Type of Review: Annual Review Project Title: Leadership for Change Date started: October 2013 Date review undertaken: January 2014 Introduction and Context What support is the UK providing? The Department for International Development (DFID) is providing up to £4.5 million for the Leadership for Change Programme (LFC) over three years (2012-2015) to help girls and women in a number of DFID’s priority countries to have greater leadership and participation in decision-making at all level of society and in all aspect of their lives; and to act as agents of positive change for girls and women and the poorest of the poor in their communities, countries and at the global level.
What are the expected results? The ‘outcome’ of the Leadership for Change Programme is increased leadership of girls and women in formal and informal political and community decision-making processes. The ‘impact’ to which LFC will contribute is the increased provision and take up of services by girls and women in a number of DFID priority countries. LFC has four components, each delivering an ‘output’ of the Programme: 1. Increased number of women leaders supported through targeted interventions to increase capacity, connections and leadership skills. The Vital Voices Lead Fellowship Programme will create and support a global network of 300 emerging and established women leaders in the global south, who are working on issues related to the economic empowerment of girls and women, gender based violence and cultural practice that are harmful to girls and women (such as early and forced marriage and female genital mutilation/cutting). A range of online and face-to-face professional development activities are provided based on needs assessments completed by participants. 2. Adolescent girls and young women provided with the means to develop their leadership skills and challenge gender norms. The Women Win Building Young Women’s Leadership through Sport Programme will support over 24,000 adolescent girls and young women to increase their confidence, knowledge and leadership skills through participation in sports, life-skills education, mentoring and digital storytelling. 3. Increase the evidence base on approaches for sustainable long term attitudinal and behaviour change towards gender equality among boys and men. 4. Increase the evidence base on approaches to increase girls’ and women’s voice and leadership in decision making processes at all levels, including in formal political processes and fora. Outputs 3 and 4 will identify and address evidence gaps and opportunities for lesson learning in these areas and provide evidence and learning products including literature reviews and case studies that will be used to strengthen policy and programmes in these areas. The products will be global public goods for use by the wider development community as well as DFID.
What is the context in which UK support is provided? Empowering girls and women in developing countries and enabling them to have voice, choice and control over their own lives is a priority for the UK Government. As set out in DFID's Strategic Vision for Girls and Women, achieving this requires progress on completion of primary and secondary education; economic empowerment; ability to live free from violence; universal sexual and reproductive health and rights; and an enabling environment of strong, open and inclusive economies, societies and political institutions that harness the leadership, participation, skills and innovation of girls and women as leaders and active citizens. Supporting an enabling environment includes addressing the social norms and relationships that underpin how girls and women are valued in society, and which influence the opportunities they can take-up. LFC targets three key areas within the enabling environment which undermine the ability of girls and women to fully participate in the decisions that affect their lives and to become effective agents of positive change in their communities, countries and globally: 1. Lack of leadership skills and opportunities: girls and women often lack the knowledge, skills, confidence, opportunities, connections and support networks required to enter leadership positions and/or maximise their impact as agents of change. 2. Lack of participation in decision making processes including formal political participation: girls and women are often excluded from public life and unable to participate in the decisions that affect them. It is often assumed that increasing women’s voice and leadership will shape the design of more appropriate services and policies to meet girls’ and women’s needs. However, large evidence gaps remain relating to this agenda, including on effective means to increase their participation and the conditions under which this participation is most effective. 3. The attitudes and behaviour of boys and men: the need to work with boys and men in order to change deeply entrenched attitudes and behaviours towards gender equality is well recognised. Yet political, social and economic institutions and laws routinely perpetuate rigid divisions of labour and harmful gender stereotypes that hinder girls’ and women’s leadership and agency. There is a need to map how changes at a personal level are sustained through changes in institutional practices and policy reform and how this in turn leads to fundamental changes in the way institutions operate and shape gender relations.
Section A: Detailed Output Scoring Output 1: Increased number of women leaders supported through targeted interventions to increase their capacity, connections and leadership skills (Vital Voices Lead Fellowship Programme) Output 1 score and performance description: A++ Overall the Vital Voices Lead Fellowship Programme (VVLead) is scored A++ as performance against most indicators substantially exceeded expectation. Out of 110 fellows, 96 remain in the Programme at the end of year one. Approximately 86% have participated in more than 3 programme activities such as online training and face-to-face networking events. On average (mean) fellows participated in 10 activities over a nine month period. 80% report improvement in at least one of three key leadership skills and behaviours and 47% report improvement in at least two. 71% of participants report an increase in capacity relevant to their respective professional mission and/or work and 94% report growth in their professional network, with an average
(mean) of 10 new connections per fellow. Progress against expected results: Indicator 1.1. 60 programme participants engaged in at least one network activity (e.g. information exchanges, trainings, and mentoring) by December 2013 (150 in 2014 and 300 in 2015) Milestone exceeded – 95 (99%) participants engaged in at least one network activity. Indicator 1.2. 15 programme participants engaged in at least three network activities by December 2013 (60 by 2014 and 120 by 2015) Milestones exceeded – 83 (86%) participants engaged in at least three network activities. At the end of year one there are 96 fellows in the Programme. The self-reported areas of focus of these fellows are economic empowerment (54%), gender based violence (35.5%) and early and forced marriage (10.5%). Participation in VVLead activities has varied with some fellows more engaged and participating more regularly than others. Fellows took part in an average (mean) of 10 activities over the course of year one (the median was 11 activities). 63 fellows attended at least one in-person activity, representing 65% of the cohort. A large number regularly participate in online discussion via the online platform and Facebook group. Many fellows also report regular engagement with other participants via email, phone and in person – these interactions are not captured by the VVLead monitoring and evaluation plan. (VV Q4 report) VV has incentivised participation by requiring fellows to attend a minimum number of training modules in order to ‘graduate’ from online courses; making invitation to face-to-face activities dependent on level of engagement online; and sending regular updates on upcoming activity (VV Q2 report). However, it is clear that fellows understand the benefit of VVLead and that the main challenge for them is having adequate time to dedicate to their professional development. These women are running businesses, not-for-profit organisations, are politicians and activists, have demanding jobs and numerous other commitments alongside as trustees, board members or volunteers. A large number have young and adolescent children. Many fellows have expressed to VV staff and the DFID project officer that they would like to commit more time to the Programme and take advantage of more of the opportunities on offer. Some have said a financial incentive would help them to participate more regularly, if they are running poorly funded organisations and/or have limited income sources. VV initially selected 110 women from over 2,000 applicants. Over the course of the year 14 women left the Programme. Most cited being overcommitted personally and professionally as the reason. (VV Q3 report) One fellow has not participated in any activities to date due to a number of health and security challenges. As VVLead mandates an average of five hours of engagement per month for a period of three years, VV will conduct final outreach to this individual to remind her of the requirements for ongoing participation and discuss whether continuation is feasible. Activities in year one (VV Q1-4 reports): - Selection of year one fellows (Q1) and assessment of applications for year two fellows (Q4). - Global webinar orientation (Q1). 93 fellows viewed the webinar. VV reported significant discussion online during and after the webinar. - Completion of baseline survey and needs assessment (Q1). These were used to design training modules (webinars), content for face-to-face activities and pairing of mentors and mentees. - One introduction to leadership webinar delivered by VV President and CEO Alyse Nelson (Q1). Over two thirds of fellows viewed the webinar, following which one fellow decided to organise women leaders in her local community to promote women’s leadership at all level. She used the content of
Alyse’s presentation to bring the group together and deliver the first meeting. - 14 strategic communications webinar modules (Q2-4) – including building a strategic communications plan; earned media strategies, tactics and tools; writing for the web; writing a speech; best practice social media; marketing and branding; building a brand; communications measurement and evaluation. - 12 Nigerian fellows attended a public forum titled ‘women’s leadership: why Africa is rising’ organised and funded by VV’s Africa Team (Q2). They also participated in a post-event gathering and training for the VV Lead Nigeria fellows. Following the meeting participants formed a VV Lead Nigeria network. - Launch of online platform hosting course materials including reading, activities, toolkits, templates and webinars (live and downloadable), newsfeed, discussion forums and chat features (Q2). As of the end of Q3 the discussion forum was being used by between 20-30% of fellows at any given time. On average more fellows were reading entries than were posting. Major themes vary depending on region and issue area. Africa has the most active participants. Notable discussion topics include financial literacy, early and forced marriage, property rights and domestic violence. Fellows post examples from their own organisations of programming in girl’s empowerment and domestic violence, strategic communications, funding opportunities, conferences and business training resources. VV is now building designated sections on the platform to host working groups on particular areas, including tackling early and forced marriage, after fellows expressed interest in forming and leading specific and structured networks in these areas to facilitate greater collaboration between fellows. - Fellows were matched in mentoring pairs based on overlapping areas of issue-specific work and/or technical experience as well as specific needs and skills identified (Q2). Tools to support mentoring relationships are available on the online platform. - Peer-to-peer exchange programme in Delhi (Q3). 