Annual Plan 2018 - Girls Advocacy Alliance (GAA)

Annual Plan 2018

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1 Girls Advocacy Alliance - Annual Plan 2018

Contents

List of abbreviations Introduction

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I.

Strategic planning of the Girls Advocacy Alliance

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1. The Girls Advocacy Alliance programme 1.1. Goals and objectives 1.2. Theory of Change

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2. Context of the GAA programme 2.1. Changes in external and internal contexts 2.2. The enabling environment for Civil Society 2.3. Effects on GAA plans and outcomes

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3. Strategic choices for 2018 3.1. Lobby and Advocacy 3.2. Capacity Development 3.3. The Learning Agenda 3.4. Collaboration, alliance building and harmonisation

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4. Theory of Change of the Girls Advocacy Alliance 4.1. Review of contextualised Theories of Change 4.2. The overall Theory of Change

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II. Financial planning of the Girls Advocacy Alliance

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5. Financial planning 5.1. Revised budget of the Girls Advocacy Alliance 5.2. Estimated revenues and expenditures 2018

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Annexe I. Theory of Change Annexe II. Key Learning Questions

This annual in interactive 1 Girls Advocacy Alliance - Annual Report 2016

Above the pages links to: content

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Links to the previous & next page Coverphoto credit: Plan International / Anne Ackermann

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2 Girls Advocacy Alliance - Annual Plan 2018

List of abbreviations

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ACCA African Coalition for the Corporate Accountability ACERWC African Committee of Experts on the Rights and Welfare of the Child ACPF African Child Policy Forum ACRWC African Charter on the Rights and Welfare of the Child ADB Asian Development Bank APC Alliance Programme Committee APT Alliance Programme Team ASEAN Association of Southeast Asian Nations AU African Union BoD Board of Directors CBO Community based Organisation CEDAW Convention on the Elimination of All Forms of Discrimination against Women CM Child Marriage CRC Committee on the Rights of the Child CSEC Commercial Sexual Exploitation of Children CSO Civil Society Organisation CSR Corporate Social Responsibilities CSW Commission on the Status of Women DCI Defence for Children International DCI-ECPAT Defence for Children – ECPAT Netherlands DFID Department for International Development DV Domestic Violence EAC East African Community EC European Commission ECOWAS Economic Community of West African States ECPAT End Child Prostitution, Child Pornography and Trafficking of Children for Sexual Purposes EE Economic Exclusion EU European Union FGM Female Genital Mutilation FGM/C Female Genital Mutilation/Cutting GAA Girls Advocacy Alliance GBV Gender-Based Violence GDP Gross Domestic Product GMACL Global March against Child Labour GO Girls’ Organisations GYW Girls and Young Women HLPEE High Level Panel on Economic Empowerment HLPF High Level Political Forum on Sustainable Development HRC Human Rights Council IATI International Aid Transparency Initiative ICT Information Communication Technology ILO International Labour Organisation IMF International Monetary Fund INGO International Non-Governmental Organisation L&A Lobby & Advocacy LGBTQ Lesbians, Gays, Bisexuals, Transgenders and those Questioning their gender

identity or sexual orientation MoFA Ministry of Foreign Affairs MoGCSP Ministry of Gender, Children and Social Protection MoH Ministry of Health MoJ Ministry of Justice M&E Monitoring & Evaluation NACG National Action and Coordination Groups to End Violence against Children NGO Non-Governmental Organisation OH Outcome Harvesting

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OHCHR Office of the High Commissioner for Human Rights PM Permanent Mission PME&L Planning, Monitoring, Evaluation and Learning REC Regional Economic Communities RNE Royal Netherlands Embassy SAARC South Asian Association for Regional Cooperation SACG South Asia Coordinating Group on Violence against Children SAIEVAC South Asia Initiative to End Violence against Children SDGs Sustainable Development Goals SIGI Social Institutions and Gender Index S4YE Solutions for Youth Employment TdH Terre des Hommes TVET Technical Vocational Education and Training UN United Nations UNDP United Nations Development Programme UNESCO United Nations Organisation for Education, Science and Culture UNFPA United Nations Population Fund UNGA United Nations General Assembly UNGC United Nations Global Compact UNHQ United Nations Head Quarters UNICEF United Nations International Children’s Emergency Fund UNSP United Nations Special Procedures UNWOMEN United Nations Entity for Gender Equality and Empowerment of Women UPR Universal Periodic Review USAID the United States Agency for International Development WB World Bank WHO World Health Organization WRO Women’s Rights Organisation

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Introduction The Girls Advocacy Alliance (GAA) is an initiative of Plan Nederland, Terre des Hommes Netherlands and Defence for Children - ECPAT Netherlands. The GAA is led by Plan Nederland and its 5-year (2016 - 2020) joint programme ‘Advocating for Girls’ Rights’ is implemented in strategic partnership with the Dutch Ministry of Foreign Affairs under the Dialogue and Dissent framework.

Goal of the programme is that, by 2020, governments and private sector actors make sure that girls and young women in ten countries in Ghana, Ethiopia, Kenya, Liberia, Sierra Leone, Uganda, Bangladesh, India, Nepal and the Philippines no longer face Gender-based violence and economic exclusion. To this end, the GAA aims to influence key stakeholders in governments, the private sector and civil society organizations (CSOs) as well as community leaders to initiate lasting changes in their society that will benefit girls and young women.

Most notably, we enable civil society organizations, so that they can influence their governments for strengthened accountability, more inclusive growth and development, and a reduction of the inequality in their countries. We also support CSOs to make private sector players more accountable for their contribution to the economic empowerment of girls and young women.

At the same time, the programme mobilises key decision makers to address harmful social norms and values. These norms and values often keep citizens from demanding justice and from playing a positive role in the protection of girls and young women from harmful practices and from motivating them to explore their full potential.

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Finally, the programme also addresses the government and private sector in the Netherlands and uses international and regional mechanisms in support of the efforts in the ten programme countries.

This Annual Plan 2018 describes the strategic choices for Lobby and Advocacy and for Capacity Development for 2018, based on observed changes in the programme’s external context, and on reflections on the effectiveness of the programme thus far. It also reflects on the relevance and validity of the programme’s Theory of Change. A financial planning for 2018 is included in part II of this document.

For this Annual Plan 2018, the 14 Alliance Programme Teams (APTs) responsible for the implementation of the programme in each specific context each held a two to four-day planning meeting, based on a common agenda and methodology prepared by the alliance desk. Signs of change and other information collected during the previous months of implementation were jointly reviewed and analysed, and strategic choices and plans consolidated.

During these meetings, APTs also further specified the final (2020) outcomes of their respective programme components. This process was started in January 2017, as discussed with the Ministry of Foreign Affairs in response to the Inception Report. The results of this exercise will be shared with the Ministry in a separate document.

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-I- Strategic planning of the Girls Advocacy Alliance

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Photo credit: Plan International

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1. The Girls Advocacy Alliance programme 1.1. GOALS AND OBJECTIVES The Girls Advocacy Alliance (GAA) envisions a world wherein all girls and young women enjoy equal rights and opportunities, and benefit equally from development outcomes. Therefore the long-term (2030) goal of its joint programme ‘Advocating for Girls’ Rights’ is to ensure that girls and young women are free from all forms of gender-based violence and are economically empowered.

To achieve this, the GAA applies a broad spectrum of Lobby & Advocacy interventions to increase public support; to improve policies and practices of private sector actors, to seek implementation of effective legislation and public policies; and to improve practices of government actors in support of the prevention and elimination of gender-based violence and economic exclusion of girls and young women.

At the same time, the GAA aims to strengthen capacities of civil society organisations and networks (in particular Girls and Young Women organisations) to influence government and private sector actors to eliminate gender-based violence and economic exclusion.

The GAA programme is implemented in ten countries1 in Africa and Asia and has two regional programme components. Two programme components, finally, address gender-based violence and economic exclusion at international policy levels and at the level of Dutch public and corporate policies.

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1.2. THEORY OF CHANGE The Theory of Change of the Girls Advocacy Alliance, as included in annex I, describes how the alliance expects change to happen. The Theory of Change first identifies the desired long-term goals of the alliance programme. Then, it identifies all the conditions and stakeholders that must change in order to achieve the desired long-term goals. It indicates the causal relationships between these conditions (pathways of change). And it makes explicit the assumptions that explain why the alliance expects changes to happen in this particular order and interrelationship.

The Theory of Change forms the basis for the planning, monitoring, evaluation and learning framework of the Girls Advocacy Alliance. Regular review and update of Theory of Change is embedded in the PME&L cycle and informs the programme’s planning.

Long-term goals, involved stakeholders and levels of change The GAA Theory of Change aims at the elimination of gender-based violence and economic exclusion of girls and young women. In this context, the programme will pay particular attention to Commercial Sexual Exploitation of Children (CSEC), sexual violence and abuse, Female Genital Mutilation/Cutting, child trafficking, child marriage, access to post-primary education and vocational training, decent work and female entrepreneurship.

1 Country programmes in Bangladesh, Ethiopia, Ghana, India, Kenya, Liberia, Nepal, the Philippines, Sierra Leone and Uganda; regional programme components in Asia and Africa.

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The Girls Advocacy Alliance’s Theory of Change is structured around four strategic goals: 1. Effective implementation of legislation and public policies and improved practices of government actors in support of the prevention and elimination of gender based violence and economic exclusion; 2. Improved policies and practices of private sector actors in support of the elimination of gender based violence and economic exclusion; 3. Increased public support for the elimination of gender based violence and economic exclusion; 4. Increased influence of civil society organisations and networks (in particular girls’ and young women’s organisations) on government and private sector actors to eliminate gender-based violence and economic exclusion.

