitoring, communicating and implementing programs. At

both domestic and international settings during 2012.

the same time, an increased emphasis on youth participation It has been a significant year for the Australian international

Importantly for Australian NGOs, the policy centres on helping

and empowerment has emerged within Plan and in many of the

development community. The Independent Review of Aid

people overcome poverty. It also acknowledges the centrality of

settings where Plan works. Although these concepts are not

Effectiveness was commissioned by former Foreign Minister,

civil society in effective development. In the year ahead PIA will

completely new, specific techniques and the resources required

Kevin Rudd MHR, in late 2010. PIA developed a submission

seek to position itself as a critical voice and a valuable partner in

for their implementation began to appear in the strategies and

for the review as well as hosting a session with members of

the roll-out of the new Australian aid policy and the accompanying

program designs of Plan International offices around the world.

the independent panel during their consultations. Their report

Civil Society Engagement Framework. In addition to expectations

was released in July 2011 and was largely positive about

of efficiency and effectiveness, Plan will need to help define what

the effectiveness of Australia’s aid program.1 However, it

constitutes value for money in complex development interventions

recommended a number of actions to strengthen the program’s

with civil society. This will require an enhanced capacity to

focus. The Government response to the review supported in full

contribute to policy debate and a preparedness to marry PIA

or in principle 38 of the 39 recommendations. This response

systems and strategies with the emerging expectations of the

represents a high-level policy statement that redefines the goal,

Australian Government.

objectives and approaches of Australian aid to 2015.

Within our programming countries

A Global Partnership for Effectiveness In December 2011 the Fourth High Level Forum on Aid

attended as the NGO representative on the Australian Government

Effectiveness brought together representatives from donor and

delegation. The event went on to acknowledge many civil society

partner countries from around the globe in Busan, Korea. This

expectations, including the Istanbul Principles. Some critics felt the

was the final event in the series that included forums in Rome,

outcomes were weakened because emerging donors (such as China

Paris and Accra. Prior to the forum more than 500 civil society

and India) were not compelled to adhere to them. Nonetheless,

organisations from around the world, through the platforms of

the forum was able to generate a coherent view of a new global

Better Aid and the CSO Open Forum, met in a global assembly to

partnership for effective development cooperation with a central

agree upon civil society’s expectations and strategies for the event.

role for civil society.4 Details of the structure and functions of

Many of Plan’s country offices saw unique and significant events in

was born. Nearby, in eastern Africa, the worst drought in some

The global assembly made a number of demands. In particular,

this partnership are expected to emerge from the OECD Working

2011, particularly in the region of eastern and southern Africa. The

60 years led to a severe food crisis, affecting large parts of both

it required acknowledgement of the Istanbul Principles and a

Party on Aid Effectiveness by mid 2012. PIA will continue to

Arab Spring, extending across the Middle East and northern Africa,

Ethiopia and Kenya. In all of these settings Plan country offices

commitment to an enabling environment for civil society to pursue

ensure an Australian voice is heard in the global effectiveness

included a rapid transition to new government for Egypt after

needed to accommodate rapidly shifting circumstances, unusually

and participate in development outcomes.3

discourse, both within Plan and under the banner of the emerging

the uprising in January 2011. Around the same time a referendum

complex donor and communication demands and, in many

held in southern Sudan produced an overwhelming majority in

instances, significant changes to programming priorities.

favour of a new state and on 9 July 2011 the nation of South Sudan

PIA will be expanding the use of new technologies for both programming and community engagement purposes.

Plan International Australia Annual Effectiveness Review 2011

global partnership. In addition, Plan International will continue to Plan International was able to echo these messages through

advocate for an enabling environment for civil society in all of its

our three delegates to the forum, including the PIA CEO who

interactions with the world’s donors.

Plan International Australia Annual Effectiveness Review 2011

A mother cooks a meal with her daughters. She is a participant in Planâ&#x20AC;&#x2122;s Community Managed Nutrition Project in Indonesia.

Plan International Australia Annual Effectiveness Review 2011

One Plan, One Goal: Rights and Opportunities for Every Child Plan’s vision is a world in which all children realise their full potential in societies that respect people’s rights and dignity. In 2011 Plan approved and began implementing a revised strategy to 2015: One Plan, One Goal: Rights and Opportunities for Every Child.5 The strategy puts greater emphasis on identifying those children and groups who are most marginalised and enabling them to realise their full potential. Through this strategy Plan will: reach more children, making sure those who are currently

communicate Plan’s experience as an expert practitioner,

Plan’s rights-based child centred community development (CCCD)

implement high quality programs based on clear research

approach remains core to the strategy. Although focused on

and agreed policies

communities, the CCCD approach relies on the collective action

adapt and expand successful programs across communities

of civil society to empower children to realise their potential. It

and countries

also relies on the actions of states to live up to their obligations

at the community and global level

Based on analysis of the issues that most affect children and Plan’s

Progress Reports, this summary focuses on Plan’s evolving

program experience, Plan has identified eight impact areas in

approach in each area, identifying the strengths, challenges

which it can effectively contribute to the realisation of child rights

and possible improvements that might bolster the effectiveness

by applying its CCCD approach. Drawing on Country Program

of our work.6

Plan impact area

The right to a healthy start in life CCCD outcomes

Global program progress

particularly in education and protection.

excluded are not left out

demonstrate the impact of Plan’s work on children’s lives

Within our programming countries

under the United Nations Convention on the Rights of the Child. It reflects the idea that meaningful changes in the lives of children require social, political, economic and cultural changes at many levels, transcending community and geographic boundaries.

Fathers, mothers, families and communities are aware of the importance of maternal and child health, as well as early childhood care and development, and provide appropriate support and care for the survival and integral development of their young children. Expectant mothers, parents, infants and small children have access to quality maternal and child health care, nutrition and early childhood care and development services and make optimal use of these services. The state assumes responsibility for the provision of quality services for early childhood development and is held to account accordingly.

Addressing the right to a healthy start in life, Plan spent €70.8 million in 2010–11, accounting for 17 per cent of its total program spend. Programs delivered significant results: over 90,000 professional and community health workers and traditional birth attendants were trained, benefiting over 14,000 communities. Plan also trained over 98,000 professional ECCD teachers and community ECCD workers during this period. Many Plan program countries are moving to age appropriate integrated programming with a stronger emphasis on newborns and children aged 0–3 years. Plan program countries report strong results based on robust evaluations from Maternal and Child Health and Integrated Management of Childhood Illnesses programs. These include better uptake of ante-natal care and use of skilled attendants for delivery, and improved nutritional outcomes for children. Male involvement is another noticeable trend, with many program countries working hard to engage men with early years’ programs, and a number reporting positive results. In many countries Plan is working strategically and effectively, often within alliances, to lobby for appropriate policy and legislation or work on initiatives that put policy into practice. For example, developing national guidelines, standards and curricula. However, designing and implementing early years’ programs that are accessible to the most hard-to-reach young children and their parents remains an issue. Influencing government investment towards more holistic approaches for the young child and trying to align the Plan supported work with state-funded efforts is a challenge for programs.

Results... include better uptake of ante-natal care and use of skilled attendants for delivery, and improved nutritional outcomes for children.

Plan International Australia Annual Effectiveness Review 2011

Gary, age 4, and his mother water vegetable seedlings grown by mothers who attend Plan’s Community Managed Nutrition project in Indonesia.

Plan International Australia Annual Effectiveness Review 2011

One Plan, One Goal: Rights and Opportunities for Every Child continued

Plan impact area CCCD outcomes Children are able to develop their sexuality free of coercion, discrimination and violence. Families and communities support children as they strengthen their knowledge and skills in order to exercise a healthy, happy sexuality. Children have access to appropriate, quality health, social and educational services to support their developing sexuality. The state assumes responsibility for universal access for children to quality services for sexual and reproductive health, including for HIV prevention, treatment, care and social support, and is held to account accordingly.

The right to sexual and reproductive health, including HIV prevention, care and treatment

Plan impact area

The right to water and improved sanitation

CCCD outcomes

Global program progress

Children and their communities are aware of the positive impact to their health of safe water, sanitation and hygiene. They have access to sufficient quantities of potable water and to hygienic sanitation facilities and make optimal use of these facilities. The state assumes responsibility for the provision of necessary services to all citizens and is held to account accordingly. Communities and the state ensure that access to water and sanitation is sustained. The private sector has the capability to assume, when invited, a role in the construction, operation and maintenance of the facilities.

Plan’s work on water, sanitation and hygiene represented just over 10.6 per cent of the global program spend in 2010–11 (about €44 million). Most Plan programs are moving away from subsidising household toilet construction towards social mobilisation approaches, such as Community-Led Total Sanitation. Some countries have scaled up CLTS programming, while others have focused on policy level work to get CLTS embedded in national strategies and policies. Plan is widely recognised for its leadership around CLTS and most countries report active membership of networks and alliances and purposeful work to influence them. There are some strong examples of engagement and lobbying of duty bearers about water, sanitation and hygiene. A number of country programs have worked to build the capacity of provincial- and district-level authorities, and engage them in open defecation free certification and follow up. Community leadership and capacity have also received closer attention, particularly the role of women in managing facilities. There is also renewed energy to instil and reinforce good hygiene behaviours, with promising results in school-based programs, particularly child to child approaches. Challenges in this area include continued scale up and promotion of CLTS. Where government and/or other agencies continue to support supply-led or highly subsidised work, the issue is to ensure the ongoing management and maintenance of infrastructure, and to strengthen efforts to support appropriate hygiene behaviours.

Plan impact area

The right to economic security

CCCD outcomes

Global program progress

Work on the right to sexual and reproductive health including HIV prevention, care and treatment is expanding. In 2010–11 expenditure in this area totalled €11.9 million, representing 2.8 per cent of Plan’s global program investment. More Plan program countries are purposively engaging parents and community groups with SRH work, sharing knowledge, and changing attitudes to create more support for the efforts of children and youth. Work that gives children and youth an active role in peer-led approaches – both in and outside school – continues to gain momentum and popularity, and some country programs report encouraging results. Efforts continue to incorporate sexuality education into the school curriculum and make services more youth friendly and accessible to increase their use. A number of country programs are working to increase male involvement with all aspects of SRH, and to explore masculinity with young men. On HIV and AIDS there are some innovative ideas to increase access and take up of Voluntary Counselling and Treatment and Prevention of Parent to Child Transmission services. There is also demonstrated recognition of Plan’s progress on HIV programming, with significant funding for HIV programming obtained through the Global Fund. Integration across different areas of programming remains a major challenge. For example, Plan west Africa region’s evaluation of child and youth media programs found that young people actively participating in youth media exhibited safer sexual behaviour, but explicit links between youth media programs and HIV prevention are limited.

Plan impact area

The right to education

CCCD outcomes

Global program progress

Children have access to safe, healthy and child-friendly learning environments where they are taught by competent teachers using learner-centred curricula. Parents and care-givers make optimal use of these learning environments in support of the development of their children. The state assumes responsibility for the provision of quality education services for all children and is held to account accordingly.

Work on the right to education continues to be a core focus for all Plan country offices with most work still concentrated on the primary years. In 2010–11 Plan spent over €80.8 million on education, representing 19.3 per cent of Plan’s program expenditure. Outcomes include the training of over 65,000 professional and volunteer teachers, benefitting 14,000 communities. Almost all Plan program countries include some aspects of School Improvement Programs. This is a comprehensive approach encompassing teacher competence and motivation, relevant curriculum and active learning with appropriate teaching-learning aids, active participation of children and parents in school governance, a safe learning environment, supportive school leadership, government supervision and sufficient resource allocation. More country programs are examining which children are unable to access regular school, and are offering a range of more flexible, non-formal, ‘second chance’ programs. Most programs recognise the need for models of inclusive education for various groups of children, including but not limited to those with disabilities, that are effective and affordable, with the potential to be scaled up by governments and others in the sector. For children who are in school, addressing and improving unacceptably low educational outcomes remains a challenge. Improving accountability and governance within educational institutions and finding ways to engage all parents (particularly those who are poor, illiterate, a minority group, female or otherwise excluded) is another important area for attention.

Plan International Australia Annual Effectiveness Review 2011

A supportive environment is created to ensure social and economic development benefits all children and youth. The state and communities support households so children and youth can continue with their development even during times of economic shocks and stress. With the support of their families and communities, children and youth are able to make choices regarding participation in work and contribution to civil society. Children and youth have the necessary skills, knowledge and information for a successful transition from school into self-employment or paid employment. Public and private sector partnerships create an environment to stimulate growth and opportunities, including support for microenterprise development, value chain development to link small-scale producers to markets, and access to training and financial services.

Programs tied to the right to economic security represented 9.5 per cent of Plan’s program portfolio with a spend of €39.5 million in 2010–11. During the year 77,000 community savings and loans groups were trained or supported. There has been a clear effort by country programs to put children and young people at the heart of economic security work, including reactivation of child farming clubs to engage young people with agriculture. Others are scaling up ‘Aflatoun’ or similar approaches for children that enhance financial literacy and encourage saving. Enabling access to flexible financial services appropriate to the needs of different groups (children who work, children who live on the streets) has also been a priority. Microfinance continues to be scaled up and integrated with education and health. A number of countries link microfinance and enterprise skills with a particular focus on female groups. Others report on value chain analysis work to inform livelihood interventions. Finding cost effective and scalable models continues to be a challenge. Such models should lead to productive employment for youth and be accessible to those young people most in need of support. The global economic depression and increased volatility in globalised world markets pose real challenges for economic security, and demand more creative responses. Incorporating climate change and environmental sustainability and fully realising all the potential synergies between Plan’s economic security and DRR interventions also requires attention.

Plan International Australia Annual Effectiveness Review 2011

One Plan, One Goal: Rights and Opportunities for Every Child continued

Plan impact area

The right to protection from all forms of abuse, neglect, exploitation and violence

Plan impact area

The right to protection and assistance in emergencies and improved resilience to natural and man-made hazards

CCCD outcomes

Global program progress

CCCD outcomes

Global program progress

All children feel safe and are protected from all forms of abuse, neglect, exploitation and violence through: the provision of quality and effective prevention, recovery and reintegration services provided by the state; an adequate legal protection framework at all levels; strong family and community support; public awareness of and respect for the right of all children to protection; and access to skills and knowledge that contribute to their own protection.

Work at different levels by Plan on the right to protection from violence continues the positive progress achieved in recent years. Around €16 million was spent in 2010–11, resulting in training in child protection for 68,106 community members and volunteers in 10,475 communities. The year saw clear attempts to define, identify and reach children who are currently excluded. More work on research and data collection occurred, new tools and pilot approaches were tested, and new alliances and partnerships with organisations that have relevant skills were formed. There are more countries reporting targeted programs for children living and/or working on the street, and/or for children with disabilities. Many of the programs highlight that exclusion is multi-faceted and requires deeper analysis of causal pathways and preventive strategies, especially the impact of gender. This has led many countries to explore how men and boys can be included as part of the solution in their programs. It is recognised that raising awareness and identifying child protection violations needs to be accompanied by efforts to identify and strengthen national child protection systems and community-based child protection mechanisms. A number of countries are combining their school-based work (Learn without Fear) with other work in the community on violence, including gender-based and domestic violence. Reporting based on the Convention on the Rights of the Child, and Child Rights committee recommendations is also being used by some countries in their advocacy with government.

Children grow up in resilient communities where the state assumes responsibility for ensuring the implementation of policies and practices that reduce disaster risks. Local, national and international agencies provide sufficient and timely humanitarian assistance to protect the rights of children and ensure the protection of children from abuse, neglect, exploitation and violence in emergencies.

Plan impact area

The right to participate as citizens

Work on the right to protection and assistance in emergencies comprised just over 11 per cent of global program investment in 2010–11 (about €45.7 million). Many Plan country programs are focusing on ‘safe schools’, an approach that encompasses a number of different DRR activities, including efforts to embed disaster risk reduction into the curriculum. Most countries are working on this within the globally agreed United Nations Framework for Safer Schools and Hospitals. Plan has been effective in taking ‘child friendly spaces’ to scale in a number of different contexts, and efforts continue to get the CFS approach embedded into state-level priorities during emergencies. Country programs are joining up their school-based DRR work with other disaster reduction and disaster management interventions, and linking it to climate change resilience. There are continued efforts to influence national-level policy, mostly complemented with work to strengthen practical capacities at district and community levels. Many countries have carried out critical assessments of their own capacity and a number of reports outline comprehensive efforts towards improvement. Evaluations emphasise the importance of staying focused on better quality and consistency in emergency response and being realistic about Plan’s capacity to deliver. They also highlight the need to involve field teams in planning and budgeting for post-disaster interventions. Another important issue is the need to manage community expectations in the transition from relief towards development, especially in very low resource settings.

CCCD outcomes

Global program progress

With the support of their families, communities, peers, teachers and other duty bearers, children continuously increase their capacity and ability to exercise their citizenship rights and responsibilities as they grow and learn. Children – individually and collectively – use their capacities, skills and opportunities to participate in decisions that affect them in their homes, communities, at school and at government level. Duty bearers assume their responsibility to acknowledge and support the participation of children in decision making. They commit to providing them with adequate information and education, together with the opportunities and freedom to develop and express their own opinions and thoughts, to enable them to work together in groups and organisations and to be protected while they exercise their active citizenship.