12 Fellows participated (8 from India, 2 from Nigeria, 1 from Uganda and Kenya) in the three day workshops. Fellows presented their organisations and objectives; participated in resource exchange and action planning sessions; received training on refining their message and developed a short pitch; and visited the organisation of one participant (Kalyani Subramanyam, executive director, Naz Foundation). Fellow-led training was also delivered on networking best practice and developing and refining a strategic or business plan. A number of Indian fellows also met with officials from DFID India. - Five Nigerian fellows attended a networking lunch for 20 women organised and funded by VV’s Africa Team (Q3). The event served as the second convening for VVLead Nigeria fellows and demonstrates VV’s commitment to identifying opportunities to connect women leaders from across the network and leverage additional resources to supplement DFID’s investment in VVLead. - Peer-to-peer exchange programme in Amsterdam (Q4). This event was moved at short notice from Nairobi following a terrorist incident. The partnership with WW through LFC allowed VV to move the event and merge it with WW’s digital and audio storytelling workshop. Only three fellows were able to attend due to delays in accessing visas at short notice. VV were able to recover most of their expenditure on the Kenya event. During this meeting VV and WW also identified ways to expand their partnership; including further participation of WW partners in VVLead and fellows mentoring girls in BYWLTS (see output 2). - A number of fellows organised or participated in Global Mentoring Walks (Q4). An annual event (not DFID funded) held in 24 countries around the world, during which established women leaders are paired with emerging women leaders for a day of mentoring as participants walk together in their community. The event also serves to highlight the importance of women’s leadership and accelerate the impact of women leaders through mentoring. - One introduction to financial management and budgeting webinar (Q4). This is the first in a series of 11 modules on financial management and budgeting. 25% of fellows participated. - South-south exchange in Kampala (Q4). 51 fellows (53%) attended the four day conference (71 fellows were invited and VV had a target of at least 50 fellows attending). This is the principal event in
the VVLead calendar providing the opportunity for a large number of participants to meet face-to-face following several months of online networking and communication. Fellows received training from VV staff, experts in public speaking and ethical business development and from other fellows in a range of areas including objective setting; developing strategic plans; public speaking; pitching ideas and funding proposals; team management and empowerment; advocacy skills; understand the needs of beneficiaries; and effective negotiation. In addition to trainings the event provided the opportunity for fellows to learn more about each other and different approaches to achieving shared objectives; develop effective working relationships and friendships; and agree plans for joint working going forward. Feedback from beneficiaries is included in section B. Indicator 1.3. 15% of participants reporting improvement in leadership skills and behaviour by December 2013 (35% by 2014 and 55% by 2015) Milestone exceeded – 47% of participants report improvement in at least two out of three leadership skills and behaviours. 80% of participants report improvement in at least one key leadership skill and behaviour. The leadership skills and behaviours measured were: building a personal vision and leadership strategy; building a network of professional contacts; and negotiating with others. (VV Q4 report) A four-point scale was used to measure the skill level of participants in March 2013 (needs assessment survey) and January 2014 (post-year one survey). Changes were then calculated for each skill category with 1 represented positive change, 0 represented no change and -1 represented negative change. An indicator was created that measured the percent of participants who exhibited positive change in two or more skill areas. VV will implement a revised 5-point scale for future assessments to allow for greater variance in skill level. (VV Q4 report) Indicator 1.4. 15% of participants reporting an increase in capacity (e.g. knowledge, skills or ability) relevant to respective professional mission and/or work by December 2013 (30% by 2014 and 50% by 2015) Milestone exceeded – 71% of participants report an increase in capacity relevant to respective professional mission and/or work. The majority of fellows report skill enhancement in one area, though 21% report skill improvement in three or more areas. Of the skills measured, 41% of participants cite improvement in “using online social media to help advance [their] cause or to market [their] company's products and services” and 37% note skill development in “marketing and branding [their] organisation, company or campaign.” (VV Q4 report) VV has only measured increased capacity in skill areas where all fellows had access to training (online webinars). Changes in the following skills between March 2013 and January 2014 were measured through surveys: public speaking and telling one’s story; marketing and branding one’s organisation, company or campaign; using traditional media (e.g. radio, newspapers, TV) to help advance a cause or market products and services; using social media (e.g. Facebook, Twitter, blogs, SMS campaigns) to help advance a cause or to market products and services; and enhancing one’s personal image and influence to attract more support for a cause. Responses were eliminated if participants stated a skill was of low importance to their work. (VV Q4 report) VV will implement a revised 5-point scale for future assessments to allow for greater variance in skill level and importance of different skills. Indicator 1.5. 25% of participants reporting an increase in size of professional network by December 2013 (40% by 2014 and 55% by 2015) Milestone exceeded – 94% of participants reported an increase in the size of their professional network through VVLead. Fellows reported an average (mean) of 10 new useful connections within the Programme.
Participants were asked via the post-year one survey about the number of useful new professional connections (individuals) that they had made through the Programme. Those who reported one or more useful new professional connections were counted for this indicator. (VV Q4 report) Recommendations: 1) VV and DFID have agreed the following changes to the LFC logframe: a. The words “network activities” will be replaced with “programme interventions” in output indicators 1.1 and 1.2. Action: DFID and VV. Timeframe: immediate. b. VV will explore ways to broaden the analysis of connections in output indicator 1.5 to include secondary connections made in addition to the primary connections within the Programme. Action: VV. Timeframe: by April 2014. 2) VV and DFID should discuss increasing some milestones and targets for VVLead given that VV has exceeded most milestones considerably in year one. Action: VV and DFID. Timeframe: by July 2014. 3) Given the attrition rate of 13% in year one, VV should put a strategy in place to ensure the Programme target of 300 participants for output indicator 1.1 is met by December 2015, allowing for an attrition rate of 15%, when recruiting fellows. Action: VV. Timeframe: by July 2014. 4) VV should present a plan to DFID setting out the capacity building activities that will be delivered each year and demonstrating how this correlates with the needs assessments completed by fellows. VV should ensure they are developing activities in response to a fuller range of needs identified in needs assessment surveys. In year one there has been a focus on communication skills, which were identified by many fellows as a key area for improvement. However, less attention has been given to organisational management skills (including raising funds, recruiting, developing and managing high quality staff and volunteers and strengthening governance), which were also highlighted in the needs assessment as a key area for skill enhancement. This was an area of need that was raised again by fellows during the south-south exchange in December 2013. Building these skills could increase the revenue base of fellows’ organisations and their staff capacity, allowing fellows to dedicate more time to their own professional development and to VV Lead. DFID notes that VV has recently launched a training module on financial management and budgeting. Action: VV. Timeframe: by April 2014 for year 2 and April 2015 for year 3. 5) VV and DFID should discuss how year one fellows will continue to engage in programme activities over years two and three (and how year two fellows will continue to engage in year three) and agree an action plan to ensure this. Currently VV has limited resources to continue to manage relationships with these fellows and fund their involvement in activities in following years. They are, however, required to continue to dedicate time to VVLead. This issue will amplify as the cohort grows to 300 over the next two years. Networking and communication between all fellows will benefit all participants. VV and DFID should agree a way to ensure this is possible without reducing access to interventions for new fellows entering the Programme in years two and three. Action: DFID and VV. Timeframe: by April 2014 Impact Weighting (%): 30% Revised since last Annual Review? N/A Risk: Low Revised since last Annual Review? No
Output 2: Adolescent girls and young women (AGYW) provided with means to develop their leadership skills and challenge gender norms (Women Win Building Young Women’s Leadership through Sports Programme) Output 2 score and performance description: A+ Overall the Women Win (WW) Building Young Women’s Leadership through Sports Programme (BYWLTS) is scored A+ as on average indicators moderately exceeded expectation. During year one 12,490 adolescent girls and young women (AGYW) have participated in sports and life skills programmes. Of these participants 7% have taken up leadership positions within their programmes and 74% have increased their knowledge on sexual and reproductive health and rights. An additional 21 AGYW received training in digital or audio story-telling from WW and 9 of these girls have been mentored by international mentors. WW has supported eight project partners in seven DFID priority countries to implement these programmes, built their capacity across a range of areas and undertaken communications to publicise evidence and learning on the sports for leadership theory of change. WW has also used the DFID grant to develop two new strategies to build girls leadership skills (digital and audio story-telling and mentoring – see http://vimeo.com/80202087) and has passed these onto partner organisations and AGYW. The partnership with VV formed through LFC has particularly supported development of the mentoring programme. This demonstrates the value of building connections between organisations working towards girls’ and women’s leadership goals – a core objective of LFC. Progress against expected results: Indicator 2.1. 10,000 AGYW participating in sports programmes by December 2013 (18,000 by 2014 and 24,000 by 2015) Indicator exceeded – 12,490 AGYW participated in sports and life-skills programmes in year one. A breakdown of the number of participants by overseas partner is provided below. Partner KMG YEF Sadili Oval MTG MIFUMI NOWSPAR BRAC Naz Foundation
Country Ethiopia Nigeria Kenya Kenya Uganda Zambia Bangladesh India
Sport Football, volleyball and athletics Football Football and basketball Football Karate Football, volleyball and dance Karate, football and cricket Netball
No. Participants 200 320 794 4107* 758 68 2734* 3509*
* These figures represent the total number of AGYW participants in programmes run by these partners. Partners also receive resources for these programmes from other sources. As BYWLTS is building the capacity of organisation to deliver high quality programmes and all participants in these programmes will benefit from this enhanced capacity, WW feel that all these participants should be counted towards this milestone. DFID will discuss this with WW, as set out under recommendations below.