The pathways of change each address one of these goals yet they are intertwined and mutually supportive. Each of the strategic goals is associated with a key stakeholder in the issues of gender-based violence and economic exclusion: Governments and international/regional intergovernmental bodies, Private sector actors, Traditional, religious and community leaders, and Civil society organisations and networks.

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The GAA expects that three different stages can be distinguished in the change process in which these key stakeholders are involved. The first stage of change entails the generation of public and political attention to problems or issues; for which we use the term ‘agenda setting’.

Adoption or revision of laws and policies is the following stage of change; something which can be considered as ‘policy change’. Finally, the third stage of change is about the effective implementation and follow up of existing laws and policies by key stakeholders mentioned above.

This is what the GAA perceives as ‘practice change’. Only policies and laws that are effectively implemented and enforced will generate positive and concrete effects in the lives of our final beneficiaries: girls and young women.

Adapted Theories of Change During the inception phase of the alliance programme (January – August 2016), Theories of Change were developed for each of the 14 programme components. These adapted Theories of Change describe the specific goals, pathways of change and key actors as well as the underlying assumptions on how we think change happens in a particular (country/regional) context.

Review of Theories of Change In August 2017, as part of their strategic planning process, all Alliance Programme Teams reviewed their contextualised Theory of Change against developments in the external context, observed changes at the level of key actors and stakeholders and the effectiveness of programme interventions thus far.

The reviews of contextualised Theories of Change feed into the overall GAA Theory of Change.

What do experiences from the various programme contexts tell us about our overall ideas on change? Should we adjust our pathways of change, are our assumptions still valid and relevant?

And what does that implicate for our strategies and tactics, and perhaps even our overall goals?

The conclusions of the review of the GAA Theories of Change are outlined in chapter 4 of this document.

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2. Context of the GAA programme 2.1 CHANGES IN EXTERNAL AND INTERNAL CONTEXT The external context of the GAA programme, including the legal frameworks and practice of lobby targets, was comprehensively mapped during the Inception Phase (January – July 2016)2.

In August 2017, as part of the strategic planning process, all Alliance Programme Teams (APTs) reviewed the external context of their programmes.

Overall, the APTs mainly note positive developments in the external context of their programmes.

There’s growing interest in the Sustainable Development Goals at national and international levels, from the side of governments as well as from CSOs and the corporate sector. Unilever for example included the SDGs in their annual report. There’s also increasing recognition of gender inequality as a root cause of discrimination and violence against girls and women, and important global actors show dedication to women’s empowerment, as witnessed for example by the World Bank report on the costs of child marriage3 In many countries, sustained political will to address GAA issues, notably gender-based violence including child marriage and CSEC, is apparent. New laws and policies have been adopted that are beneficial to the situation of girls and young women, such as the Free Tertiary Education Bill and the Department of Education’s Gender Policy in the Philippines, and the National Children Policy in Ethiopia. In Ghana, a national ban on illegal mining was promulgated that reduces risks of sexual abuse and CSEC in mining communities. The new Civil and Criminal Code of Nepal criminalises the menstrual seclusion system and nullifies polygamy and child marriage, and the Indian government allocated more budget to its schemes against child marriages.

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Political will to address economic exclusion of girls and young women seems less evident. Several APTs in Africa note that government budgets do not prioritise the implementation of action plans against child labour and other policies that could support the economic position of girls and young women. Proposed changes in education policies in India are likely to affect marginalised girls’ access to post-primary education. In Nepal on the other hand, the engagement by the government of the private sector in the implementation of the SDGs helped to create a favourable environment to address the economic situation of girls and young women. And in Ghana, the establishment of TVET desks at district level opened up new advocacy opportunities.

Opportunities to strengthen engagement with the private sector were also noted in Bangladesh.

The extension of the Accord on Fire and Building Safety opened doors to factories’ managements, and the Bangladesh Garments Manufacturers Export Association is likely to become more open to discuss reforms – either directly or through trade unions. International interest and pressure for safe working conditions, fair wages, and Corporate Social Responsibility across supply chains also helps to create opportunities. In Nepal, the marked growth of the hotel sector and the consequent demand for workers helped GAA organisations to get at the table with the Hotel Association of Nepal.

Notwithstanding positive developments, regressive and conservative trends continue to influence the contexts in which the GAA operates. At the UNHRC as well as in UN spaces in New York, there’s increased emphasis on the family, to the prejudice of the autonomous rights of children, especially those of girls. The concept of gender is becoming more and more questioned, and SRHR is no longer mentioned. The foreign policy of the United States under president Trump supports and reinforces these tendencies, with the reinstitution of the Mexico City Policy in January 2017 as a comprehensive landmark. In Bangladesh, a special clause to the Child Marriage Act was enacted that allows marriage under 18 under special circumstances, and in Nepal, local governments are no longer required to allocate a fixed percentage of their budgets to children, women and other marginalised groups. In India, children from age 14 on 2 External baseline study of the Girl Advocacy Alliance Programme by Ecorys (August 2016); an update and elaboration on the June 2015 context analysis by the alliance as part of the Outline Programme Document ‘Advocating for Girls’ Rights! Equal Rights and Opportunities for Girls and Young Women’ (August 2015).

3 Economic impacts of Child Marriage: global synthesis report (www.costofchildmarriage.org)

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are now allowed to work in family enterprises. And in Uganda, the government placed a ban on sexuality education on schools, because this would promote immorality and erode valued cultural norms.

Regressive tendencies are perhaps most pronounced in the Philippines. The administration of president Duterte, that came to power in 2016 places high priority on drugs, peace and order, to the prejudice of child protection, the fight against gender-based violence and overall human rights. Overt pronouncements of the president promoting machismo and violence against women frustrate important gains in the fight for gender equality.

Elections in Kenya, Ghana and Nepal in 2017 did not lead to structural changes in the political landscape. The consequent shifts in administration slightly slowed down implementation though, as relationships had to be established with newly appointed civil servants at different levels. This is likely to influence the GAA programme in Liberia in the coming period, after the elections of October 2017. In Kenya, the turmoil surrounding the elections temporarily dominated agenda’s at all levels of society. More unrest is foreseen for the coming year, as the elections were declared invalid and rescheduled. In Nepal, the federal state restructuring made lobby and advocacy at national and district level very challenging.

Effects on the political climate of the parliamentary elections in the Netherlands in May 2017 are not yet fully clear. The new government may shift its focus in international development to the issue of migration, particularly in relation to countries situated in the ‘ring around Europe’ and reduce its voice on SRHR. The effects of the election of Antonio Manuel de Oliveira Guterres as the 9th secretary-general of the United Nations as well remain to be seen in the coming period.

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Civil unrest and war continued to play a role in Uganda and Ethiopia. Like in 2016, Uganda received an increased influx of refugees from neighbouring countries. Civil unrest in Amhara and Oromoia continued to affect implementation in Ethiopia. Drought and inflation notably affected poorer households in Kenya, and increased girls vulnerability for child marriage and CSEC. New challenges were identified in Asia, where the rapid growth in tourism, including the proliferation of Special Free Trade Zones (FTZ), casinos and other entertainment, exacerbates CSEC. The Asia APT notes a marked shift to countries beyond the traditional tourist destinations, such as Nepal and India. Several APTs indicate that the strong increase in the use of ICT, notably mobile phones, and access to internet have given raise to new forms of sexual exploitation and harassment.

There were no significant changes in the internal context of the programme that affected implementation or that are likely to affect the realisation of outcomes. It should be noted however, that the use of relatively new and complex methodologies such as the Theory of Change and Outcome Harvesting, continues to demand much time from staff across the alliance. The near exclusive focus on lobby and advocacy places implementing organisations with challenges, as stakeholders and target groups pressure for service delivery.

2.2 THE ENABLING ENVIRONMENT FOR CIVIL SOCIETY From the testimonies of the Alliance Programme Teams, tendencies towards shrinking spaces for civil society do not seem to reverse but rather become more evident. It was noted across UN processes, for example during the 2017 High Level Political Forum in New York, where speaking slots for NGOs were limited, and contradictory instructions on NGO participation were shared.

In India, the government stepped up its actions under the Foreign Contribution Regulation Act (FCRA), including the cancellation of licences to receive foreign funding of close to 20.000 NGOs. In Nepal, the federal government increased its efforts to control coordination and collaboration between (I)NGOs in the country, and in Uganda, the 2016 NGO Act was follow-up with even more stringent guidelines in May 2017. The Act potentially restricts operations of NGOs, certainly in combination with the Public Order Management Act of 2016 that limits NGOs possibilities to freely engage in public and criticize government. The Kenya APT notes that the current

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environment is not conducive for CSOs, and that harassment and intimidation aim to reduce their spaces. In Liberia, the recent arrest of a youth activist seems to indicate limitations to spaces for civic criticism.

In the Philippines, (I)NGOs working on Human Rights feel threatened by presidential statements on Human Rights. The resulting tendency of organisations and champions becoming less vocal may well affect GAA advocates, especially at the community level. The GAA organisations avoid language and messages that link them to human rights issues, and community organisers work in pairs to increase security.

CSO legislation in Ethiopia remains restrictive, especially for advocacy and rights-based work.

At local level, relationships with government agencies and structures are highly collaborative, and messages on GAA issues are well received. However, careful manoeuvring around formal requirements takes time, and increasingly urgent demands from the government to include funding for service delivery may further delay the signing of agreements in the coming years.

