Girl power plus strategie 2016 by Plan Nederland

GIRL POWER PLUS: Programme Strategy 2016 Investing together in adolescent girls and young women â&#x20AC;&#x201C; the smartest investment April 2013, Plan Netherlands

Contents Table of Contents

Glossary and abbreviations

Introduction Summary

1. The changing international context

2. Lessons learned from previous programme strategy

3. Policy and strategy Plan International

3.1. Brief history

3.2. Vision and strategy Plan International

3.3.Planâ&#x20AC;&#x2122;s eight impact areas

3.4. Recommendations Business Operating Model

4. Strategic choices Plan Netherlands

4.1. Vision and mission Plan Netherlands

4.2 Gender equality as spearhead of Plan Netherlands

4.3. Objectives International Programmes

4.4. Strategies International Programmes

4.5. KPIs International Programmes

5. Income diversification

5.1. Market orientation and relationship building

5.2. Fundraisin from Institutional Corporate partners

5.3. Aligning themes and objectives with donor preferences

6. Specialisation and management

6.1. Why specialise?

6.2. Target group selection: girls and young women as â&#x20AC;&#x2DC;the smartest investmentâ&#x20AC;&#x2122;

6.3. Thematic choice

6.4. Country choice and intervention strategies

6.5. Capacity building: support to programme countries

7. Collaboration

7.1 Strategic partnerships in 2016

7.2. Harmonisation in the international Plan federation

7.3. Collaboration with like-minded organisations

7.4. Collaboration with corporate partners

7.5. New forms of collaboration

8. Knowledge management 8.1. Building expertise on gender and per thematic cluster

8.2. Documenting, learning and knowledge sharing

9. Public image and brand recognition

9.1. Contributing to campaigns

9.2. Demonstrating expertise in the sector and society at large

9.3. Maintaining and strengthening the image within the sector

10. Conditions for successful implementation and looking ahead to 2020

10.1. Preconditions

10.2. Focused policy

10.3. Available resources and systems

10.4. Changing roles and services

10.5. Looking ahead to 2020

Bibliography

Glossary and abbreviations BIAAG Because I am a Girl, the global campaign of Plan to fight gender inequality and promote girls rights.

BRIC In Economics, BRIC is a grouping acronym that refers to the countries of Brazil, Russia, India and China, which are all deemed to be at a similar stage of newly advanced economic development. It is typically rendered as “the BRICs” or “the BRIC countries” or alternatively as the “Big Four”.

CCCD Child-Centred Community Development is the development approach of Plan International. The CCCD approach addresses the injustices and power imbalances at different levels of society that underlie child poverty, gender inequality and child rights violations. It is an approach in which children, families and communities are active and leading participants in their own development.

CEDAW The Convention on the Elimination of all Forms of Discrimination Against Women, adopted by the UN General Assembly in 1979, and ratified in 1979 by a great many member states. It defines what constitutes discrimination against women and sets up an agenda for national action to end such discrimination.

CIVETS In Economics, CIVETS a grouping acronym that refers to six emerging markets countries: Colombia, Indonesia, Vietnam, Egypt, Turkey and South-Africa.

CLTS Community-Led Total Sanitation is an innovative methodology for better hygiene and sanitary provisions, mobilising communities to completely eliminate open defecation. At the heart of CLTS lies the recognition that merely providing toilets does not guarantee their use, nor result in improved sanitation and hygiene. Through facilitating behavioural changes, communities are made aware and encouraged to build, maintain and utilise their own toilets.

CO Country Offices of Plan.

CRC The UN Convention on the Rights of the Child (CRC) (1989), also known as the Treaty for Child Rights, is the legally binding, international instrument setting out the civil, political, economic, social, health and cultural rights of children. The Convention has been ratified by all countries with the exception of the USA and Somalia. The CRC is also the only international human rights instrument in which NGOs have a monitoring role in its implementation.

EC European Commission.

FNS Food and Nutrition Security: activities in the area of food and nutrition security have the objective in combating malnutrition by ensuring that families and communities have sustainable access to and supplies of nutritious food. This can be achieved by a variety of measures: • Improved production of food crops, particularly in periods of drought, and in the production of crops with a higher nutrition value • Improved income-generation through professional training, commercial activities, which enables communities to be financially self-reliant, and improvement in access to markets • Improved food preparation and eating habits. Though awareness campaigns, training and food technology better meals and eating habits are stimulated. • Access to financial means. The establishment of saving and credit groups and access to micro-credit provides communities with increased financial security, allowing them to invest in income generation or food production activities

GBV Gender-based violence: covers all forms of physical and psychological violence and misuse, neglect and sexual abuse, which violates the rights to protection of children and arises from gender inequality. With GBV the root causes are norms, values, assumptions and views about masculinity and femininity and the relationships between the sexes. The United Nations refers to “gender-based” violence to acknowledge that such violence is rooted in gender inequality and is often tolerated and condoned by laws, institutions and community norms; it is not only a manifestation of gender-inequality, but often serves to enforce it. GBV is directed in the most cases against girls and women, because they are the most disadvantaged and vulnerable. Examples of GBV included domestic violence, girl infanticide, foeticide of unborn girls, honour killings, incest, child marriage, forced marriage, female circumcision, sexual exploitation, female trafficking and violence in the (domestic) workplace.

LABS Livelihoods Advanced Business School is an approach to provide livelihood training youth with an intervention plan that contains 8 steps in which TVET-projects (Technical Vocational Education and Training projects) are being implemented. Apart from technical training, youth also learn life skills (presentation, leadership skills, and gender relations) and receive awareness of reproductive rights and health, drugs and alcohol abuse. TVET projects implemented by Plan Netherlands follow the principles of this approach.

MDGs Millennium Development Goals: in 2000 member states of the United Nations have agreed to reduce extreme poverty, halt the spread of HIV/AIDS, provide universal primary education, improve gender inequality, health and the environment before the year 2015.There are eight concrete goals that have been established: the millennium goals.

MUS Multiple Use Systems is a method of whereby in the construction of water systems multiple use can be made of water, such as drinking and domestic use, agriculture and other productive purposes. Programmes for water supplies can in the design phase take into account this alternative use, and even better is the encouragement of alternative use and aim for extra production. Hand pumps for drinking water can for instance be used for the watering of vegetable gardens, allowing expansion of domestic food production and marketing of surplus production. Irrigation ponds can be used in order to raise fish (expansion of domestic food production, sale of fish). Besides the use of open water for irrigation a hand pump can be installed which allows clean water be siphoned off for domestic use.

NO National Offices of Plan.

SDGs Sustainable Development Goals is a set of future international development goals that are agreed upon at the UN Sustainability Development Rio+20 summit which is a follow-up of the MDGs.

SRHR Sexual and Reproductive Health and Rights: every individual has the right to freely decide when and how many children they desire and a healthy sexual life free of coercion, discrimination and violence. This implies that women, men and youth have a right of access to awareness and resources that are required to be able to decide freely and responsibly on the number of children and a healthy sex life. SRGR concerns a wide range of topics such as access to prenatal and postnatal care, safe birth, family planning, the prevention and treatment of sexually transmitted diseases (including HIV/AIDS), sex education, safe abortion, female genital mutilation and mother and infant mortality.

TVET Technical Vocational Education and Training (TVET): education, work and poverty are closely connected. TVET projects are directed at the provision of vocational training for disadvantaged youth who have had little or no formal education. The concept of vocational training, lasting from several weeks to several months, is developed in accordance with labour market demand and offers trainees realistic opportunities for future work and income-generation. TVET is therefore important in the fight against youth unemployment and poverty.

WASH WASH covers all programmes and projects in the area of Water, Sanitation and Hygiene. The overall aim of Plan Netherlandsâ&#x20AC;&#x2122;s thematic cluster WASH is the sustainable improvement of sanitation and hygiene, and in developing integrated approaches for the sustainable provision of safe water.

YES YES: Youth Economic Solutions is het framework under which the Youth Economic Empowerment (YEE) approach, TVET and Village Savings and Loans Approach (VSLA) falls. YES searches for solutions to combat youth unemployment worldwide. Plan works in partnership with local authorities, private sector and civil society in a YES Alliance.