Direct feedback from beneficiaries demonstrates how participation has built girls’ confidence and selfesteem. One participant from MTG explains “I have gained the respect of many people in the community” (WW Q4 report). Partners report that some girls were not confident about playing sport when they enter the programme, but joined to follow their peers, form friendships or learn life-skills. For others sport is the reason they join and an important ‘hook’. Some partners experienced high drop-out rates, the reasons for which have been investigated and mitigating measures are being put in place for year two. NOWSPAR found that girls dropped out due to lack of time to attend due to extra school classes; distance between home and venue; and parents disagreement with the content of life-skills session (WW Q4 report). In year two NOWSPAR has
chosen to target the programme within a smaller community and will place emphasis on parent and community engagement. A key lesson from year one is that lack of parental and community support can impede programme delivery by limiting girls’ participation, availability of facilities and lack of community participation in outreach events. WW believes it is important for implementing partners to first understand the attitudes and beliefs of community members. During year one Naz Foundation and MTG carried out base-line surveys to gather this information, which can inform programme design and be used to measure the impact of the Programme at the end of year three. WW would like all partners to carry out base-line and end-line surveys with community members but currently do not have the resources. (WW Q4 report) Indicator 2.2. 5% participating AGYW hold a leadership position in their sports programme by December 2013 (8% by 2014 and 10% by 2015) Indicator exceeded – 7% of participants (909 AGYW) hold leadership positions in their sports programme. There are a number of different leadership positions within the sports programmes, including coaches, team captains, referees, first aiders, community outreach activity organisers, life-skills peer-trainers and champions. Partners are actively creating leadership positions and opportunities within their projects to allow as many girls as possible to practice leadership skills. Indicator 2.3. 50% of participating AGYW report an increase in adolescent life-skills (SRHR, GBV and Economic Empowerment) by December 2013 (60% by 2014 and 80% by 2015) Indicator exceeded - 74% of participants demonstrate an increase in adolescent life-skills. 74% of participants demonstrated increased knowledge on sexual and reproductive health and rights (SRHR), 64% on content related to gender based violence and 66% on content related to economic empowerment over year one (WW Q4 report). This data is from base and end-line surveys with a sample of 497 participants from 6 of the 8 programmes with a total of 8223 participants, or a sample of 6%. Partners have also reported direct results from life-skills education. In Kenya, 62 AGYW accessed voluntary counselling and testing services after an MTG session on HIV and AIDS prevention, testing and stigma and sex and early pregnancy. YEF reports changes in attitudes about economic equality between women and men and development of career aspirations in participants. MIFUMI report that participants’ knowledge and attitudes towards sexuality have shifted from “myth and culture based” to “informed and mature”. (WW Q4 report) All partners are using the Goal curriculum, originally developed by Standard Chartered Bank, as the basis of the life-skills curriculum. However, most have amended Goal by adding new content, making it more relevant to the local context, easier for participants to understand and/or more practical. KMG has made adaptions to reflect participants’ level of understanding, address cultural factors and has translated the curriculum into Amharic. Sadili Oval felt a stronger entrepreneurial module was needed and has instigated a flagship business project. (WW Q2 report) MTG brought together content from Goal and their existing curriculum to develop a ‘Factbook’ which is “simpler, less theoretical and more practical” for use in life-skills education in year two (WW Q4 report). Peer education has been an effective method of delivering life-skills education during year one and most partners are now using this method. Partners report that young people bring vibrancy and energy to the delivery of the curriculum and are able to address sensitive issues easily and with greater relevance for the participants, who in turn find it easier to speak about these issues with their peers. This approach is also providing an opportunity for AGYW to take on leadership roles. (WW Q4 report) Some programme partners are also implementing with adolescent boys, including in mixed sessions and report positive impacts on boys’ attitudes towards girls (WW Q3 report).
Indicator 2.4. 8 AGYW participate in the mentoring programme by December 2013 (16 by 2014 and 24 by 2015) Indicator exceeded – 11 AGYW participated in the mentoring programme. The table provides information on participants and their mentors. Participant Amrita Bisht Pallavi Jaywant Gaikwad Pooja Rawat
Project Naz Naz
Country India India
Naz
India
Vrushali Anant Sawant Mary Florance Atieno Ooko Dooreen Dama Sirya
Naz
India
Mentor Nicole Matuska, Learn Manager, Women Win Dolar Vasani, Development journalist, consultant for Oxfam, VSO and Mama Cash Megan Chawansky, Professor of Gender and Sport, Brighton University, former director of Peace Players International Cyprus Nandine van Karnebeek, Media Specialist
Sadili Oval
Kenya
Daniela Weitman, Europe Procurement Senior Director, Nike
MTG
Kenya
Lydia Mahenzo Kasiwa Sabina Wanjiku Kang’ethe Mofu Kandono Samantha Lukonde* Hazel May Omune*
MTG
Kenya
MTG
Kenya
Cheryl Yeam, Former Programme Manager at Right to Play China, currently working on a master degree on Child Rights and Protection Shanon Hiller, US Manager, Women Win, former programme manager at SALT Academy in Cambodia Clare Barrel, Programme Manager, UK Sport
NOWSPAR NOWSPAR
Zambia Zambia
Sadili Oval
Kenya
Marlene Assmann, Filmmaker and editor, Discover Football Amanda Gigler, Director of Philanthropic Partnerships and Communications at Mama Cash Sanne Bruijne, Certified Professional Coach, former Greenpeace campaign leader
* These girls participated in the mentoring workshop, but it was later decided they would not continue with the programme. This decision was taken by all partners involved as it was felt the participants did not consistently demonstrate the leadership qualities that are critical to move forward with their mentoring relationship. WW has learned from experience of implementing the programme in year one the importance of clearly articulating what is expected for participants before they commit themselves.
Participants in the mentoring programme were chosen through an application and nomination process from 4 partners in Kenya, Zambia and India. In years two and three, girls from other partners will participate in the programme. Participants are AGYW who have been part of partner programmes for some time and many work as coaches peer mentors and programme staff on a voluntary or paid basis. Participants have also been trained in digital storytelling (DST). (WW Q2 report) WW held a workshop in Amsterdam in June where the participants learnt about the meaning of leadership; explored their own leadership strengths and weaknesses; learned new leadership skills; built relationships with mentors and drew up activity plans for the year-long mentoring relationship (WW Q2 report). Over the year some mentors have visited the mentees in their home countries (funded by the mentors). (WW Q4 report). Participants have in turn mentored or coached a number girls and boys in their sports programmes over year one. A total of 112 AGYW and 80 adolescent boys involved in sports programmes have been mentored and 5827 AGYW and 100 adolescent boys have been coached by participants. (WW Q4 report) Indicator 2.5. 5 AGYW in the mentoring programme report gaining personal leadership skills by December 2013 (11 by 2014 and 18 by 2015) Indicator exceeded – 9 of the participants in the mentoring programme report gaining personal leadership skills. Participants reported that the most significant changes have been in their selfconfidence, communication and listening skills. Direct feedback from beneficiaries includes (WW Q4 report):