Most APTs do not foresee substantive effects of trends towards shrinking CS space for L&A as far as the GAA programme is concerned. GAA organisations are generally agile and able to adjust their approaches, e.g. by working with government institutions at different levels, or by using informal channels to influence government officials. Many GAA organisations maintain collaborative relationships with relevant ministries and government institutions, and work on issues that can be discussed openly. The Bangladesh and Nepal teams mention several new spaces for consultations and participation opened up by the government, such as the Nepalese Ministry of Women Children and Social Welfare think tank and the consultations round the Child Marriage Restraint Act in Bangladesh.

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2.3 EFFECTS ON GAA PLANS AND OUTCOMES The changes as outlined above are not foreseen to substantially affect the overall outcomes of the programme. Advocacy actions in 2018 will be fine-tuned to the identified new challenges and opportunities.

Implications of new policies for girls and young women will be monitored, as these are not always unambiguous. The introduction of a national minimum wage in Uganda for example, may work out well for young women employed in gold mines, but it may also render jobs more competitive and affect girls and young women who are not well qualified. Where necessary, actions will be undertaken to promote effective implementation of new policies and legislation by responsible agencies at various levels.

In many countries, laws and policies are under development or under revision that could further enshrine and protect the rights of girls and young women, including the rules to the recently enacted Child Marriage Restraint Act in Bangladesh, the harmonisation of Registration of Customary Marriage and Divorce Act in Sierra Leone, the Human Trafficking Act in Ghana and the National Action Plan on Elimination of Child Labour and the National Child Policy in Uganda.

GAA organisations are often actively involved in these processes, through formal consultations or more informal influencing, to ensure inclusion of specific clauses or to block potentially harmful ones.

Many APTs in 2018 will also have to invest in establishing relationships with newly appointed ministers and officials after elections or administrative reshuffles. The Netherlands team will work together with other CSOs to monitor and respond to the new cabinet plans, and build relationships with new spokespersons on Aid and Trade in parliament.

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3. Strategic choices for 2018 3.1 LOBBY AND ADVOCACY Lobby and Advocacy programmes operate in complex and ever changing environments. Changes in policies and practices of key stakeholders do not evolve in a linear and predictable manner.

To do justice to this reality, the GAA has adapted in its PME&L system key building blocks of adaptive programming, notably the use of Theories of Change and Outcome Harvesting. During annual Outcome Harvesting meetings in February, APTs and local partner organisations jointly reflect on collected evidence on relevant changes and determine - through a process of internal and external validation and substantiation - whether and how their advocacy interventions contributed to these changes. During annual Strategic Planning meetings in August, APTs and local partner organisations undertake a comparable joint reflection4 to inform the strategic choices for the coming period of programme implementation.

Below, a brief summary is provided of relevant changes taking place during the period January - July 2017 and of the GAA interventions contributing to these changes. In section 3.1.2. an outline is presented of intended substantive shifts in tactics, strategies and outputs of Lobby and Advocacy in 2018 as a result of these reflections.

3.1.1. Trends January - July 2017

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Summary of changes at the level of key targets Looking at the three levels of change distinguished in the GAA Theory of Change, most of the changes identified by the APTs during the August 2017 Strategic Planning meetings occurred at the level of agenda setting. This is in line with the overall logic of the GAA Theory of Change that change processes start with generating public and political attention to certain issues or problems. There were examples of changes at the level of policies and practices as well. In the Philippines, GAA organisationsâ&#x20AC;&#x2122; efforts to influence government and private sector agencies contributed to changes at policy and practice level, including the approval of three child welfare codes by local government units of Leyte. In Bangladesh, GAA organisations in 2017 directly contributed to the drafting of the rules to the Child Marriage Restraint Act and the National Plan of Action to end child marriage.

Across the four categories of key stakeholders or advocacy targets identified in the GAA Theory of Change5, a relatively large number of changes was identified at the level of communities and community leaders. In Uganda for example, traditional leaders passed proclamations on girls education and proclaimed that no kingdom officials sign a marriage certificate without ascertaining the legal age of the couple. Engagement with governmental actors seems to be stronger at local levels as compared to national levels. As a consequence, more changes were identified in local-level government agencies, for example the recent community mobilisation activities and resource mobilisation for vulnerable girls and young women by Ethiopian district offices for Women and Children Affairs. A comparable trend was noted with regards to the private sector: positive changes were noted at the level of local level small and medium enterprises, for example in Kenya and the Philippines. Collaboration with national level companies is still in initial stages. Least change seems to have occurred at the level of Civil Society (Organisations).

External factors play a role, for example in Kenya where conflicts of interest divide the civic playing field, and in Ethiopia where spaces for (coordination of) civil society action are restricted.

Generally however, influencing CSOs and CSO networks, other than the partner organisations directly involved in the GAA programme, appears challenging for GAA organisations.

4 During the Strategic Planning meetings, no external validation and substantiation of outcome statements is applied.

5 Communities and traditional and religious leaders; Civil Society (Organisations); private sector actors; governments and Intergovernmental (international, regional and Dutch) bodies

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3.1.2. Effectiveness of L&A outputs Looking back on the L&A actions implemented during the past programme period, APTs endorse the importance of the tailoring of advocacy actions to targeted audiences. Radio and TV were mentioned as successful outlets for advocacy messages, but careful planning is key. APTs experienced for example, that youths listen to specific radio stations only, that newspapers each have their specific groups of readers, and that IEC materials reached smaller audience than anticipated. Events and celebrations like the Day of the African Child remain an important avenue for lobby and advocacy. However, it was also noted that successful advocacy presupposes a sequence of advocacy actions with the same messages, aimed at the same target group, and that one-off actions are less effective. The importance of clear, focused and evidence-based advocacy messages was also underlined.

Involving girls and young women was flagged as a powerful advocacy strategy. Experience is thus far limited to a few countries but seems to confirm that stakeholders respond well to issues that are raised by youths themselves. Such involvement also makes advocacy actions more relevant to the needs of girls and young women, and it can provide the necessary evidence to support advocacy messages. In Kenya, Girlâ&#x20AC;&#x2122;s Dialogue Forums were organised to support girls and young women to share their experiences regarding CSEC and Child Trafficking, for example how they were recruited, how the experiences affected their lives, their support needs and the public perception on CSEC and Child Trafficking. Information from these discussions formed the basis for engaging communities, private sector actors, government and civil society organisations.

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Several examples were shared of successful networking and collaboration with different stakeholders and organisations outside the alliance. In Nepal, GAA organisations collaborated with the National Action Coordination Group (NACG) of the South Asia Initiative to End Violence Against Children (SAIEVAC), that took forward the development of policies for the Hotel Association of Nepal (HAN). GAA organisations in Bangladesh joined forces with the National Human Rights Commission to advocate for amendment of the rules to the Child Marriage Restraint Act. Advocacy actions aimed at communities and CSOs were generally assessed as successful. APTs concluded that these actions contributed significantly to the observed changes (although not many changes were noted at the level of CSOs and CSO networks). Conclusions on efforts to influence national level government and private sector actors were less unambiguous. APTs experienced for example that the actual decision makers often delegate representatives with little or no mandate to round table meetings, or simply do not show up.

3.1.3 Strategic choices for 2018 Strategies & tactics for L&A The GAA will continue to work through a combination of strategies and tactics as outlined in its initial programme proposal, including strengthening relations and establishing partnerships with corporate actors; the use of (media) campaigns, role models and model policies; and advising and advocacy to push for implantation of existing legislation and policies.

As compared to 2016 and 2017, based on above reflections, more emphasis will be placed in 2018 on influencing national level government agencies, as compared to communities and local leaders. Many GAA partner organisations successfully advocate for better policy implementation by local governments and local service providers, and effectively address traditional and religious leaders as influential agents of change when it comes to social norms related to issues such as child marriage, sexual violence and economic participation of young women.

However, some issues need to be addressed at higher levels, either because formal decision making power lies with a national level agency, or because influencing a district or national level decision maker who, in turn, influences his/her constituency at more local levels, is much more effective than working through local actors only.

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A GAA Advocacy Manual was recently developed and shared to support APTs to identify those decision-makers that are most likely to bring about the desired changes, and to develop the right messages and actions to effectively influence them. At the same time, the alliance recognises that accessing national-level key decision makers may not be easy. Establishing relationships takes time, and may have to start all over after elections. Working with specialised partner organisations is a good alternative. Some APTs, including Bangladesh and the Philippines, have taken steps to bring on board partner organisations who are familiar with the national political environment â&#x20AC;&#x201C; to the expense of partners with stronger bases at the community level. Contracts with partner organisations for 2018 will be finalised in November/December 2017.

Specific attention will also be paid in 2018 to international bodies and accountability mechanisms. In the coming year, the alliance will build on the expertise of the International team to support APTs in the ten programme countries to participate in monitoring processes of UNCRC, CEDAW and the SDGs, and to use these processes to influence policies and to hold their states accountable. Working through international accountability mechanisms, including shadow reporting, moreover provides an excellent opportunity to strengthen linkages and engagement with CSO networks.

To further strengthen the effectiveness of advocacy efforts towards CSOs and CSO networks, stakeholder mappings will be conducted to identify those CSOs and CSO networks that are most likely to become active agents of change. With regards to the private sector, APTs plan to focus more on small and medium enterprises instead of large (multi)national companies. In those GAA countries and sectors in which Dutch companies are operating (through sourcing or investments), the alliance will promote increased coordination between different parties involved in a certain supply chain. Working with champions within stakeholder groups continues to be an important approach in 2018.