The right to participate as citizens lies at the core of CCCD. The global spend on this impact area constituted 13.5 per cent of the total program spend in 2010–11 (some €56.5 million). A thorough evaluation of the youth governance project in Plan reported many positive outcomes. Country reports contain reflections about participation work, including analysis of age appropriate approaches and mechanisms that reflect the evolving capacities of children and young people. There is evidence that country programs are tracking outcomes from governance efforts, such as local government budget allocations and actual spending. Intergenerational partnerships are also helping to inform work with parents and communities to create support mechanisms for young people. Program countries are exploring ways to engage children and youth in Plan’s work across the entire project cycle, and some are involving children and youth in Plan’s decision making and governance structures. There are very clear efforts to network child and youth groups to amplify their voice and influence. One trend is to engage young people with various kinds of social audit mechanisms. In Plan-supported projects it remains challenging to engage children and young people across the whole project cycle. There is a need for stronger gender and social inclusion analysis in participation and governance work. Linked to this is the need to pay more attention to young people’s financial security to underpin and enhance the sustainability of governance work. Equally, programs must avoid children’s active participation in community activities being Plan-led, with the consequent risk that Plan’s priorities may be imposed on children.

Plan International Australia Annual Effectiveness Review 2011

School children wash their hands using a tippy-tap in Uganda.

Plan International Australia Annual Effectiveness Review 2011

One Plan, One Goal: Rights and Opportunities for Every Child continued

Plan International Australia’s impact within global operations PIA has been transforming its role within Plan International from

Program Directors’ Team, responsible for coordinating national

resource provider and support agency to partner in development.

office input into program strategy management in Plan. During

PIA seeks to contribute to and ensure effective programs

2011 this team helped shape the revised global strategy. In

through a range of intervention levels: Global Governance; Global

addition, PIA led an International Board-approved work stream

Strategy Management; Program Planning, Implementation and

that will contribute to program restructuring. The key achievement

Effectiveness; and Country Program Management.

of this work was to forge stronger program collaboration and

Global governance

coordination between Plan offices, and to promote greater program quality and consistency and strategic focus. PIA

PIA is active in ensuring the Australian perspective is represented

collaborative initiatives in Uganda, Timor-Leste and Guinea, as well

on global governance structures, including Plan’s Members’

as program planning systems provided important learnings for

Assembly and International Board. PIA is represented on the

these processes.

Members’ Assembly by three Directors of the Board, and on informed representation was highly influential during 2011 as the

Program planning, implementation and effectiveness

Plan International strategy was refined and approved. Having our

PIA has contributed to program effectiveness by directly

own clear and direct corporate strategy allowed PIA to better

supporting adherence to global program quality standards. One

influence the Plan International strategy. PIA representatives were

example of this is a secondment to provide support for early

more able to engage with the context and implications of the new

childhood care and development across the four Plan regions.

global strategy, and link these to the PIA strategy as a result.

Another area of program influence has been PIA’s role and support

the International Board by the PIA Chairperson. This active and

Global strategy management

for the Plan Global Program Effectiveness agenda. PIA personnel worked closely with international headquarters to develop and

Boys and girls participate in a child centered Disaster Risk Reduction club, Lira, Uganda.

Country programs are joining up their school-based DRR work with other disaster reduction and disaster management interventions, and linking it to climate change resilience.

During 2011 PIA was extensively engaged with program strategy

strengthen social accountability and monitoring and evaluation.

coordination structures and forums across the global organisation.

This has been complemented by stronger systems in monitoring,

Country program management

A PIA Board representative participated as a member of the

evaluation and research in selected countries. As an example, PIA

PIA has been active in engaging with country programming

International Board Program Committee, responsible for the

has worked with Plan Vietnam to improve its social accountability

strategies and has participated in, and contributed to, country

overall orientation and effectiveness of Plan’s programs. PIA’s CEO

by strengthening its Annual Participatory Program Review process.

strategic program planning in three countries during this

is an active member of the National Directors’ Team. The NDT

PIA was also instrumental in initiating a global reference group

period: Timor-Leste, Indonesia, and South Sudan. Our strategic

contributes to global coherence between Plan national offices and

on disability inclusion. These processes demonstrated the need

influence has been bolstered by technical and funding support

program countries. During 2011 the PIA Director for Programs

and value for collective work from Plan offices in order to ensure

to programs through deployments and positions, for example in

concluded his tenure as Chairperson of the Plan National Office

greatest benefit and alignment.

Indonesia, Ethiopia, and South Sudan. In 2011 PIA placed greater

emphasis on replicating approaches in grant programs into Plan’s broader sectoral programs, with success in a number of areas. This demonstrated the priority of aligning programs to national contexts, and ensuring that we adapt program orientation to support national Plan priorities.

Disaster risk management PIA supported a number of disaster responses during 2011; the most significant were the responses to the Pakistan floods and the Horn of Africa drought crisis. In these two emergencies PIA contributed significant funds raised from AusAID and the public, and provided technical support and assistance to response teams. PIA continues to provide technical support through positions located in two regions. Our learning from these engagements is that funding support to field operations needs to be accompanied by an investment in human resource planning, training and technical support.

Development 20

Plan International Australia Annual Effectiveness Review 2011

Plan International Australia’s Program Strategy

Programs strategy (cont.) the maximum impact for children. The strategy has an overarching

The strategy also explicitly states where PlA will work. Reflections

focus for all programs on promoting inclusive development

about PIA’s existing programming work in Asia and Africa led to

practice. Three priority target groups were identified for

the decision that for the period of the new strategy PIA would

PIA programming:

actively ‘dig deeper’ in the regions of Asia and eastern and southern Africa. PIA also identified two new regions: the Pacific

The PIA corporate strategy, Champion for Child Rights (2011–16), came into effect in July 2011. It will direct growth and guide programming in ways that have positive and lasting impacts for children. The strategy has two high-level goals to increase our impact and influence, and two supporting goals relating to income and identity.

children in the poorest and most difficult circumstances

and Australia, where PIA will work through civil society partners to

the girl child underpinned by gender equity and equality

extend our reach and impact.

marginalised youth.

Programs at work

The PIA strategy will have: a significant and lasting impact on the fulfillment of child rights

an income portfolio that supports our expanded child rights

for more children around the world

programming for children

Three foundational capabilities form the PIA programs structure:

a tangible influence on the perceptions, policies and practices

a strong identity as the leading child rights agency

international development programs, disaster management, and

that uphold child rights

in Australia.

Programs strategy

program effectiveness. The programs strategy establishes that PIA will support thematic programs which integrate rights-based

improving educational opportunities and outcomes water, sanitation and hygiene

child centred community development, and incorporate inclusive

livelihoods and food security

practice, program quality standards and disaster risk reduction.

the protection and promotion of rights and

The strategy also notes a likely expansion into new thematic

community resilience.

program areas and a possible change in program focus during the five-year strategic period. This may take the form of increased

PIA’s disaster management programs will have three levels of focus:

Developing a programs strategy to support the corporate strategy

achieve our corporate goals in isolation. Partnerships offer a

program funding and capabilities in the area of maternal, child and

goals involved extensive reflection and forward thinking within PIA.

means for PIA to further progress our own strategic aims while

adolescent health, as well as a greater proportion of program funds

From the outset it was important to acknowledge that a ‘business

also offering mutual benefits to partners. The imperatives for a

being spent in urban settings. At the start of the strategy the five

focused disaster management programs in Asia and eastern and

as usual’ approach to programs would not suffice and conscious,

partnership will be varied and many, but in developing a new PIA

core thematic international development programs are:

southern Africa

progressive change would be needed to achieve the corporate

programs strategy it became clear that partnerships will feature

disaster management programs in the Pacific region through

goals. PIA identified the need to maximise the opportunities to

across all our portfolio programming work.

civil society partnerships.

be a thought leader in child rights. This includes: targeted policy engagement, developing high quality research and thought pieces that influence our constituents, deeper inter-departmental collaboration within PIA, creating development education with strong child rights content, and partnerships with other organisations that serve to maximise our voice.

early childhood care and development

Partnerships offer a means for PIA to further progress our own strategic aims while also offering mutual benefits to partners.

global disaster risk management support

The effectiveness approach At the heart of the PIA strategy is a commitment to deepen

The Annual Effectiveness Review endeavours to capture and

Strategy planning discussions also revealed that PIA will need

and demonstrate the effectiveness of our programs. We aim

disseminate some of this work.

to maintain and consciously support a nimble and responsive

The context and drivers underpinning the strategy also highlighted

to maximise our contribution by positive influence over policy,

approach to grant acquisition. During the strategy period PIA

clear issues for PIA. The rapidly changing development context for

practice and public engagement in international development.

The promotion of inclusive development practice is a critical

must be propositional to our donors, open to partnerships and

children, the domestic and international donor environment, and

In each of these areas PIA places an additional emphasis on

feature of the PIA effectiveness approach. This involves

consortiums with other organisations, and able to respond to

the changes occurring within Plan International were seen as the

civil society cooperation and organisational accountability. An

understanding and applying high quality practice in gender

‘game changes’ that may require PIA to work in new or different

three most significant features shaping strategic choices, as well as

important part of our approach to organisational accountability

equality, disability inclusion and child protection. To this end,

ways. Maximising the value of partnerships was a prominent

the drivers for specific strategic interventions. PIA also reflected on

is a structured approach to reflection, analysis and learning.

gender equality was a priority area of reflection and learning for

feature of program strategy discussions within PIA – we cannot

who should be a priority in our programming in order to achieve

Plan International Australia Annual Effectiveness Review 2011

PIA in 2011.

Plan International Australia Annual Effectiveness Review 2011

Children receive breakfast as part of a school-feeding program in Siem Reap, Cambodia. Plan is supporting the program in partnership with the United Nations World Food Programme.

Plan International Australia Annual Effectiveness Review 2011

Gender equality in context Girls and women continue to be injustice disproportionally affected by poverty, and discrimination relative to boys and men.

instrument that makes it explicit that rights apply equally to boys and girls..12 However, evidence clearly shows that while girls and boys have the same rights under the CRC, they are not able to realise them to the same degree. Girls and women continue to be disproportionally affected by poverty, injustice and discrimination relative to boys and men.

There is a compelling body of evidence that both age and gender

Stereotyping of gender roles and gender-based discrimination

interact to shape children’s access to their rights.11 Social relations

begins at birth and continues to negatively affect the lives of

affect how boys and girls are perceived and valued; how much

girls and women throughout their lives. This contributes to cycles

access they have to material, human and intellectual resources; and

of poverty over generations. In addition, the lives of women

their ability to shape their own lives and environment.

and children are intricately linked – women’s health, social and economic status is directly related to children’s prospects for

Plan’s work is underpinned by The United Nations Convention

on the Rights of the Child (CRC). It is the only human rights

A midwife speaks to two men to educate them on the benefits of breastfeeding.

Gender Equality Progressing gender equality is a long standing issue and challenge for development agencies. Recent research undertaken for the Australian Council for International Development indicates that for all agencies – bilateral, multilateral and NGO – progress towards a strong gender focus in development work has been slow.7 The research also found that while there have been some significant steps to integrate gender more fully into development agency programs, in Australian agencies this is still largely at a nascent stage.8

Plan’s Policy on Gender Equality: Building an Equal World for all Children In 2004 Plan International adopted gender equality and gender mainstreaming as corporate directives. Plan’s 2010 gender equality policy reinforces and builds on this commitment. The policy situates gender equality as central to achieving child rights and Plan’s vision for change. The policy also provides a common framework for promoting gender equality and the empowerment of girls and women at all levels across Plan International. The PIA Board signed onto the policy in February 2011.

Plan’s child centred community development approach The policy is framed by the six principles that underpin Plan’s CCCD approach. The policy also reinforces Plan’s policy platform for its global ‘Because I am a Girl’ campaign. In general terms, the policy requires Plan to integrate gender equality in all areas of Plan's work.

In late 2010 Plan International developed and launched Plan’s

(RAP). This section provides an overview of Plan International’s

Policy on Gender Equality: Building an Equal World for all

approach to gender based on the new policy. It identifies the

Children.9 During 2011, PIA worked to prepare for the policy’s

major lessons for PIA from the 2011 RAP regarding our gender

implementation in the Australian context. This included giving a

practice and reflects on opportunities and key challenges for PIA in

The Convention on the Rights of the Child and the Convention on the Elimination of all forms of Discrimination Against Women

specific focus to gender in PIA’s 2011 Reflective Annual Process

implementing the new policy.

Plan’s policy approach links international standards established

sphere of its operations. As a means of reinforcing this, it outlines

by the CRC with the standards under the Convention on the

operational standards in five areas that represent Plan’s work

Elimination of all forms of Discrimination Against Women

internally (offices and staff) and externally (programs, partnerships,

(CEDAW). Used together, CRC and CEDAW are mutually

advocacy and campaigns, communications and marketing).

Strong gender focus: development work achieves equitable outcomes between men and women (girls and boys) and gender discrimination is addressed.10

survival, development and the realisation of their rights.13

Plan International Australia Annual Effectiveness Review 2011

reinforcing. They help to protect and promote the rights of girls and adolescent women, and acknowledge the relationship between the rights of women and the rights of all children.

The approach draws on international research and practice that has identified the gendered nature of development programs and organisations, and the relationship between the two. Under the policy Plan must actively promote gender equality in every

The policy development process was initiated at the Plan International level during 2010. At the time, PlA had in place an internal gender working group. This group enabled PIA to provide

Plan International Australia Annual Effectiveness Review 2011

Gender Equality

Plan’s Policy on Gender Equality: Building an Equal World for all Children (cont.)

Reflection and learning The Reflective Annual Process

input into the development of the global policy and look more

implementation and monitoring progress, and adequate resources,

systematically at gaps and opportunities for improving gender

including comprehensive and ongoing gender training and support

equality standards.

for capacity building. Plan’s Policy on Gender Equality aims to respond to these lessons in the following ways.

During 2010–11 the draft policy began to be socialised at PIA. A series of targeted workshops were held for staff across the

The policy incorporates a set of five common standards against

agency. Participants reflected on the links between child rights,

which the work of individual Plan offices and Plan as a whole

women’s rights, human rights and gender equality. The workshops

will be measured.

elicited diverse views about the implications of these links and

The policy is supported at the global level by an overarching

concepts for PIA. While most staff were generally clear about these

strategy on gender equality incorporating objectives and key

links, the new policy reinforced the need for staff to be able to

indicators. This creates a framework to hold all Plan offices and

strongly advocate for, and clearly explain, them. Further support

staff accountable to the policy commitments and standards.

will be required to enable all PIA staff to do this consistently and confidently in their work, including by informing themselves of the evidence base for these links.

In 2011 PIA used the RAP to prepare for the implementation of the policy in the Australian context and make gender equality a more systematic part of PIA’s programming approach. In consultations about the 2011 RAP program, staff identified gender equality as a key area for learning opportunities, with practice implications for the whole agency. A gender equality and women’s empowerment framework, based on the gender policy standards, was developed specifically for the RAP process. This linked the policy to practice. The framework also underpinned the gender analysis conducted in each of the program areas as part of the 2011 RAP. It enabled us to interrogate, organise and analyse data at the organisational level

The policy requires regular progress reports on policy

in the final RAP workshop. This provided a spectrum of gender

implementation (annually) to the Plan International Board

analysis options for the program teams.

of Governors through Plan International’s CEO and senior In assessing the gender equality results in PIA’s programs we

the foundation for a more comprehensive and deeper analysis of

The policy acknowledges that all staff are responsible for policy

looked for evidence of practical benefits and strategic changes to

PIA’s gender practice over time. The 2011 RAP, which identified

implementation. It requires gender equality to be reflected

gender power relations.

gender equality as a program-wide focus, was designed to pick up

in job descriptions and performance reviews at all levels of

on, and continue this process.

the organisation.

Policy implementation and accountability International research and practice wisdom indicate the crucial elements for successful gender practice. These include: the support of senior leadership, accountability mechanisms for gender policy

Practical benefits – In the WASH program these were time savings, decreased workload, and health-related benefits. In

A Global Gender Reference Group has been established to support

the ECCD program the practical benefits were equal access to

the development of the gender strategy at the international level.

outcomes for boys and girls and men and women engaged as

This includes the development of comprehensive gender training

staff and volunteers, and increased access to livelihood resources,

packages and tools to support staff to implement the policy and to

education and health services.

strengthen their gender practice.

decision making at a community level, increased access to village meetings and leaders, and some changes in gender relations at the household level were reported. How widespread these are in project activities was not able to be determined due to the limitations of the RAP. Some good progress was made against the gender equality policy

leadership group.

This early work to socialise the gender equality policy has provided

and empowering families programs. Increased participation in

commitments, particularly the equitable participation of men and boys, women and girls across all thematic areas. There were also promising findings about men’s and boys’ engagement, and some indication of changing attitudes towards women and girls as a result. Unfortunately, there was little evidence that PIA projects were promoting gender equality as an explicit human and child right. There was also limited evidence of analysis and effective strategies to address the causes of gender-based discrimination and exclusion.