- “Through the mentoring programme… I have helped… 50 girls to go back to school. This was through counselling of the girls to believe in themselves, convincing their parents… and linking them with sponsorship opportunities.” (Doreen Sirya, MTG) - “I realised through appreciating others it gives them motivation to work extra hard… While listening I now give attention to people when talking to me which puts me in a better place to understand the issue someone is raising and give full support where needed…. I realised that constructive feedback helps someone to improve and the essence of feedback is to build not to destroy.” (Lydia Mahenzo Kasiwa, MTG) - “I feel changed as a result of the programme because I am currently more responsible and accountable for my activities. I do my job without much supervision and produce good results… I am currently coordinating a whole department alone since… November 2013. This is through my mentor who worked to build up my project management skills.” (Doreen Sirya, MTG) - “I don’t act on my own anymore…. At first I didn’t know how honesty leads to success and before I act I could seek advice from someone. Not shy, more open, able to work with others as a team, more confident and accepting that I know enough to teach others”. (Mary Florence Atieno, Sadili Oval) - “Before this I used to do things, but there was no impact at a larger level. But now through this, I am able to do more things and I am more confident, willing and coordinate most of the training and events.” (Pooja Rawat, Naz Foundation) - “For someone to be a leader you also have to do a lot of listening and ask a lot of questions; it’s not all the time that you have to be the one talking. I am now trying to do a lot of listening and learning from others.” (Mofu Kandondo, NOWSPAR) - “My mentor… is very focused on her work. During her November visit, I could see the way she works… l learned the power of dedication and willingness.” (Pooja Rawat, Naz Foundation) - “I learnt so many things from her… she is passionate, responsible and jolly by nature. She makes work easy for people. So I follow her in my organisation. I try to be like her with my mentees.” (Amrita Bisht, Naz Foundation) Partner organisations also report significant changes in participates and have made the following comments about the mentees: “more proactive; embracing new professional opportunity; less terse and makes an extra effort to understand the needs of the participants; skills in organisational and work management; broadening of perspectives; increase in communication skills; much more confident; opened up her eyes, now a better coach and girl leader; and using the skills they acquire to train other girls”. All participants have taken on extra responsibility within their programme and some have been promoted as a result. (WW Q4 QR) Indicator 2.6. 100% of partner organisations score amber or green on all critical 7Cs (finance and policies, capacity to deliver high quality and safe programmes, capacity to demonstrate impact) by December 2013 (60% green on all areas by 2014 and 80% green on all areas by 2015) Indicator met – all partner organisations that have been assessed to date (6 of 8 partners) score amber or green on all critical areas. Five partners (BRAC, MTG, KMG, NAZ, Sadili Oval) have improved in one or more areas since the baseline assessment. NOWSPAR’s scores have remained the same with one green and two amber ratings. Naz and MTG now score green across all indicators. KMG is the most improved organisation moving from red to amber in two areas and amber to green in one. End of year assessments for MIFUMI and YEF have not yet been carried out. (7Cs assessments January 2014) WW has used the following activities to build the capacity of partners : - In December 2012 WW hosted a workshop for all project partners in Amsterdam. The workshop was
also attended by VV, ICRW and the DFID project officer. During the meeting project partners met each other for the first time and shared experience of implementing sports programmes for AGYW. They received training in the different element of BYWLTS; monitoring and evaluation; and due diligence processes and policies, including anti-bribery fraud and corruption and financial accounting, that form part if the sub-grantee agreement between WW and all partners. Participants left the meeting with new skills and networks; and energised and excited to start implementation. - In February 2013 WW delivered a workshop for partners in Kenya, focused on delivery of effective sports programmes for girls; train the trainer methodology for peer education; digital storytelling (DST) and monitoring and evaluation (Salesforce) (WW Q1 report). The training was attended by Sadili Oval, MTG, NOWSPAR, KMG and MIFUMI. - Capacity building visits to: MIFUMI (2 people, 5 days), YEF (1 person, 5 days); KMG (2 visits in Q2 and 4: 2 people, 10 days; 1 person, 4 days); Naz Foundation (2 people, 5 days) BRAC (1 person 3 days, Sept); MTG (2 visits in Q1 and Q4: 4 people, 3 days; 2 people, 4 days); and Sadili Oval (1 visit 4 people, 4 days) (WW QRs). - Produced the following guidance documents to support partners: Goal train the trainer handbook; digital storytelling toolkit; audio storytelling toolkit; community engagement guidelines (first draft); focus group discussions guidelines; and most significant change guidelines. WW will finalise the community outreach guideline during year two (WW Q4 report). Partners report that the support provided by WW has greatly increased their capacity. Monitoring and evaluation is one area highlighted. Some partners had no previous experience of using a database like Salesforce or implemented base and end-line questionnaires. Naz Foundation report that they are now investing considerable resources in M&E because they see the benefits of capturing their impact. Some feedback from partners, however, has highlighted difficulties in implementing M&E processes recommended by WW mainly due to the amount of time needed to implement these. WW is amending the toolkits, guidance and data collection tools in light of this feedback from partners. (WW Q4 report) DFID will discuss this with WW and review the amended tools as per the recommendations below. Naz Foundation highlights that the 7C’s assessment has helped the organisation evaluate their competencies, highlighting their weaknesses and strengths. Many partners have also enthusiastically adopted the DST methodology introduced by WW. MTG has disseminated training widely to programme participants and has used the concept to successfully mobilise resources from Siyakhona (an initiative created with Sony in the framework of the FIFA Partner CSR programme) and Football for Hope. MTG plan to start blogging using the digital stories in 2014. (WW Q4 QR) During the year WW and partners attended and organised events at the Commission on the Status of Women (CSW) and the Clinton Global Initiative (CGI) and launched a communications campaign called ‘One Win Leads to Another’ to publicise the sports for leadership theory of change. Indicator 2.7. 20 AGYW participate in digital storytelling (DST) by December 2013 (40 by 2014 and 60 by 2015) Indicator exceeded – 21 AGYW and 47 other staff members and volunteers from partner organisations have been trained by WW in the DST methodology. Through subsequent training delivered by these participants a further 282 AGYW have received DST training. (WW Q4 QR) Indicator 2.8. 12 AGYW involved in DST report increased ability to tell their story by December 2013 (26 by 2014 and 42 by 2015) Indicator met – 12 of the AGYW trained by WW in DST reported increased ability to tell their story. WW collected data on this indicator via a qualitative survey in which the 21 AGYW trained by WW were asked what their most valuable learning from the workshop was and what effect participation in the workshop and sharing their story has had on them. Twelve participants specifically reported increased ability to tell their story and therefore have been counted towards this milestone. Other participants
highlighted other outcomes, such as increased ICT skills, as their most valuable learning. WW held the first DST workshop in Kenya in February 2013, during which 9 AGYW received training, created their own digital story and screened these for community members in Kibera. The workshop included ICT and film production skills training; development of storyboards; copyright; creative commons license and consent; audience identification; and development of appropriate dissemination and communications strategies. WW reports that participants began the workshop with minimal or no ICT experience or knowledge of filmmaking. Following the workshop participants felt equipped to share their DST skills and help raise the voices of other girls. Most planned to share their digital stories with friends, family and community members. (WW Q1 QR) A second DST workshop took place in Amsterdam in June with the same 11 girls who participated in the mentoring workshop. Each participant successful created her own digital story and these were screened at the Wieden + Kennedy and Nike offices in Amsterdam. (WW Q2 QR) Following the workshop some participants posted their stores on YouTube (e.g. http://youtu.be/WluTgnpyRwM) and one story was put forward for an IPSA Communication Award (WW Q3 QR). One participant presented her video at the Clinton Global Initiative (GCI) in New York in September 2013. WW have also developed an audio storytelling (AST) workshop to be rolled out in year two. This is designed to be simpler, require less equipment and provide a more economical approach for partners, allowing a larger number of girls to participate. So far 40 AGYW from MIFUMI have been trained in AST (WW Q3 QR). During quarter four WW ran a workshop in Amsterdam for BYWLTS partners (YEF, Naz and NOWSPAR) and three VVLead fellows to build their capacity to train AGYW in digital and audio storytelling. Participants shared strategies for how to use these as tools for community engagement and contributed to development of WW’s DST, AST and community engagement toolkits. (WW Q4 QR) WW has created a platform on their website to publish digital and audio stories created by beneficiaries (http://womenwin.org/stories/digital-storytelling-project). Indicator 2.9. 7 community outreach activities organised and led by participating AGYW where the programme is active by December 2013 (21 by 2014 and 42 by 2015) Indicator exceeded – 35 community outreach events have been organised by AGYW participating in WW sports programmes. A breakdown of the number of events organised by each partner is provided in the table below. Partner KMG YEF Sadili Oval MTG MIFUMI NOWSPAR BRAC Naz Foundation
Country Ethiopia Nigeria Kenya Kenya Uganda Zambia Bangladesh India
No. Events 1 8 6 (275)* 2 2 9 (403)* 7
*MTG and BRAC are large organisation running a number of other projects in addition to BYWLTS. The numbers in brackets represent the total number of events, including tournaments, organised during the year. BYWLTS participants were involved in these events, but these are not counted towards the indicator.