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The GAA will also seek to strengthen the evidence base of its advocacy asks. Evidence can come from monitoring information, existing research and statistics. It may also require (desk) research, for example on public budgets and on how the budget is allocated and transferred to the decentralised state agencies responsible for service delivery.

As a final strategic choice for 2018, the alliance intends to build on experiences with youth advocates. A GAA Youth Advocacy Toolkit was recently developed and will be used to support APTs in programme countries to actively involve youths in their advocacy efforts, including those aimed at international accountability mechanisms.

Outputs of L&A In 2018, the alliance will continue to support implementing organisations and partners to further strengthen the quality and effectiveness of advocacy outputs, notably to strengthen the focus of advocacy asks and messages, and to carefully target actions. A GAA Advocacy Manual was recently developed and shared that will help the APTs to further analyse and unravel the deficiencies in implementation of policies and laws, the background of social norms that needs to change, and the power dynamics to take into account when choosing advocacy targets. The Advocacy Manual also includes practical tools to develop powerful advocacy messages, and to plan and monitor advocacy actions.

Points of attention that will be taken into account in 2018 include the involvement of boys and young men as champions and role models, and as youth advocates. APTs will also step up their efforts to engage girls and young women. A GAA Youth Advocacy Manual was recently developed and shared to help APTs identify effective strategies to mobilise girls and young women to call their local, regional or national governments to account. Support is available through the GAA International programme team, that builds on the combined experiences and expertise from the three alliance organisations.

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3.2 CAPACITY DEVELOPMENT Strengthening capacities for Lobby and Advocacy of partner CSOs is one of the two main result areas of the GAA. During the Inception Phase in 2016, all partner organisations of the GAA participated in a participatory capacity assessment focusing on the capacities for lobby and advocacy, based on the 5 core capabilities methodology by ECDPM6. Specific capacity strengthening plans were developed for each partner organisation on the basis of these assessments.

Each APT moreover identified opportunities for joint capacity development actions and agreed on joint interventions and actions for peer-to-peer learning and exchange as part of their joint capacity development plans.

Actual implementation of these capacity development plans started in January 2017 in most countries. A follow-up assessment is planned for December 2017, that will feed the development of new (joint) capacity development plans in February/March 2018 and that will shed light on the results of capacity development support thus far.

Meanwhile, analysis of the capacity development plans and reflection on initial results have led to a number of interesting observations and strategic considerations that will be taken into account in the upcoming update of capacity development plans.

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Trends and observations January – July 2017 Capacity support in 2017 focused on strengthening partners’ understanding of the Theory of Change approach and of Lobby and Advocacy. Advocacy training was provided for all GAA partners and implementing organisations in the Philippines, Ethiopia, Ghana, Uganda, Kenya, India and Bangladesh. Basic concepts were addressed, as well as more practical aspects, including identification of lobby targets, policy analysis and the development of advocacy plans and messages for various target groups - often with the organisations’ actual GAA advocacy actions as input. Seminars were organised to bring in-depth knowledge on child labour and other GAA issues, and a number of partner organisations was supported to mainstream gender.

APTs and partner organisations contest that capacity support contributed to stronger mutual understanding and programmatic focus. In the Philippines, capacity support also helped GAA organisations and partners to align their communication, and to develop a joint campaign. And in Bangladesh, GAA organisations undertook a joint Capacity Development Action Planning workshop that resulted in a varied programme based on a needs assessment of all partners involved.

Elements of PME in 2017 also helped to strengthen partners capacities. A Training of Trainers on the GAA PME cycle and tools was organised in Amsterdam in January 2017. Participants organised follow-up trainings for all GAA organisations and partners in each programme country.

Strategic choices for 2018 Many current capacity development plans address practical needs as identified during the assessment, e.g. the development of an advocacy strategy or an advocacy training. As a next step, the alliance seeks to enter into dialogue with partner organisations on the dynamics that determine actual organisational change and that may keep people from bringing gained knowledge and formal strategies into practice. The alliance also aims to make more use of the specific areas of expertise of each alliance organisation, and considers a mapping of specialised (local) knowledge institutions. Finally, more attention will be paid to mentoring, coaching, on-the-job training, exchange with peers and other alternatives to the more traditional training workshops, in order to better link to the different ways in which people and organisations learn.

The APTs identified a number of areas of interest with respect to capacity development. GAA partners’ capacities for lobby and advocacy would benefit from more effective communication on their lobby and advocacy interventions and on the results of their work, notably through the use of case stories and social media. Other areas of interest include hands-on tools and training

6 For more information, see www.ecdpm.org, or the GAA Capability Assessment Tool (CAT).

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15 Girls Advocacy Alliance - Annual Plan 2018

to engage with the private sector; coaching on working with youth advocates and engaging them in national level advocacy; practical support to engage with international accountability mechanisms (CEDAW, SDGs) and to influence CSOs and CSO networks; and practical tools for budget monitoring.

3.3 LEARNING AGENDA The GAA has a coordinated learning agenda, with key learning questions that focus on three main issues related to the 10 core assumptions of the GAA Theory of Change. The key learning questions are included in annexe II to this document. Learning is considered an integral element of GAA’s planning, monitoring and evaluation processes.

The year 2016 was about setting the stage for the implementation of the learning agenda. All APTs developed context specific Theories of Change, the key learning questions were formulated, the PME&L cycle was elaborated, and the foundations of a ‘learning culture’ were laid, including the introduction of tools that facilitate learning and exchange, such as Basecamp. In 2017, all APTs develop a learning agenda with key learning questions and concrete learning activities.

From January 2018, all APTs actively implement their learning agenda.

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Lessons and best practices Although the GAA key learning questions were not yet explicitly addressed in the first six months of 2017, APTs report relevant learnings from their involvement in the GAA. Most learnings relate to the implementation of advocacy actions. Some APTs for example note the importance of balancing advocacy at national levels and grassroot levels, and have acted on these insights by identifying national-level partners for 2018. Other APTs note the importance of communication for effective lobby and advocacy as a relevant new insight. Creating spaces for community leaders and youth networks to discuss gender-based violence was identified as a best practice for further exploration in the coming year.

Organising learning within the alliance During the Annual Strategic Planning meetings in August 2017, all APTs selected one or two key learning questions. Detailed learning calendars will be elaborated in November 2017, with concrete learning actions to address the identified questions. Each learning agenda moreover indicates how the lessons learned will be integrated into improved strategies and actions.

A variety of learning methods and actions was identified by the APTs to collect, analyse and value information on key learning questions, including expert meetings, (desk) research, literature review, Outcome Harvesting sessions, APT meetings, interim programme reviews, reflections and exchanges with partners and other expert organisations, as well as meetings and surveys with girl panels.

From January 2018, all APTs will actively implement their own learning agenda. Reflection on learnings and the integration of learnings into improved strategies and L&A actions is on the agenda of both annual meetings of the APTs (Outcome Harvesting in February, and Strategic Planning in August). The alliance desk will support the APTs to include learning and reflection in all their meetings and joint actions, and brings together the lessons learned from the various APTs for the purpose of reporting to the MFA. The desk will also produce an annual or half-yearly internal learning agenda update to promote exchange and cross-learning.

3.4 COLLABORATION, ALLIANCE BUILDING AND HARMONISATION Collaboration within APTs was generally assessed as good. All APT organised one or more joint activities, including advocacy training and other capacity support for local partners, development of ToRs for legal framework assessments and private sector surveys. In the Philippines, GAA organisations are preparing a joint campaign. Some APTs actively positioned the GAA through participation in events as the East African Girls Summit, and joint visits to relevant ministries.

Several GAA organisations chose to align their positions and participate in network meetings as an alliance, instead of as individual organisations. Coordination and collaboration for joint

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16 Girls Advocacy Alliance - Annual Plan 2018

planning and monitoring has overcome start-up issues in most APTs, although the requirements of the GAA PME cycle are generally assessed as demanding and require continued support and fine-tuning.

GAA organisations collaborate with a wide variety of other stakeholders, including agencies related to the African Union and the UN, government agencies at various levels such as Women and Children Affairs Offices, Labour and Social Affair Offices, Education Offices, Vital Registration Agencies and Law Enforcement Institutions. Grassroots organisations and clubs, CSOs and FBOs, Chambers of Commerce, trade unions and radio stations are also mentioned as stakeholders outside of the alliance with whom GAA organisations collaborate and align to reach and influence advocacy targets. In 2018, the alliance will continue to promote the forging of (temporary) alliances and collaboration with other external stakeholders. Practical tools and support for the continuous monitoring of the programme context as an element of adaptive programming will help APTs to identify potential allies and successfully engage with them.

Collaboration with the Dutch Ministry of Foreign Affairs and the Dutch embassies can roughly be classified as follows: °° No communication yet between Embassies and GAA organisations: India, Kenya, Nepal °° Dialogue and information sharing between Embassies and GAA organisations but in an informal and non-structural manner: Ghana, Sierra Leone and Liberia (last two countries belong to the mandate of the Embassy in Accra) °° Dialogue, information sharing and alignment between Embassies, GAA organisations and other strategic partnerships through more formal and frequent meetings (facilitated by the Embassies): Ethiopia, Uganda, Bangladesh °° Coordination and joint planning of advocacy initiatives between Embassies and GAA organisations: Philippines

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In 2018, the alliance will continue to seek closer alignment with the embassies in India and Kenya, notably to influence Dutch companies and entrepreneurs active in these countries.

Success of collaboration with Dutch embassies seems to depend to an important extent on the degree in which GAA teams and embassies work towards shared goals and key issues, on mutual commitment to address these through a combination of diplomacy and civic lobby, and on the available capacity at embassies.