1. Program Strategy Plan Netherlands, May 2010.

Introduction Radical changes in the field of international cooperation require a sharpened vision and adaptation of Plan Netherlands’s current programme strategy . In the face of these changes, Plan Netherlands has recently developed its strategy 2016. The international Plan organisation has also developed a new multiyear strategy: One Plan, One Goal. Plan Netherlands proudly presents its programme strategy 2016: ‘Girl Power Plus: investing together in girls and young women – the smartest investment’ that responds to these changes. The concept ‘Girl Power Plus’ is chosen because: 1. Looking ahead and anticipating on the challenges and opportunities before us is essential. Plan should already be looking beyond the joint commitment to attain all the MDGs, including the achievement of gender equality in 2015 (MDG3); 2. The complex change processes concerning current gender inequality must be taken on together with girls and women and boys and men in their communities; they are the key players in this change process; 3. This calls for collective action with a wide range of stakeholders. Investments have to be made and challenges have to be faced together with private partnerships, public actors and civil society. In summary: Girl Power Plus demands impact on a larger scale, innovation and the establishment of new forms of collaboration. Over the previous years Plan Netherlands has grappled with the question of how - with limited resources - the maximum possible impact on children and youth can be achieved. Adolescent girls have been chosen as the most important target group because: • The number of youth in developing countries has never been so high - the ‘youth bulge’ • Within all youth categories, girls suffer disproportionately from and are hardest hit by poverty and inequality • Evidence shows that investing in girls is key in the sustainable alleviation of poverty: ‘the smartest investment’ • Added value is realised when efforts are directed towards adolescent girls. Plan Netherland’s new direction, with at its core the flagship Girl Power programme financed by the Dutch government’s co-financing mechanism (MFS), aligns is seamlessly with the focus on adolescent girls. The strategy provides direction for all projects and programmes of Plan Netherlands financed from various sources (institutional, corporate, individual, legacies).

Summary Plan Netherlands is part of Plan International, an internationally recognised and reputable development organisation. Plan has been working for the past 75 years with and for children in 50 developing countries via a Child Centred Community Development approach. For some time Plan has placed special focus on girls in developing countries, as they are still the most likely to suffer marginalization and exclusion and yet evidence shows that investment in girls can help break the poverty cycle. (After several years of lobbying by Plan, 11 October has been designated UN International Day of the Girl. This day is being celebrated for the first time in 2012.) About 12 years ago Plan Netherlands began to resource institutional funds for programme development and implementation. Since then the world has undergone dramatic changes. In the last 10 years many developing countries have experienced fast economic growth, leading to an overall reduction in global poverty. In this same period poor countries have made progress in reducing child mortality, increasing school enrolment and completion, the participation of women in the labour market, and in the fight against HIV/AIDS. New donors have appeared who together have been responsible for a gradual growth of international ODA (Official Development Assistance) funds available for developing countries. But the global playing field remains uneven and economic and social progress hasn’t been achieved everywhere. Many African countries are still faced with the majority of their populations living in poverty, particularly in those countries affected by conflict. In emerging economies there’s a risk of increasing social inequality, In these countries a substantial share of the population will not benefit from the increased wealth. In other situations large question marks arise over the sustainability of economic growth, environmentally as well as financially. Poverty and inequality affect girls and women disproportionately more than boys and men. Although progress has been made on the Millennium Development Goal for gender equality (MDG3), there is still a long way to go. Studies and reports on MDG progress to date show that gender inequality affects progress on all MDGs. Other studies have shown how investment in girls and young women can break through the cycle of poverty. The course of action implemented in 2008 aimed at girls’ empowerment and the reduction of gender inequality and is no less relevant today; Plan Netherlands intends to maintain its focus on this target group in the coming years. In the programmes initiated by Plan Netherlands and funded by institutional and corporate donors, even more emphasis is being placed on the target group adolescent girls and young women. While the relevance of investing in adolescent girls is not disputed, the role and financing of development organisations such as Plan Netherlands is currently under discussion. Partly due to the economic crisis, fewer governmental subsidies will be made available in the coming years – the means by which Plan Netherlands receives its most significant grant funding. In this regard, the newly released policy of the Minister for Foreign Trade and Development Cooperation published in April 2013, clearly states that after 2015 there will no longer be a co-financing system. The focus of development cooperation is shifting towards establishing strategic partnerships between the government and civil society actors and PPP’s. In addition, doubts exist over the added value of NGOs. They are regarded as taking over the roles of national governments in the delivery of basic services such as health care and education. Doubts are openly expressed over the importance of social sector investments. In the current development policy from the Dutch government emphasis has shifted from projects and programmes to the promotion of self-reliance of developing countries. Priority is given to the attainment of economic growth and for this the corporate sector is better equipped than NGOs. While the relevance of NGOs and the importance of achieving a stronger civil society and citizen participation is undisputed, the presence of a stronger civil society in the South will stimulate donors to look for more direct support to local citizens’ organisations, without the intermediation of Northern NGOs. These developments and trends require Plan Netherlands to review and adapt. The new multi-annual strategy of Plan International, One Plan, One Goal focuses on quality of programmes, reaching the most deprived 11

children, in particular girls (excluded groups), and scaling up and extending impact. Plan International has also adopted a new Gender Equality strategy and policy. The aim of this programme strategy is to improve the quality and sustainability of programmes and thereby increase the impact on adolescent girls and young women. Plan will closely monitor governmental trends and will develop collaborations with the corporate sector (amongst others via Public Private Partnerships). Plan will also remain committed to further strategic collaboration with other organisations, both within and external to Plan’s international organisation.

Objectives International Programmes By 2016 all programmes must contribute to one overall objective: “Increasing gender equality between boys and girls, young women and men”. By 2016 Plan Netherlands intends to have achieved: • Greater impact of our programmes in the 23 priority countries of Plan Netherlands, on the empowerment of girls and promotion of gender equality; • Greater involvement of the private and corporate sectors in the situation of girls and young women in the programme countries; • A strong identity and recognition in the Netherlands of Plan as an expert in the fields of girls’ empowerment and gender equality; • A more stable financial basis through income diversification: a broader range of institutional and corporate partners contributing to Plan’s programmes.

Strategic pillars Plan Netherlands has defined its strategic pillars for the period 2012-2016 as follows: 1. Income diversification from institutional and corporate partners; 2. Specialisation and project management: target groups, themes, countries and capacity building (support to programme countries); 3. Collaboration within the international federation and with NGOs, corporate partners, PPPs’ and within alliances 4. Knowledge management; 5. Enhancing public image and brand recognition in the sector and society. In the medium term (2016) the fundraising strategy is directed at income diversification from institutional and corporate partners, including the establishment of Public Private Partnerships. In addition to regular programme development and implementation, Plan Netherlands intends to further its expertise in its flagship activity - the empowerment of girls and young women - aiming in the longer term (2020) to position itself, in collaboration with partners and knowledge institutions, as expert and knowledge broker.

Expected results With ‘Girl Power Plus; investing together in girls and young women – the smartest investment’ in 2016 we intend to have achieved the following: • Number of adolescent girls reached: 1,250,000; • Fundraising from institutional and corporate partners: circa € 17 million; • More than 90% of running projects is gender aware or gender-transformative; • Structural improvement and realisation of girls and women’s rights via the Girl Power Programme in 10 developing countries; • Quality programmes and projects on five core themes with a balanced portfolio: Gender-based violence 35%, Education/Economic security/Food security 25%, WASH 30%, Global Citizenship 5%, and miscellaneous 5%; • Forming strategic partnerships: more than 70% of international programmes is implemented in collaboration with partnership and alliances; • Knowledge broker and expert leader on empowerment of adolescent girls and young women.

1. The changing international context

2. In 2010, 81 million of the world’s 630 million youth and young adults in the age group 15-34 (that is 13% in this age group were unemployed, largely in part to the economic and financial crisis. There is a demonstrable link between youth unemployment and social exclusion (ILO, Global Trends for Youth, 2012)