Effective strategies and enablers to progress gender equality The RAP helped identify several effective strategies in programming that contributed to gender equality results. These were: equal participation of males and females in project activities persistent follow up to nurture shared ownership of, and commitment to, gender equality strategies and aspirations

Strategic changes in gender power relations – There was some

ongoing and tailored investment in gender capacity building

evidence of empowerment of women and girls. This related to

partnership with local gender experts and advocates

increased self confidence and changes in community attitudes

gaining the support of local gender champions in management

to women’s and girls’ rights and status in the ECCD, WASH,

work with multiple stakeholders on multiple strategies.

Empowerment 28

Plan International Australia Annual Effectiveness Review 2011

Gender Equality

Continuous improvement

Reflection and learning Ongoing dialogue and reflection with partners and investment in

program focus on the issue. Most RAP inquiries found there was

The RAP produced the following recommendations to address

PIA committed resources for gender training for PIA International

the development of personal relationships also helped to nurture

a need to be more explicit about gender equality objectives,

these key findings.

program staff and marketing and communications staff in 2011. PIA

shared ownership of gender equality policy commitments. These

outcomes, indicators, strategies and targets to make further

strategies reflect international evidence of good practice.

The need for stronger gender analysis to understand how change happens The RAP identified the gender equality results and strategies that were designed to achieve change. Understanding how change occurs is essential to improve practice and enhance the overall outcomes achieved. Building the skills of staff to analyse gender issues and recruit and manage consultants with this expertise would support improvement in this area. It is also crucial that a strong gender analysis is built into evaluation, research, program design and thematic strategies, particularly where there are program-wide implications.

Implications for the future

also incorporated a gender component in its induction training for

progress. The lack of shared gender equality objectives and results

Formal and institutional changes – Complete a gender audit

new staff and interns. Gender training will be expanded to other

makes it difficult to identify strategies that could contribute

or gender self assessment and PIA gender action plan to drive

areas in PIA over 2012.

to gender equality outcomes. It also makes it hard to develop

a more systematic approach to gender that aligns with Plan

meaningful gender sensitive monitoring and evaluation tools.

International’s gender policy.

Discussions about how to operationalise the gender equality policy

Changes in individual and team reflective practice

at the PIA and Plan International level have identified the challenge

The findings also showed that being explicit is not enough to

– Conduct a regular in-house process to enable experiences and

of linking women’s and children’s rights and what this means for

achieve gender equality results. Other enablers are equally

learning to be shared on how best to advance gender equality.

our programming approach and practice. This is an issue that will

important, such as building shared ownership of outcomes and identifying local gender champions. Greater emphasis on working towards gender equality in all PIA activities is needed. We also must make the link between addressing gender equality and achieving the desired overall impact of project and program objectives. Facilitating dialogue and promoting gender equality transformation takes time and resources and investment is essential.

Strengthen capacity for work on gender equality – Tailor gender capacity to suit individual and team needs. This could comprise peer review, coaching, or formal training. Harmonisation – Efforts within Plan should be made to accelerate progress on gender equality across the organisation.

Opportunities and challenges

require ongoing interrogation and learning across Plan.

We should explore how gender intersects with, and reinforces, other forms of exclusion in the contexts in which we work.

Overall, the RAP findings indicated that gender equality results

Plan International and PIA are in the formative stages of

PIA’s corporate strategy includes a strong focus on social inclusion

were most likely to be demonstrated when there was a strong

implementing Building an Equal World for all Children. This year

in programming. In recent years PIA’s inclusion focus has had

marked a significant organisational commitment in PIA to progress

a major emphasis on disability inclusion. It will be important to

the policy. These commitments and further opportunities are set

ensure that in implementing the gender equality policy across

out below.

all levels of Plan, the policy is not siloed. We should explore how

The PIA Board’s endorsement of the policy provides senior management with a clear mandate and accountability to progress its implementation. The policy has also been supported with

gender intersects with, and reinforces, other forms of exclusion in the contexts in which we work, and what this means for our overall approach to inclusive practice.

resources: a Gender Advisor position has been established at PIA,

Implementation of the policy on gender equality is an ambitious

as well as a gender budget.

undertaking for Plan. In this respect Plan is at the beginning of an

PIA has committed to undertake a gender self assessment across the organisation. The findings and lessons from the 2011 RAP, the self assessment, and the Plan International gender strategy will provide the basis for the development of an initial Gender

experimental journey to make gender equality a more systematic part of our approach and development practice. The experience, questions and lessons that emerge from this journey will be the subject of future development effectiveness reports.

Action Plan.

Plan International Australia Annual Effectiveness Review 2011

Youth delegate Fabiola passionately describes her views as a young woman growing up in rural Cameroon at a Plan event during the 55th CSW meeting in New York.

Plan International Australia Annual Effectiveness Review 2011

Water, Sanitation and Hygiene The Water, Sanitation and Hygiene (WASH) program continues to work directly with country teams to design, monitor and learn from program activities. This collaboration has helped identify areas for improvement and further learning. The importance of developing more explicit gender and disability strategies within WASH projects was a major learning this year. The program also identified barriers and enablers affecting the sustainability of the Community-Led Total Sanitation (CLTS) approach. A further issue identified during our 2011 reflective process was the need to conduct research on effective approaches to hygiene behaviour change.

Approach Quang Ngai Province, Vietnam: A woman from an ethnic community speaking at a communal meeting. Within the WASH 2011 Reflective Annual Process, the importance of ‘gender champions’ to help ensure gender strategies are owned and appropriately localised was highlighted.

Results In Water And Sanitation PIA supported 12 WASH projects across Asia and eastern and

ODF. Following sanitation marketing research and product

southern Africa. A sample of our 2011 results is set out below.

testing, 30 entrepreneurs began selling ‘healthy toilet packages’ to households in ODF communities.

In Ethiopia, 214 villages with a combined population of 50,400 achieved Open Defecation Free (ODF) status. In Bangladesh, through government-led Community-Led Total Sanitation programs, 41,046 households gained access to hygienic toilets, raising sanitation coverage from 27 to 53 per cent in the rural target areas.

In Uganda 21,982 people, including students in 20 schools, now have access to adequate supplies of safe water.

Throughout 2011, PIA continued to strengthen and implement

CLTS continues to be a key approach across PIA-supported WASH

a coordinated WASH approach. Our vision is a world where all

projects. In many instances CLTS was part of a set of coordinated

children and their families realise their rights to survival and

activities, designed to achieve whole-of-community outcomes.

development. These rights are enabled through equitable and

These complementary activities included community water

sustained access to, and use of, improved sanitation facilities and

supply, school WASH, and hygiene behaviour change and capacity

safe drinking water supplies, and by habitually practising good

building for groups responsible for the management and operation

hygiene behaviours in a hygienic living environment. In working

of local WASH facilities. Drawing on our reflections during

towards this vision, PIA adopted key priorities in its approach.

2010, the past year also saw us trial new and innovative ways to

These are: working in partnership; adopting and building replicable

promote and monitor impact, especially among women and other

models; serving hard-to-reach communities; facilitating strong

marginalised groups. The successes and challenges of this new

hygiene behaviour campaigns; supporting CLTS and school-led

approach are outlined below.

WASH improvements; appropriate water supply infrastructure; and integrating program themes, particularly child rights, participation and protection.

Female students in Lira reported improvements in quality of life as a result of the Afripads trial (low-cost, reusable, cloth sanitary pads, produced locally by women).

In Indonesia 105 out of 153 targeted villages in the poorest ten sub-districts of Grobogan district (East Java) have been declared

Plan International Australia Annual Effectiveness Review 2011

Programs at work: Water, Sanitation and Hygiene

Reflection and learning Our efforts continue to bear fruit with more people in project communities experiencing the impact of PIA-supported WASH projects.

representatives, fellow NGOs, learning institutions and AusAID. The main learnings have been captured in a publication developed by PIA and Plan Vietnam.1617

In Vietnam much was learnt from the Sanitation, Hygiene and Water Improvement Project (SHWIP), in particular during the evaluation phase held in 2011–12 (Learning and Sustainability Project, or LSP).15 A number of considerations were developed around five key themes: pro-poor targeting, low cost sanitation models, communication and promotion of behaviour change, working towards gender equality, and capacity building for institutions. A key learning was that subsidies were unsuccessful in obtaining 100 per cent sanitation coverage in target areas. Pro-poor targeted WASH programs should reconsider promoting the use of household toilet subsidies and instead promote hygiene behaviour change and low cost toilet options to promote sanitation. This aligns with PIA’s current approach. The program also found that attention at the community rather than individual level was required to influence sustained improvements in WASH behaviour.

In Ethiopia, 214 villages with a combined population of 50,400 people achieved ODF status. The involvement of village natural leaders was crucial. They worked closely with local health post staff to implement ODF action plans in the months after CLTS triggering. Actions included: community awareness raising about latrine construction, hand washing and using latrine hole covers; house-to-house visits; organising community support for those who could not construct latrines for themselves; monitoring progress towards ODF; and providing households with practical advice about latrine construction. Improving sustainability will require more research to document enablers and barriers that affect consistent use of hygienic latrines.

Our efforts continue to bear fruit with more people in project communities experiencing the impact of PIA-supported WASH projects. The LSP SHWIP findings were shared at a Vietnam WASH sector workshop hosted by Plan to promote crossorganisational learning on more effective practices. The founder of CLTS, Dr Kamal Kar, presented at the workshop on how different countries have scaled up CLTS and exchanged experiences with the Vietnam WASH sector. A wide range of stakeholders attended: government

Plan International Australia Annual Effectiveness Review 2011

In Uganda, PIA and government staff used various activities to promote improved hand washing practices in 36 project schools and surrounding communities. This involved incorporating hygiene behaviour change into CLTS; installing simple hand washing devices (‘tippy taps’) in all project schools; training students to promote hygiene at school, in the community and at home; and using radio broadcasts to stimulate discussion about the importance of hand washing across Lira and Kamuli districts. Interviews with trained students and their parents confirm that children took their learning home with them, with many constructing tippy taps, demonstrating use and encouraging siblings and parents to practise hand washing at key moments. School surveys and direct observations also indicate significant improvements in hygiene behaviour, with the percentage of students washing their hands after toilet use doubling in the space of one year. Routine monitoring also highlighted the significance of menstrual hygiene in project schools and surrounding communities.

In Tanzania, project staff and district stakeholders in Kisarawe worked with PIA to strengthen the promotion of gender equality and disability inclusion. Teachers, community leaders, government staff and local gender and disability groups recorded 'the most significant change' stories to facilitate reflection and learning. These stories highlight that progress has been made, but more needs to be done to address the practical and strategic interests of women, men and people with disabilities, and to firmly embed inclusive practice in future WASH activities. Positively influencing the way people think about and behave towards traditionally marginalised groups takes time. It also requires multiple approaches that create more opportunities for participation and influence, and raise awareness of people’s abilities and their equal rights. Plan has achieved strong success using CLTS throughout Asia and Africa to generate demand for improved sanitation.18 However, creating demand is only half the story when it comes to improving sanitation outcomes, since this demand must be met with improved supply. This involves stimulating the private sector to reach out into un-serviced areas and provide affordable, desirable, high quality toilets and toilet components to households. In 2011, PIA continued to support sanitation marketing to create household demand for improved sanitation. We also catalysed the expansion of the market-based supply of sanitation products and services to help meet the sanitation needs of low income populations at scale. The sanitation marketing approach faced ongoing challenges. These

were caused by alternative subsidy approaches and the requirement from project stakeholders to adopt new roles (as coordinators, enablers, brokers, facilitators). Motivating households to spend their own income on improving their hygiene situation also proved difficult.

Plan has achieved strong success using CLTS throughout Asia and Africa to generate demand for improved sanitation. In Indonesia, the Plan team had already carried out market research and training for sanitation entrepreneurs in all ten of its CLTS sub-districts prior to the PIA-hosted learning event on sanitation marketing as part of the AusAID Civil Society WASH Fund. Following market research and product testing in early 2011, 30 entrepreneurs began selling ‘healthy toilet packages’ to households in ODF communities. The Plan Indonesia team helped sanitation entrepreneurs form an association—PAPSIGRO (Paguyuban Pengusaha Sanitasi Grobogan/Grobogan Sanitation Entrepreneur Association). The association is now encouraging entrepreneurs to share information and experiences of product development and marketing approaches. The focus is on ensuring the entrepreneurs create financially viable, independent businesses. Members have seen a steady acceleration of hygienic latrine sales throughout the project areas.

Motivation Plan International Australia Annual Effectiveness Review 2011

Programs at work: Water, Sanitation and Hygiene

CASE STUDY

Continuous improvement Community-Led Total Sanitation research ODF sustainability action learning commenced in Ethiopia, Kenya and Uganda. This research is designed to enhance PIA’s understanding of what promotes or inhibits sustained ODF practices in its program areas. Learning will be used to strengthen the impact of existing and future CLTS activities. It will build on research undertaken in 2008 by Plan Bangladesh which discovered that a small proportion of households in ODF villages – mostly the poorest – had reverted to open defecation, some within a year of ODF certification.19

PIA has developed a gender and WASH monitoring tool to monitor gender outcomes and changes. Plan Indonesia, in partnership with BAPENNAS and with support from PIA, is undertaking research in three culturally diverse regions of Indonesia to assess the impact of CLTS programs implemented by Plan Indonesia, the World Bank’s Water and Sanitation Program and the Ministry of Health.20 The research will continue into 2012. The findings will contribute to the design and development of more sustainable and community focused CLTS initiatives, as well as shaping and improving the National Sanitation Strategy.

Gender equality and social inclusion As a result of the 2011 RAP which focused on gender equality, a number of recommendations and future implications were highlighted. The PIA WASH team has committed to share its gender learnings and maintain an

Plan International Australia Annual Effectiveness Review 2011

ongoing dialogue with its Plan International partners to keep ‘gender on the agenda’ and maintain persistence. The reflections, learnings and outcomes of this process are outlined further in the case study.

Gender and WASH monitoring tool

Disability inclusion is a relatively new area of focus in PIA’s WASH program portfolio. Our partnership with CBM, and the appointment of a Disability Advisor, will help us to better respond to the opportunities, needs and interests facing people living with disabilities in program areas. PIA will continue to broaden its collaboration across Plan International. Partnerships may involve co-funding regionally-based positions to support joint learning and monitoring and evaluation, as well as specific program components. This is designed to promote better collaboration and coordination, enhance impact, avoid replication, align principles and approaches, and potentially improve cost effectiveness.

A wife and husband work together to collect construction materials to build a toilet in Vietnam.

In 2011 PIA maintained its commitment to advance gender equality through the Plan International WASH projects it supports. Through the RAP the PIA WASH team investigated and confirmed the following theory of change: PIA-supported WASH projects support the advancement of gender equality at practical and strategic levels.

Innovation PIA supported an innovative urban sanitation pilot project in Nairobi, Kenya. It combined urban CLTS with community-based mapping and local sanitation service provision to increase access to hygienic toilets in Mathare 10, one of Nairobi’s largest slum areas. PIA will continue to invest more in similar activities over the long term. Often a taboo subject, menstrual hygiene issues have a tremendous impact upon school-age girls and women. In response, Plan Uganda, Plan Netherlands and PIA have agreed to develop a new initiative to increase women’s and girls’ access to affordable feminine hygiene products in rural Lira, Tororo and Aleptong Districts.

This was done through an analysis of the

The RAP also found that participation

in regular household WASH activities;

CLTS approach and PIA-supported WASH

is the key gender strategy being used

women’s role (leadership) in community

projects, particularly in Tanzania and

in PIA-supported WASH projects, and

WASH activities; and shared roles in

Vietnam. The investigation highlighted

that participation is an essential starting

decision making in the household.

several project-specific gender challenges.

point to produce further change in terms

In Tanzania, the lack of quality systematic

of gender equality. Other key learnings

The tool consists of a series of simple

gender monitoring makes it difficult to

were the importance of specific targeted

participatory rural appraisal activities,

aggregate and analyse change. Resistance

strategies such as persistent, quality and

which have been adapted for the

from influential figures to gender

project gender training; the importance

Vietnamese context. It seeks to generate

responsive approaches and insufficient

of ownership of gender strategies by

monitoring data and promote dialogue

support of gender champions were also

project staff and stakeholders; and the

between women and men in the project

challenges. In Vietnam there were similar

importance of gender champions to

communities. It has been designed for

issues. In particular, the need for all project

facilitate this ownership.

use by Plan and government partners and does not require facilitators to be gender

stakeholders to drive gender strategies and be accountable for gender objectives, and

In order to facilitate long-term gender

specialists. A successful first trial was

the need for a simple monitoring process

monitoring PIA has developed a gender

undertaken in 2011, which will be followed

to enable staff and partners to easily

and WASH monitoring tool to monitor

by a second trial in 2012. Plan Vietnam

measure changes relating to gender.

gender outcomes and changes, including

will then seek to enhance regular gender

easily measureable gender equality

monitoring across its WASH program

indicators. These are: shared workload

through integration of the tool.