Examples of community outreach events organised and led by AGYW: - Participants from Naz Foundation organised a large scale community event in September, during which they staged a street play and set up educational stands. One parent said “I would like you to stage the Goal Play again in my community, so that my husband, son and other men could also listen to what these young girls are saying. I am surprised that these girls are boldly talking about issues such as menstruation, their education and equality between girls and boys.” (WW Q3 report)
- The ‘Whole Body, Healthy Life - Freedom from FGM’ uncut girls annual celebration was held by KMG in December. AGYW participating in BYWLTS organised and led sessions at the event, including drama shows, presentations and a sport tournament. (WW Q4 report) - During the NOWSPAR Goal Girls’ Camp, girls from BYWLTS spoke to a panel of government officials led by the provincial sports coordinator and interviews of the girls were shown on TV (WW Q2 report). Recommendations: 6) WW and DFID will discuss whether all participants in MTG, BRAC and Naz Foundation sports programmes should be counted towards output indicator 1.1 and agree a way forward. Action: WW and DFID. Timeframe: by April 2014. 7) Output indicators 2.7 and 2.8 should be amended to incorporate audio storytelling and the AGYW trained by their peers. Action: WW and DFID. Timeframe: by April 2014. 8) The wording of output indicator 2.4 should be amended to measure participants who “complete” the mentoring programme, rather than those who “participate”. Action: WW and DFID. Timeframe: April 2014. 9) WW should ensure their M&E plan and data collection tools provide the data needed for reporting against output indicator 2.8 and all indicators in the logframe. WW should review the M&E plan to ensure this is the case. Action: WW. Timeframe: by April 2014 10) WW and DFID should discuss WW’s M&E plan and toolkits and agree a strategy that meets both DFID’s need to demonstrate results and learn from BYWLTS and that is not over-burdensome on partners. WW will provide a revised M&E plan to DFID for approval. DFID notes that the number of approaches promoted and toolkits and data collection tools developed by WW have proliferated over year one and it is not clear whether the approach is efficient and effective. DFID also notes WW’s interest in undertaking additional work to collect data on the attitudes and beliefs of community members and to measure the impact of the programme on these and will discuss this with WW. Action: WW and DFID. Timeframe: by April 2014. Impact Weighting (%): 30% Revised since last Annual Review? N/A Risk: Low Revised since last Annual Review? No
Output 3: Increase the evidence base on approaches for sustainable long term attitudinal and behaviour change towards gender equality among boys and men Output 3 score and performance description: N/A The learning and evidence project started on 20 January 2014 and will end on 19 January 2016. The contract for delivery of the project was issued to a consortium led by the Institute of Development Studies (IDS), working with Instituto Promundo and Sonke Gender Justice. Contract issue followed a competitive tender process during 2013 in line with EU regulations. Performance indicators will be agreed during the inception period in the first quarter of 2014. Progress against expected results: N/A. Recommendations: N/A
Impact Weighting (%): 20% Revised since last Annual Review? N/A Risk: Low Revised since last Annual Review? N/A
Output 4: Increase the evidence base on approaches to increase girls’ and women’s voice and leadership in decision making processes at all levels, including in formal political processes and fora Output 3 score and performance description: N/A The learning and evidence project started on 15 January 2014 and will end on 14 January 2016. The contract for delivery of the project was issues to the Overseas Development Institute (ODI) following a competitive tender process during 2013 in line with EU regulations. Performance indicators will be agreed during the inception period in the first quarter of 2014. Progress against expected results: N/A. Recommendations: N/A Impact Weighting (%): 20% Revised since last Annual Review? N/A Risk: Low Revised since last Annual Review? N/A
Section B: Results and Value for Money. 1. Progress and results Has the logframe been updated since last review? N/A Overall Output Score and Description: A+ The overall output score for LFC is A+. Both VVLead and BYWLTS have made good progress in year one and all indicators have either been met or exceed, with many substantially exceed. Direct feedback from beneficiaries VVLead Webinar feedback: - “Thank you. Your presentations are having impact on the way we do things in our organisation. It takes time, but I think we are moving forward.” (Tsitsi Dangarembga, Zimbabwe) - “I saw the recorded video on "Giving a Good Speech: The Art of Public Speaking." The presentation by Allison Shapira was excellent. Where she shared skills for good speech. First of all her style of speaking was wonderful. She also pointed out the difficulties women face during their speaking. She rightly stated that during speech eye contact is vital. During Shapira’s talk, I imagined myself that how in male dominated society we have to face nervousness while we interact or speak in a gathering where men are present in large numbers. During our speech in community gathering we fold our arms
around our breasts, in an inherent fear that one or many men might be gazing at our bodies with lusty looks. In such uncomfortable environment many ideas dominate our minds and usually we could not concentrate on the subject, we were speaking at. But Shapira’s presentation provided enough guidance. I heard the three speakers suggested by Shapira, they all spoke well and presented valuable information but Lehmah Gbowee impressed me the most. She left dice many times but her unique style and her eloquent, lively and audacious tone of voice compelled me and other listeners and viewers to immerse in her talk. I thank Shapira for this wonderful and informative presentation and also am greatly indebted to VV Lead for providing me and many other women around the world such precious opportunities.” (Hakim Zadi, Pakistan) Peer-to-peer exchange feedback: - “This program has given me insight into what others are doing and how I need to adapt some of their strategies to improve my results.” - “It's an energizing program with a great take home value. The biggest take home the connections with whom we are going to work in the future.” - “This program has been very well organized and has met my objective for the P2P mentoring program. I have learned new ideas and able to evaluate my work for scale up and restructuring for better results.” - “The programme has helped me to believe that change is possible and also equipped with some of the tools necessary to reach our desired goals.” - “The interaction with the program was insightful and wonderful experience and I wish it had been longer. Dr Kshama’s session was an eye opener.” - “I believe that Vital Voices is doing a remarkable job of harnessing the power of women and helping them recognize inner strengths and entering their leadership skills. This particular programme connected me to such a large group of powerful women leaders! It gave us a platform to learn from each other, to give critical feedback, learn from each other's mistakes and to encourage to continue in our quest for reaching out to more women and networking with women leaders at the grassroots.” - “The most valuable contribution of the program was that I got a new way of looking at things; awareness about the forthcoming obstacles… the programme and connections whose best practices and sharing will … make my progress faster. Enjoyable, it's great to be with women leaders and brainstorm on various issues even the topics not included in the programme.” - “It has helped me to re-discover my potential in multiple forms that can change things in my country. It has created amazing collaborations… VV Lead has empowered me to use my voice against all barriers for visibility and transformation.” - “Being in the presence of other incredible women, listening to their stories and working together on digital storytelling skills was very exhilarating. The workshop was very professionally run, done in such a way that we are confident that we can do it.” (Kalyani Subramanyam , India) South-south exchange feedback: – “I found this program eye-opening and realized my weaknesses and how I want to work on them.” (Pallavi Silswal, India) – “The skills, tools and information on communication, negotiation and personal leadership development are useful for me. Additional value is the renewal energy and focus I now have as a leader and a feminist from being in this gathering.” (Lombe Mwambwa, Zambia) - “The program inspired me and gave me new energy, ideas, skills and support to take my work and myself to a greater level. I feel revived and part of a family of activists.”
- “The most valuable, enjoyable or useful was the topic on public speaking. I'm really moved by this because I have always been in the book making other people powerful and leaving myself behind but from this training, I'm going to take the front.” (Vaiba Kebeh Flomo, Liberia) - “I found very useful the training on negotiation skills. I have to negotiate on a daily basis with governmental offices and other civil society organization members. I got brilliant information that helped me to structure my ideas to negotiate but also to understand their position. I will apply this to my personal life decisions.” - "Being connected to these incredible, innovative world changers is energizing and empowering." (Neema Namadamu, DRC) - “Together we are the difference we want to make in the world." - “The personal and business development tools were the most valuable because they help to create a strategy for achieving my goals.” - “I rarely volunteer to speak in groups of more than 5 people, unless I am organizing an event then I have absolutely no choice but to give a speech. The elevator pitch, the personal mission statement and goals setting helped me voluntarily speak in front of 50 women without being put on the spot or reading from a written speech. From now onward, every time I go to an event now that I am armed with my one sentence/minute elevator pitch, I will volunteer to speak so I can tell my story with many rather than one on one and hopefully meet many people who will help me achieve my goals.” (Sushma Kongara, India) - “Negotiation and personal strategy, pitching. Personal strategy was self-affirming, often necessary for women, definitely necessary for me. Pitching session moved me to identify obstacles, define alternatives and refine pitch. It all helped me immensely. I had not learned how to breathe before. A lot of us are pioneers in our areas so we do not have many peers in our immediate environment.” (Tsitsi Dangarembga, Zimbabwe) - “The programme was like an avenue of self-realisation and opened opportunities for me to enhance my work in promoting women and girls.” (Angeline Makore, Zimbabwe) - “The sharing was powerful, innovative and intriguing. I particularly enjoyed the programming format that allowed fellows to share their practices, experiences challenges and expectations in view of fostering possible solutions and practices.” - “It was valuable to find so many women across the world working towards the same goals, and while we work on various facets of issues that tie in with each other or impact each other and all impact the lives of women across the world.” (Brigitte Dzogbenuku, Ghana) - “I loved the way in which I made connections with women from all around the world, especially from Africa. It has opened my mind and enhanced my knowledge in a way I did not expect. I now have an incredible amount of new ideas and resources which will enrich my work.” (Maria Merola, Argentina) - “Through the session I realised I need to redefine and strengthen my network “. - “The goal setting session was very helpful. I don’t often have space to think about my goals and how we can achieve them”. - “I learnt the importance of strategic planning: we can’t do anything, but need to focus our thoughts.” - “The elevator pitch session was helpful. I realised I have not mastered this. Practice is essential.” - “I found the three step process if launching new services and products very useful. I have struggled to define my target audience and have been wanting to introduce new products. I want to do the survey.”