1. The changing international context The percentage of young people in the global population and the effects of the ‘youth bulge’ have far reaching consequences for sustainable poverty reduction. Adolescents in the age group 10-19 years constitute one fifth of the total world population - approximately 1.3 billion people, with 80 per cent of these living in developing countries. This represents great opportunities for these countries but also presents great risks: investing in youth – girls and boys - by for example providing good education, not only gives a boost to the economy but also advances a country’s social and cultural development. At the same time youth are the most vulnerable group; restricted access to good education reduces their chances on the labour market2. The social context in which children and young people live and grow up has changed radically over the last decades. Differences in development have increased, both within and between countries. Whilst many countries have undergone strong economic growth, several of these countries have not yet been successful in reducing income inequalities and in alleviating extreme poverty. In practice, economic growth by itself is insufficient in reducing poverty; it depends also – and mostly – on the quality of the growth. There are also many counties, particularly in sub-Saharan Africa and South Asia, where the conditions for growth are minimal. The current economic crisis has exacerbated the situation for these countries. Women and children, and girls in particular, are the major victims when international income from aid and trade declines, migrant remittances reduce and food prices rise. A third characteristic of the current international context is the fragility of states plagued by conflict. These ‘failing states’ are no longer able to offer their citizens protection or stimulate socio-economic development. They often fall prey to fundamentalist movements or armed groups intending to exploit a country’s natural resources. The threat from fundamentalism in both weak and healthy states often suppresses the political and civil rights of citizens and leads to censorship of civil society organisations). Again, girls and women are disproportionately vulnerable in these situations. Instability and conflict are further exacerbated by climate change. Natural disasters, the threatened depletion of natural resources and water shortage can lead to increased instability and tension between countries, ethnic groups and social classes. Environmental pollution can halt long term economic growth and have negative effects on the health and survival rates of children. The growing gap between rich and poor and increasing ethnic, religious and cultural tensions are also the results of increasing urbanisation and migration. More than half of the world’s population now lives in cities and in most developing countries the urban population is increasing in rapid tempo. While urbanisation and labour migration offer economic opportunities to poor people, in the majority of cases the negative effects are visible and tangible. Life as a labour migrant in urban slums carries with it many risks: (sexual) violence, HIV/AIDS infection, child labour, sexual exploitation and child trafficking. In rural areas, migration can erode the social fabric and traditional ways of life that previously offered protection to children and youth. Although changing role patterns can offer women and girls opportunities to break away from restrictive traditions, they regrettably once again suffer most from the negative consequences of urbanisation. They are the most vulnerable group in relation to sexual-related violence, abuse and exploitation. The development cooperation arena is also changing. New players are entering the arena, varying from emerging economies such as China and India, large philanthropic organisations (mega foundations such as the Gates Foundation), the corporate sector and the many small private initiatives launched by citizens practicing a ‘do-it-yourself’ style development aid. Moreover, civil society organisations (including children’s and youth movements) in developing countries have become stronger, more legitimate and more empowered.

Owing to new communication technology local organisations are now able to work with like-minded organisations at international level. As a result of the growing number of development actors, there’s an increased need for alignment and cooperation. The Paris Declaration on Aid Effectiveness (2005) underpins the commitment to harmonisation amongst donors; recognition of recipient partners’ ownership, and the need to align aid with partners’ priorities, procedures and systems. The commitments made in the Paris Declaration have since been reaffirmed by the international community in Accra, Agenda for Action (2008) and Busan, Fourth High Level From on Aid Effectiveness (2011).

3. “What the world deserves: A new agenda for aide, trade and investment”, policy document April 2013, Ministry of Foreign Affairs.

Expectations vary widely about alignment and cooperation. While institutional donors, in awarding subsidies to NGOs, attach increasing importance to collaboration with other organisations, specialisms (countries, themes) and local ownership, the Dutch public is in favour of direct intervention at local level, with tangible results for poor children and youth; directly attributable interventions that can be ‘claimed’ by the intervening organisation. This need results from the critique over ‘traditional’ development cooperation increasingly perceived as ineffective and too much driven by own (institutional) interests. The past ten years have seen increased cooperation between the corporate sector and development organisations. The Dutch government is increasing its focus on economic development, including active cooperation with the corporate sector. This has led to the establishment of a new Ministry, the Ministry of Foreign Trade and Development Cooperation with Mrs. Lilianne Ploumen as its Minister. This increasing emphasis on economic development and the role of the private sector within international development cooperation is also illustrated by the frequent requirement of cooperation between the government and the corporate sector in development cooperation, in the form of public-private partnerships (PPPs)3. Another trend is further decentralisation of funds by donors. At the bilateral level embassies are increasingly offering support directly to local partners, by-passing intermediation by international NGOs. This is also the trend at European level, where in the past years more funds have been made directly available to local authorities and civil society organisations (Non-State and Local Authorities). The Millennium Development Goals (MDGs) form the framework for all international parties in development cooperation. The eight goals that the international community pledged to accomplish by 2015 have however come increasingly under fire. The goals are criticised for failing to sufficiently take into account specific situations and requirements in individual developing countries and for overly promoting “one size fits all” solutions. Furthermore there is a strong probability that the goals will not be met before the 2015 deadline. With Rio+20 on sustainable development has come the call for emphasis on sustainability in the Millennium goals. Since the 1992 Rio Conference, where emphasis was mainly placed on environmental issues, there is now a shift to sustainable development and discussion over the so-called Sustainable Development Goals (SDGs) as a follow-up to the MDGs. Major shortcomings here are however that the SDGs are not based on human rights, and fail to adequately consider gender equality and SRHR (Sexual and Reproductive Health and Rights).

2. Lessons learned from previous programme strategy

4. Many of these developments in the modernisation agenda result from recommendations made in the Scientific Council for Government Policy (WRR report, 2010).

2. Lessons learned from previous programme strategy 1. Dutch policy on development cooperation has changed significantly in the past two years. The main objective of Dutch policy is the economic self-reliance of developing countries. The Dutch contribution to this objective has been defined more precisely: bilateral assistance focuses on fewer themes and sectors, has been reduced and places more importance on the role of the private sector in development, witnessed, for example, by the introduction of the Public Private Partnership/PPP financing instrument4. 2. Less prominent but equally influential is the debate on global public goods. Development cooperation is becoming less a question of specific programmes and projects in poor countries; countries must and can be responsible for their own development. What is needed, and where development cooperation can and should contribute, is the promotion of global agreements on trade and financial markets, climate and energy, migration and food. Proponents of global public goods advocate an alternative role for NGOs; no longer as project implementers at local level, but as advocates of effective global goods/commodities. Through its international network Plan is in principle well-positioned to contribute to these objectives, but in reality Plan projects and programmes are still very much focused on the local context. 3. A new Information and Communication Technology for Development (ICT4D) approach is increasingly influencing the way in which we monitor, communicate and implement programmes. At the same time we see that Plan is placing increasing emphasis on youth participation and empowerment in its activities. Although these concepts are not entirely new, we see that specific techniques and methodologies are appearing in the strategies and programme development of Plan country offices. To work in accordance with these developments, Plan Netherlands will deploy new technologies in programmes and in the framework of community-engagement objectives. 4. We have also learned several lessons over the years: 4.1 It is clear that Plan Netherlands cannot be active in all countries. But with the chosen country focus we sometimes fail to act upon good opportunities on the institutional and corporate markets. We need to be more flexible with our country choice. Circumstances in countries or in Plan offices sometimes necessitate a revision of Planâ&#x20AC;&#x2122;s country focus. 4.2 Plan Netherlands increasingly works together with other parties in the development and implementation of projects and programmes. In the Girl Power programme for example, working in an alliance is key. Experience shows that alliance formation is a complicated and time-consuming process. Collaboration for the sake of donor requirements it is not an adequate basis for success; Plan must have its own reasons and objectives.

3. Policy and strategy Plan International

fundraising countries transition countries programme countries

Figure1. Overview of countries where Plan International is active. Since 2012 Plan has been active in 50 programme and 20 fundraising countries, including three transition countries (India, Colombia and Brazil).

3.1 Brief history Plan was founded in 1937 by two British war correspondents during the Spanish Civil War as ‘Foster Parents Plan for War Children’. Plan gave direct individual help to children affected by the war. After the Second World War this approach was extended to other countries within and outside Europe and developed in the 1950s and 60s into direct help to individual families and children. In the 1950s and 60s Plan worked in conflict areas in Asia, such as Korea, Laos, Cambodia and Vietnam. In the 1960s Plan became an international child-centred development organisation with the name ‘Foster Parents Plan’ and activities in Asia were extended to Africa and Latin America. The 70s saw the inclusion of community programmes and the focus gradually shifted to community development, with as objective improvement in the living conditions and opportunities for children. This integrated approach to development forms the essential basis of Child-Centred Community Development (CCCD), Plan’s child-rights based, participative approach to tackling child poverty and the injustices and power imbalances underlying that poverty at all levels of society. Although directed at communities, the CCCD approach relies on the collective action of civil society to enable children realise their full potential. It is also dependent on governments’ efforts in fulfilling their responsibilities in the framework of the UN Convention on the Rights of the Child, which emphasizes that meaningful and positive changes in the lives of children also requires social, political, economic and cultural changes at national and international levels. The development of the Plan-approach shows how child sponsorship laid the basis for a broader approach, allowing other donors (corporate, governmental) to come into the picture. The original Plan concept of personal involvement with individual children, their families and communities has remained and been gradually modernised. The future offers various opportunities for further innovation: more global communications, diversification of sponsors and donors and new forms of sponsorship, such as project sponsoring and ‘community-for -community sponsoring’. In 2002, Plan head office took the initiative of changing the name of the organisation to Plan International (PI), on the one hand because in a number of countries different names were being used, and on the other hand the term ‘Foster Parent’ was no longer appropriate to changes undergone by the organisation. 20

Since 2012 Plan has been active in 50 programme countries (country offices) and 20 fundraising countries (national offices), including three transition countries (India, Colombia and Brazil). Various bodies are responsible for overall governance within the organisation and perform different decisionmaking roles. Plan International is governed by a Members’ Assembly (consisting of representatives from the Boards of Directors and Supervisory Boards of the National Offices) and by an International Board of Directors. (internal and external members, elected by the Members’ Assembly).