Plan International Australia Annual Effectiveness Review 2011

Education and Early Childhood Care and Development Building on our learnings from 2010, the journey of reflection in 2011 explored the effectiveness of an approach to Early Childhood Care and Development (ECCD) called Community-Led Action for Children (CLAC). We analysed three projects in different stages of CLAC model development. Key learnings for the program include the importance of engaging in a collaborative process of reflection, experimentation, research and documentation to arrive at an evidenced best practice model. Social inclusion and monitoring and evaluation have been identified as two aspects of the model which require further effort and capacity building.

Approach The development of low cost, locally made play and learning materials is a core part of CLAC. Every child attending a Plan-supported ECCD centre will have a maths bag to support development of numeracy skills. In many communities in Indonesia, parents have been inspired to make math bags for their children.

The ECCD program aims to ensure that all children and youth

foundation for good health, growth and success in education and

achieve their right to education, and are equipped to participate,

life. Investing in young children has immediate and long-term

learn and contribute to the fullest extent possible according to

benefits for children, their families and communities.

their evolving capacities. This goal is aligned with a rights-based

Results in Education and ECCD

The education program sees learning as a continuous process from

Development Goals, the Education for All Goals and the United

early childhood through to young adulthood. In general, PIA’s

Nations Convention on the Rights of the Child.

approach to education promotes innovation and creative solutions for people who fall outside the net of mainstream learning. PIA’s

PIA supported 19 education and ECCD projects across Asia and

All children who completed Plan’s preschool program enrolled

eastern and southern Africa. A sample of our 2011 results is

PIA’s approach to ECCD also reflects the globally recognised Four

support for education programming also draws on established

in primary school in 2011 and were supported by the learning

set out below.

Cornerstones to Secure a Strong Foundation for Young Children.

approaches within Plan, such as the School Improvement Program

camps to ensure they stay in school and achieve their

According to Four Cornerstones, ECCD programs provide a strong

and variants of this in many countries.

Sixty-five parenting groups were established in 31 villages in Sikka and Lembata, involving almost 2000 parents. Parenting groups enable parents to share and enhance knowledge and practical skills to improve child health, development, learning and protection. Bangladesh School Improvement Project: 1275 children completed learning camps in 2011, which provide additional support to children who are falling behind. The camps have significantly reduced dropout rates in Plan-targeted areas.

approach and international instruments, such as the Millennium

Plan International Australia Annual Effectiveness Review 2011

learning outcomes. Philippines Alternative Learning Systems: Tribal stories and songs using bi-lingual media have been collected and developed into 13 illustrated storybooks to ensure culturally relevant learning for indigenous children. The project also assists college graduates from tribal communities to be trained as teachers, enabling Mangyan children to be taught by Mangyan teachers. Last year, 30 teachers – 18 of whom are Mangyan – completed the Department of Education Training for Teachers.

Plan International Australia Annual Effectiveness Review 2011

Programs at work: Education and Early Childhood Care and Development

Reflection and learning Community-Led Action for Children CLAC is starting to demonstrate that all disadvantaged children in a targeted high-poverty community can achieve child wellbeing indicators and school success through effective and quality early childhood supports.21 The following are the key components of CLAC. parenting program that enhances knowledge and A practical skills to improve child health, development, learning and protection through a process of appreciative enquiry that engages parents in discussion and action around child development. low cost, high quality early learning program that A serves every child in the year or two before primary school to ensure school readiness. transitions to primary school program with school- and A community-based activities that enable children to enter school on time, stay in school and learn. Innovations in sector integration and improvements in government buy-in and support for ECCD. In exploring the effectiveness of the CLAC approach, we sought to understand the changes that have occurred as a result of the introduction of CLAC, what has influenced these changes, and how the model could be made more effective. We were particularly interested in how CLAC has influenced or changed our ECCD approach in locations where it has been adopted. We developed a theory of change approach to test whether the CLAC model makes a difference to the quality of ECCD and how it is practised within our programs.22 It is important to understand effective model development so we can build for scale up and replication, including in countries where the context makes it particularly challenging to implement a model.

Plan International Australia Annual Effectiveness Review 2011

It is clear that CLAC has facilitated positive changes to the way our partner country offices approach and implement ECCD by focusing on outcomes at the child level. Reflection and learning from specific projects We examined CLAC model development in Ethiopia, Indonesia and Uganda. The Ethiopia ECCD project is currently in planning and design stage, the Indonesia project has been implemented for one year, and the Uganda project for more than two years. In exploring the work in each country, there were shared challenges and successes. It is clear that CLAC has facilitated positive changes to the way our partner country offices approach and implement ECCD by focusing on outcomes at the child level. CLAC has increased the technical capacity of staff and developed skilled ECCD specialists, although this requires continued heavy investment. The model empowers staff to make changes that improve outcomes for children and their families, even in established programs where there has been little evidence of change in the past. Critical thinking, reflection and technical skills in project teams are key aims of CLAC model development. Developing a clear theory of change (to explain what is being done through CLAC and why) supports ownership of the model. This also avoids the pitfalls of other models of community ownership that put power and influence in the hands of a few community leaders. While this remains a challenge, there has been a move away from this and from the hardware preferences this has often entailed.23

CLAC and gender equality The CLAC approach supports an increased focus on social inclusion by targeting the poorest and most excluded children, including girls, children with disabilities, and children from ethnic minority groups. However, there are challenges in terms of mainstreaming inclusion. In relation to gender, CLAC teams identified a need for capacity building and more effort around program implementation and management. In particular, through more rigorous human resources practices, such as revised key selection criteria and strict application of the criteria. Although men and women are employed as CLAC staff, the experience in Uganda is that where there are salaries, more men apply. Where positions are voluntary in nature, more women take on these roles.24 The new human resources processes have helped to address this. Although there is gender disaggregated data available, more work can be done to analyse and consider it in relation to model development. The CLAC model empowers women as primary caregivers of children, but also recognises and encourages the important role of fathers in child development. In Indonesia, as in all projects, the challenge of including fathers in parenting groups has also been identified. The impact of co-ed parenting groups on gender equity and enhanced empowerment of mothers and fathers in the family needs to be further explored. The potential effect of co-ed groups on womenâ&#x20AC;&#x2122;s self-expression and female support system development and empowerment, must be considered before conducting co-ed groups. Ideally, women and men

will meet together, discuss parenting and develop new skills as a family unit. There may be less commitment to attend if the social camaraderie aspects are a factor in why women participate. Women may be reluctant to express ideas in the presence of men, just as men may be reluctant to do so with women. In Uganda, two mixed parenting groups were observed during 2011. In both of these men dominated discussions. The men took on the roles of small group leaders, note takers and reporters, even though the ratio of men to women was one to five.25

Education In education programming social inclusion was also a key area of reflection and learning. In Occidental Mindoro in the Philippines we have been supporting an innovative project to develop culturally relevant curriculum for indigenous people. Tribal Mangyan people have been largely excluded from education due to their remote location, language and culture. The project recognises the importance of promoting learning and reading in the mother tongue for indigenous populations to improve quality of learning. The development of quality learning materials and approaches that integrate tribal knowledge systems and language into classroom learning is a vital element for improving literacy outcomes. Storytelling has an important role both as an instrument of early education and a preserver of culture.26 Consequently, this project has been developing indigenous storybooks and story-centred teaching approaches that provide a meaningful primary education experience appropriate for Mangyan children.

Inclusion Plan International Australia Annual Effectiveness Review 2011

Programs at work: Education and Early Childhood Care and Development

CASE STUDY

Continuous improvement In recognition of the key issue of social inclusion in education and ECCD programming, in the coming year PIA will increase capacity building activities around gender, disability and ethnicity. We will apply a social inclusion lens to CLAC to ensure these issues are embedded in CLAC development and documentation with a clear rationale for why they matter. Community-Led Action for Children ECCD program design processes in Ethiopia, Zambia and Laos will provide opportunities to further develop the CLAC approach in very different contexts. We will also pilot the CLAC parenting program in the urban context of Delhi, India. In Indonesia and Uganda, PIA is working with Dr Frances Aboud from McGill University to develop and deliver longitudinal impact studies. The studies will evaluate the effects of CLAC on children’s health, physical and cognitive development and school readiness. Partnerships with local universities in-country will occur to train research assistants to carry out data collection. A control group of children not involved in Plan-supported programs will be included. Findings from these studies will help build an evidence base for the CLAC approach. They also provide opportunities to discuss the strengths and limitations of

Plan International Australia Annual Effectiveness Review 2011

projects and improve elements, ensuring a larger impact on children’s development and the learning skills needed for primary school. Piloting different approaches to the inclusion of fathers will also be an area of work in coming years. One approach that addresses both women’s and men’s needs is for the women’s parenting group to invite men to a quarterly meeting. In this, women can decide which are the most important concepts and skills they would like their husbands to know and practise. Father-only groups will also be tested. The fact that the CLAC model has embedded learning and reflection is a good springboard for doing gender-related work. Designing activities to include women and men, boys and girls is an important part of achieving CLAC outcomes. Education The issue of mother tongue learning and inclusion of ethnic minority children in education is an area of growing interest for PIA and one that is gaining momentum in the international development community.27 It is a growing part of our work and a key part of our strategy. Through projects in other countries including Laos and Vietnam, models for promoting mother tongue learning will be further explored.

Children at an early learning centre in Indonesia enjoy story book reading. Story books help children develop early literacy skills.

Makulubita Early Learning Program, Luwero Program Unit, Uganda Children in Uganda enjoy outdoor play as part of the CLAC early learning centre daily routine. The playground materials and labour for construction is provided by parents.

An early learning centre in Uganda is a strong example of CLAC model development. CLAC empowers staff to make changes that improve outcomes for children, even in established programs. Between 2008 and 2011 PIA staff member, Jude Kaddu, was involved in training and reflection around CLAC, and introduced a number of beneficial changes to the centre as a result.

In 2008, the centre was attended by children aged between two and seven, and it did not prioritise four- and five-year-olds for school readiness. Caregivers had no understanding of what was appropriate for each age. The centre was in two small, dark huts with little light or ventilation and it was very crowded. There was no daily routine, activities were random and there was little explanation about what children were to do and why. Learning materials were unattractive, not durable or well organised. The outdoor play area was next to a road with no safety barrier and there was no play equipment other than a few tires inserted in the ground, set too far apart. Porridge was served to children in the late morning when available. It

had low nutritional value and was not served at an optimal time in terms of ensuring children were able to concentrate and learn in the centre. These are issues that are often found in developing countries. By 2011 the CLAC approach had strongly influenced the early learning centre’s quality. Enrolment included all four- and five-year-olds in the village. Two teachers conducted the daily routine at opposite ends of the room, talking in conversational tones. Lessons were held in an open air facility with a tin roof, brick pillars and lots of air and light. Educational materials were abundant, colourful and durable. The playground was a wonderful place for children, made by the parents

who had also built a bamboo fence along the edge of the playground for safety. Each child had a small backpack containing a colourful water bottle and food container that included a snack. Before they ate, the teacher checked to see if anyone did not have a snack. If this was the case, the children would share. The children demonstrated a number of characteristics of effective learners that were not seen in the previous visit. They were self directed, showed initiative and curiosity, and enthusiasm and persistence in solving problems. The children were well on their way to reaching their full developmental potential.

Plan International Australia Annual Effectiveness Review 2011

Livelihoods and Food Security Monitoring, evaluation and reflective processes in 2011 highlighted the need to better adapt Livelihoods and Food Security (LFS) program models to the specific contexts in which they are implemented. In order to expand successful program models to new areas within the same country, PIA must adapt to local cultures, customs and thinking as there remains significant variation within countries. This is evident in adaptation of programming in the Philippines to more effectively respond to farmersâ&#x20AC;&#x2122; needs, and also in Indonesia, where cultural taboos to food and nutrition are highly localised. A greater understanding of local culture and attitudes to gender, including how decisions are made within households and communities, is also necessary. This will enable PIA to ensure that both men and women are able to participate in and benefit from project interventions. In addition to gathering quality research and information about local contexts, project teams need ongoing support to analyse and use information to effectively adapt and improve program quality.

Cambodian midwife Bernadetha, 26, discusses nutrition with mother Rosina, and daughter Cesilia, 2 years old.

Results in Livelihoods and Food Security PIA supported 11 projects across Asia and eastern and southern Africa. A sample of our 2011 results is set out below. Twenty farmers associations were established in the Philippines to assist farming families to gain new skills. This involved training 543 farmers, as well as Municipal Agriculture Officers. The quality and quantity of production improved, increasing household income and providing more diverse and sustainable nutritional sources. In Zimbabwe 20 Agricultural Input and Technology Fairs were held, enabling local farmers to purchase seed appropriate to

Approach The need to work to earn an income and/or contribute to food

Training community members in specific skills that will

production for the household is a significant factor in why many

increase their income-generating opportunities, such as basic

children are unable to attend school or access health care. The

literacy and numeracy skills, agriculture and horticultural

their local conditions as well as other inputs in advance of the

underlying and multiple causes of poverty must be addressed

production techniques, and building knowledge about nutrition

farming season.

to enable children to enjoy a basic standard of living and access

and food preparation.

Two hundred Zimbabwean farmers, trained through the project in small grain seed multiplication, sold their produce at the fairs, earning income and increasing local access to good quality small grain seed. The fairs enabled insecure households to receive $30 input vouchers to purchase seed and other inputs for their household food production. In 2011 more than 5000 households received vouchers and a total of 10,071 were assisted through this or

their other rights. As in all programs, PIA applies a rights-based approach to our work on livelihoods and food security. This means working with individuals and families to identify their existing strengths and assets. We then work with them â&#x20AC;&#x201C; and with their communities and government duty bearers â&#x20AC;&#x201C; to strengthen their capacities and build their human, physical, productive and financial resources.

Understanding gender relations and roles within households and communities to develop project strategies that enable women and girls to participate in decision making, access training opportunities, and improve their livelihoods. Working with local and provincial government service providers to raise their awareness of, and increase their capacity to respond to, the needs of the poorest.

Project approaches include:

other means. Identifying the poorest and most marginalised members of a community by using culturally relevant and locally agreed criteria through consultative processes.

Plan International Australia Annual Effectiveness Review 2011

Programs at work: Livelihoods and Food Security

Reflection and learning Food Security through Sustainable Agriculture The Food Security through Sustainable Agriculture Project in Northern Samar in the Philippines has improved through ongoing adaptation. The project provides evidence of how PIA’s programming has been strengthened through research, monitoring and evaluation processes. PIA, Plan Philippines and our local partners are working with poor farmers in Northern Samar to increase their income from food production, improve households’ food security, and strengthen their resilience to climate change and natural disasters. Beginning in 2009, the project established 20 farmers associations to assist farming families to gain new skills in organic, sustainable and climate resilient farming. This has enabled them to improve the quality and quantity of production, increasing household income and providing more diverse and sustainable nutritional sources.

The farmers associations received training and support to develop their own new rice varieties that were better able to withstand the local climate and provide increased yields. Initial training for the farmers associations was provided through a research and training facility, established at the University of the Eastern Philippines at the start of the project. With PIA support, the university allocated research staff and land for testing and training of sustainable agriculture techniques. Follow up training and mentoring for the associations and their members are provided by PIA’s local partner, the Mag-uugmad Foundation. The project originally focussed on increasing production of rice in lowland farming areas, drawing on the success of a previous project in Isabella, another region of the Philippines. However, the project has been significantly

Plan International Australia Annual Effectiveness Review 2011

adapted to the context in Northern Samar, where the climate is much more unpredictable and prone to heavy rains, floods and cyclones. In addition, farmers in Northern Samar were using the payatak method of growing rice – a traditional technique not used elsewhere in the Philippines – and were resistant to change. By identifying model farmers who were interested in increasing production, the project team was able to demonstrate that new techniques could reduce weeds and provide much higher yields than the traditional payatak method. The farmers associations received training and support to develop their own new rice varieties that were better able to withstand the local climate and provide increased yields. The farmers then established seed banks, using the seeds for their own use and also selling to other farmers in the region, providing additional income for the farmers associations. An external review of the project completed in May 2011 showed significant positive results through increased production and income.28 The review also provided the following recommendations to further strengthen the project. dditional efforts to identify climate resistant crop A varieties and train farmers associations in risk mitigation methods to complement the project focus on climate and disaster resilient organic farming techniques. ore market research and training for farmers M associations in how to monitor and analyse market trends, noting that market expansion is constrained by poor quality transport infrastructure.

Since the review, the project has established three new regional weekly produce markets in Northern Samar, where the farmers are now selling their organic fruit, vegetables and other products. As well as servicing local communities, commercial buyers from provincial cities have begun attending the markets, which are developing a reputation for their high quality produce. Our local partners continue to support the capacity of farmers associations to manage, organise and represent their own interests, and establish and manage a provincial-level umbrella group. In addition, the project team is facilitating local and provincial government support for the project. This involves training government agriculture officers to build their skills and better equip them to provide ongoing outreach support services to farmers. Increasingly, as they build their own skills, the farmers associations will be lobbying government directly for support and to ensure that farmers’ needs are recognised in government planning and budgeting processes.

Community Managed Nutrition Project Within the LFS program, PIA is also working in Indonesia to improve the nutrition of children under the age of five years. The Community Managed Nutrition Project is implemented in Nusa Tenggara Timur, one of the poorest provinces in Indonesia. This project works to improve the knowledge of parents and caregivers about appropriate nutrition and care of babies and children under five.