With regards to the Dutch and international GAA efforts, meetings with staff members at the Ministry of Foreign Affairs have enabled information sharing and coordination of ongoing advocacy initiatives. Careful planning and preparation of intended advocacy actions by the alliance is needed to increase the likelihood of successful collaboration with the Ministry.

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17 Girls Advocacy Alliance - Annual Plan 2018

4. Theory of Change of the Girls Advocacy Alliance The Theory of Change forms the basis for the planning, monitoring, evaluation and learning framework of the Girls Advocacy Alliance. Regular review and update of Theories of Change is embedded in the programme’s PME&L cycle.

During the Inception Phase of the programme (January – July 2016), all Alliance Programme Teams adapted the overall Theory of Change of the Girls Advocacy Alliance to their specific programme context, including a set of underlying assumptions.

In August 2017, as part of the strategic planning process, all APTs checked their contextualised Theory of Change against experiences of one year of programme implementation. Do the initial ideas on how change evolves still hold, or does practice show otherwise? Are the assumptions about how change processes ‘work’, about the context in which changes take place and about what will happen as a result of interventions still valid and relevant? And what does this entail for the overall Theory of Change of the Girls Advocacy Alliance?

4.1. REVIEW OF CONTEXTUALISED THEORIES OF CHANGE

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Assumptions Apart from refinements and specifications, the vast majority of the assumptions underlying the pathways of change towards the eradication of gender-based violence and economic exclusion of girls and young women is still valid and relevant: out of the 170 assumptions identified by the APTs in 2016, only eight turned out not completely valid.

Almost all substantive adjustments of assumptions relate to the abilities, needs, interests and behaviour of key actors and other stakeholders: the initial assumptions proved too positive. In Ethiopia, the team noted that the Ministry of Women and Children Affairs will need strengthening to fulfil its assumed coordinating role. The Ethiopia team also adjusted an assumption that is more related to the external context in which the programme operates: CSO networks were found to have less opportunities to strengthen the voices of CSOs than envisioned.

The Liberia team noted that girls and young women’s willingness to report cases of sexual abuse not only depends on their knowledge and awareness; the involvement of boys and men is of critical importance. In Kenya, the team realised that private sector actors may need more encouragement, notably from CSOs, to put issues of girls and young women higher on the agenda. In the Philippines, the team concluded that supporting policies are a necessary condition for the meaningful participation of women in local councils.

The international team concluded that CSOs are less inclined to engage with international accountability mechanisms than assumed. The international team also commented that not all states are susceptible to international pressure, as one initial assumption states. The possibilities to support national lobby and advocacy through international accountability mechanisms are more limited for those countries that are not amenable to international pressure. Finally, the international team noted that international accountability mechanisms are not always as open to alternative reporting as assumed. At the High Level Political Forum notably, spaces for civil society proved limited. The international team considers the GAA programme as an opportunity to influence this situation.

Through the review of the assumptions underlying the contextualised Theories of Change, APTs identified a number of gaps in abilities and behaviour of key actors and other conditions for envisioned changes. None of these gaps were assessed as unassailable, or as contrary to the overall causal linkages. Where relevant, actions to address the observed gaps have been incorporated in action plans and intermediate outcomes for 2018. Ongoing regular review of

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18 Girls Advocacy Alliance - Annual Plan 2018

assumptions and Theories of Change will reveal whether envisaged final outcomes for 2020 may have to be modified.

Pathways of change Most APTs made one or more adjustments to the pathways of change in their Theory of Change.

Most adjustments entail (further) specification of actors, policies or envisaged behaviour, with no substantive consequences for strategic planning or envisaged outcomes.

Other adjustments reflect programmatic choices and prioritisation for stronger focus and achievable final outcomes in the programmeâ&#x20AC;&#x2122;s timeframe. In Nepal for example, the private sector pathway now focuses on the Hotel Association of Nepal and how it will eventually influence its members to adopt, implement and monitor a code of conduct that incorporates child protection, gender and principles of decent employment. The international team realised that improved implementation of the SDGs is not within the sphere of influence of their programme and adjusted their Theory of Change to focus on accountability for the SDGs through the High Level Political Forum.

Quite a number of pathways were elaborated with intermediate steps towards desired final outcomes. This helped teams to fine-tune their strategies and interventions for greater effectiveness. The Nepal team adjusted their Theory of Change to emphasize the role of CSOs in the monitoring of government policies, and as influencers of national and local government. And community and religious leaders are now not only included as initiators of informal laws and regulations, but also as role models.

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Additional steps and actors were also identified by the Bangladesh, Ethiopia and Philippines teams. The Bangladesh team identified safe internet use as a step towards the elimination of gender-based violence. The Ethiopia team included chambers of commerce and trade unions as important actors to influence the private sector. And both Ethiopia and Nepal added statements in their Theory of Change to underscore the importance of girls and young women as influencers at the level of communities and the general public. The Philippines team added to their Theory of Change an important role for community leaders to report cases of CSEC and CL, and to monitor the follow-up of these cases by government institutions. With regards to CSOs, the Philippines team adjusted their Theory of Change to focus first on developing a joint agenda, rather than formulating joint proposals and demands towards government.

4.2. THE OVERALL THEORY OF CHANGE The review of the contextualised Theories of Change confirms the overall logic of the Girls Advocacy Alliance Theory of Change. Also, the review does not provide grounds to revise the 11 general assumptions of the alliance. These conclusions are supported by the signs of change observed by the Alliance Programme Teams.

Not all changes and assumptions could be assessed against experiences from programme implementation yet. From January 2017, key assumptions will be addressed through the GAA Learning Agenda. The Mid-term Evaluation (2018) as well, will explicitly look at the Theory of Change of the GAA. Updates of contextualised Theories of Change underscore the importance of interlinkages between pathways and actors. Community leaders monitor the implementation of government policies. CSOs influence the private sector. And girls and young women are notable changemakers at community level.

Another observation relates to the change levels agenda setting, policy change and practice change. These phases of change are relevant in the context of formal policy cycles, but for other processes, the distinction is often difficult to make. Nevertheless, overall the distinction still holds and provides some guidance, as long as it is not applied rigidly at country level.

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-II- Financial Planning of the Girls Advocacy Alliance

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Photo credit: Plan International

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20 Girls Advocacy Alliance - Annual Plan 2018

5. Financial planning 5.1 REVISED BUDGET OF THE GIRLS ADVOCACY ALLIANCE Below budget is an update of the revised budget that was presented in the Annual Plan 2017 in November 2016, and that was approved by the Ministry of Foreign Affairs by letter of 21 December 2016. It includes budget neutral adjustments to the budgets for implementation of all programme components by Plan, Terre des Hommes and – to a lesser extent – Defence for Children-ECPAT in 2018, 2019 and 2020.

For 2016, actual expenditures are included as determined in the GAA Annual Report 2016.

For 2017, the expected expenditures are presented as indicated by the alliance organisations, based on their realised expenditures for the period January – July 2017 plus an estimate over the second half year.

The revised budget presented below is hereby submitted to the Ministry for approval.

Expected expenditures 2017 The alliance expects to spend €8.8 mio in 2017; 97% of the approved annual budget for 2017.

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Adjustment of the GAA budget The extension of the inception phase and the consequent delay in the start of implementation resulted in lower expenditures than planned for 2016. Of the approved annual budget for 2016 of €6.5 mio, 68% was spent in 2016. With implementation well underway in 2017, a small underspent is expected on the approved annual budget of 2017. The alliance expects to catch up for the delays incurred in the startup phase of the programme in the remaining three years of implementation. In below adjusted budget, the (expected) underspent from 2016 and 2017 has been reallocated to the budgets for 2018, 2019 and 2020.

Adjustments moreover follow from corrections as a result of refined definition of budget lines and alignment of interpretation of various categories of activities, most notably with respect to Capacity Development.

At the level of the overall programme, there are no significant shifts of budget between country programmes, regional programmes and/or the international programme. Explanation is provided below for changes at the level of budget lines, and for changes in the 2018 budgets per programme component.

Overall budget for the GAA programme 2016 – 2020 remains equal. Hourly rates and overhead costs calculations have not changed as compared to the original subsidy request and budget (August 2015).

Changes between budget lines Initial budgets for Capacity Development were found to include activities that should have been labelled as Lobby and Advocacy and/or PME, especially for the regional programme components, that are mainly implemented by federation partners and network partners of the Alliance organisations. This was partly addressed in the adjusted budget version November 2016; further corrections by Terre des Hommes are reflected in the adjusted budgets below for Ethiopia, Kenya, Uganda, Bangladesh, India, the Philippines and the regional programme components in Asia and Africa.

Shifts between budget lines of below adjusted budgets for Sierra Leone, Liberia and Nepal reflect adjustments by Plan to the initial budget (August 2015) that had not yet been incorporated in the previous budget adjustment, notably for higher costs for administration and PMR as a result of cost recovery requirements by Plan Country Offices that had not been taken into sufficient account in the initial budget, and as a result of the fine-tuning of plans for joint PMR.

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21 Girls Advocacy Alliance - Annual Plan 2018

Changes in 2018 budgets per programme component Shifts in the 2018 budgets per programme component reflect the anticipated catch-up for start-up delays and the reallocation of (expected) unspent budget from 2016 and 2017 to the remaining years of implementation. Depending on the specific situation per programme component, in consultation with the implementing organisations on the ground, the bulk of unspent budget has been reallocated to 2018, 2019 or 2020 – or spread evenly over the three years. At the level of the overall programme, there are no significant shifts of budget between country programmes, regional programmes and/or the international programme.