3.2 Vision and strategy Plan International Plan’s vision is ‘a world in which all children, boys and girls, realise their full potential in societies that respect people’s rights and dignity’. Gender equality plays a central role in the realisation of this vision of change. Plan derives its standards and work principles on the UN Convention of the Rights of the Child (CRC) and the UN Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW). The strategy of Plan International reads: One Plan, One Goal: Rights and Opportunities for Every Child. This strategy identifies four domains for the achievement of objectives, namely: programmes, resources, organisation and collaboration. Figure 2: Summary of the One Pan, One Goal strategy of Plan International

This international strategy emphasises the identification of the most marginalised children and groups in society to support them in the realisation of their potential. With the One Plan, One Goal strategy Plan aims for the following: • Tackling exclusion: reaching more children and ensuring that the most marginalized are not excluded. Girls are regarded as the most excluded; • The implementation of quality, high-value programmes, based on research and policy evidence; • Expanding successful programmes locally, regionally and nationally; • Demonstrating the impact of Plan’s work on the lives of children, in the communities as well as on the global level; • Extending our influence: sharing Plan’s experience and expertise, particularly in the areas of education and child protection.

3.3 Plan’s eight impact areas Based on an analysis of issues that most affect children and based on Plan’s programme experience, eight impact areas have been identified. In these so-called ‘Multiple Impact Areas’ Plan can effectively contribute to the realisation of child rights by applying its CCCD approach. The eight impact areas are: 1. The right to a healthy start in life (ECCD: Early Childhood Care and Development) 2. The right to sexual and reproductive health, including HIV prevention, care and treatment 3. The right to education 4. The right to water and improved sanitation and hygiene (WASH) 5. The right to economic security 6. The right to protection against violence 7. The right to participate as citizens 8. The right to protection and assistance in emergencies Education and child protection are the priority themes of Plan International. Alongside these, gender equality, partnerships and inclusion are considered as cross-cutting programme themes.

3.4 Recommendations Business Operating Model In 2012 Plan’s Members Assembly commissioned an in-depth analysis of the organization by all its stakeholders that led to the roadmap to a new Business Operating Model (BOM). The Boston Consultancy Group has carried out the BOM review with the aim of effecting a more efficient and effective organization in line with Plan’s strategic priorities. A number of important recommendations from the BOM include: • Changes to the ‘governance’ of Plan International resulting in more Southern representation in the International Board. Ultimately, all Plan offices can become Member, irrespective of their status of donor or programme country. • CO-NOs to receive more shared responsibility through which they can improve their cooperation (cocreation) and align their strategies. • Emphasis of the BOM is placed on programme quality, and on the participation and empowerment of the target group, donors and staff. This is to establish a new accountability framework, the so-called ‘Triple Accountability’, which links the target group, donors and Plan staff. These changes are of great influence in the improvement of Plan Netherlands’s programmes and in the quality of collaborations (see also chapter 7 Collaboration)

4. Strategic choices Plan Netherlands

4. Strategic choices Plan Netherlands The following sections describe the choices made by Plan Netherlands in the changing international context in which it operates. These choices are based on lessons learned over the previous years (see Lessons Learned, chapter 2) and Plan Netherlands’ 2016 long term strategy. 4.1 Vision and mission Plan Netherlands Through specifying and integrating Plan’s vision, mission and core values, a clear brand promise will arise. This brand promise ‘Girls First’ is central to the way in which we operate and formulate our objectives and strategic direction. The following scheme outlines our internal and external profiling in both programme and fundraising areas.

Plan Netherlands Vision Plan Nederland is part of Plan International and aims for a world in which girls and boys have access to the same opportunities, so that all children can realise their full potential in societies that respect all people’s rights and dignity.

Mission Plan Netherlands Plan Nederland strives to ensure that girls and boys in developing countries can have a better future and that poverty in developing countries is sustainably reduced through rectifying the disadvantaged position of girls. With the accent/emphasis on equal chances and rights for girls, Plan works on concrete and permanent improvements in the lives of children and adults through: - Listening to and working together with children - Recognising the talent and power of every child - Enabling children, their families and communities to provide for their own basic needs and to increase their opportunities to fully participate in society - Linking communities in developing countries with communities/individuals in the North

Values and personality Plan is enterprising (pro-active and willing to take risks), results-orientated and reliable. We work in an expert, passionate and personal way.

Benefits - The Smartest Investment - Sustainable poverty reduction - Economic and social empowerment - Gender equality

Evidence - Gender impact in communities - Gender-proof project implementation - Attention to girl’s themes - Proven empowerment - Local communities knowledge The difference (core competency) Plan enables girls in developing countries to enjoy a better future. By working with girls, boys, men and women and using its knowledge of the local context, Plan helps girls to benefit from protection services, improved health and health facilities, quality education, a legal status and socioeconomic opportunities.

Donor motivation “I donate money to Plan because I want a world where boys and girls everywhere have equal chances to develop their full potential. I want Plan to address the disadvantaged position of girls, so that this can help break through the poverty cycle.” Main direct competitors - Save the Children - Unicef - War Child - SOS KInderdorpen - Indirect competition from private initiatives

Core target groups fundraising - 60+ (largest group of existing donors) - Families with children (the ’involved majority’) - Young adults (the future) - Associations (linking with society) - Institutional donors and corporate

4.2 Gender equality as spearhead of Plan Netherlands Plan Netherlands is a child-centred development organisation that strives for the improvement of living conditions and future opportunities of children in 50 countries in Asia, Africa and Latin America. Plan strives for a world where girls and boys receive the same rights and opportunities, so that all children can develop to their full potential; a world that respects the rights and dignity of children and adults (‘Strategy 2016’, Plan Netherlands). In particular, Plan Netherlands focuses on (adolescent) girls in developing countries, because they suffer the most disadvantages and face structural discrimination. The programme strategy 2016 ‘Girl Power Plus: Investing together in Girls and Young Women’ corresponds with the above vision and mission and with the ‘One Plan One Goal’ strategy of Plan International, although within the international framework Plan Netherlands defines its own ambitions. By 2016 all programmes must contribute to one overarching goal: ‘increasing gender equality between boys and girls, young women and men’.

4.3 Objectives International Programmes By 2016 Plan Netherlands hopes to have achieved the following: • Greater impact of our programmes on girls empowerment and gender equality in the 23 priority countries of Plan Netherlands; • Greater involvement of individuals and corporate partners in the situation of girls and young women in the programme countries; • A strong identity and brand recognition in the Netherlands of Plan as expert in the area of girls empowerment and gender equality; • A stable financial basis through income diversification: more (varied) institutional and corporate partners contributing to Plan’s programmes.

4.4 Strategies International Programmes Plan Netherlands takes into account external development and trends that strongly influence our work (see also chapter 1). We see a decline in financing from our most important donor, the Dutch Ministry of Foreign Affairs. We also see the trend of institutional donors making less use of Northern NGOs in the implementation of development projects and programmes and choosing to directly fund organisations in developing countries (decentralisation of funds). At the same time a number of donors, including the Ministry of Foreign Affairs, are changing the focus of their policies: fewer social programmes (education, health care) and more emphasis on the stimulation of sustainable economic growth and activity. New forms of collaboration with new players predominate: with the business sector, public-private-partnerships and with more ownership by recipient countries and organizations. Private development organizations are experimenting with new initiatives, as described above. These external developments are of influence to Plan Netherlands’s operations. We have therefore formulated a number of strategies to achieve Plan Netherlands’s objectives by 2016. Our strategic pillars for the policy and implementation of our activities in the following four years are: 1. Income diversification 2. Specialisation and management 3. Collaboration with other NOs, civil society organisations, corporate partners, PPPs and alliances 4. Knowledge management 5. Public image and brand recognition The ‘strategy house’ presented below indicates which activities fall under which strategic pillar, which gives direction to the conceptualisation and operationalisation of our strategy.

Vision and mission Impact on adolescent girls and young women Income diversification

Specialisation and management

Collaboration

Knowledge management

Enhancing public image and name recognition

1. Market orientation and relationship building with donors

1. Target groups

1. Harmonisation in the Plan federation

1. Building expertise on gender and per thematic-cluster

1. Contributing to campaigns

2. Institutional and corporate fund raising on core themes

3. Countries

2. Collaboration with like-minded organisations

4. Capacity strengthening of country offices

3. Collaboration with corporate partners

2. Themes

3. Align themes and objectives with donor priorities/requirements/ needs

2. Showing expertise 2. Documenting, learning and knowledge sharing

3. Maintaining and improving Planâ&#x20AC;&#x2122;s image

4. New forms of collaboration

Themes Financier, advisor, network mediator, knowledge producer, lobbyist In the medium term (2016) the fundraising strategy is directed at income diversification from institutional and corporate partners, including the establishment of Public Private Partnerships. In addition to regular programme development and implementation, Plan Netherlands intends to further its expertise in its flagship activity - the empowerment of girls and young women - aiming in the longer term (2020) to position itself, in collaboration with partners and knowledge institutions, as expert and knowledge broker.