The project team conducted research to better understand local communities’ food taboos, finding that they are extremely specific to villages and communities.29 For example, in one community, traditional beliefs prevent parents and caregivers feeding eggs to children – a belief not shared by families and residents in a neighbouring village. Drawing on the research, the project team can train health workers to address or challenge such taboos, or suggest alternative nutritional sources for children to ensure they have significant protein in their diets for healthy growth and development. Project monitoring and evaluation data also shows that it is primarily women (as mothers, grandmothers and caregivers) that are engaging with project activities.30 As a result, women are gaining greater knowledge about effective care and nutrition of infants and young children. This is occurring through training and support programs provided through pre- and post-natal counselling services, participation in health post activities, and with mothers’ groups. PIA recognises the need to also engage with men and has started to establish fathers’ groups within the project. This will enable the project to strengthen men’s knowledge about the care and nutrition of infants and children, and encourage men to take a greater role.

ngoing mentoring, coaching and training for a small O number of farmers associations that have weak capacity and are struggling to manage project activities. I ncreased involvement of local government and ongoing engagement with the provincial government with a view towards having sustainable, organic agricultural projects included in the provincial development plan.

Adaptation Plan International Australia Annual Effectiveness Review 2011

Programs at work: Livelihoods and Food Security

CASE STUDY

Continuous improvement In the coming year, PIA will work with our partners to further strengthen the Food Security through Sustainable Agriculture Project in Northern Samar, building on the successes to date. As they have gained new skills and confidence, farmers associations are now playing an active role in monitoring the project’s achievements. Farmers are using the ‘most significant change’ technique to share their experiences with the project and identify the greatest areas of change as a result of the project. The University of the Eastern Philippines has made a long-term commitment to expand the farmer research and training facility, meeting the ongoing costs of the core component of the program. This represents a significant and sustainable asset for local farmers, linking them with local farming research and knowledge beyond the duration of the project.

Project review processes have noted the significant involvement of women in all levels of the project. Around half of the association members and about half of the participants in capacity building and agricultural training are women. Community farmer trainers include both men and women, and many women farmers association members are becoming visible role models within their communities. Gender training has been conducted with all of the farmers associations and women have been able to take a greater role in decision making within the associations. However, the project team needs to further build on these results in 2012 by incorporating an explicit focus on gender equality and providing further training for staff, partner organisations and the farmers themselves. These actions will enable farmers and the project team to more effectively evaluate gender equality and women’s empowerment outcomes.

Immersion research with female headed households in Chiredzi, Zimbabwe

An immersion team member presents a community map of Navela village to the research team and plan staff. The map was drawn during a two-day stay with a local household and shows a network of relationships between extended family members, neighbours and community leaders.

Plan’s Food Security Project in Chiredzi District began in July 2010 to address the transition from food aid to improved household food production. The project targets 9950 households regarded as the most food insecure in the district based on their selection as food aid recipients in 2009–10. Overall, 63 per cent of these households were classified as female headed households; many were also understood to have a high ratio of dependants with children and other family members affected by HIV, chronic illness and disability.

In 2011 PIA, in consultation with Plan

daily household activities and interviewed

power, ownership of almost all major assets

International Zimbabwe, commissioned

household members using several

and engagement in paid work. In contrast,

a qualitative research study to better

participatory learning and action tools,

the women bore the burden of unpaid

understand the perspectives of women

such as life history timelines and household

productive work (farming and livelihood

about their situation in female headed

resource maps. The research drew out

activities), while at the same time

households and their perceptions of the

rich and detailed information. Despite the

managing their households and families.

food security project. The research aimed

small sample size (30 households), the

to explore complex local gender dynamics,

team found considerable diversity amongst

The research highlighted the importance

the interrelationships between female

households and highlighted the complexity

of re-examining program approaches

headed households’ livelihood strategies,

of gender and social relations. The findings

to gender empowerment and social

levels of food insecurity, household

suggest that the relative power, agency

processes, and the need to improve

composition, and the implications for

and resources of a female household

community-based information sharing,

farming and livelihood activities and

head depend on a complex set of social

training and skills development. In 2012

reproductive and caring responsibilities.

and familial relations, with widowed or

the project will expand to two new

divorced women having more autonomy

districts. This will enable the development

The research used an intensive, immersion

than women with absentee husbands.

of program approaches that are informed

approach with teams of two researchers

A common theme was that of men’s

by the interests and constraints of female

staying with each household for two

privileged position in society in terms of

headed households and that address

nights. This was a new and innovative

community and household decision making

gender relations and social inclusion.

approach. The researchers participated in A ‘life-line’ diagram drawn during the immersion research process and based on a local woman telling the researchers about the major events in her life, including her involvement with the Food Security Project, joys such as the birth of a child as well as difficult periods.

Plan International Australia Annual Effectiveness Review 2011

Rights and Community Resilience The 2011 Rights and Community Resilience (RCR) program effectiveness review highlighted the importance of capacity building and participatory processes in program design and project implementation, including with Plan country offices, partners and other stakeholders. Participatory processes are important to enable shared understanding about the way change takes place. This enables assumptions to be examined at key points to inform strategies and approaches. Protecting the rights of the poorest and most marginalised people is a major focus for the RCR program. In order to do this it is essential to understand marginalisation and social exclusion as contextually specific. This was reinforced by our reflective processes during the year. Knowledge about the perspectives of different and specific groups enables appropriate strategies and approaches to be developed.

Members of a basket weaving group make baskets that can be sold in the community and to wholesalers in Siem Reap, Cambodia.

Results in Rights and Community Resilience

Approach A rights-based approach requires work with multiple groups and

strengthening the capacity of marginalised people to enable

stakeholders to promote respect for and protection of rights,

them to claim rights and access services.

particularly for the poorest and most marginalised members PIA supported 12 projects across Asia and eastern and southern

with more than 200 government representatives on issues

of society. These people typically experience intersecting and

Approaches to rights promotion and protection typically use one

Africa. A sample of our 2011 results is set out below.

related to child rights and inclusive development.

mutually reinforcing inequalities, including poverty, gender,

or more of three reference points. These are: international human

disability, HIV status and other forms of social and economic

rights and national commitments to United Nations and regional

marginalisation. The main program approaches are:

conventions and declarations; rights in line with national law

A mid-term review of the Empowering Families project in Cambodia revealed that in addition to enjoying more diverse income sources, up to 80 per cent of the poorest families reported positive behavioural changes, which include feeling confident to develop relationships, reduced domestic violence and alcohol consumption. In 2011 this project expanded from

The Promoting Rights and Accountabilities in African Communities project started in Zimbabwe, Uganda and Kenya. In its first year the project enabled 8500 community members (4996 females and 3504 males) to undertake Participatory Learning and Action training to understand poverty and marginalisation from their community perspectives.

and national policies; and rights based on cultural values. These community education so that rights holders know their rights

reference points can be complementary and reinforce each other.

ensuring government duty bearers understand their responsibilities towards people whose rights are infringed

600 to 2250 families. The project also trained and supported 20 village livestock agents, 38 volunteer village counsellors, 40 village health volunteers and 20 literacy teachers. The project also engages

Plan International Australia Annual Effectiveness Review 2011

Programs at work: Rights and Community Resilience

Reflection and learning Promoting Rights and Accountabilities in African Communities The PRAAC program has a multi-sectoral focus with different focal areas across three countries.31 These are: legal rights and services in Uganda; rights to health and health services in Kenya; and rights to freedom from violence and services relating to gender-based violence in Zimbabwe. The program aims to promote social inclusion and the rights of marginalised people and groups, including young people aged from 10–14 up to 24 years.

The PLA is the starting point for community entry and engagement, and helps enable discussions about community assets, the local context, and the experiences of particular people and groups. For the first time, PIA used a theory of change approach in the design of the program. Participatory design workshops were held in Uganda, Kenya and Zimbabwe, as well as two regional workshops, to develop the theory of change and design for the PRAAC program. The theory of change guided program design, approach to monitoring and evaluation, and detailed planning for first-year activities.

The design workshops included training in the theory of change approach for Plan staff, partners and stakeholders. The training generated interest and engagement with PIA and partner organisation staff, as well as cross-country ownership of the program outcomes and pathways of change. The theory of change approach is regarded as particularly appropriate for complex civil society programs (rather than a ‘log-frame’ which assumes that change is linear).32 It has not been used a great deal in project design in the Australian development sector. This presented some challenges to other partners in AusAID’s Australia Africa Community Engagement Scheme (AACES) in terms of understanding Plan’s program design during the peer review process. In December 2010 an introduction to strengths-based and asset-based community development was included in the first AACES-AusAID regional meeting in Nairobi. The RCR team then piloted the use of strengths-based participatory learning and action (PLA) tools in community visits undertaken during the country design workshops. The team also incorporated strengths-based PLA tools in our implementation processes. A draft Participatory Learning and Action Guide for the PRAAC program was developed. In the PRAAC program, the PLA process is expected to serve several purposes. It is the starting point for community entry and engagement, and helps enable discussions about community assets, the local context, and the experiences of particular people and groups. This enables people from

marginalised groups as well as the broader community to reflect on their rights and access to services. In the PRAAC program the PLA tools helped us to collect information that will serve as a baseline for measuring change over the life of the program.

The approach enabled staff to question some of the tacit assumptions they had held. The PRAAC teams anticipated that there may be difficulties in ensuring the participation of the most marginalised people from our target groups. Team reflections led to further follow up activities.33 In Zimbabwe Plan staff and implementing partners, St Peters and Musasa, followed up on people with disabilities through individual interviews. In Uganda, Plan staff organised follow up meetings with young people through group discussions. In early 2012 a regional learning meeting for the PRAAC teams reflected on the project. The approach enabled staff to question some of the tacit assumptions they had held. This will enrich the further development of contextually appropriate strategies and approaches in the implementation period. Plan’s country teams have identified some changes in the use and scheduling of PLA activities to address and enhance participation in new communities as phase-in work commences.

Of particular note were learnings about marginalisation, poverty, gender and disability. The PRAAC design was underpinned by the notion that marginalisation involves multiple aspects. The process reinforced and illustrated this, especially for staff who were not part of the design work. In particular, the PLA exercises enabled a practical understanding that multiple aspects of marginalisation are interlocking and overlapping. The team found that marginalisation was associated with HIV/AIDS, gender and marital status. However, even among communities in the same geographical area, there were considerable differences in experiences of marginalisation rather than homogeneity across adjacent communities. The PLA exercises highlighted that women and men and young people have diverse perspectives on gender roles and responsibilities, and the rights of women and girls. They provided rich information on what was known by rights holders and duty bearers about rights in national law. Duty bearers often do not recognise gender-based violence as a rights violation and they were not providing services in line with their responsibilities or national law. The exercises also elicited women’s different perspectives about themselves. For example in some communities women were able to effectively represent their experiences to men; in other cases women accepted the dominant beliefs justifying domestic violence. This information provides a strong foundation to engage with rights holders and duty bearers, promote changes in perspectives and behaviours, and to ensure duty bearers meet their responsibilities.

Participation 52

Plan International Australia Annual Effectiveness Review 2011

Programs at work: Rights and Community Resilience

CASE STUDY

Continuous improvement PRAAC project teams will meet again in July 2012 to reflect on implementation experiences, the PLA approach, and monitoring and evaluation tools. The monitoring and evaluation approach will use evaluation questions and reflective processes to examine expected and unexpected changes in relation to intermediate outcomes in our program theory of change. Country team and regional reflections on the approaches, instruments, data collation and analysis will be important areas of focus in 2012 as the program moves beyond set up and initial activities. As well as collecting the quantitative information required, the program aims to develop case studies that tell the story of complex situations and changes at individual, group and community levels. These will be shared with other AACES partners and for Australian community engagement. Our reflections will enable the PRAAC program and the RCR program to consider what changes are happening for different groups and how approaches to promote inclusive development need to be refined or rethought in particular contexts. Learnings about how to promote the inclusion of women, young people, and people with disabilities are likely to be important for the program and PIA’s wider work. As part of our monitoring and review processes we will pilot the use of common reflection and planning formats for policy engagement at district and national level. Thorough monitoring and review are important activities, which can sometimes be overlooked in rapidly changing contexts. In 2012 we will aim to increase monitoring and review documentation about PRAAC experiences. This will enable us to improve policy engagement in conjunction with other stakeholders.

A woman weaves a scarf as part of the Plan-supported Empowering Families project activity in Cambodia.

Plan International Australia Annual Effectiveness Review 2011

As one of the AACES partners, the PRAAC team will participate with AusAID and other AACES NGOs in an annual reflection and learning meeting in June 2012. The PRAAC partnership approach among AusAID and NGOs will help stimulate shared learning and synergies for joint work.

Empowering Families Project A partner family from the Empowering Families Project in Cambodia.

" Through the support of the project in counselling activities and child rights and development, my husband and I understand our important roles as family leaders, as a housewife, as a husband and father. My husband has changed his bad habits, shares his ideas within the family, reduced drinking alcohol and stopped committing domestic violence. He got a job cutting wood and now earns $5 a day." – 30-year-old woman, Khting village

Plan’s Empowering Families Project has been working with rural communities in Cambodia since 2007 to tackle the problem of entrenched poverty and develop a positive, holistic model for improving the lives of the poorest families. In 2011, building on its work on social capital and community cohesion, the PIA team used the RAP to explore aspects of gender equality and power relations as they relate to the project.

The team used qualitative and quantitative

division of household labour and

explore how project empowerment

data, focusing on stories collected from 30

decision making.

strategies are implemented.

participating families and four community

Broader changes in societal attitudes

leaders using the ‘most significant change’

to women were implied by some

technique. The stories were analysed

participants, but were harder to assess.

through the lens of two conceptual

Similarly, the link between project

frameworks to better understand gender

activities and positive gender equality

equality and power relations within the

outcomes was not fully drawn out by

community. Key themes, such as

the stories.

gender-based violence, intra-household gender relations and social inclusion and exclusion, were a particular focus. The following are some of the key findings of the research.

In terms of power relations and empowerment, the project has seen positive results in women’s increased capacity to act and control resources, and in women’s increased confidence, widened aspirations and awareness of

Building on this research, the PIA team is working with its Cambodian partners to strengthen the project team’s methodology, increase community participation in the selection and discussion of stories, and ensure that all project stakeholders learn from their use. The team is also considering how the project model of household resilience and empowerment can be further improved through an understanding of the relationships between practical and strategic gender interests, and individual and collective empowerment.

The vast majority of stories reported:

choices and rights.

positive changes in women’s and girls’

Fewer stories spoke of collective

plan will also be revisited to incorporate

access to education, services and

mobilisation and empowerment or

an increased focus on understanding and

resources; reductions in family conflict,

community-level shifts in power

learning from community-level changes.

violence and alcoholism; and shifts in the

relations. This suggests the need to

The project monitoring and evaluation

Plan International Australia Annual Effectiveness Review 2011

Disaster Risk Management In 2011 the major focus of the Disaster Risk Management (DRM) program’s reflection, learning and continuous improvement activities related to gender equality. A number of learnings were also gained in relation to the rapid scale up of programs. The benefits of a clear DRM program strategy both within PIA and across Plan, as well as increased PIA capacity and capability in key areas also became apparent during the year. Disasters are the result of hazards – natural or man-made – impacting upon communities. The level of vulnerability community members experience can be subject to factors such as age, health, religion, ethnicity, social and economic status. A key learning in 2011 was that gender plays a specific role in how the individual is impacted, how they recover from disasters, and how they prepare for potential hazards. The RAP helped inform new Disaster Risk Reduction (DRR) program planning and urgent humanitarian response programs to try and ensure that they are more gender sensitive. Students take part in first aid and evacuation skills training in Jakarta, Indonesia.

Approach

Results in Disaster Risk Management The DRM program works across 16 countries in Asia, Africa and the Pacific. A sample of our 2011 results is set out below. During the Pakistan Sindh Floods Health Response 52,500 individuals received Hygiene Kits; 300 hygiene awareness sessions were conducted reaching 6000 children; and 45,500 individuals received mosquito nets. During the Indonesia Mount Merapi Child Protection in Emergencies Response 15,896 individuals (7041 female, 8885 male) were reached across ten villages (14 per cent higher than anticipated).

Plan International Australia Annual Effectiveness Review 2011

Cambodia World Food Program – Food For Education: 79,343 children are receiving a hot meal at breakfast time across Siem Reap. Food items include rice, fish oil, beans and salt in line with Sphere Standards for food distributions. South Sudan World Food Program – General Food Distributions: more than 69,000 people are being reached per month with general food distributions in conflict-affected Jonglie Country. This is increasing on a daily basis as the conflict continues.

In 2010 PIA developed a new DRM strategy aligned with the

food aid, water, sanitation and hygiene, shelter and the distribution

Plan International DRM Strategy. Supporting the PIA strategy are

of non-food items. Climate Change Adaptation (CCA) is also an

Emergency Standard Operating Procedures that govern actions

increasingly important part of the program.

across the preparedness, response and recovery phases for all PIA departments.