5.2 ESTIMATED REVENUES AND EXPENDITURES 2018

Estimated revenues 2016 - 2018

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Funds received MFA 31-12-2015 (1st instalment)

€

Funds received MFA 27-10-2016 (2nd instalment)

€ 1.579.668

Funds received MFA 01-12-2016 (3rd instalment)

€ 9.079.312

Planned instalment MFA 2017 (budget year 2018)

€ 10.374.019

Received interest CY 2016

€ 10.554

Estimated interest CY 2017

€ 2.500

Actuals 2016 expenditures

€ -4.427.544

Forecast 2017 expenditures

€ -8.809.803

New budget 2018 expenditures

€ -10.259.895

Expected balance per December 2018

€ 2.505.091

4.956.280

Liquidity planning as per MFA grant decision no. 27548 – adjusted as per letter dated 2 February 2017:

Instalments Girls Advocacy Alliance/SP 1st

Received

31 December 2015

€ 4.956.280

2nd

Received

27 October 2016

€ 1.579.668

3rd

Received

1 December 2016

€ 9.079.312

4th

Planned

December 2017

€ 10.374.019

5th

Planned

December 2018

€ 8.349.828

6th

Planned

December 2019

€ 6.457.558

7th

Planned

2021

€ 412.089

Total (maximum)

€ 41.208.754

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22 Girls Advocacy Alliance - Annual Plan 2018

Revised budget 2016 - 2020 of the Girls Advocacy Alliance Programme Component

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Budget 2016

Actuals Deviation 2016 %

Budget 2017

Forecast Deviation 2017 %

Budget 2018

New budget 2018

Deviation %

Country 1 - Ghana Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 78.628 € 343.079 € 90.450 € 32.673 € 544.830

€ 50.265 -56% € 225.928 -52% € 77.871 -16% € 14.356 -128% € 368.420 -48%

€ 85.548 € 340.828 € 108.057 € 45.921 € 580.354

€ 92.859 € 306.765 € 106.237 € 45.010 € 550.871

8% -11% -2% -2% -5%

€ 90.548 € 333.757 € 107.763 € 41.631 € 573.699

€ 75.540 -20% € 371.791 10% € 172.731 38% € 48.335 14% € 668.397 14%

Country 2 - Sierra Leone Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 39.816 € 181.741 € 95.312 € 14.020 € 330.889

1% € 40.298 -3% € 176.265 € 53.109 -79% € 3.284 -327% € 272.956 -21%

€ 37.938 € 241.180 € 132.007 € 17.921 € 429.046

€ 65.552 € 228.161 € 117.268 € 20.811 € 431.793

42% -6% -13% 14% 1%

€ 32.667 € 247.297 € 108.625 € 18.895 € 407.484

€ 47.172 € 285.797 € 175.258 € 29.539 € 537.765

31% 13% 38% 36% 24%

Country 3 - Liberia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 20.942 € 99.000 € 18.000 € 3.508 € 141.450

€ 40.018 € 87.489 € 20.345 € 3.341 € 151.194

48% -13% 12% -5% 6%

€ 34.816 € 211.750 € 132.150 € 23.445 € 402.161

€ 35.510 € 155.048 € 94.417 € 29.711 € 314.686

2% -37% -40% 21% -28%

€ 40.347 € 248.000 € 114.825 € 20.570 € 423.742

€ 52.533 € 256.074 € 121.727 € 41.128 € 471.462

23% 3% 6% 50% 10%

Country 4 - Ethiopia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 91.013 € 259.419 € 174.076 € 71.361 € 595.868

€ 95.624 € 147.557 € 94.019 € 40.983 € 378.182

5% -76% -85% -74% -58%

€ 98.630 € 369.159 € 277.206 € 138.320 € 883.314

3% € 101.495 € 328.593 -12% 5% € 293.064 € 124.300 -11% € 847.452 -4,23%

€ 101.752 € 397.212 € 318.366 € 135.770 € 953.100

9% € 111.860 € 527.304 25% € 224.596 -42% € 119.854 -13% 3% € 983.613

Country 5 - Kenya Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 90.847 € 265.225 € 172.812 € 39.162 € 568.045

€ 40.475 -124% € 113.400 -134% € 28.157 -514% € 11.496 -241% € 193.529 -194%

€ 84.377 € 354.530 € 249.731 € 60.699 € 749.336

€ 100.850 € 408.478 € 155.100 € 248.753 € 913.180

16% 13% -61% 76% 18%

€ 84.377 € 317.064 € 304.291 € 97.311 € 803.042

3% € 86.831 € 525.394 40% € 97.929 -211% € 58.382 -67% € 768.537 -4%

Country 6 - Uganda Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

104.609 224.314 150.078 72.236 551.236

€ 41.947 -149% € 83.625 -168% € 86.032 -74% 5% € 75.759 € 287.364 -92%

€ 61.867 € 365.136 € 190.879 € 70.382 € 688.263

€ 59.618 € 273.752 € 228.107 € 88.187 € 649.664

-4% -33% 16% 20% -6%

€ 67.700 € 290.000 € 283.745 € 87.792 € 729.237

€ 79.403 15% € 392.421 26% € 211.243 -34% € 78.988 -11% 4% € 762.054

Regional Africa Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 50.968 € 211.875 € 39.764 € 39.475 € 342.081

€ 44.252 -15% € 116.920 -81% € 8.390 -374% € 20.291 -95% € 189.853 -80%

€ 69.557 € 386.269 € 130.827 € 112.964 € 699.617

€ 69.623 € 290.420 € 74.690 € 129.837 € 564.571

0% -33% -75% 13% -24%

€ 69.558 € 385.552 € 165.750 € 117.042 € 737.902

€ 78.783 12% € 491.635 22% € 74.969 -121% € 109.439 -7% 2% € 754.826

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23 Girls Advocacy Alliance - Annual Plan 2018

Programme Component

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Budget 2016

Actuals Deviation 2016 %

Budget 2017

Forecast Deviation 2017 %

Budget 2018

New budget 2018

Deviation %

Country 7 - Bangladesh Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 54.529 € 241.929 € 134.712 € 60.489 € 491.659

€ 51.459 € 174.291 € 112.684 € 70.188 € 408.622

-6% -39% -20% 14% -20%

€ 62.043 € 376.807 € 215.720 € 112.251 € 766.821

€ 56.266 -10% 11% € 422.877 € 131.400 -64% € 31.442 -257% € 641.985 -19%

€ 76.687 € 375.354 € 237.484 € 72.950 € 762.475

€ 78.727 € 513.512 € 184.549 € 81.034 € 857.822

3% 27% -29% 10% 11%

Country 8 - India Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 75.995 € 183.251 € 61.446 € 60.817 € 381.508

€ 34.480 -120% -6% € 173.256 € 23.488 -162% € 39.012 -56% € 270.236 -41%

€ 79.398 € 286.910 € 195.405 € 121.275 € 682.988

€ 102.285 € 306.354 € 127.848 € 172.059 € 708.546

22% 6% -53% 30% 4%

€ 82.080 € 340.067 € 210.552 € 97.486 € 730.186

€ 82.080 € 463.070 € 129.542 € 85.034 € 759.725

27% -63% -15% 4%

Country 9 - Nepal Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 62.130 € 129.049 € 37.748 € 7.103 € 236.030

€ 36.672 -69% € 52.196 -147% € 22.943 -65% € 989 -618% € 112.800 -109%

€ 87.554 € 264.668 € 39.131 € 32.404 € 423.757

22% € 112.302 -3% € 256.295 € 34.577 -13% € 9.480 -242% -3% € 412.654

€ 77.049 € 271.756 € 35.582 € 9.173 € 393.560

€ 119.685 € 357.541 € 49.826 € 26.069 € 553.121

36% 24% 29% 65% 29%

Country 10 - Philippines Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 48.474 € 151.871 € 79.997 € 48.758 € 329.100

€ 62.960 € 86.874 € 63.332 € 29.980 € 243.146

23% -75% -26% -63% -35%

€ 56.171 € 280.315 € 176.840 € 52.655 € 565.981

€ 55.757 € 267.567 € 217.676 € 82.142 € 623.142

-1% -5% 19% 36% 9%

€ 70.476 € 328.810 € 207.224 € 70.605 € 677.115

€ 70.477 € 430.267 € 148.511 € 67.637 € 716.891

0% 24% -40% -4% 6%

Regional Asia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 40.738 € 216.268 € 47.379 € 50.429 € 354.814

11% € 45.905 € 135.093 -60% € 12.058 -293% € 23.810 -112% € 216.867 -64%

€ 38.581 € 238.353 € 60.072 € 63.222 € 400.228

€ 52.125 € 220.105 € 62.425 € 60.651 € 395.306

26% -8% 4% -4% -1%

€ 38.581 € 263.439 € 72.765 € 76.015 € 450.800

€ 50.250 23% € 406.725 35% € 31.009 -135% € 30.037 -153% € 518.022 13%

Netherlands/International Administration + PME N NL Lobby & Advocacy Capacity development Knowledge and research Alliance coordination PMEL Overhead recovery Sub Total

29% € 129.968 € 183.381 € 530.502 € 264.695 -100% 12% € 14.765 € 16.851 -8% € 60.051 € 55.629 € 255.250 € 222.825 -15% -7% € 633.721 € 590.994 € 1.624.257 € 1.334.375 -22%

€ 152.553 € 155.786 € 659.820 € 592.463 € 23.872 € 73.893 € 92.135 € 103.638 € 200.000 € 194.748 € 679.065 € 635.424 € 1.807.445 € 1.755.952