4.4 KPIs International Programmes Table 1. Key Performance Indicators of the cluster International Programmes of Plan Netherlands

Key Performance Indicators

Raming FY13

Target FY14

Target FY15

Target FY16

Target FY17

N/A

60%

N/A

80%

N/A

750.000

1.000.000

1.250.000

500.000

750.000

1.000.000

10.000

15.000

Impact 1

% programme evaluations with proven impact on empowerment and gender equality

# children (g/b), youths (g/b) and young adults (young w/m) reached in the programme countries

# girls and young women reached in the programme countries

# children and youths that are encouraged to take action thanks to Plan NL activities on global citizenship

Key Performance Indicators

Raming FY13

Target FY14

Target FY15

Target FY16

Target FY17

€ 19.819

€ 22.559

€ 20.507

€ 16.950

€ 17.350

Income diversification 3

Total income Institutional and Corporate Partners (€ x 1.000)

Expected financing per donor category 1. Postcode Lottery 2. Corporate Partners and gifts in-kind 3. MFSII and other Dutch government agencies 4. European Commission 5. Foundations and multilalerals

8% 14%

3% 9%

12%

14%

12%

13% 14%

15%

12%

22%

20% 64%

69%

61%

37%

16%

17% 35%

Specialisation and management 5

% ongoing projects and programmes that are ‘on track’ (in attaining the objectives)

80%

85%

88%

90%

% of total programme budget spent

88%

90%

92%

% of partner COs that are satisfied with the cooperation with Plan Netherlands

70%

75%

80%

85%

% of ongoing programmes that are gender-aware

50%

65%

80%

90%

95%

or gender-transformative 9

% of total expenditure on objectives of the International Programme cluster earmarked for: 1. Protection against Violence 2. Education, Economic and Food Security

10%

3. Water and Sanitation 4. Global Citizenship

16%

56%

22%

13%

45%

30%

20%

5. Different theme

35%

25%

Cooperation 10

% of ongoing international programmes imple-

60%

70%

75%

80%

mediocre

sufficient

good

mented in cooperation with others 11

Formalised PPs

Knowledge management 12

Learning capacity

# planned evaluations performed and results discussed

# learning questions answered

Public image and brand recognition 15

# invitations such as “gender” expert at consultation processes of policymakers and by media partners (attention of the press)

5. Income diversification

5. Income diversification The cluster International Programmes of Plan Netherlands develops and manages programmes and projects financed by institutional donors (Dutch Ministry of Foreign Affairs, EU, large foundations) and corporate partners (including companies, the National Postcode Lottery and major donors); together responsible for approximately 30% of Plan Netherlands’s total budget. These are earmarked grants for programmes and projects implemented by Plan Country Offices and their southern partners. After 2015 no co-financing facilities will be available. Instead, the Ministry of Foreign Affairs, Plan Netherlands’s most important donor, is focusing in her new policy on strategic partnerships and a range of thematic subsidy facilities more closely corresponding to bilateral policy; with a shorter duration, and to be made available to a wider range of actors than Dutch development organisations. There is also an increasing trend for decentralisation of funds, where embassies will increasingly grant local financing to local organisations. In response to these trends, Plan Netherlands will engage the coming years in income diversification. By 2016 our income will be spread over a larger number of donors: 1. The Dutch government, principally the Ministry of Foreign Affairs, with thematic subsidy facilities aligning to spearheads from the Ministry and that correspond to Plan Netherlands’s priority themes, such as WASH and food security. Other ministries and governmental institutions will be approached if they offer relevant subsidy opportunities (for example the Ministries of Economic Affairs, Agriculture and Innovation); 2. The Dutch embassies in Plan Netherlands’s priority countries; 3. Dutch companies, Dutch foundations and international foundations (such as the Gates Foundation and Clinton Foundation), through intensive collaboration with National and Country Offices. More specialisation and collaboration within the Plan network should allow other Plan organisations to use our expertise in programmes financed by non-Dutch donors; 4. The Dutch private sector/individuals: project sponsors and major donors. Pan Netherlands will take the following steps to achieve the required income diversification:

5.1 Market orientation and relationship building In the coming years Plan will engage in market orientation and establish new relationships with institutional and corporate partners. An example here is market orientation in the Middle East.

5.2 Fundraising from Institutional and Corporate partners Expected fundraising from the institutional and corporate sector for 2016 is an estimated € 17 million. In the coming years Plan Netherlands will concentrate efforts on the following institutional and corporate partners, focusing on girls as our core target group. • Dutch government and corporate sector: the Dutch government is placing more emphasis on economic development, including active partnerships with the business sector. Plan’s collaboration with the business sector over the previous years has strengthened (approximately 10% of the budget), namely in the areas of WASH and economic development (vocational training for youth). For the coming years Plan Netherlands will commit itself to developing new forms of collaboration, such as Public Private Partnerships (PPPs), not only for the co-financing of projects, but also for purposes of knowledge- and expertise sharing and networking. In all our forms of collaboration one goal is central: a greater impact on the empowerment of adolescent girls in Plan’s programme countries. Expected fundraising from the Dutch government in 2016 is € 6 million. • European Commission: as in previous years Plan Netherlands will remain firmly committed to acquisition of funds from the EC. In the last years Plan Netherlands has been successful in the acquisition of EC funding both for project implementation in the South and in Development Education calls. Expected fundraising from the EC in 2016 is approximately € 2.5 million. 30

• The Postcode Lottery: Plan Netherlands has a long standing relationship with the National Postcode Lottery (since 1998). The National Postcode Lottery supports Plan’s activities with an annual contribution and contributes to the achievement of many (girls) projects, including the large scale Missing Child Alert programme in South Asia. Expected income from the Postcode Lottery in 2016 is approximately € 3.7 million. • Companies: establishment of collaborative agreements with large corporate partners (> €100.000 per year, such as Accenture and ASN Bank) remains a spearhead of our policy. Such companies contribute with management consulting, technology and outsourcing, and support Plan with consultancy and advice, including projects in which disadvantaged youth in large cities in various Asian countries receive market-driven vocational training. Expected fundraising from larger companies including gifts in-kind is over € 3.3 million in 2016. • Major donors and small companies: the mobilisation of new major donors and corporate relations and acquisition of funding is more difficult and takes time to deliver results. Sponsors in this category with a financial contribution of ˂ € 15,000 per year and with no potential for a larger contribution will be regarded by ICP as no longer active. • (International) foundations and multilateral organisations: the previous year has shown that more market research is needed before substantial funding from these donors can be expected. Extra investment will therefore be made in relationship building with (international) philanthropic foundations and multilaterals. Since 2011 Plan Netherlands has been investigating, in collaboration with Canada National Office, acquisition opportunities in the Middle East. In addition Plan Netherlands has developed a collaboration agreement with the United States National Office for a joint approach to, amongst others, the Bill Gates Foundation. In the coming years the feasibility of acquisition from UN organisations will be investigated. Expected income from these mega grants in 2016 is approximately € 1.2 million. In order to achieve the fundraising targets Plan Netherlands works in various partnership agreements. In the coming years Plan, as a member of the Child Rights Alliance, will further develop the Girl Power Programme and jointly expand the programme after 2015 (possible extension of themes and/or partners, including private partners). In addition, Plan Netherlands is looking for close collaboration within the (Plan) international federation. Closer cooperation with other National Offices (mainly the offices with which the first steps towards harmonisation have already been taken) should lead to the development of joint applications to bilateral and international donors. In collaboration with these offices Plan Netherlands will in the near future explore ways in which it can contribute its experience to the Country Office programmes funded by third parties. Collaboration and specialisation within the Plan network will need facilitation by Plan IH. Plan Nederland will continue to encourage the necessary support from Plan IH.

5.3 Aligning themes and objectives with donor preferences Themes and objectives must be made smaller, more tangible and tailor-made in order to align with The priorities of specific sectors, such as those for private fundraising, major donors, smaller companies and foundations. Elaboration of these strategic choices will be further developed in the Resource Mobilisation Strategy and Plan 2016.

6. Specialisation and management

5. Plan conforms to the UN definition of youth as the age group 10-24 years. 6. Many international organisations, companies and INGOs recognise the importance of investing in girls. See for example the UN Taskforce on Adolescent Girls (with amongst others UNICEF and UNFPA), the Adolescent Girls Initiative (AGI) from the World Bank on the Coalition for Adolescent Girls (with amongst others the Nike Foundation and the UN Foundation).