The estimated value of the DRM program is about $18.5 million. During the past 12 months, it has doubled in size and increased

Our approach includes working closely with communities to build

its emphasis on response-focused activities. The 2010 RAP

resilience. We also work with local governments and civil society

highlighted the need to address some of the operational aspects

to ensure coherence between disaster and development work. We

of the DRM program, for example, in relation to logistics and the

place a strong emphasis on DRR and involve children and young

need to build capacity and capability on the ground. This year we

people in planning and program implementation where possible

also concentrated our efforts on program implementation and

and appropriate. Plan’s first priority in any emergency response is

developing new partnerships.

always to provide life-saving interventions and support through

Plan International Australia Annual Effectiveness Review 2011

Programs at work: Disaster Risk Management

Reflection and learning The DRM program has benefited from a clear and concise strategy that concentrates on food aid, disaster risk recovery and child protection in emergencies, with the majority of programmatic engagement coming through these three sectors. However, this strategy is also flexible enough to allow sectoral variation. This was seen in the humanitarian responses in Pakistan and Ethiopia which concentrated on the health sector and nutrition and livelihood recovery sectors respectively. As the scope of the DRM program is clearly defined by the PIA programs strategy, during the year we worked to better integrate with other Plan programs to improve the transition from urgent humanitarian, to longer-term development, responses. This integration work is an ongoing challenge and will continue to evolve. Based on the findings of the Annual Effectiveness Review 2010, the DRM program invested in increased capacity and capability, both on the ground and in relation to grant processes. Specialist staff were placed directly in the field during 2011. This proved successful and is now regarded as a best practice approach within Plan. The specialist staff have increased the level of humanitarian professionalism where it is most needed. Other national offices are also benefitting through improved proposal writing and reporting, and efficient management of operational activities, including logistics.35 This investment in resourcing meant PIA was also able to demonstrate some major strengths when trying to leverage funding. During the year PIA became a partner in AusAID’s Humanitarian Partnership Agreement (HPA). A key learning from the process is that calculated investment can allow new sectors to open up to PIA. Securing the HPA has enabled the program to expand to three countries in the Pacific and four countries in South East Asia with a longer-term

Plan International Australia Annual Effectiveness Review 2011

Climate Smart Disaster Risk Management program (Child Centred Climate Change Adaptation program – or 4CA). This also reflects a shift from a focus on individual country programs and projects, to interlinked programs across regions. It is hoped that the 4CA model will become the standard DRR model within Plan International, given its focus on incorporating climate change into traditional DRR programming. The model has already been adopted by Plan Switzerland in their South Asia programming. Nevertheless, despite the success in relation to the HPA, it is recognised that rapid scale up of programs can sometimes be difficult, depending on requirements and expectations in different countries. For example, the scale up of the World Food Program in Cambodia has been slower than anticipated. PIA must adapt to local issues and concerns as we continue to roll out the program to new countries. Key strategic partnerships also benefited the DRM program during the year. An increased emphasis on disability inclusion was enabled through a partnership with the CBM Nossal Institute Partnership in Disability and Development. Through this partnership a Disability Inclusive Advisor was deployed into Ethiopia as part of the AusAID HPA funds for the Horn of Africa drought. The partnership also ran workshops on disability inclusion in humanitarian environments in Indonesia and Ethiopia for Plan and our peers. Securing the HPA also helped facilitate a partnership with the Foundation for the Peoples of the South Pacific International who enabled programming to commence in disaster response and DRR in selected Pacific islands. This partnership created the opportunity for cross-organisational learning especially around DRR and CCA, as well as presenting PIA with the platform to implement longer-term development programs in the South Pacific islands.

Gender equality To help us assess the DRM program’s progress in relation to gender equality, during the 2011 RAP we posed the following theory of change question: Effective approaches to DRR need to include the active participation of children and women, and work at multiple levels, from household and community, to district and national levels. Plan International DRR project in Lira

As part of the RAP we examined a Plan International DRR project in the Lira region. The evaluation of this project took the form of a desk study. Direct focus group discussions were also held with stakeholders involved in the project, including: children, teachers, a sub-county chief, and a District Disaster Preparedness focal person. The RAP inquiry found that the DRR project was able to engage boys and girls through example activities. The activities we examined were: training for both boys and girls in DRR, including identification of key hazards and how to respond to them; training in maintaining good sanitation and clean water sources at schools and villages; and creating awareness in the communities through music, dance and drama. However, the inquiry also found that the involvement of women was poor compared with the involvement of men. In the Parish, DRR Committee women represented only 10 per cent of committee members across the project sites in and around Lira. And while women did participate to some extent in the committees, they did not participate in DRR and CCA activities – making decisions, planning, implementing and monitoring. The reasons given for the lack of involvement by women related to cultural attitudes and practices that undermine women’s participation, as well as societal structures where

men dominate leadership roles. In contrast, in the children’s DRR clubs, girls and boys solved their problems together during club meetings. In order to enhance and mainstream gender into programming, Plan International Uganda has designed and developed a gender strategy for staff and partners, including those working in the DRR sector. The strategy contains 12 explicit commitments for the promotion and practice of gender equality and gender justice. Mount Merapi volcanic eruption

The DRM program also gained learnings about gender equality during reflections on Plan International’s response to the Mount Merapi Volcanic eruption in Indonesia. This response was funded by AusAID. Program implementation was delivered through a local partner. Plan International committed to providing capacity building of the partner, including in gender awareness. Plan International was then able to oversee the operation with our own technical specialists to ensure that gender issues were mainstreamed. Most of the capacity building aimed to ensure that project staff knew how to carry out an outreach approach that considered and responded to issues of gender. These issues were also considered during project implementation with an emphasis on ensuring that project activities reached women and men, boys and girls. Encouraging the partner to develop their own gender policy for future improvement was an important part of the process. Pleasingly, the data collection undertaken by the partner was very detailed and included information about gender. The disaggregated data was also properly recorded for the project allowing for a more holistic assessment of the project’s impact across the ten targeted villages.

Integration Plan International Australia Annual Effectiveness Review 2011

Programs at work: Disaster Risk Management

CASE STUDY

Continuous improvement We will continue to monitor the effectiveness of our strategy to invest in high quality professional staff to deliver our programs in the field. The main way we will do this is by assessing their efficiency and the satisfaction of beneficiaries, as well as the professionalism of our teams. We will also monitor the success rate of our grant applications.

stringent gender lens will be used to shape DRM programs. Practical tools, such as the Gender Action Plan (see the case study), have proved to be useful. In addition, the Plan International DRM team will have a dedicated Gender in Emergencies Advisor. This will greatly assist us to embed gender equality principles during our rapid response to crises.

PIA’s DRR projects will seek to further improve the way gender equality and women’s participation is reflected in programming. Training and awareness programs are now being planned in order to address any shortfalls and these will be rolled out within the different DRR programs that Plan International implements.

Part of our DRR program is examining child centred CCA. PIA hopes to build on Plan International’s recent publication Weathering the Storm: Adolescent Girls and Climate Change. This will include further research and learning through an AusAID- and PIA-funded program across the Asia Pacific. The research will investigate further challenges being faced by girls living at the frontline of climate risks.

Response to the Sindh Province floods in Pakistan Children participating in hazard mapping for Plan projects in Pakistan.

In order to support a more holistic approach to gender equality within current and future programming, a more

The floods in Sindh Province, Pakistan, in 2011 came on the back of the devastating 2010 ‘super floods’. While not as much global attention was focused on this disaster, agencies including Plan International responded in force. Through the AusAID Humanitarian Partnership Agreement, PIA helped to support the flood response. Consideration of gender equality was at the forefront of our response plan.

A gender sensitive approach was largely

identifications and distribution of aid to

complaint mechanisms were established

achieved by implementing and adhering

female headed households on priority

so that anyone could highlight any issues

separate distribution arrangements for

or any excluded groups, such as widows,

women in accordance with priority

female headed households etc.

ensuring feedback from women is used

a beneficiary satisfaction survey

to improve delivery mechanisms as well

was carried out post-intervention.

to a simple Gender Action Plan. The action plan was provided as part of the formal proposal to AusAID. This concise but comprehensive plan helped to guide the actions of the response team on the ground, despite the urgency and

Plan International Australia Annual Effectiveness Review 2011

Children receive training on how to perform basic first aid by Plan staff in Indonesia.

as contents

at times chaotic nature of the

distribution is done in a manner where

humanitarian workspace.

women are secure and comfortable

The clear way in which the Gender Action Plan guided the team suggests it was a very beneficial tool. As a result it

gender segregated data was obtained The action plan enabled the team to

will become a standard operating tool

and maintained for beneficiary tracking,

ensure the following steps were taken and

regardless of the donor funding for PIA-

ensuring no female headed households

managed accordingly:

supported response programs.

or marginalised groups were excluded

Plan International Australia Annual Effectiveness Review 2011

Practice Influence

Reflection and learning Adopting quality standards to leverage change

Defining where internal practice influence stops and external practice influence starts presents a challenge. For this reason, in 2011 PIA found it important to define a more strategic and deliberate approach to practice influence driven by explicit effectiveness priorities and an ongoing commitment to learning and reflective practice. This year there was also more strategic engagement, collaborative planning and shared priority setting across the PIA programs department. This occurred because of the need to revise and operationalise key policies and procedures, to strengthen evidence based programming and accountability processes. This work provided PIA with the opportunity to contribute to practice development within Plan International and the Australian development sector, particularly in gender, disability and child protection. An ongoing challenge is to ensure that such practice improvements are situated within wider strategic and organisational change imperatives.

Approach PIA operates in an increasingly complex and rapidly changing

monitoring, evaluation and learning activities. Promoting inclusion

development environment. Achieving positive development

and protection approaches within practice were identified as areas

outcomes in this context requires PIA to be an adaptive and agile

that required greater attention across the program portfolio.

organisation. To facilitate effective change, the organisation and its staff are committed to continual reflection on programming

In 2011, PIA sought to build on this work and to leverage greater

practice. This enables us to understand and learn from

practice influence by:

interventions that were successful and also from those that were less successful. A challenge in this area is finding the appropriate

embedding quality standards across all of our program work

balance between implementation imperatives and the reflection

shifting from ad hoc and opportunistic technical inputs to

and learning processes required to continuously improve

strategic approaches to practice improvement

programming practice and effectiveness.

partnership development to improve our organisational and program effectiveness

In 2010 we completed important foundational work for greater practice influence. Conceptual frameworks were developed as well as processes to strengthen program quality and to guide research,

institutionalising reflection, learning and evidence-based programming.

To facilitate effective change, the organisation and its staff are committed to continual reflection on programming practice.

Plan International Australia Annual Effectiveness Review 2011

During the year there were a number of opportunities to enhance the quality of PIA programs and build staff capacity in key areas. This occurred through policy revision and improvements in compliance and accountability mechanisms. The redevelopment of PIA’s Manual of Procedures enabled us to develop guidance on social inclusion in programming.36 PIA also contributed to Plan International initiatives, such as the review of the CCCD Assessment approach and the development of the gender equality training package. PIA also recognised that in order to achieve program objectives we needed to build capability in gender equality, disability inclusion and child protection. Consistent with our commitment to inclusive practice, the PIA Board endorsed Plan’s Policy on Gender Equality and PIA’s revised core child protection documents.37 Revising our core child protection documents ensures we are working for best practice and higher than minimum standards. We recognise the constant challenge of ensuring that our practice reflects the intent of our policies and procedures, and continue to improve our monitoring mechanisms and develop new processes as necessary. Translating policies into programming approaches has been facilitated in a number of ways. New guidance in our Manual of Procedures will ensure child protection and disability are mainstreamed. Disability inclusion fact sheets and guidance notes have been developed for the humanitarian sector and ECCD program. In addition, comprehensive gender, child protection and disability training has been completed by PIA staff. While program design and monitoring and evaluation approaches are beginning to include specific strategies to address gender equality, child protection and disability, the quality of these vary. The next challenge is to develop a social inclusion policy that articulates PIA’s position and

addresses the intersection between gender, disability, child protection and other characteristics. During the year we contributed to external practice development including work with: ur partners – we assisted the Global Poverty Project to o develop their child protection policy and procedure t he sector – co-delivery of the ACFID-facilitated child protection training ur donors – we provided technical input in AusAID’s o Universal Design Guidelines.38

Shifting from opportunistic technical inputs to strategic approaches In 2010 technical engagement between program implementation and effectiveness teams was largely opportunistic. While this enabled relationship development, it was not sufficient to foster innovation, leverage significant practice change, or address more systemic effectiveness challenges. In contrast, 2011 saw a shift towards more strategic collaborative programming. For example, the Protection and Inclusion team collaborated with the ECCD team to strengthen inclusion in their programs. Activities included: training for Plan Laos on disability inclusion in ECCD and education; mainstreaming inclusion and child protection into the ECCD toolkit; and developing the child protection Resource Manual and Training Guide for ECCD program staff. This work is essential to guide and support inclusive practice. It must be complemented by shared organisational commitment, appropriate policy development, sufficient resource allocation, adaptive programming approaches and robust monitoring and evaluation. The nature of PIA’s current programming approach means that there may be multiple inputs across thematic projects within one country office. While there is a desire to take a more programmatic approach, the residual legacy of ad hoc projects limits strategic engagement and coordination

Plan International Australia Annual Effectiveness Review 2011

Practice Influence

Reflection and learning across thematic teams. The development of country office strategic partnerships designed to take a whole-of-program approach is a key priority for 2012. As the effectiveness approach evolves and becomes increasingly more explicit, PIA will engage more strategically with country offices, national offices and other partners. This will occur through deliberate dialogue, mutual learning and the identification of long-term support priorities.

Towards strategic partnerships for practice improvement The 2011 Program Effectiveness Team RAP inquiry explored the relationship between partnerships and program effectiveness. It considered internal partnerships (between PIA, Plan International Vietnam, and Plan International) and external partnerships (CBM Nossal and Global Poverty Project). The inquiry affirmed that without partnerships, program outcomes would not have been realised. For example, PIA has engaged CBM Nossal in a three-year partnership to provide support and learning on disability inclusion in programming. Support to date has taken a number of forms. Disability training in emergency drought response programming has been provided. A number of technical inputs were made to DRR and DRM proposals. Support was provided during the development of the PIA disability inclusion framework and strategy, and guidance to influence the sector on the importance of disability inclusion in DRM. The partnership is evolving through ongoing discussion of roles and responsibilities, joint work planning, and the development of strategies to strengthen Planâ&#x20AC;&#x2122;s capacity in disability inclusive practice.

Continuous improvement RAP learning will inform future partnership development. This includes ensuring clarity on the purpose of the partnership; considering the ways in which power is shaped in the partnership and the role of funding in creating potential power differentials; and integrating gender equality outcomes at the partnership level. As the partnership approach matures, PIA will continue to engage with the challenge of working with external partners in regions where Plan does not have a traditional presence. A partnership of this nature with a Pacific NGO, related to DRR, is currently in its formative stage and will provide a site of much learning.

Evidence, learning and reflection to influence practice. Understanding the nature and quality of change, continuous improvement, and reflection and learning are at the heart of the effectiveness agenda for PIA. Building an evidence base that supports and illustrates effective programming is critical. In 2011, PIA presented research on the benefits of investing in early child care and development during emergencies at the Eleventh UKFIET International Conference on Education and Development.39 The research will be published in 2012 and will inform future programming in this important area for Plan.

Plan International Australia Annual Effectiveness Review 2011

In 2012 a number of key strategies will be employed. he RAP will continue to be developed and adapted as T we seek to shift the central focus of reflection to the program level. Partnerships will feature as the main focus for RAP 2012 in order to learn from current practice and to position future practice. PIA cannot achieve effective change in isolation. e will identify strategic partners to achieve program W outcomes and influence practice. We will work with academic institutions as potential partners in areas such

as climate change. We will review current partnership approaches, develop strategic country and national office partnerships, and collaborate with other INGOs developing systems and processes to enable effective working relationships. he Knowledge Management, Research and Monitoring T and Evaluation strategies will be finalised. They will set the scene for a more strategic approach to strengthening the evidence base. Other initiatives to extend PIA experience, understanding and application of effective programming include research on what facilitates gender equality change. Strategic cross-team collaboration will be increased to strengthen practice. This will enable the identification of shared objectives and priorities for program improvement.

PIA also commissioned a Knowledge Management and Organisational Learning report to map current practice and identify what needs to be put in place to strengthen systematic sharing of knowledge and learning.40 Consequently, an information audit and knowledge management action plan will be undertaken as a next step.

Reflection 64

PIA will continue to evolve the effectiveness approach in line with our new program strategic objectives. During 2011 we transitioned from opportunistic approaches towards practice influence and a more coherent and strategic approach to program effectiveness.

Plan staff participating in the Reflective Annual Process (RAP) workshop in November 2011.

Plan International Australia Annual Effectiveness Review 2011

CASE STUDY

The Reflective Annual Process: an adaptive process As in 2010, the RAP remained the key organisational learning process for PIA. Adapting the RAP to meet the specific needs of PIA is an ongoing process. The 2011 RAP integrated a number of new elements based on feedback from 2010. A phased approach over four quarters was adopted. There was stronger focus on self-directed learning and targeted mentoring and capacity development opportunities. Agreement was reached on the level of quality required for evidence sources. As reflected throughout this report, the issue of gender equality informed the central program level inquiry.