- “Yes the three steps are helpful. I feel I now know what to do with products after launch. This will help me diversify revenue streams.” - “learning from other fellows during the knowledge café session made me want to change things I have done”. General feedback: - “I appreciate the way you and the VV Lead Team conducts this programme; it is very participatory, guided with experienced professionals and the technology and techniques you use. For me the program is very useful.” (Christina Kamili, Tanzania) - “The learning resources have been extremely helpful and very topical. However, I really would love to see us cover topics on leadership and women not being afraid to lead. Also if we could cover topics on how to effectively lead a team and balance an overwhelming workload these would be very helpful.” (Maureen Ezeigbo, Nigeria) Women Win BYWLTS “Since joining MTG I have experienced many changes in my life. MTG has contributed positively to my various activities and my engagement in life. I have gained the respect of many people in the community. From players and also from my parents, because I can respond to some very challenging issues facing me at the field and at home. This makes me more self-confident…” (Merashid Nyawa MTG) “Before I started Goal I knew nothing about life skills, women’s empowerment, violence or financial literacy. I just heard people without any knowledge talking about it. However, after taking part… I got basic knowledge about self-awareness, how to resist peer pressure, violence, women and child’s rights, HIV/AIDS, menstruation and issues of reproductive health. Personally I got convinced that girls can do whatever boys do. “(Ewunetnat Tesfaye, 14, Ethiopia) “Before I started attending Goal, I didn’t know what life skills are all about…. I didn’t know anything about the harmful effects of FGM and other forms of HTPs. My parents didn’t have positive attitudes for girls sport and they were not supportive when I played football before. However, after I started both the life skills and sport sessions they understood the importance and started to encourage me. I have told them what I learnt from the sessions and the changes happening in my life. Even my mother now asks me to teach her what I learnt from the life skills sessions. I have realised that I have to teach my friends who have not gotten this opportunity both at school and at the sport fields. Now I am trying to do my best to tutor other girls with what I have learnt from the Goal project. By and large the project has changed me a lot and gave me self-confidence to talk in public”. (Medhanit Tekalegn, 17, Ethiopia) “I am an MTG girl. It had been my desire to prosper in life and be a good example to the community. Through my journey in life, my parents divorced. My sisters and I had to stay with my mother. My mother could not cater for our school fees, clothing and or put food on the table. I had to stay out of school. I felt my future crumbling down, despite the desire of having a bright future. I had to look for something else to do to be able to sustain myself. I was employed as a house help in Bamba town with Ksh 1800 wag (approx. £12). My friends told me about MTG so during my free time I used to go play football with my friends. Being with my friends was what I liked and MTG gave me that social life. The divisional coordinator reported the matter to the chief. I was saved from the hardships of working as a maid. Thanks to MTG, I am now in school waiting for my end term exams in November. I now see what is ahead of me. I can see my future brighter and better.” (Annet Mangi, 15, Kenya)
Summary of overall progress Good progress has been made in year one of LFC. Both VVLead and BYWLTS have been running for a year and are performing well. Both programmes are new initiates for DFID and contain many new elements for all implementing partners. During year two the focus will be on improving programme deliver based on learning from year one and on ensuring strong M&E plans to capture the impact of LFC. Key challenges VVLead - Technological challenges, largely related to the availability of broadband connections. Fellows’ have experienced difficulties in viewing the webinars live, which has also prevented their engagement in discussion forums during live webinars. VV have addressed this challenge by ensuring all training webinars can be downloaded to computers, tablets and mobile phones. - Ability of fellows to dedicate time to VVLead and their own professional development. 14 fellows dropped out of the Programme in year one. Most citing professional and person over commitment and lack of time as the reasons. A number of fellows remaining the Programme have also expressed this is a challenge for them. - Capturing reliable data on the ‘multiplier effect’ – the impact on secondary beneficiaries – as a result of fellows’ participation in the Programme. Some recommendations are set out below to address this. - VV has found the programme enjoyable but demanding to deliver with their current staff resources. This challenge is likely to increase in years two and three. BYWLTS: - Lack of buy-in from parents and the community has been cited as a challenge by some partners. Many partners have taken strategic decisions to engage more directly and proactively with parents and community members in year two. WW has also suggested that conducting surveys with community members will help partners to better respond to the specific concerns and address negative attitudes. However, a number of partners report positive changes in the attitudes and behaviour of community members as a result of the Programme. Annual Outcome Assessment The outcome of LFC is ‘increased leadership of girls and women in informal and formal political and community decision-making processes’. Five indicators were set to measure performance against this outcome. Data is not available for all indicators and the reliability of some data that is available has been questioned – this is particularly with reference to the VVLead indicators. Despite concerns over the accuracy of specific figures there is evidence to demonstrate positive changes in the actions of VVLead fellows as a result of LFC, with a large number reporting that they are involved in new efforts to bring about cultural or policy change and some reporting an increase in the number of people benefiting from their products and services. Direct feedback from beneficiaries in both programmes provides encouraging evidence on the impact of LFC on participants and their wider communities. Indicator 1.1. % of participants in the VV Lead Fellowship Programme who grow their services or businesses (e.g. clients/constituency served, profits, exports, number and type of services offered, etc.) – N/A in 2013, 20% of Y1 participants by 2014 and 20% of Y2 participants and 35% of Y1 participants by 2015. No milestone was set for year one, as it was felt this time frame was too short to see significant change
in the size of fellows’ services or businesses. VV has found it challenging to collect reliable data to measure progress against this indicator. Fellows were asked to provide data on three indicators in the baseline survey: the annual budget of their programme or profit of their business; whether their business exports products; and total number of clients or customers. VV has concerns that questions have not been consistently interpreted by fellows and it has been difficult to validate information provided. DFID’s view is that this indicator is too focused on business growth, rather than attitudinal and policy change or improved service delivery and does not reflect the main objectives of LFC. DFID and VV agree that the indicator should be removed. Indicator 1.2. % of participants in the VVLead Fellowship Programme engaged in new efforts to create cultural or policy change (e.g. through advocacy campaign or policy action focused on initiation, implementation or improvement) – N/A in 2013, 30% of participants by 2014 and 40% of participants by 2015. No milestone was set for this indicator in year one, as it was felt that fellows would not be immediately engaged in new efforts to create cultural or policy change. However, via the post-year one survey completed in January 2014, 70% of fellows reported that they have started new efforts to create cultural or policy change since entering VVLead in March 2013. Candide Leguede from Togo reported that her new effort has been a direct result of VVLead. In November 2013, Candide led her country’s first mentoring walk. She noted “mentoring...is almost a new concept for people in my country. I have [raised] awareness about the topic and encourage participation in the [Mentoring Walk] programme.” (WW Q4 report) Other fellows shared projects that their organisation launched over the course of the year, including on issues that had been a focus of discussions online and during face-to-face interventions. For example, Gazalla Amin from India was the first woman to be elected to the Kashmir Chamber of Commerce and Industries and is now “pushing for a women’s wing in the Chamber and introducing women friendly policies for women entrepreneurs wherever possible.” Her candidacy for the position was the topic of much discussion and focus throughout her participation in the peer-to-peer exchange in Delhi in August. (WW Q4 report) As with indicator 1.1 VV has expressed concerns over interpretations of the questions in the survey by fellows and the lack of independent validation. Indicator 1.3. Increase in no. of people directly benefiting from the services or businesses of participants in the VV Lead Fellowship Programme (secondary beneficiaries) Collecting accurate data on this indicator has also been a challenge for VV. Fellows reported a total of 99,541 secondary beneficiaries via the baseline survey complete in March 2013. This figure is based on surveys responses from 87 fellows. Responses from 6 fellows were not included as VV judged the figures to be too high to be accurate. (WW Q2 report) Validation of these figures has remained a challenge throughout year one. Via the post-year one survey completed in January 2013, 52 fellows reported a total of 661 new individuals directly benefited from their service or business (secondary beneficiaries), as employees or volunteers since March 2013. Participant responses to questions on the number of beneficiaries of direct services demonstrated a lack of comprehension of this question, thus limiting data for this period to employees and volunteers. Fellows reported an average (mean) increase in the number of beneficiaries of almost 12 (11.8) with approximately 3 new staff (3.375) and almost 9 new volunteers (8.58). The median number of new staff was 1 while the median number of new volunteers was 0. Additionally, the range varied from a reduction of 40 employees (low) to a gain of 125 employees (high) and a reduction of 180 volunteers (low) to an increase of 500 volunteers (high). It is clear from these results that inaccuracy of data remains a risk. (VV Q4 report) To address this VV suggest implementing a quarterly survey through which participants will be asked very specific questions about the number of employees, volunteers and direct beneficiaries served over a three month period. VV tested a similar methodology with a business growth programme during the
second half of 2013 and found reporting to be much easier for participants and improved accuracy of responses. They also suggest developing a record-keeping and reporting template with specific definitions for each category and conducting a webinar to explain the template to participants. Finally they propose engaging consultants to conduct records audits and interviews with a sample of fellows, though they do not currently have the resources to fund this work. (WW Q4 report) Indicator 1.4. 50% of adolescent girls and young women participating in BYWLTS who report an improved perception as leaders at community and household level where the programme is active by December 2013 (year 1 participants) – 60% year 2 participants by 2014 and 70% year 3 participants by 2015. Indicator exceeded – 55% of participants report improved perceptions within their communities and households. This data is from base and end-line surveys with a sample of 497 participants from 6 of the 8 programmes with a total of 8223 participants, or a sample of 6%. Feedback from project partners and direct feedback from beneficiaries demonstrates how participants are acting as leaders within their community. KMG reported that two participants prevented a case of female genital mutilation/cutting (FGM/C) and contributed to a perpetrator being arrested, after meeting friends who were on their way to a clinic to undergo FGM/C (WW Q3 QR). KMG reports a number of changes in participants after year one, including: becoming more active and assertive; starting to talk about issues that affect them in public; starting to expose cases of violence; starting to discuss more openly sexual and reproductive health issues and HIV/AIDS with their peers; some participants are teaching their mothers about these issues; greater self-esteem, confidence and determination. One girl from KMG has joined a well-known football club (Wolayta Dicha) in the Ethiopian premier league after her talent was recognised during BYWLTS. (WW Q4 QR) A teacher where the MTG programme is running reported that he could see a difference between the girls who joined MTG this year [BYWLTS], compared to last year [previous MTG sports programme]. He witnessed an improvement in confidence and general participation in class and reported that girls are now more aggressive in difficult situations such as exams and are encouraging other girls in their class to be courageous and do better in their exams. (WW Q4 QR) Indicator 1.5. Proportion of parents/guardians of AGYW participating in Women Win programmes who report an improved perception of their daughters as leaders Data for this indicator is not available and WW have not budgeted for this data collection. DFID will discuss this with WW and agree a way forward as set out in the recommendation below. Feedback from project partners and direct feedback from beneficiaries indicates that the project is making progress against this indicator. MTG report that following community outreach activities parents have started reporting instances of gender based violence. MTG is now exploring the possibility of setting up a children’s hotline linked to the Department of Children’s Affairs after community members expressed difficulties in reporting. WW has linked MTG with Child Helpline International (CHI) who are experts in creating national free-of-cost child helplines around the world. (WW Q4 QR) In Uganda schools in areas where BYWLTS is not active have requested support from MIFUMI to set up Karate clubs after seeing the benefits of the programme. The schools believe the programme can help to reduce courtship rape and early and forced marriage in northern Uganda. (WW Q2 QR) To date two BYWLTS partners have collected baseline data on the perceptions of parents or guardian of AGYW participating in the programme. Naz Foundation surveyed 102 parent/guardians during May and July. Key findings include (WW Q3 QR): - More than half of the parents are supportive of girls’ involvement in sports. - 44% of parents reported that girls should not play sports after menstruating.