6. Specialisation and management 6.1 Why specialise? Specialisation requires that Plan Netherlands’s programmes focus on specific target groups, themes and countries. Through specialisation Plan Netherlands can improve the quality of its programmes and better distinguish itself from other development organisations. Specialisation is necessary due to higher donor demands in programme effectiveness and increasing competition in the private and institutional sectors. A sharper programmatic focus also corresponds to the current direction of Plan International where NOs are looking to define their specific added value. Plan Netherlands has made the following policy choices to 2016:

6.2 Target group choice: girls and young women as ‘the smartest investment’ In Plan International’s mission statement the target group is defined as boys and girls from 0 to 18 years. In some of Plan’s programmes, particularly those on Youth Economic Empowerment, the target group is in the age group 18 to 24 years. Within this framework, defined by its mission and current programme practice, Plan Netherlands has decided on the following accents: 1. With contributions from child sponsorship Plan Netherlands will support projects and programmes for girls in the age group 0 to 18 years; 2. With contributions from institutional and corporate partners Plan Netherlands will support projects and programmes for adolescent girls and young women (10-24 years)5. The choice of target group girls, with a special focus on adolescent girls and young women, is based on the following: • Girls are more often than boys the victims of disadvantage and discrimination. Inequality between boys and girls is often most apparent during adolescence. From a justice viewpoint investing in girls is necessary. • In addition research has shown that the poverty cycle can be broken by investing in girls. Girls receiving further education earn higher wages later in life. Every additional year of education delivers approximately 20% additional income. Educated girls invest almost all their total income (70%) in their families; boys less than half (30 to 35%). Investments in girls’ education promote social development and economic growth. This is not only advantageous for girls but also for future generations of boys and girls. For these reasons we consider girls as ‘the smartest investment’ (see figure 3) • The focus on adolescent girls and young women is also justified by current demographic trends. Never has the proportion of youth in developing country populations been so great – the ‘youth bulge’. The development of these countries will to a great extent depend on the opportunities for the current generation of adolescent girls in the field of quality education, sexual and reproductive selfdetermination, economic independence and participation in politics and governance6. The international community also emphasizes the importance of investing in girls and young women for the purpose of poverty reduction: • The World Development report 2012 states that investing in women and girls is a sound strategy from an economic viewpoint: ‘If women and girls were given access to all tiers of education, land rights, more opportunities to enter the job market, and more control over their lives - particularly in respect of family planning - overall development prospects would improve for all’. • The UN Women Commission on Population and Development states that ‘with the right support for their safe transition into adulthood, girls and young women can make significant contributions to economic and social development and join the ranks of political leadership’ (April 2012).

7. Child rights, child protection, education, health care, livelihoods and water, sanitation and hygiene. 8. Focus on healthcare will be limited to tackling gender-based violence related interventions, and where there is a strong link to MDG3, such as Female Mutilation, Sexual Reproductive Health and Rights.

Figure 3. The Smartest Investment.

Girls breaking ofof poverty Girls breakingthe thecycle cycle poverty. One additional year of education for a girl

More of those children will enjoy a longer course of education

Up to 20% additional income later in life

€

Women will spend 70% of that income on the wellbeing of their family They will give birth to healthier children

Investeren in meisjes is dé manier om de armoedespiraal te doorbreken.

By 2016 allmeisjes programmes must to onehun over-arching goal: reduction of the existing gender Opgeleide verdienen latercontribute meer en kunnen kinderen ook weer een inequality between girls and boys and young women and men. To achieve that goal, Plan focuses on betere toekomst geven. adolescent girls and young women in the age group 10 to 24 years.

6.3 Thematic choice Over the last years Plan has focused on six themes7. A sharper focus is now required, so that alongside programme management more attention can be paid to knowledge building and sharing, profiling, lobbying and networking. The foundations for this thematic choice and clustering for the longer term (2012-2016) are based on the: • • • • • • •

Importance of the theme for empowerment of adolescent girls; Strength of the current portfolio (level of financing, best practices, good reputation); Opportunities for fundraising; Added value of Plan Netherlands in the field of thematic expertise and target group specialization; Country Office and Plan Netherlands capacities; Collaboration with others (internal and external), including fundraising campaigns; Alignment with the international One Goal, One Plan strategy, with its emphasis on education, chil protection and inclusion (gender).

Based on these criteria Plan Netherlands will focus on the following core themes: 1. Protection against (gender-based) violence; 2. Post-primary education; 3. Economic security and food security; 4. Water, sanitation and hygiene; 5. Global citizenship. The choice of these themes means that Plan Netherlands will no longer be supporting separate projects and programmes in healthcare8 and child participation. Nor will Plan Netherlands, in view of its current capacity, focus on humanitarian aid as a separate theme. In accordance with the international strategy, Plan Netherlands will support humanitarian aid activities related to core themes, such as Emergency Protection and Emergency Education, and specific to girls and young women. Plan Netherlands will mobilise resources for humanitarian aid in the private sector.

Flagship Program on Adolescent Girls and Young Women

Gender equality, child participation and environmental sustainability (climate) are mainstreamed across all themes. The figure below demonstrates the thematic clustering:

Ge n

Figure 4. Thematic clustering International Programmes.

icipation and Ec olo Part d l i gic h al ,C r S de

Protection against Gender-based Violence Global Citizenship

Education

ility ab in ta us

9. Food security closely connects the theme Water, and Hygiene. Whilst for practical reasons we have chosen to include food security theme within the cluster security, in practice management and building on food closely also closely links with the WASH cluster. 10. WRR report (2010). Less more ambition: Development aid that makes Dutch Scientific for Government Policy).

Economic and Food Security

Water, Sanitation and Hygiene

Plan Netherlands sets the following priorities within the thematic clustering: Protection against (gender-based) violence: within the framework of this thematic cluster emphasis is placed on (the development of) an integrated child protection system in developing countries. The theme child protection consists of projects and programmes with a focus on protection and sexual and reproductive health care and is gender-oriented. Plan has a good track record in the prevention of gender-based violence (GBV). Moreover, this theme lends itself to lobbying, campaigning and at a later stage for fundraising among private sponsors. In view of Plan Netherlands’s target group choice of girls and young women and Plan’s track record in specific forms of GBV in specific contexts, programmatic emphasis will be placed on domestic violence (physical, sexual, emotional, psychological); sexual violence (sexual intimidation, attempted rape, rape and rape threats); harmful practices; child trafficking and exploitation (including child prostitution and child labour). Post-primary education: in the framework of this theme Plan Netherlands focuses on the transition to secondary and non-formal education for girls in developing countries. Plan Netherlands is increasingly working with corporate partners and local and national authorities in support to market-oriented projects for Technical and Vocational Education and Training (TVET). Economic and food security9: the objective of this theme is to contribute to the socioeconomic empowerment of adolescent youth and women. In view of the rapidly growing number of youth in developing countries – the ‘youth bulge’, Plan Netherlands will increase its focus on the empowerment of adolescent youth. Sustainable food production and supply is directly connected with economic development (income generating activities) and ties in closely. Youth Economic Empowerment is an international theme. Economic development is moreover strongly emphasised in the current debate on development cooperation (WRR report10) and food security is one of the policy priorities of the Dutch Ministry of Foreign Affairs.

Water, Sanitation and Hygiene (WASH): this theme is of significant importance for adolescent girls. Scarcity of (clean) water and sanitation affects women and girls the hardest; they are often tasked with fetching water and are more vulnerable to (sexual) violence and health problems related to poor sanitary provision. Water is a priority theme of the Dutch Ministry and a diverse range of facilities exists to develop public private partnerships in the water sector. Plan Netherlands has a good track record in the WASH sector, one of Plan’s international impact areas. Plan Netherlands implements various programmes in Community Led Total Sanitation and Sanitation in (Peri) urban Areas – the SPA programme. Plan has made significant investments over the years in knowledge development and participates in several alliance initiatives with research institutes and companies. Global citizenship focuses on creating awareness, involving and engaging children and youth in the framework of development cooperation. Projects financed by the European Commission and the Ministry of Foreign Affairs (SBOS: Subsidy Facility for Citizenship and Development Cooperation) emphasise changing the awareness, attitude and behaviour of Dutch youth and encourages them to participate in child-centred development cooperation. The theme global citizenship corresponds with international attention to ‘global linking’ and the ‘right to act as (global) citizens’ (one of Plan International’s eight impact areas). The involvement of Dutch youth in sustainable poverty reduction is useful for strengthening lobbying and campaign activities. Specific themes /niches on which Plan Netherlands will focus in the coming years are education, extracurricular projects and participation, including campaigns by youth, linking to youth networks and peer-to-peer education (such as for example the Girls Rights Watch training). Whilst priorities have been set within each theme, the themes will be integrated as much as possible. Further elaboration is presented in the thematic position papers. Expected results thematic clustering Thematic clustering allows for more efficient working practices and quality of efforts: Thematic experts can strengthen their expertise, gain in-depth knowledge and exchange expertise through the socalled ‘buddy system’ and core tasks can be better allocated within the team. Due to the sharper focus improvements can be made in corporate fundraising, management and policy influence. Through focus and the availability of a ‘sparring partner’ (the buddy system) knowledge can be deepened, the work load shared, continuity and stability guaranteed, and external profiling can be more institutionalised (less focus on the individual, more on Plan). Plan also aims for a better connection between its programmes and communication on these programmes.