Policy Influence During 2011 we strengthened our voice on child rights with the Australian Government and the development community. We also expanded our networks for influence and grew our internal capacity for quality policy engagement and strategic advocacy. Key areas of learning related to partnerships, integrating policy engagement with external advocacy, and better understanding how to effectively communicate evidence for policy change. In 2012 we will continue this work through a more strategic and integrated approach to policy engagement across the agency. We will develop constructive partnerships for policy influence focused on long-term change rather than short-term wins.

Approach Feedback from the 2010 RAP indicated

on gender equality at the program level

The gradual expansion of the RAP

that the learning and reflection process

went some way towards addressing this

beyond international programs to the

should be supported with relevant capacity

gap in 2011. In 2012 all RAP inquiries will

wider organisation is in its infancy. The

development. In 2011 this enabled program

have a program level focus on partnerships.

strengthening of this process will be

staff to apply their learning in a timely way

essential to enable a shift towards a whole-

and in the context of their programming

The perceived tension between learning

of-organisation reflection and learning

work. It included practical training and

and accountability also continues to

approach. By necessity this links to the

mentoring support throughout the inquiry

present a challenge. The adoption of a

organisationâ&#x20AC;&#x2122;s approach to knowledge

process designed to build program level

self-directed learning approach enabled

management and to the wider discussion

confidence in undertaking the inquiry and

participants to focus on those aspects of

on defining PIA as a learning organisation.

reflection process. This strengthened the

learning and practice they felt were most

quality of the RAP. It enabled participants

compelling. This allowed for the evolution

While ensuring quality and rigor in the

to undertake a deeper analysis of their

of concepts and ideas for RAP inquiries

inquiry process, the RAP also needs to

work and its contribution to change, and

in line with team interests, needs and

retain the flexibility and responsiveness

reflect on the implications for current and

resources. The range of methodologies

required to facilitate, inform and monitor

future practice.

adopted provided a solid foundation for

practice change for more effective

cross team exchange and learning. Some

programming. These challenges

A continuing challenge is to facilitate

challenges, however, remain, including how

are at the centre of the RAPâ&#x20AC;&#x2122;s

reflection and learning at the program

best to manage the relationship between

continued development.

level. This requires thematic reflections,

reflection and action, include more

which are the vehicle for individual practice

external perspectives, and clarify the

insights, to be considered at the program

relationship between the RAP and other

level in order to promote collective practice

reporting requirements.

Our approach to policy influence continued to evolve in 2011. We

The outcome areas are:

worked to translate agreed key principles for policy engagement into operational strategies and capabilities. Building constructive

development policy and policy implementation advances

relationships with decision makers and partners remained core

child rights

to our approach. Drawing on the experiences of 2010, this year

political will and discourse position child rights as central

we invested in improving our communication capabilities to

to development

help us effectively craft messages and develop policy briefs for a

momentum for advancing child rights in international

government audience. In addition, we explored ways to support

development exists.

Plan Internationalâ&#x20AC;&#x2122;s advocacy work and create linkages back to an Australian audience. A strategic framework for policy engagement

Activities throughout 2011 reflected these priorities. While distinct

and advocacy was finalised. A draft operational strategy was also

in their focus and often employing differing advocacy tactics,

developed that shapes our policy engagement into three, mutually

the varied activities produced some common areas of learning in

reinforcing outcome areas for our advocacy work in Australia

our efforts to effectively influence policy. Selected examples are

and internationally.

described below.

learning and organisational change. A focus

Plan International Australia Annual Effectiveness Review 2011

Policy Influence

Reflection and learning Partnerships Working in partnership with other like-minded agencies and establishing constructive relationships with decision makers are core to PIA’s approach to policy engagement. However, identifying like-minded partners is quite different to creating opportunities to work together in a tangible way to influence policy. Creating the time and space to invest in these relationships and accepting that there may not be results in the short or medium term has been very important, but also difficult at times. This experience has been echoed in various working groups and coalitions on which we have an active presence in the international development sector.41 Devoting time to these groups and creating immediate opportunities for constructive engagement, while remaining focused on strategic, long-term goals is an ongoing challenge.

Another feature of 2011 was stronger collaboration within PIA to support policy influence objectives. In some instances, working through these bodies has been a very effective way to engage, particularly with AusAID. It has enabled us to leverage off the expertise and knowledge in different agencies. The result has been a more powerful, collective voice. The Child Rights Working Group has been an area of great success in 2011. The group: ublished a review of child rights within p AusAID’s policy framework rovided effective input into the development p of AusAID’s new thematic policy h eld a well-attended workshop on child rights-based approaches to development c ompleted a study into Australian NGOs’ experiences of child rights-based approaches and development

Plan International Australia Annual Effectiveness Review 2011

effectiveness. This was the first study of its type and involved several Child Rights Working Group members. These outcomes would not have been achieved if we had attempted them alone. However, in other instances working through coalitions has proved less effective, particularly in the absence of strong leadership from within the group and sufficient time to build the group’s momentum. The Child Rights Roundtable (a CEO-level grouping which was instigated by PIA and ChildFund) is an example of this. We have learnt that we must lead some activities with the long-term aim of building momentum and attracting the involvement of other agencies once they see what is possible. In 2011 we also continued to systematically engage with select parliamentarians to build impetus for child rights in development and strengthen cross-party support for Australia’s aid program and civil society’s role therein. Throughout the year our CEO met with over a dozen parliamentarians. We also worked to enhance the way we are communicating about child rights, making it more tangible and highlighting the links between child rights and aid effectiveness. Framing our messages appropriately has helped us to engage parliamentarians in an effective way, with many expressing their willingness to support our efforts. The challenge for us is to maintain these relationships and become sharper and more focused in our messages. We must also create opportunities for parliamentarians (and other key stakeholders and the broader community) to engage in more active ways.

Collaboration at Plan International Australia Another feature of 2011 was stronger collaboration within PIA to support policy influence objectives. This is increasingly important in the context of our new corporate strategy, our aspiration to be a champion for child rights, and our efforts to expand our external engagement and public profile more broadly.

Our RAP in 2011 examined our integrated campaigns and in particular the ‘Cup to Crop’ campaign. It required different areas of the organisation to collaborate, revealing strengths and some challenges. A key lesson was that an integrated approach means interdependencies and thus requires good planning to allow different parts of the agency to engage. A common strategy that clearly articulates the priority objectives for the campaign and facilitates a coordinated approach involving all relevant departments was highlighted as important for success.

we are learning how to coordinate policy influence, public profile, community engagement and fundraising objectives more effectively. In 2011 the Policy and Learning and Brand and Communications teams collaborated on Plan’s ‘Because I am A Girl campaign’ (BIAAG). This contributed significantly to the success of lobbying on early and forced marriage, and the launch of the 2011 BIAAG report with the then Foreign Minister Kevin Rudd MHR. Through these experiences we are learning how to coordinate policy influence, public profile, community engagement and fundraising objectives more effectively. We have also learnt about the potential impact of multi-faceted campaigns that maintain consistent messaging while speaking to different audiences for different aims.

Building an evidence base Progress was made to further enhance the links between PIA’s programming and in-Australia advocacy work. We also strengthened our understanding of how to build a relevant evidence base for our advocacy work. Our programming experience, combined with our knowledge of child rights and development effectiveness principles, enabled us to contribute to broader policy development processes. PIA’s submission to the Aid Effectiveness Review and to the subsequent thematic strategies of AusAID, are good examples of this. As part of the BIAAG campaign we engaged on policy about gender equality and girls’ rights. Our advocacy work drew from our programming experience and also positively influenced it. This enabled a greater focus on these issues in line with Plan’s Policy on Gender Equality. Our increased work on BIAAG means we have started to incorporate strong messaging on aspects of gender equality in other areas of policy engagement. Our experience over the last year has highlighted the need for a range of evidence bases. While robust research is necessary to form good policy advice, personal stories and direct voices are often more effective in getting initial traction on an issue. The study into Australian NGOs’ experience of the relationship between child rights-based approaches and development effectiveness highlighted the need to invest more in documenting and communicating our experience and evidence base. As such, refining our approach to gathering and using a range of evidence sources is an important area for further work in 2012 and beyond.

Evidence Plan International Australia Annual Effectiveness Review 2011

Policy Influence

CASE STUDY

Continuous improvement A good foundation has been built for PIA’s policy engagement with some successes in 2011. Over the coming year, we will more firmly establish our position as a key player in the development policy and child rights space. We aim to strengthen our internal processes to support efficient, proactive approaches to engagement that also enable us to stimulate policy debate in the sector. We will need to refine our messaging, improve how we draw on evidence from our own and others’ programming, and develop tools and systems to support policy engagement across the agency. Further work on our external engagement will also be necessary to cement partnerships and continue to build momentum within the sector and the broader community. A primary vehicle to improve our capabilities in these areas will be the BIAAG campaign. Work on this has already begun. We will develop a clear narrative that explains the connection between child rights and gender equality. There are also opportunities to enhance links between our programming, community engagement, and the campaign. A priority for BIAAG in 2012 is the establishment of some important partnerships to support our advocacy work in Australia. In addition, we will build on our partnerships within Plan International for global influence.

PIA will continue to engage actively in the Child Rights Working Group and to take a more proactive role in creating opportunities for the Child Rights Roundtable to engage. Follow up work to the study on child rights-based approaches and development effectiveness is planned. A parliamentarian engagement strategy has also been developed that should support sustained engagement with politicians over the course of 2012 and expand these relationships to all sides of politics. We will finalise PIA’s advocacy strategy. This will lead to a considerable body of work to strengthen internal systems and tools for policy engagement across the agency, and support staff in their engagement in various external working groups. This will include the development of policy position papers and accompanying communication tools for key issues. Establishing more effective mechanisms to draw out the evidence from our programming will be a key priority. This relates to the development of stronger knowledge management and knowledge sharing capabilities. While progress in this area was slow in 2011, it is a priority for 2012 and will support not only policy engagement but program quality and community engagement work.

Advocacy campaign to end early and forced marriage CEO Ian Wishart speaks about early and forced marriage at the Commonwealth Heads of Government Meeting (CHOGM) in Perth.

New partnerships with Plan’s UK office and the Royal Commonwealth Society were formed during 2011. These focused exclusively on advocacy, enabling PIA to engage in international promotion in a new and highly effective way. Targeting the Commonwealth Heads of Government meeting (CHOGM), PIA, in partnership with Plan UK and RCS, ran a strategic policy advocacy campaign to achieve commitments from leaders to end early and forced marriage in the Commonwealth.

The activity demonstrated the power of

strategic engagement with key actors of

proved invaluable. The result was a highly

effective partnerships. Considerable work

influence we were able to have greater

successful event that contributed directly

was undertaken to build relationships with

impact. The power of a succinct, well-

to our lobbying efforts and enabled us to

key stakeholders in the lead up to CHOGM,

crafted policy brief that responded directly

build relationships with key actors, valuable

which proved instrumental in enabling our

to the CHOGM context was clear.

for future advocacy. For the first time, the

message to be heard.

PIA will continue to engage actively in the Child Rights Working Group and to take a more proactive role in creating opportunities for the Child Rights Roundtable to engage.

Plan International Australia Annual Effectiveness Review 2011

CHOGM outcomes document recognised This is an important learning for us to apply

early and forced marriage as a violation

Our strategy for the meeting focused on

to similar events and tested our ability to

of rights, and encouraged Commonwealth

three key elements – a high quality policy

adapt our messaging on child rights and

member states to take action to prevent

brief, outreach to key stakeholders prior

gender equality to a particular political

early and forced marriage. The experience

to the meeting including media, and one

context. Our use of language and framing

showed that engagement in international

high-impact event at CHOGM itself. Our

that aligned with the Commonwealth

fora can be effective if we maintain a

policy influence objectives underpinned

policy space was commented on by several

single-minded and strategic approach,

all decisions about what events to do,

stakeholders as particularly effective.

ensure sufficient investment in building

who to engage with and what messages

Similarly, investing considerable time in

relationships prior to the event, and adapt

to communicate. By limiting ourselves to

assembling a strategically chosen panel

messages for the context.

a few strategic activities and focusing on

of speakers and briefing them well,

Plan International Australia Annual Effectiveness Review 2011

Public Engagement PIA’s approach to community engagement strives to deepen the connection between Australian communities and global development issues, with a particular focus on children and young people. Our reflective processes in 2011 enabled us to better understand the benefits and risks of key partnerships, and the difficulty of effectively engaging with young people. Our reflections also highlighted the need to revisit our development messages to ensure they focus on positive values that promote social change. We will continue to draw upon emergent learning to inform a deeper engagement with Australian communities, and innovative and participatory ways of addressing global justice issues. This learning will also focus on identifying ways to integrate gender equality across our public engagement work in line with Plan’s Policy on Gender Equality.

Approach PIA adopted a whole-of-agency approach to community

approach is reliant on strong collaboration between departments

engagement in 2010. This approach reflects our commitment to

(especially between Marketing and Communication and Programs)

engage the Australian community to become active global citizens

to provide cohesive yet delineated opportunities for public

to improve the world for children. We recognise that building

engagement. Building these internal relationships has been critical.

relationships with Australian communities has mutual benefit. It

It has enabled us to capture and share examples of child centred

requires a heightened focus on: capacity building, investment in

community development to illustrate good practice and inform

staff and program partners, and community engagement.

community engagement and development education messages.

Guided by the Australian Community Engagement Framework,

In 2011 the Program Effectiveness Team authored two chapters

our approach provides opportunities across an engagement

in the book Local Connections and Global Citizenship: a youth-led

continuum to enable both ‘breadth’ and ‘depth’ activities, and a

approach to learning and partnership.43 This will be the third book

pathway approach to engagement. Consistent with the Australian

of the Melbourne University Press Youth Studies Series. These

Community Engagement Framework objectives and principles,

chapters reflect our commitment to contribute to the evidence

throughout 2011 our work has been delivered across four key

base for effective community engagement in aid and

areas: organisational learning and engagement, development

development issues.

education, public engagement, and youth participation. This

This approach reflects our commitment to engage the Australian community to become active global citizens to improve the world for children.

Plan International Australia Annual Effectiveness Review 2011

Reflection and learning Organisational learning and engagement PIA seeks to systematically enhance our practice by encouraging staff learning and strong inter-departmental collaboration. In line with these priorities, we produced and piloted an internal Understanding Development course. The course aimed to ensure an agency-wide standard on knowledge, skills, and confidence on development issues, program approaches, and our role in the promotion of child rights. A series of 12 modules covering the scope of international development and PIA’s work were delivered weekly to staff members from different roles across the organisation. Twenty staff members participated in the training. An analysis of the baseline and post-course surveys demonstrated a strong positive shift in their levels of understanding and confidence when discussing PIA’s work and international development more broadly. The course was a useful internal communication mechanism, enabling staff members to engage with different themes and elements of our work and, importantly, with their colleagues. This has been a key process in improving confidence and consistency in community engagement across the organisation. Building on the previous learning, the course was run again in September 2011. It is anticipated that this course will be implemented on an annual basis to ensure staff are wellinformed about, and supportive of, child rights. There is also potential for an online version of the course to be developed for staff and supporters, consistent with the development of PIA’s new digital strategy.

Development education External development education has remained a priority. This reflects our commitment to promote an informed Australian community with a deeper understanding of global social justice issues and child rights. In particular, we have focused on the education of young people to build a critical mass of active and informed citizens who will bring about change. PIA has continued a role in the ACFID

Global Education Working Group. Its focus is increased engagement with AusAID and ACARA about the inclusion of active citizenship, human rights education and strong global perspectives in the new Australian curriculum. To ensure our approach to development education is based on evidence and collective wisdom, PIA commissioned a study into development education for primary school students.44 The study drew on international approaches and Australian opportunities. We also produced an Australian Curriculum Teacher and Learning Guide – Common Threads: Weaving Child Rights into Global Education.45 The Guide was launched at the Social Educators Association of Australia Conference in 2012. Developed in collaboration with a consultant from the Global Education Project, this guide introduces young people in Australia to the concept of child rights and responsibilities in a global context.

Global Poverty Project Partnership – Youth and Schools Program The GPP and Plan partnership has been a flagship for our community engagement. It aims to engage and connect young people in Australia more deeply with issues of extreme poverty and child rights. In March 2011 this partnership and the ‘1.4 Billion Reasons for Youth’ presentation was launched by Simon McKean, 2011 Australian of the Year. In addition to the delivery of this presentation to secondary schools around Australia, the partnership has produced a facebook page for young people to share information and social action. The ‘1.4 Billion Reasons for Youth’ presentation is an education tool designed to inspire young people to ‘think globally and act locally’, and join the movement to end extreme poverty. PIA has provided ongoing capacity building and support to GPP, especially in relation to child protection policy and procedure, monitoring and evaluation. Comprehensive presenter training and multi-stakeholder engagement have also been critical to increasing the reach of this program. Yet challenges remain in aggregating opportunities and engagement pathways to better facilitate young people’s engagement as global citizens.