- One in three parents believes that girls should not take up leadership roles because they have many other things to do and men are better at making decisions. - Although parents in general are supportive of girls being educated further than secondary school, 58% believe that boys should be given more opportunity than girls to complete higher education. - Most parents are supportive of gender equal norms regarding domestic life and economic empowerment. - Most parents are not supportive of gender equal norms regarding violence and sexual relationship. MTG surveyed 182 community members during quarter three. Key findings from the survey are (WW Q3 QR): - 18.8 % of the respondents felt that girls should no longer participate in sports after having attained a certain age. - The community agreed that parents, especially fathers, have substantial influence when it came to girls’ participation in sports. - Approximately half of the community members believe that it is harmful for girls to take part in sports during their menses (48.2%). They further believe that girls are only good at sports which don’t involve running (53%). - A majority of the parents (88.2 %) believe that girls have the potential to become leaders in the community, business or politics. - 68.9% of the community agreed that parents had the final say on when a girl should get married. - 54.7% of the respondents supported the opinion that the woman’s most important role was to take care of home and cook for the family. Recommendations: 11) VV and DFID should review outcome indicator 1.1 – 1.3 and agree new indicators and a revised M&E plan to ensure progress against the indicators can be accurately measured. DFID is supportive of VV’s efforts to address this issue and the suggestion of engaging a consultant to conduct audits and interviews with a sample of fellows. This work could also be supplemented with a case study methodology to allow fellows’ ‘VVLead journey’ to be set out and the ‘multiplier effect’ mapped and assessed. Action: VV and DFID. Timeline: By April 2014. 12) WW and DFID will discuss options for data collection to measure outcome indicator 1.4 and agree a way forward. The changes agreed will be included in WW’s revised M&E plan as set out in recommendation 10. Action: WW and DFID. Timeline: by April 2014.
2. Costs and timescale Is the project on-track against financial forecasts? Original financial forecast included in LFC business case: Programme component VV Lead*
Year 2012-13
Year 2013-14
Year 2014-15
£493,868 (US$ 775,303)
£449,551 (US$ 705,733)
£305,076 (US$ 478,927)
Total committed per component £1,248,495 (US$ 1,959,963)
BYWLTS**
£541,874 (€647,401) £300,000
Learning and Evidence Projects Total per year £1,335,742 * Exchange rate US$/GBP 0.637 ** Exchange rate Euro/GBP 0.8378
£508,548 (€607,585) £706,370
£486,897 (€581,718) £706,370
£1,537,319 (€1,836,704) £1,712,714
£1,664,469
£1,498,343
£4,498,528
Spend to date and current financial forecast: Programme component VV Lead BYWLTS
FY 2012-13
FY 2013-14
FY 2014-15
FY 2015-16
£79,505 ($109,291) £324,240 (€379,880) £0
£493,124 ($708,937) £575,624 (€697,428) £92,939
£455,918* ($753,665) £498,606* (€600,527) £185,878
£191,796* ($317,053) £152,045* (€183,125) £185,878
Total committed per component £1,248,495 £1,537,319
Voice and £464,695 Leadership in Decision Making Boys and Men £0 £35,610 £315,192 £235,642 £486,444 Due Diligence £14,867 £0 £0 £0 £14,867 Total per year £418,612 £1,197,297 £1,355,594* £765,361* £3,751,820 Balance £746,708 *Forecasts are provided in partners’ currency. The amount in GBP included is as the exchanges rate on 21/1/2014 and will fluctuate with the exchange rate on a daily basis.
The project is not on track against the original forecast included in the LFC business case. This is due to: 1) delays in the start date of each component, so expenditure is now spread over four financial years: and 2) a significant reduction in budgets for the learning and evidence components following competitive tender. There is a balance of £746,708 that has not been committed. DFID will consider reallocating a proportion of this money to VV and WW, for example for additional programme monitoring and evaluation as highlighted above, while taking forward the recommendations for this report. The remaining balance will be reallocated to other DFID programmes. Exchange rate fluctuation represents a risk to the project and presents a challenge for forecasting. DFID and partners track the forecast against both currencies on a regular basis to ensure forecasts stay in line with the programme budget in GBP. Accountable grant arrangements between DFID and both WW and VV clearly state that the grant commitment is made in GBP and that DFID is not obliged to pay any amount over the GBP commitment regardless of exchange rate fluctuation. Key cost drivers Key costs drivers for each component with total amounts for the duration of the programme are provided below. Figures are based on the budget agreed with DFID at the start of each programme. Vital Voices Lead Fellowship Programme: - South-south exchange conferences (337,438) - Peer-to-peer exchanges (£173,492) - Challenge grants (£100,876) [not provided in year one] - Online platform (£33,110) - Technical assistance e.g. fees for consultants to deliver training (£110,437)
- Programme operations and strategic planning e.g. staff and operational costs (£493,115) Women Win BYWLTS Programme: - Grants to overseas partners (€789,268) - Capacity building for overseas partners (€443,415) - Monitoring and evaluation [included some partner capacity building costs] (€244,594) - Mentoring programme (€120,324) - Digital storytelling (€72,132) - Administration and overheads (€179,882) Voice and Leadership in Decision Making Learning an Evidence Project: - Staff fees (£441,045) - Travel and other expenses (£23,650) Boys and Men Learning an Evidence Project: - Staff fees (£369,660) - Travel and other expenses (£116,775) Is the project on-track against original timescale? The project is not on track against the original timescale set out in the business case. The accountable grant arrangements (AGAs) in place with WW and VV cover the three year period October 2012 to September 2015. DFID has agreed to extend the end date of these grants by four months to end January 2016. The inception phase for both projects ran from October to December 2012 and programme implementation started in January 2013. Extended the end date of the AGAs will allow VVLead and BYWLTS to run for three full calendar years (2013-15). We have also allowed one month (January 2016) for final impact data collection and reporting. DFID also experienced delays during procurement of service providers for the learning and evidence projects. The contracts for these projects started in January 2014 and will end in January 2016. Recommendations: 13) DFID will consider whether any of the remaining balance in the LFC budget should be allocated to WW and VV. A decision should be based on a strong VFM case. Action: DFID. Timeline: by April 2014. 14) Accountable grant amendment letters should be issues to VV and WW confirming the revised end date of the grant as January 2016 and any increase in the grant amount, pending the result of recommendation 13. Action: DFID. Timeline: by April 2014.
3. Evidence and Evaluation Assess any changes in evidence and implications for the project
N/A Where an evaluation is planned what progress has been made? No external independent evaluation is planned for LFC. As per the recommendations of this review, DFID will discuss additional programme monitoring and evaluation with WW and VV to ensure the results of LFC can be fully measured and assessed.
4. Risk Output Risk Rating: Low Assessment of the risk level The risk rating for LFC remains ‘low’. WW and VV completed risk assessments during the inception phase and have put in place actions to mitigate identified risk wherever possible as part of programme design and ongoing management. Some risks, such as political instability and risk of conflict in implementing countries cannot be mitigated. Partners assess risks on a quarterly basis and report any changes in the risk assessment to DFID through quarterly reports. During year one both programmes were affected by political instability in Kenya and Bangladesh: - A VVLead peer-to-peer exchange planned to take place in Nairobi in October was cancelled following the terrorist incident on 21 September. 8 fellows had committed to attend this event. 3 fellows were able to attend an alternative event held in partnership with WW in Amsterdam. VV was able to reclaim almost all expenses with the exception of two airline tickets (credit was provided by the airline that can be used for future travel), visas and vaccinations. - Teachers strikes in Kenya leading to school closures caused some disruptions to the two programmes run by MTG and Sadili Oval in Kenya during year one. - Implementation of BYWLTS in Bangladesh was delayed in year one due to the political situation and new regulations put in place for gaining approval for new projects. BRAC and WW were able to work around these difficulties and the programme started in June. These instances have not lead to any significant impact on the programme and the ability of partners to deliver the results set out in the logframe. WW has highlighted political instability in Bangladesh, which has recently led to some violent clashes, as on-going risk to BYWLTS in Bangladesh. WW and BRAC are not able to put measures in place to mitigate this risk; however they will track and evaluate the risk continuously and report any significant impacts on the programme to DFID. WW have also identified changes in school timetables and other new school requirements as a newly identified risk to girls’ participation in BYWLTS. Where this risk is relevant partners are working within their local context and amending programme implementation as needed to reduce the impact. No partners have reported that they are not able to deliver the programmes as a result. Risk of funds not being used as intended Low. DFID funds are paid to WW and VV based on detailed expenditure statements. WW and VV are required to submit annual audited accounts to DFID as a condition of the AGA and both organisations have submitted satisfactory accounts to DFID in year one. WW have strong due diligence policies and procedures in place to reduce the risk of downstream
partners using money for unintended purposes, including anti-fraud, bribery and corruption policies and procedures as part of the sub-grantee agreement; the requirement for sub-grantees to submit annual audits to WW; and annual checks of accounts by WW staff during field visits. The contracts with ODI and IDS to deliver the learning and evidence projects are output based, with pre-agreed amounts paid on delivery of satisfactory research products. Climate and Environment Risk The main climate and environmental risk is from air travel by staff and programme beneficiaries. VV Lead involves he most amount of travel by staff and beneficiaries to attend face-to-face events including the peer-to-peer exchanges and south-south exchange. Evidence form year one demonstrates that face-to-face interaction is a necessary element of VVLead. Development of the online platform and delivery of much training via webinars limits the amount of air travel needed, reducing the environmental impact and delivering VFM.