6.4 Country choice and intervention strategies Effective interventions in the reduction of child poverty are context specific. The development of such programmes requires knowledge, experience and networking. This demands – bearing in mind Plan Nederland’s current capacity for programme development – a focus on a smaller number of programme countries. The added value and name recognition of Plan Netherlands are done more justice if available resources are spread over fewer countries and themes. A sharper focus also allows Plan Netherlands to increase its programme portfolio in priority countries and exert more influence on policy and programme implementation in the corresponding country office. At the same time Plan Netherlands acknowledges that the world is not limited to its priority countries. Plan Netherlands’s thematic expertise can be of benefit to other Country Offices. Plan Netherlands can play an important role in fundraising activities in non-priority countries. Opportunities arising will be examined on a case by case basis, determining whether Plan can play a role in programme development and implementation. The following criteria determine the choice of priority countries: • Relevance of the country for empowerment of adolescent girls; analysis of girls’ situation (Human Development Index and Gender Development Index ratings); • Strength of the current portfolio (regarding financing, best practices, good name); including for example the existing track record in the ten Girl Power and the ten WASH programme countries; • The expertise and interest of Plan Country Offices and alignment with the Country Strategic Plan; 37

• Acquisition opportunities in the institutional sector, such as partner countries from the Ministry of Foreign Affairs and the EC; potential PPPs; • Acquisition opportunities in the corporate sector: BRICS and CIVET countries; • Alignment with the private sector; • Collaboration with others (both internal and external); • Added value of Plan Netherlands in comparison with other NOs; • Alignment with Plan International Strategies, such as ‘One Plan, One Goal’. On the basis of these criteria a portfolio of 23 priority countries worldwide has been selected, covering four regions (West Africa, South East Africa, Asia and Latin America). A distinction is made between Least Developed Countries (LDCs) and middle income countries. The first group consists of countries with a reasonable level of political stability and good governance but also includes several post-conflict countries. Plan Netherlands intends to scale-up its core themes and core programmes (Girl Power, CLTS, TVET and food security) in these 23 countries. Within the framework of this country portfolio Plan Netherlands takes external developments, such as the growing youth bulge, into account. Plan will therefore increasingly address urban development issues such as discrimination and the disadvantaged position of girls (exclusion – Plan’s principles issues in One Plan, One Goal). Examples are programmes with an urban focus and integrated approach, such as the programme Sanitation in Peri-urban Areas (SPA), the PPP programme with Vitens International and programmes for excluded-groups such as street children (children in need of special protection). The following figure categorises Plan Netherlands’s country portfolio: Figure 5. Country prioritasion Plan Netherlands

try un o C

ritising Plan N prio eth er la nd s

Plan countries Girl Power countries

Least developed and post conflict countries

Middle income countries

TVET and food security countries SPA en CLTS countries

The ‘inner core’ of 23 priority countries: 16 so-called Least Developed Countries (LDCs), several of which are post-conflict: RESA: Ethiopia, Zambia, Malawi, Mozambique, Uganda, South Sudan WARO: Benin, Ghana, Mali, Liberia, Sierra Leone ARO: Bangladesh, Pakistan, Nepal ROA: Nicaragua and Bolivia 7 middle income countries: RESA: Egypt ARO: India, Indonesia, Thailand, Vietnam ROA: Brazil and Colombia 38

In the ‘outer core’ are the remaining 27 countries where Plan is active. While Plan Netherlands does not actively raise funds for programmes in these countries, potential opportunities will be considered on a case by case basis. The decision whether to participate will be taken on the basis of the criteria described above. An additional significant consideration and precondition for Plan Netherlands’s involvement will be whether another NO is active in the country and takes the lead. Transition phase The above mentioned selection criteria form the basis for the longer term strategy (2016) on priority countries. The choices for in- and out- phasing will be reviewed annually. To ensure a smooth transition phase Plan Netherlands will gradually phase-in and -out of the following countries from reporting year 2014 onwards: • Phasing-out: Kenya, Togo, China and Peru • Phasing-in: Uganda, South Sudan, Egypt and Thailand Intervention strategies A requirement for every programme of Plan Netherlands is that it is context specific and relevant to the country development situation. Three situation categories can be distinguished: post-conflict, poor but stable and middle income. If we assess these intervention strategies we can categorize the following: 1. LDCs and post-conflict countries: countries where child poverty and gender inequality are deeply rooted and hampering achievement of the MDGs. The majority of countries in this category experience a reasonable level of stability and good governance. This does not apply however to several post-conflict countries such as South Sudan, Liberia, Sierra Leone, Mali and Pakistan. In these countries Plan Nederland intends to work on all themes, with emphasis placed on increasing the influence of girls, young women and poor children and adults on their local and national politicians and leaders. The aim of strengthening civil society is the achievement of child-friendly government policy that respects the rights of girls and boys and aims for equal distribution of wealth (pro-poor). The programmes in these 16 countries where necessary also focus on the improvement of local authorities’ expertise. Greater knowledge, expertise and improved skills of municipalities lead to improved service delivery and more voice and influence of boys and girls. In post-conflict countries Plan will often work directly at community level on dealing with war traumas and on the promotion of understanding between different groups in society. In these situations the creation of security and income-generation activities is often the first step. 2. Middle income countries: countries where Plan Netherlands can fulfil a ‘broker’ function on behalf of Dutch companies and private (project) sponsors interested in child-centred projects that are developed, implemented and managed by Country Offices or other national Plan organisations. Countries in this category include the newly emerging economies, where economic growth is not the problem, but rather a balanced distribution of the increasing wealth. Not everyone benefits from this and often economic growth and modernisation are accompanied by exploitation and violence. Plan Netherlands’ programmes in these countries aim at the improvement of young people’s access to the labour market and protection of children and youth who are victims of child labour, commercial exploitation and child trafficking. Special attention is given to improving the advancement of girls and young women. For these programmes, Plan Netherlands looks for corporate partners who can not only offer financial support but can also contribute with expertise and influence due to their own in-country investments, such as sustainable business practices.

11. Plan Netherlands aims to offer development services to the five core competencies from the 5C-model by the organisation ECDPM. Organisations are being supported for the following capacities: 1) Capability to adapt and self-renew; 2) Capability to relate to external stakeholders; 3) Capability to act and commit; 4) Capability to achieve coherence; and 5) Capability to deliver on development objectives. 12. An important aspect of capacity development in Gender is the Gender Equality Self Assessment (GESA) process, which Plan Nederland will start in 2012. The GESA process is part of the Gender Equal¬ity Policy of Plan International. GESA is a method to assess the progress of our expertise, which is necessary to be able to ensure that all Plan programmes and projects contribute towards reducing gender inequality.

Categorie

Landenprofiel

Geselecteerde landen

1. LDC and postconflict countries (Plan Netherlands core theme countries, including Girl Power countries)

Countries with a reasonable level of stability, but with significant child poverty and gender inequakity and where MDG achievement is in doubt/danger

16 countries: RESA: Ethiopia, Zambia, Malawi, Mozambique, Uganda, South Sudan WARO: Benin, Ghana, Mali, Liberia, Sierra Leone ARO: Bangladesh, Pakistan en Nepal ROA: Nicaragua en Bolivia

2. Middle income countries (the emerging economies)

Countriess with strong economic growth and development, where poor childres and youth still insufficiently profit from increased prosperity and are often victim to violence and exploitation

7 countries: RESA: Egypt ARO: India, Indonesia, Thailand, Vietnam ROA: Brazil en Colombia

The above table indicates per category of the portfolio country profile and the countries selected. It also indicates the relevant intervention strategies applicable to the country specific context.