Plan International Australia Annual Effectiveness Review 2011

Public Engagement

CASE STUDY

Reflection and learning (cont.) To ensure continuous improvement, the community engagement program participated in PIA’s RAP in June 2011. The partnership with GPP was analysed for the Program Effectiveness Team’s RAP. Each side brought very different attributes to the partnership. PIA wanted to extend the scale and reach of its influence with young people; GPP wanted to take its existing presentation to schools. The RAP analysis highlighted that despite a significant investment of time, this partnership provided clear mutual benefit and the outcomes could not have been achieved without it. One respondent described the joint venture as a “clear win-win” … “we reached over 50,000 young people in 1 year”.46

The 2011 RAP found that quality relationships between staff and partners were essential to the success of partnerships. However, the value of strong personal ties also brings some risks and implications for the broader organisation if one person leaves. These findings have prompted us to consider ways to embed the GPP partnership more broadly in both organisations. This will help us to mitigate these risks, extend opportunities for reciprocal learning, and further equip staff as advocates for the program. In distilling the key findings from the RAP, the challenge of integrating gender equality outcomes at the partnership level emerged. Given PIA’s commitment to gender equality, this is an area that requires further work in terms of our partnership with GPP.

Australian youth consultations Youth facilitators at a training day that was held at Plan in Australia’s Head Office in Melbourne.

PIA conducted a series of youth consultations in order to develop a National Youth Program. The consultations were designed in partnership with the Australian Youth Affairs Coalition (AYAC) and the Youth Research Centre (YRC). Phase one (March–August 2011) consisted of face-to-face consultations in Adelaide, Brisbane, Melbourne and Sydney, facilitated by 16 young people. Phase two (December 2011–ongoing) consists of an online survey, distributed to networks across Australia.

The collaborative design process for phase one of the Australian youth consultations.

Phase one aimed to engage a cross-section of 400 people aged 12–25. We sought to

Continuous improvement

Youth Steering Committee

include young people from groups that often experience barriers to participation.

PIA has maintained a strong presence within the development sector and an active role in the ANCP Community Engagement Working Group (CEWG).47 Australia can play a critical role in international efforts to address poverty and injustice. The CEWG therefore is working to identify innovative ways to engage the public to ensure our efforts are informed, well understood, participatory and accountable. Previous Australian research shows that: “The Australian public supports aid in principle but the level of knowledge and understanding of development issues and aid policy is shallow”.48 This is generally the case across all donor countries with variation in degree. The issue has been described by Smillie as “public support is a mile wide and an inch deep”.49 There is broad agreement within the CEWG that this is a critical issue and it has commenced research on how to better engage the Australian public in aid and development issues. This research will build on the work of the recent UK Common Cause and Finding Frames reports.50 51 These reports suggest that International NGOs

Plan International Australia Annual Effectiveness Review 2011

need to ensure development messages focus on positive values that promote social change. The research project will strengthen the ANCP partnership by developing a shared understanding and language around values and frames to ensure effective community engagement strategies through the partnership. The research findings will inform the future efforts of individual agencies and the CEWG. The issue of how to engage and enable the Australian community to take meaningful action as global citizens amidst the complexities and competing interests in our globalised world remains a challenge. We will continue to draw upon the evidence base to inform participatory ways of engaging the public in addressing global justice issues. This learning will also focus on identifying ways to integrate gender equality across the key areas of our portfolio. In 2012 we will recruit a team of young people in Australia to engage with PIA’s work. This Youth Project Team, the first step in building a network of young Australians, will work with PIA to develop innovative approaches to community engagement.

The Youth Steering Committee, appointed

Appoint and manage

Facilitators: NSW, QLD, SA, VIC

and managed by AYAC, comprised young

Step four: Date collected

people from a range of organisations across the four states we were consulting.52 Using a peer-peer model, we trained a group of young, experienced and passionate

Step one: Expressions of interest Youth Groups: NSW, QLD, SA, VIC

facilitators selected in line with our aspirations for inclusive consultations.53 Phase one of the consultations progressed

Step two: Group registration

Step five: Report to youth groups and Plan Step three: Book date and time with youth groups & facilitators

slowly and did not deliver the anticipated number of responses. Phase two of the project was designed

Again, the response rate was less than

of community and shared identity, there

to reduce resource intensity and broaden

anticipated and the survey is an ongoing

appears to have been little motivation or

the geographic scope (Australia wide)

activity and learning experience.

incentive to participate in the consultation

and the target group (all young people

processes. By building a network and

aged 12–25). In partnership with the YRC,

The two-phase approach to these

consulting on key issues, we hope to better

PIA developed questions for an online

consultations has been collaborative and

understand the complex motivations and

survey tool that reflected the face-to-face

responsive to emergent learning. Yet

incentives that drive engagement with our

consultations to deliver a comparable data

barriers remain that prevent young people

work. These learnings will contribute to

set. The survey, tested with young people

from taking up the opportunity to ‘have

a stronger foundation on which to build

experienced in the use of online media, was

a voice’. Without a network of young

strategies for engaging Australians of

promoted widely on facebook and twitter.

people engaged with us who feel a sense

all ages.

Plan International Australia Annual Effectiveness Review 2011

Financials

PIA-managed programs Thematic Program

Number of Projects Asia

Program contribution PIA provides financial and technical support to Planâ&#x20AC;&#x2122;s global programs in two ways: through sponsorship contributions to globally managed programs and through PIA-managed programs funded by grants and publicly raised income. In 2011 PIA contributed to global programs through the support of 47,147 Australian sponsors. Our sponsors contributed $23.4 million to globally managed programs in 49 countries across four regions. In addition, PIA supporters contributed $2.7 million to PIA-managed programs, which complemented the $11.3 million in grant income from AusAID. In total, PIA contributed to and managed 72 projects during 2011.

ECCD

Education

Americas 1

Rights and Resilience

Disaster Risk Management

PIA-managed projects

Disasters responded to

Asia

317,210

17,790

Americas

343,570

8,374

Eastern and Southern Africa

287,008

12,912

West Africa

255,511

8,071

Pacific

1 1

Program funding allocations Figure 1: Proportion of total program contribution by program theme 11%

ECCD Education WASH

25% Australia sponsored

Water & Sanitation

39% Total sponsored

West Africa

Livelihoods

PIA responded to 22 emergencies across four regions during this period. A further $3.6 million of food aid was distributed in partnership with the World Food Program with the support of PIA. Region

Eastern and Southern Africa

Livelihoods Rights & Resilience

10%

11%

Disaster Risk Management

Figure 2: Program contribution by country $5,000,000

Grants acquisition

$4,500,000 $4,000,000

PIA continues to grow its grant portfolio to enhance programs

UNICEF Pakistan awarded Plan a $7.9 million program grant for

for children and their communities. This strategy has achieved

sanitation programs, for which PIA will act as support office.

considerable success. The highlights from the year include a number of important awards from AusAID: PIA was one of ten Australian NGOs awarded a five-year Australia Africa Community Engagement Scheme grant to implement child rights programs in Zimbabwe, Uganda and Kenya.

PIA has negotiated significant World Food Program and Food and Agricultural Organization program agreements in South Sudan and Cambodia.

$3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000

PIA sponsorship revenue contributes to programs in 49 Plan country

$500,000

programs across four regions. PIA non-sponsorship program revenue

PIA was one of six agencies to be awarded a Humanitarian

is allocated according to dedicated thematic programs with Plan

Partnership Agreement, which pre-positions PIA as a recipient of

partner country offices, and three countries in the Pacific region

AusAID humanitarian funding for emergency responses and DRR.

through a partner organisation.

Plan International Australia Annual Effectiveness Review 2011

$3,500,000

Plan International Australia Annual Effectiveness Review 2011

Endnotes 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53.

Commonwealth of Australia, Independent Review of Aid Effectiveness, Canberra, 2011, available at: www.aidreview.gov.au/publications/aidreview.pdf. Commonwealth of Australia, An Effective Aid Program for Australia: Making a real difference—Delivering real results, Canberra, 2011, available at: www.ausaid.\gov.au/publications/aidreview-response/effective-aid-program-for-australia.pdf Open Forum for Civil Society Development Effectiveness, The Istanbul Principles for CSO Development Effectiveness, OFCSDE, Brussels, 2010, available at: www.cso-effectiveness.org/-8-istanbul-development,067-.html Open Forum for Civil Society Development Effectiveness, Working Party on Aid Effectiveness, Busan Partnership for Effective Development Cooperation, OFCSDE, Brussels, 2011, available at: www.cso-effectiveness.org/-busan-partnership-for-effective,190-.html Plan International, One Plan, One Goal: Rights and Opportunities for Every Child, Plan’s Strategy to 2015, Plan International, Woking, Surrey, available at: www.plan-international.org/files/global/publications/about-plan/Strategy-2015.pdf Plan International, Plan 2010–11 CPPR Synthesis Report, Plan International, Woking, Surrey, 2012. P Kilby and J Crawford, ‘Closing the Gender Gap, Gender and Australian NGOs’, ACFID Research in Development Series Report No. 2, October 2011. ibid. The 2010 draft review of the Australian NGO Cooperation Program indicated that while NGOs are generally effective, they are weak on gender, and the NGOs themselves perceive this as a problem. Plan International, Plan’s Policy on Gender Equality, Building an Equal World for all Children, Plan International, Woking, Surrey, 2011. P Kilby and J Crawford, ‘Closing the Gender Gap, Gender and Australian NGOs’, ACFID Research in Development Series Report No. 2, October 2011, p. 26. See for example: UNICEF and UNFPA, Women’s and Children’s Rights, Making the Connection, UNICEF and UNFPA, New York, 2010. UNICEF and UNFPA, Women’s and Children’s Rights, Making the Connection, UNICEF and UNFPA, New York, 2010. ibid. J Hunt, Report on Gender Equality Reflection and Findings, Plan International Australia Reflective Annual Process, December 2011. PIA and Plan Vietnam, Sanitation, Hygiene and Water Improvement Project (SHWIP) Learning and Sustainability Project (LSP) Synthesis Report June 2011, PIA, Melbourne, 2011. PIA and Plan Vietnam, Sharing WASH learnings from Vietnam, PIA, Melbourne, 2011, available at: www.plan.org.au/mediacentre/publications/research Focus group discussions with female students, direct observations of hand washing behaviour in 11 project schools (March–November 2011). For example: PIA, Plan International Australia AusAID Civil Society WASH Fund Completion Report: June 2010–December 2011, PIA, Melbourne, 2011. A B Bhuiya, et al., Impact of CLTS on Water and Sanitation and Diarrheal Morbidity in Selected Rural Areas of Bangladesh, ICDDR-B, 2008. BAPENNAS is the National Development Planning Agency and head of the national WASH working group. Dr F Aboud, First Report from Longitudinal Study on CLAC, McGill University, Montreal, 2011. The theory of change is that: all disadvantaged children in a targeted high-poverty community can achieve child wellbeing indicators and school success through effective and quality early childhood supports. Plan Uganda, Quarterly Program Narrative Monitoring Reports, 2011. D Llewellyn, Trip Report, October 2010 and October 2011, for Plan Uganda and PIA; PIA, Trip Report, 2010; Plan Uganda, Quarterly Program Narrative Monitoring Reports, 2011. Observation checklists from regional meeting (RESA) for ECCD, October 2011. See for example J Bruner, The Culture of Education, Harvard University Press,1996; J Bruner, Acts of Meaning, Harvard University Press, 1990. For example, AusAid, Education Strategy for the Phillipines, 2011–15; NZAP and Government of Gia Lai Vietnam have accepted a Plan Vietnam proposal on inclusive early learning for ethnic minority children. S Quismorio Ortega, Mid-Term Project Evaluation: Northern Samar Food Security Project through Sustainable Agriculture, Plan International Philippines, May 2011. R Rimbatmaja, F Subrata, A Medah, M Hasan, Ngatman and R Setiawan, Community Managed Nutrition Project Formative Study Report, Plan International Indonesia, August 2011. Plan International Indonesia, Community Managed Nutrition Project, Quarterly Report, January–March 2011. PRAAC comprises representatives of PIA, Plan Uganda, Plan Kenya and Plan Zimbabwe, as well as staff from local NGO partner organisations. PIA, PRAAC Design Document, June 2011. L Kelly, R David and C Roche, Guidance on Monitoring and Evaluation for Civil Society Programs, AusAID, Canberra, December 2008; R Davies, ‘Improved Representation of Change Processes: Improved Theories of Change’, presented at the 5th Biennial Conference of the European Evaluation Society, Seville, Spain, October 2002. The groups not participating were people with disabilities and young people, particularly male youth. PIA, Final RAP Report 2011: Livelihoods and Food Security and Rights and Community Resilience, December 2011. Plan – Asia Regional, Quarterly Monitoring Reports, October 2011, January 2012, April 2012. PIA, Manual of Procedures, PIA, Melbourne, 2011. Plan International, Policy on Gender Equality: Building an Equal World for all Children, Plan International, Woking, Surrey, 2011. AusAID, Universal Design Guidelines, AusAID, Canberra, 2011. S Shah and T Caufield, ‘Investing in the youngest: the benefits of Early Childhood Care and Development during emergencies’, presented at the 11th UKFIET International Conference on Education and Development, Oxford, England, 13–15 September 2011. B Hinton, Knowledge Management and Organisational Learning in Plan International Australia, PIA, Melbourne, June 2011. ACFID’s Advocacy and Public Policy Committee; Development Practice Committee; Humanitarian Reference Group; WASH Reference Group and the Child Rights, Africa; Education, Mekong; Protection; University Linkages; and Gender working groups. PIA has also been a member of the Steering Group and Core Working Group for Make Poverty History. J Riley, ‘Australian Community Engagement Framework’, Unpublished paper, PIA, 2011. G Bond, ‘The Certainty of Change: Community Engagement and Global Citizenship for International Non-Government Organisations’; V Kahla, ‘The Story of Global Connections’, in Youth Research Centre, RMIT University and PIA, Local Connections and Global Citizenship: a youth-led approach to learning and partnership, Melbourne University Press, Melbourne, 2012. F Flemming and A Goedeke, ‘Connecting Australian Primary School Students: Exploring Evidence and Innovation in Development Education’, 2011 research report commissioned by PIA. PIA, Common Threads: Weaving Child Rights into Global Education, PIA, Melbourne, 2011. J Cossar and M Alston, ‘Research into the Nature and Effectiveness of PET/PIA Partnerships’, Consultant report for the Program Effectiveness Team’s RAP partnership review, October 2011, p. 8. ANCP Community Engagement Working Group consists of representatives of: Caritas, Tear, CBM, World Vision, ChildFund, Oxfam Australia, Plan and AusAID. S Opoku ‘Public Support for Aid – The Australian Perspective’, Unpublished paper, PIA, 2011. I Smillie, ‘Mixed Messages: Public Opinion and Development Assistance in the 1990s’, in C Foy and H Helmich (eds) Public Support for International Development OECD Development Centre, Paris,1996, pp. 27–54. T Crompton, Common Cause: The Case for Working with Our Cultural Values, WWF UK, September 2010. A Darnton and M Kirk, Finding Frames: New Ways to Engage the UK Public in Global Poverty, BOND for International Development, London, 2011. The Steering Group: Founder – Youth Without Borders (QLD); National Director of Communications – The Oaktree Foundation (VIC); Youth Chair – Federation of Ethnic Communities Councils of Australia (VIC); Campaigner – GenerationOne (NSW); Youth Coordinator – PIA (VIC); Youth Representative – Multicultural Resource Centre of South Australia (SA); Communications Director – Australian Youth Climate Coalition (VIC). The Facilitator Group consisted of 16 members across the following organisations: Multicultural Development Association (QLD); UN Young Australians (QLD, NSW); Oaktree (VIC, QLD, SA); Hurtsville Community Services (NSW).

Plan International Australia Annual Effectiveness Review 2011

Accreditation Plan is currently fully accredited and a trusted recipient of funds from AusAID, the Australian Government’s Agency for International Development responsible for managing the Australian Government’s official overseas aid program.

ACFID Plan International Australia is a member of its professional peak body the Australian Council for International Development (ACFID) and is signatory to its code of conduct.

Acknowledgements Plan International Australia acknowledges the contribution of the following partners and supporters: Plan in Australian supporters; AusAID; UNICEF; UN World Food Programme; The Charitable Foundation; Oaktree Foundation; The New Zealand Aid Programme; Global Poverty Project; Greenlight Foundation; ACME Foundation; RobMeree Foundation and the Social Justice Fund.

This publication has been printed by an ISO 14001 environmental management system (EMS) and ISO 9001 quality management system (QMS) certified printer using vegetable based inks and a 100% alcohol free printing process. It is manufactured using an independently audited carbon neutral process. The paper is ecoStar, a FSC® Recycled certified paper made carbon neutral (CN), manufactured from 100% post consumer recycled paper in a process chlorine free environment and under an ISO 14001 EMS. This publication is fully recyclable, please dispose of wisely.

Plan International Australia Annual Effectiveness Review 2011

13 7526 www.plan.org.au Plan 18/60 City Road Southbank VIC 3006 GPO Box 2818 Melbourne VIC 3001 Tel: 13 7526 Fax: +61 (3) 9670 1130 Email: info@plan.org.au A.B.N. 49 004 875 807

Plan International Australia Annual Effectiveness Review 2011