5. Value for Money Performance on VfM measures No VFM indicators were set out in the LFC business case. DFID is yet to receive a full breakdown of expenditure in the final quarter of year one from all partners. Recommendation: 15) DFID should carry out a full VFM assessment on LFC during year two. This should draw on support from the DFID economist cadre. The results of the assessment will be shared with partners and, if required, an action plan will be developed and agreed to address any recommendations. Action: DFID. Timeframe: by July 2014.
Commercial Improvement and Value for Money The competitive tenders for the two learning and evidence contracts have delivered VFM for DFID. Final contract amounts were £464,695 (approximately 55% of the budget included in the business case) for the women’s leadership and decision making project and £486,444 (57% of the budget) for the boys and men project. DFID was able to reduce the original amounts bid by the service provider for the women’s leadership and decision making project by £20,960 during a tender clarification stage before contract signature. Other amendments were made to both proposals to increase value for money including a reduction in some fee rates and number of allocated days to allow increase in staff time for some areas that DFID felt had been neglected. Role of project partners VVLead has been able to leverage in-kind support and cost sharing relationships in year one in order to increase VFM of the programme as a whole, either by reducing the cost of implementing VVLead or proving fellows will additional capacity building opportunities at no cost to DFID. Access to these opportunities will complement DFID’s investment in fellows and should increase their effectiveness as leaders and change agents overall. Examples include: - 5 fellows participated in a one week initiative around IWD 2013 in Washington DC and New York funded by a separate VV programme. The initiative included leadership training session, media opportunities, participation in public panels and networking events.
- 2 fellows participated in a 4 four day mentorship training programme, called the Global Ambassador Programme, funded through a partnership between VV and Bank of America Merrill Lynch. - VVLead was able to leverage approximately $7,500 in in-kind support towards the first face-to-face meeting for Nigerian fellows in May. In-kind support includes facilitators, staff time and travel and the waiver of the participation fee for the 12 fellows in a networking event. - VV will also use the online platform developed for VVLead for their Global Ambassadors Programme. - Due to technical problems with the online platform during year one, VV was reimbursed 25% of the total cost of the infrastructure for the year by the service provider to compensate for the problems. - VV were able to invite more fellows than planned to the south-to-south exchange due to savings made in programme implementation over year one. Does the project still represent Value for Money? A value for money assessment was not carried out in the business case. DFID will assess LFC VFM during year two. If not, what action will you take? A DFID economist will undertake a VFM assessment during 2014.
6. Conditionality 6.1 Update on specific conditions No specific conditions over and above requirements of DFID AGAs and contracts have been attached to LFC. However, due diligence assessment were undertaken on all partners. VV and WW have implemented all due diligence recommendations in year one.
7. Conclusions and actions The review concludes that LFC is performing well. Progress against outputs is scored A+ overall and there is good evidence to demonstrate progress towards the outcome. This review contains 15 recommendations which should be taken forward over the next six months: 1) VV and DFID have agreed the following changes to the LFC logframe: a. The words “network activities” will be replaced with “programme interventions” in output indicators 1.1 and 1.2. Action: DFID and VV. Timeframe: immediate. b. VV will explore ways to broaden the analysis of connections in output indicator 1.5 to include secondary connections made in addition to the primary connections within the programme. Action: VV. Timeframe: by April 2014. 2) VV and DFID should discuss increasing some milestones and targets for VVLead given that VV has exceeded most milestones considerably in year one. Action: VV and DFID. Timeframe: by July 2014. 3) Given the attrition rate of 13% in year one, VV should put a strategy in place to ensure the Programme target of 300 participants for output indicator 1.1 is met by December 2015, allowing
for an attrition rate of 15%, when recruiting fellows. Action: VV. Timeframe: by July 2014. 4) VV should present a plan to DFID setting out the capacity building activities that will be delivered each year and demonstrating how this correlates with the needs assessments completed by fellows. VV should ensure they are developing activities in response to a fuller range of needs identified in needs assessment surveys. In year one there has been a focus on communication skills, which were identified by many fellows as a key area for improvement. However, less attention has been given to organisational management skills (including raising funds, recruiting, developing and managing high quality staff and volunteers and strengthening governance), which were also highlighted in the needs assessment as a key area for skill enhancement. This was an area of need that was raised again by fellows during the south-south exchange in December 2013. Building these skills could increase the revenue base of fellow’s organisations and their staff capacity, allowing fellows to dedicate more time to their own professional development and to VVLead. DFID notes that VV has recently launched a training module on financial management and budgeting. Action: VV. Timeframe: by April 2014 for year 2 and April 2015 for year 3. 5) VV and DFID should discuss how year one fellows will continue to engage in programme activities over years two and three (and how year two fellows will continue to engage in year three) and agree an action plan to ensure this. Currently VV has limited resources to continue to manage relationships with these fellows and fund their involvement in activities in following years. They are, however, required to continue to dedicate time to VVLead. This issue will amplify as the cohort grows to 300 over the next two years. Networking and communication between all fellows will benefit all participants. VV and DFID should agree a way to ensure this is possible without reducing access to interventions for new fellows entering the Programme in years two and three. Action: DFID and VV. Timeframe: by April 2014 6) WW and DFID will discuss whether all participants in MTG, BRAC and Naz Foundation sports programmes should be counted towards output indicator 1.1 and agree a way forward. Action: WW and DFID. Timeframe: by April 2014. 7) Output indicators 2.7 and 2.8 should be amended to incorporate audio storytelling and the AGYW trained by their peers. Action: WW and DFID. Timeframe: by April 2014. 8) The wording of output indicator 2.4 should be amended to measure participants who “complete” the mentoring programme, rather than those who “participate”. Action: WW and DFID. Timeframe: April 2014. 9) WW should ensure their M&E plan and data collection tools provide the data needed for reporting against output indicator 2.8 and all indicators in the logframe. WW should review the M&E plan to ensure this is the case. Action: WW. Timeframe: by April 2014 10) WW and DFID should discuss WW’s M&E plan and toolkits and agree a strategy that meets both DFID’s need to demonstrate results and learn from BYWLTS and that is not over-burdensome on partners. WW will provide a revised M&E plan to DFID for approval. DFID notes that the number of approaches promoted and toolkits and data collection tools developed by WW have proliferated over year one and it is not clear whether the approach is efficient and effective. DFID also notes WW’s interest in undertaking additional work to collect data on the attitudes and beliefs of community members and to measure the impact of the programme on these and will discuss this with WW. Action: WW and DFID. Timeframe: by April 2014. 11) VV and DFID should review outcome indicator 1.1 – 1.3 and agree new indicators and a revised M&E plan to ensure progress against the indicators can be accurately measured. DFID is supportive of VV’s efforts to address this issue and the suggestion of engaging a consultant to conduct audits and interviews with a sample of fellows. This work could also be supplemented with a case study methodology to allow fellows’ ‘VVLead journey’ to be set out and the ‘multiplier effect’ mapped and assessed. Action: VV and DFID. Timeline: By April 2014. 12) WW and DFID will discuss options for data collection to measure outcome indicator 1.4 and agree
a way forward. The changes agreed will be included in WW’s revised M&E plan as set out in recommendation 10. Action: WW and DFID. Timeline: by April 2014. 13) DFID will consider whether any of the remaining balance in the LFC budget should be allocated to WW and VV. A decision should be based on a strong VFM case. Action: DFID. Timeline: by April 2014. 14) Accountable grant amendment letters should be issues to VV and WW confirming the revised end date of the grant as January 2016 and any increase in the grant amount, pending the result of recommendation 13. Action: DFID. Timeline: by April 2014. 15) DFID should carry out a full VFM assessment on LFC during year two. This should draw on support from the DFID economist cadre. The results of the assessment will be shared with partners and, if required, an action plan will be developed and agreed to address any recommendations. Action: DFID. Timeframe: by July 2014.
8. Review Process This review was completed in January 2014 by the DFID project officer, using the documents listed below, insights based on two programme visits in year one (BYWLTS ‘kick off’ workshop in Amsterdam in December 2012 and the VV Lead south-south exchange in Kampala, Uganda in December 2013), and discussions with implementing partners and some programme beneficiaries. Bibliography - LFC business case - LFC Logical Framework (logframe) - Terms of Reference for women’s voice and leadership in decision making learning and evidence project - Terms of Reference for boys and men learning and evidence project - ODI commercial and technical tender for women’s voice and leadership in decision making learning and evidence project - IDS commercial and technical tender for boys and men learning and evidence project -WW BYWLTS programme proposal - VV Lead programme proposal - WW Inception report (October-December 2012) - WW Q1 report (January-March 2013) - WW Q2 report (April-June 2013) - WW Q3 report (July-September 2013) - WW Q4 report (October-December 2013) - WW 7c assessments January 2014 - VV Inception report (October-December 2012) - VV Q1 report (January-March 2013) - VV Q2 report (April-June 2013) - VV Q3 report (July-September 2013) - VV Q4 report (October-December 2013)