2% -11% 68% 11% -3% -7% -3%

Grand Total Liquidity Prognosis in %

€ 6.491.767 € 4.427.544 -46,62% 10,7% 15,8%

€ 9.079.312 € 8.809.803 -3,06% 21,4% 22,0%

Totals per Outcome Administration + PME N NL Lobby & Advocacy Capacity development Knowledge and research Alliance coordination PMEL Overhead recovery sub Total

€ 888.654 € 3.037.523 € 1.116.538 € 560.081 € 255.250 € 633.721 € 6.491.767

€ 767.737 € 1.837.589 € 619.280 € 389.120 € 222.825 € 590.994 € 4.427.544

-16% -65% -80% -44% -15% -7% -47%

€ 949.034 € 4.375.724 € 1.931.897 € 943.593 € 200.000 € 679.065 € 9.079.312

€ 1.060.029 € 4.056.879 € 1.716.702 € 1.146.022 € 194.748 € 635.424 € 8.809.803

10% -8% -13% 18% -3% -7% -3%

€ 166.553 € 176.491 € 630.151 € 704.985 € 24.608 € 22.176 € 110.518 € 73.159 € 255.250 € 264.365 € 684.533 € 666.484 € 1.871.612 € 1.907.659

0%

6% 11% -11% -51% 3% -3% 2%

€ 9.513.955 € 10.259.895 7,27% 24,9% 23,1%

€ 998.375 € 1.109.832 € 4.428.459 € 5.726.516 € 2.191.580 € 1.644.065 € 955.757 € 848.633 € 255.250 € 264.365 € 684.533 € 666.484 € 9.513.955 € 10.259.895

10% 23% -33% -13% 3% -3% 7%

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24 Girls Advocacy Alliance - Annual Plan 2018

Revised budget 2016 - 2020 of the Girls Advocacy Alliance Programme Component

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New budget 2019

Budget 2019

Deviation %

Budget 2020

New budget 2020

Deviation %

Budget Total

New budget Total

Deviation %

Country 1 - Ghana Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

92.241 335.757 107.108 44.631 579.737

€ 78.233 € 329.373 € 167.433 € 58.516 € 633.555

-18% -2% 36% 24% 8%

€ 99.568 € 328.686 € 105.510 € 41.062 € 574.826

€ 80.560 € 341.453 € 139.167 € 29.789 € 590.969

-24% 4% 24% -38% 3%

€ 446.534 € 377.456 -18% € 1.682.107 € 1.575.311 -7% € 518.890 € 663.439 22% € 205.917 € 196.005 -5% € 2.853.448 € 2.812.211 -1%

Country 2 - Sierra Leone Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

36.072 197.797 73.975 11.470 319.314

€ 47.410 € 200.262 € 80.513 € 13.052 € 341.237

24% 1% 8% 12% 6%

€ 37.973 € 173.047 € 56.650 € 7.997 € 275.667

€ 49.311 € 182.485 € 65.181 € 11.573 € 308.550

23% 5% 13% 31% 11%

€ 184.466 € 249.743 € 1.041.062 € 1.072.969 € 466.569 € 491.329 € 70.303 € 78.260 € 1.762.400 € 1.892.301

26% 3% 5% 10% 7%

Country 3 - Liberia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 48.752 € 208.000 € 80.175 € 10.870 € 347.797

€ 56.251 € 243.301 € 106.284 € 23.031 € 428.867

13% 15% 25% 53% 19%

€ 42.153 € 169.250 € 62.850 € 7.397 € 281.650

€ 49.652 € 199.870 € 89.336 € 11.316 € 350.174

15% 15% 30% 35% 20%

€ 187.010 € 233.963 € 936.000 € 941.781 € 408.000 € 432.110 € 65.790 € 108.529 € 1.596.800 € 1.716.383

20% 1% 6% 39% 7%

Country 4 - Ethiopia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

99.222 329.586 262.881 105.662 797.351

€ 107.405 € 433.983 € 180.410 € 90.249 € 812.047

8% 24% -46% -17% 2%

€ 96.706 € 247.181 € 166.830 € 74.698 € 585.415

€ 98.805 € 353.593 € 126.972 € 74.566 € 653.936

2% 30% -31% 0% 10%

5% € 487.322 € 515.190 € 1.602.556 € 1.791.029 11% € 1.199.359 € 919.061 -30% € 525.811 € 449.951 -17% € 3.815.047 € 3.675.231 -4%

€ € € € €

91.463 326.578 239.439 84.146 741.625

€ 97.897 € 457.754 € 162.698 € 66.364 € 784.713

7% 29% -47% -27% 5%

€ 93.927 € 274.265 € 150.658 € 51.612 € 570.462

€ 93.487 € 406.028 € 120.051 € 50.089 € 669.655

0% 32% -25% -3% 15%

€ 444.990 € 1.537.661 € 1.116.931 € 332.929 € 3.432.511

€ 419.540 -6% € 1.911.055 20% € 563.934 -98% € 435.085 23% € 3.329.614 -3%

Country 5 - Kenya Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

Country 6 - Uganda Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 68.559 € 286.854 € 291.825 € 87.992 € 735.231

€ 90.727 € 420.671 € 255.141 € 83.659 € 850.198

24% 32% -14% -5% 14%

€ 76.720 € 194.370 € 225.342 € 63.772 € 560.204

€ 92.411 € 331.123 € 233.499 € 75.444 € 732.478

17% 41% 3% 15% 24%

€ 379.456 € 1.360.675 € 1.141.868 € 382.174 € 3.264.172

€ 364.106 -4% 9% € 1.501.593 € 1.014.022 -13% 5% € 402.037 1% € 3.281.758

Regional Africa Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

€ 78.069 € 435.269 € 71.600 € 105.913 € 690.851

4% 27% -76% 17% 12%

€ 76.455 € 247.195 € 81.343 € 47.020 € 452.014

€ 80.352 € 393.062 € 64.149 € 76.055 € 613.618

5% 37% -27% 38% 26%

€ 341.212 € 1.549.346 € 544.041 € 404.541 € 2.839.139

3% € 351.079 € 1.727.306 10% € 293.799 -85% 8% € 441.535 € 2.813.720 -1%

74.674 318.456 126.356 88.040 607.526

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25 Girls Advocacy Alliance - Annual Plan 2018

Programme Component

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Budget 2019

New budget 2019

Deviation %

Budget 2020

New budget 2020

Deviation %

Budget Total

New budget Total

Deviation %

Country 7 - Bangladesh Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 70.268 € 390.372 € 242.135 € 75.832 € 778.607

€ 73.081 € 513.596 € 170.394 € 69.722 € 826.793

4% 24% -42% -9% 6%

€ 89.788 € 319.810 € 188.934 € 46.865 € 645.399

€ 87.474 € 451.796 € 128.975 € 44.438 € 712.682

-3% 29% -46% -5% 9%

€ 353.314 € 1.704.273 € 1.018.986 € 368.388 € 3.444.961

€ 347.007 € 2.076.072 € 728.002 € 296.824 € 3.447.904

-2% 18% -40% -24% 0%

Country 8 - India Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

88.563 348.712 212.340 111.182 760.797

€ 96.930 € 441.895 € 164.750 € 92.802 € 796.377

9% 21% -29% -20% 4%

€ 93.748 € 267.511 € 162.878 € 84.969 € 609.106

€ 96.427 € 365.444 € 156.718 € 81.670 € 700.258

3% 27% -4% -4% 13%

€ 419.784 € 1.426.452 € 842.621 € 475.728 € 3.164.585

€ 412.201 € 1.750.019 € 602.345 € 470.577 € 3.235.142

-2% 18% -40% -1% 2%

Country 9 - Nepal Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ 86.208 € 248.397 € 34.282 € 5.973 € 374.860

€ 86.208 € 250.913 € 35.001 € 6.333 € 378.456

0% 1% 2% 6% 1%

€ 99.452 € 198.259 € 32.434 € 1.649 € 331.793

€ 99.451 € 170.475 € 36.155 € 3.509 € 309.589

0% -16% 10% 53% -7%

€ 412.392 € 1.112.129 € 179.177 € 56.302 € 1.760.000

€ 454.319 € 1.087.420 € 178.502 € 46.380 € 1.766.621

9% -2% 0% -21% 0%

Country 10 - Philippines Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

60.397 312.945 214.902 69.931 658.176

€ 60.243 € 426.379 € 122.453 € 50.141 € 659.217

0% 27% -75% -39% 0%

€ 87.109 € 253.822 € 150.463 € 42.364 € 533.758

€ 80.080 € 365.253 € 103.408 € 38.462 € 587.204

-9% 31% -46% -10% 9%

€ 322.627 € 1.327.764 € 829.426 € 284.313 € 2.764.130

€ 329.517 € 1.576.341 € 655.380 € 268.363 € 2.829.600

2% 16% -27% -6% 2%

Regional Asia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total

€ € € € €

40.943 245.939 72.565 75.915 435.362

€ 45.759 € 341.306 € 44.162 € 50.743 € 481.970

11% 28% -64% -50% 10%

€ 41.765 € 241.238 € 46.959 € 50.219 € 380.181

€ 45.450 € 335.342 € 43.640 € 49.363 € 473.796

8% 28% -8% -2% 20%

€ 200.609 € 1.205.238 € 299.739 € 315.799 € 2.021.385

€ 239.490 € 1.438.572 € 193.294 € 214.605 € 2.085.960

16% 16% -55% -47% 3%

Netherlands/International Administration + PME N NL Lobby & Advocacy Capacity development Knowledge and research Alliance coordination PMEL Overhead recovery Sub Total

€ 152.551 € 625.151 € 24.608 € 100.518 € 200.000 € 563.426 € 1.666.253

€ 160.739 € 623.105 € 24.608 € 103.409 € 209.115 € 574.281 € 1.695.256

5% 0% 0% 3% 4% 2% 2%

€ 166.551 € 627.340 € 14.765 € 77.551 € 255.296 € 379.109 € 1.520.612

€ 171.489 € 625.295 € 14.765 € 80.442 € 264.411 € 472.668 € 1.629.070

3% 0% 0% 4% 3% 20% 7%

€ 768.176 € 847.886 € 3.072.963 € 2.810.542 € 102.617 € 152.292 € 440.772 € 416.277 € 1.165.796 € 1.155.464 € 2.939.854 € 2.939.851 € 8.490.178 € 8.322.312

9% -9% 33% -6% -1% 0% -2%

Grand Total Liquidity Prognosis in %

€ 8.802.637 21,4%

€ 9.379.537 22,8%

6,15%

€ 7.321.086 17,8%

€ 8.331.977 12,13% 20,2%

Totals per Outcome Administration + PME N NL Lobby & Advocacy Capacity development Knowledge and research Alliance coordination PMEL Overhead recovery sub Totalsub Total

€ 1.009.914 € 4.174.544 € 1.982.592 € 872.162 € 200.000 € 563.426 € 8.802.637

€ 1.078.952 € 5.117.809 € 1.585.446 € 813.934 € 209.115 € 574.281 € 9.379.537

6% 18% -25% -7% 4% 2% 6%

€ 1.101.915 € 3.541.975 € 1.445.616 € 597.175 € 255.296 € 379.109 € 7.321.086

€ 1.124.948 € 4.521.217 € 1.322.015 € 626.718 € 264.411 € 472.668 € 8.331.977

2% 22% -9% 5% 3% 20% 12%

€ 41.208.757 €41.208.757 0,00% 100,0% 100,0%

€ 4.947.892 € 19.558.225 € 8.668.223 € 3.928.767 € 1.165.796 € 2.939.854 € 41.208.757

€ 5.141.497 € 21.260.010 € 6.887.508 € 3.824.427 € 1.155.464 € 2.939.851 € 41.208.757

4% 8% -26% -3% -1% 0% 0%

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26 Girls Advocacy Alliance - Annual Plan 2018

Annexe I: Theory of Change of the Girls Advocacy Alliance

Equal rights and opportunities for girls and young women

Girls and young women are economically empowered (EE) and free from all forms of Gender Based Violence (GBV) 10

Practice Change: Intergovernmental (international, regional and Dutch) bodies effectively monitor and hold national states accountable on girls’ and young women’s EE and elimination of GBV

Practice Change: Key leaders and the general public promote values, norm and practices in support of girls’ and women’s EE and elimination of GBV

Policy Change: Intergovernmental (international, regional and Dutch) bodies develop normaltive frameworks, programmes, guidelines on girls’ and young women’s EE and elimination of GBV

Practice Change: Local and national Governments effectively implement legislation and policies, and have improved practices in support of girls’ and women’s EE and elimination of GBV

Practice Change: Relevant CSOs are gender sensitive and legitimate representatives of girls’ and young women

Practice Change: Private businesses (multinationals, international, Dutch and national companies)effectively implement and monitor corporate policies in support of girls’ women’s EE and elimination of GBV

Practice Change: Dutch and multinational companies with strong CSR frameworks and regulations exert influence on local businesses (clients and contractors) for compliance with international guiding principles an standards in support of girls’ and women’s EE and elimination of GBV

Policy Change: Key leaders publicly change informal rules and customary laws in order to address GBV and EE of girls and young women

Policy Change: Political actors and public officials develop/update programmes, policies and guidelines to eliminate GBV and support EE

Policy Change: CSOs remove internal obstacles to GYW participation and adopt gender sensitive measures

Policy Change: Private sector actors develop/update programmes, corporate policies and guidelines to eliminate GBV and support EE

Policy Change: Corporate actors adopt CSR frameworks and regulations that fully recognise business responsibility for promoting children’s and women’s rights

Boys and young men able and willing to reflect on gender norms and practices

Policy Change: Political actors and public officials develop/update programmes, policies and guidelines to eliminate GBV and support EE

Role models act as champions of change, challenging existing norms and practices

<

9

Private sector actors commit to take action to eliminate GBV and support EE

>

8

Agenda Setting: Intergovernmental (international, regional and Dutch) bodies work with CSO networks and their monitoring data on girls’ and women’s EE and elimination of GBV

Agenda Setting: Key leaders (traditional, religious, community) and the general public recognise the importance of addressing GBV and EE of girls and young women

Agenda Setting: Political actors and public officials attach more importance to GBV and EE and enter into dialogue with CSOs

Agenda Setting: CSOs realise the importance of GYW representation and jointly put elimination of GBV and EE on the agenda of duty bearers

Agenda Setting: Private sector actors recognise their role in addressing GBV and EE and enter into dialogue with CSOs

7 6

Girls and young women: Have power to demand change 5 4

Strengthened organisational capacity of CSO partners of GAA for lobby and advocacy 2

3

Capability to act and commit: Especially represent the voices of girls and young women and engage gender champions

Capability to deliver: Make adequate use of research and monitoring data to lobby and advocate

In-country

Capability to balance diversity: Manage diverging opinions and interests and effectively engage with media

Capability to adapt and self-renew: Understand and navigate the policy environment and have access to relevant public and private decision makers

1

International

Regional

Capability to relate: Networks and alliances have a common agenda on EE and GBV

GAA NGO partners: Plan Nederland, DCI-ECPAT, Terre des Hommes MoFA/Royal Netherlands Embassies

Assumptions Theory of Change 1. CSOs, in particular girls and women’s right organisations, have long-term commitment to shape political agendas, create political will and monitor implementation.

2. Collaboration between CSOs with different mandates to fight for a common goal will strengthen each individual CSO and benefit all their constituencies 3. Use of ICT, social media and research improves the quality (relevance, urgency) of lobby and advocacy actions.

Agenda Setting: Corporate ‘forerunners’ recognise their role and become engaged to address GBV and economic exclusion; documentation of good business cases

27 Girls Advocacy Alliance - Annual Plan 2018

Assumptions Theory of Change 1. CSOs, in particular girls and womenâ&#x20AC;&#x2122;s right organisations, have long-term commitment to shape political agendas, create political will and monitor implementation.

2. Collaboration between CSOs with different mandates to fight for a common goal will strengthen each individual CSO and benefit all their constituencies 3. Use of ICT, social media and research improves the quality (relevance, urgency) of lobby and advocacy actions.

4. CSOs are able and willing to use increased organisational capacity fir effective lobby and advocacy actions.

5. Lobby and advocacy strategies, at all levels, have to be substantiated and supported if not carried out by a substantial part of the group they are supposed to benefit.

6. Stronger CSOs that are accountable to their constituency cannot be neglected by democratic states.

7. Stronger CSO networks ensure that the issues of Gender Based Violence and economic exclusion gain priority on the public and political agenda.

8. Involving boys and menâ&#x20AC;&#x2122;s organisations and traditional and religious leaders increases public awareness and norms change on Gender Based Violence.

9. Mass media reflect and sustain popular norms and values.

10. Gender Based Violence cannot be eradicated without economic empowerment.

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>

28 Girls Advocacy Alliance - Annual Plan 2018

Annexe II: Key Learning Questions of the Girls Advocacy Alliance

<

Issues

Learning question

Specific learning questions (proposed)

Social norms

How do gender discriminatory social norms change?

°° Which specific social norms are mostly influencing individual attitudes and behaviour towards the specific GAA issues (such as, child marriage, FGM, sexual violence, access to post-primary education and TVET, decent work and entrepreneurship) °° What is the influence of (new and traditional) media on processes of social norms change? °° What is the influence of boys and men on processes of social norms change? °° How do traditional and religious leaders become motivated to act as champions of change for social norms of gender equality?

Role of civil society

How do broad and effective civil society coalitions advocating for gender equality develop?

°° Which civil society actors are most willing and able to act as ‘convener’ of broader civil society coalitions? °° Which kind of inter-organizational structures and arrangements characterize effective civil society coalitions? °° How to involve non-traditional civil society actors (such as, religious groups) in a civil society coalition based upon a clear agenda for gender equality? °° What are the most effective responses of civil society coalitions to restrictive measures undertaken by government reducing the operating space for civil society?

GBV and economic exclusion

How can governments and private sector actors effectively integrate anti-GBV measures in economic policies and programs and vice versa?

°° What examples of effective economic policies and programmes which have in-built anti-GBV measures do we know of? °° What are the incentives for political leaders and decision-makers to integrate anti-GBV and economic empowerment measures into single laws, policies and programmes? °° What kind of economic policies and programmes offer the best opportunities for including anti-GBV issues? °° What kind of protection policies and programmes offer the best opportunities for including economic empowerment issues? °° Second cycle: report was prepared by the Ministry of Justice and Attorney General's Department. °° First cycle: no mechanism mentioned.

>

Plan Nederland Stadhouderskade 60 1072 AC Amsterdam Tel: +31 (0)20-5495555 www.plannederland.nl

<

Defence for Children â&#x20AC;&#x201C; ECPAT Hooglandse Kerkgracht 17G 2312 HS Leiden Tel: +31 (0)71-516 09 80 www.defenceforchildren.nl

Terre des Hommes Zoutmanstraat 42 -44 2518 GS Den Haag Tel: +31 (0)70-310 5000 www.terredeshommes.nl

The Girls Advocacy Alliance is one of the strategic partners of the Dutch Ministry of Foreign Affairs in the Dialogue and Dissent framework.