6.5 Capacity strengthening: support to programme countries Plan Netherlands strives for intensive collaboration with the Plan Country Offices in the 23 priority countries; together with the Country Offices we develop programmes and we identify relevant funding opportunities from institutional and corporate partners and from project sponsors. The support Plan offers consists of: • Content knowledge: such as knowledge in economic security and food security; education; water, sanitation and hygiene; protection against violence, and global citizenship. Gender, participation and environmental sustainability are cross-cutting issues within these themes. • Relationship management with the donor: this includes finalising the contract, financial and narrative reporting and overall accountability. • Advice and guidance in project cycle management; the design of log frames; the implementation of base lines through to final evaluations, and embedding lessons learned in policy and future programmes. This is the core of the programme support that Plan Netherlands offers to Country Offices. In the coming years Plan intends however to deliver a greater contribution to capacity development of the 23 priority Country Offices. The success of ‘our’ programmes is not only dependent on Country Office programme knowledge and project management skills, but also on its broader organisational capacity11. Plan Nederland aims to contribute to developing this capacity, but this is dependent on the following criteria: a) there must be a genuine demand and commitment from the Country Office; b) there must be additional NOs and/or Plan IH willing to collaborate on the said capacity strengthening activity. Bearing in mind the underlying links between the various types of expertise organisations require to achieve desired results, capacity strengthening activities of Plan Netherlands will focus on the core expertise aligning with the chosen strategic choices. Plan Netherlands considers expertise in the following areas of significant importance to its partners: 1. Expertise and skills in gender-related issues for balanced, sustainable and fair development12. This expertise is important in all phases of the project cycle, from project development through to implementation and evaluation. In view of the choice for adolescent girls, support is directed in the area of gender expertise. 2. Expertise in working in a rights-based approach. Plan Netherlands contributes to the efforts of Plan International to embed a child-rights perspective in all projects and programmes

3. Expertise in working with key stakeholders. Working in partnership is a vital component of a rights-based approach. The promotion of human rights is by definition a collective process to which a wide range of organisations contribute at different levels, not least in effective lobbying to duty-bearers and awareness-creation amongst rights-holders. 4. Expertise in fundraising. In view of shifting roles and expectations, local expertise in mobilising funds is crucial. Plan Netherlands can play an important role as broker between different partners, for example between embassies, local NGOs and Plan Country Offices, or between the EU and NGOs. Moreover, Plan Netherlands can offer its expertise in project development to local partners, who can subsequently sub-contract Plan Netherlands. 5. Expertise in channelling development via local civil society and other development actors, including the (local) business sector and (local) authorities. The development of such expertise necessitates support from a wide development network, comprising several parties. Plan Netherlands can play a connecting role in such networking.

7. Collaboration

7. Collaboration The previous chapters have described various developments in the international context in which Plan Nederland works and that demand more collaboration and harmonisation with various actors in the international cooperation sector. These include the Paris Declaration principles (reiterated at Accra and Busan); the increasing number of actors in the sector; the entrance of new players – emerging economies, large philanthropic foundations, the corporate sector and the many small scale private initiatives. There are trends to decentralisation of funds and consequently there are more empowered, independent and stronger civil society (including children’s and youth movements). Within the international Plan federation there is a shift to closer collaboration and better alignment. In the One Plan, One Goal strategy alignment and partnerships are focal areas in relation to becoming a more effective, efficient and collaborative organization (see figure chapter 3.2).

7.1 Strategic partnerships in 2016 The establishment of effective partnerships and improvement of collaboration (harmonisation) are key focal areas in the long term strategy of Plan Netherlands. Partnerships add value to Plan’s unique selling points, allowing us to improve the quality of our service provision and better capitalise on financing possibilities. Plan Netherlands enters into a range of cooperation agreements, including partnerships for knowledge building, programme implementation and fundraising. There are various forms and levels of strategic partnerships; Plan Netherlands works with the corporate sector, with governments, with other NGOs and with other Plan International national offices. These partnerships can be either national or international, although in the majority of cases they are with Dutch partners. Types of partnerships Plan Netherlands not only works with other parties for fundraising, but has also invested in strategic cooperation partnerships, in line with ‘Vision 2016’ (see table 3). Effective development cooperation requires a broad network and intensive contact between large numbers of organisations. Plan Netherlands works therefore with organisations and networks in the Netherlands, Europe and worldwide. Figure 6: Plan Netherlands’s partnerships at different levels ips Plan Netherla rsh nd e n s rt Pa

Public Private Partnerships

The international Plan federation

Plan Netherlands

NGOs/ alliances

Corporate Partners

7.2 Harmonisation in the international Plan federation Plan Netherlands primarily works closely with other National Offices (NOs) in the Plan Federation for greater efficiency in the deployment of resources and specialisms. Plan Netherlands invests in structural cooperation with other NOs and partners for efficiency purposes (for example joint fund raising and programme/project implementation); for scaling up (successful) interventions, and for achieving improvement in the quality of projects in developing countries. An example of this harmonisation is the â&#x20AC;&#x2DC;4 in 2:1 initiativeâ&#x20AC;&#x2122; of the Plan National Offices in Australia, Netherlands, Sweden and the UK, with the objective of improving quality of programmes and more efficient working practices within the Plan network. Another form of collaboration is the example with Plan Canada for fundraising in the Gulf Cooperation Council countries (the Middle East). Plan Netherlands also works in collaboration with Country Offices (COs) and FCNOs, amongst others in the area of local fundraising. In the 23 priority countries Plan Netherlands works in close collaboration with the Plan Country Offices and their partners in improving their expertise in the area of combating child poverty and gender inequality. Besides programme management, Plan works together with Country Offices and their partners in knowledge development, fundraising and (international) policy influencing and campaigns.

13. Post-primary education opportunities, economic political participation, combating violence against adolescent girls and young women are the core themes of the Girl Power Programme in the 10 countries Bangladesh, Bolivia, Ghana, Liberia, Nepal, Pakistan, Sierra Leone and Zambia. The MFSII programme implemented by the Child Rights Alliance is subsidised by Ministry of Foreign Affairs over the period 20102015. In the coming years the Alliance will forge partnership with amongst others corporate partners to scale up the Girl Power Programme in developing countries.

7.3 Collaboration with like-minded organisations Plan Netherlands also works with like-minded (child rights) organisations, one-to-one or in alliances, so that partners can jointly achieve a greater impact (leverage) in sustainable poverty reduction and in combating gender inequality. Plan also participates in a number of partnerships which act together in the fight against gender-based violence. An example of this is the Millennium Accord, where Plan Netherlands works in a consortium with Plan Kenya, CHI, DCI-ECPAT, ICDI and IREWOC to combat gender-based violence in Kenya. Another important consortium that builds on partnership experience is the Child Rights Alliance. The Child Rights Alliance consists of Plan Netherlands, Defence for Children-ECPAT, Child Helpline International, International Child Development Initiatives, Free Press Unlimited and Women-Win. Through the Girl Power programme (2011-2015) the Child Rights Alliance works on structural improvements in the rights of girls and young women in ten developing countries13. Together with Defence for Children International-ECPAT Nederland, representatives from the Dutch travel industry and the Koninklijke Nederlandse Marechaussee Plan Netherlands is working on a large scale campaign combating sex tourism with minors. This campaign will run for a period of three years in the airports of Amsterdam (Schiphol), Rotterdam and Eindhoven. We also work together with various other like-minded organisations both within and outside the Netherlands. With the help of new communication technology local organisations can also work at international level with like-minded organisations.

7.4 Collaboration with corporate partners In the framework of social involvement and Corporate Social Responsibility (CSR), a growing number of companies are looking to work with Plan Netherlands to contribute to a better, sustainable future. Together with the corporate sector Plan Netherlands seeks innovative forms of development cooperation where companies can have a direct input in the provision of products or services. Plan recognises a broad range of cooperation opportunities with companies, from strategic partnerships to project support, from personnel participation to cause-related marketing. To achieve the most from these partnerships, a distinction is made internally in the servicing of these partners: cause-related marketing and joint promotion fall under the responsibility of the Marketing department, technical partnerships and joint grant applications fall under the Institutional and Corporate Partners department.

14. A PPP is a partnership between a government and the corporate sector, often with the involvement of NGOs, trade unions and/or knowledge institutes. Risks, responsibilities, resources and competencies are shared in order to attain a common goal or to perform a specific task (definition Ministry of Foreign Affairs, July 2010).

7.5 New forms of collaboration: special attention for PPPs Since 2012, Plan Netherlands has entered into new forms of tripartite partnerships: public private partnerships14. These partnerships between the government and the private sector (profit or non-profit) focus on common problems where no individual actor is responsible or can offer a solution. The collaboration can be extended with participation of NGOs, trade unions and knowledge institutions. Originally PPPs concentrated principally on infrastructure, but are now being adopted in several thematic areas. Tripartite partnerships or multi-stakeholder dialogues offer a platform from which to tackle issues such as sustainable poverty reduction, climate change, human- and children’s rights, financial crises, hunger and health. Important conditions for PPPs are a specific task and a common goal, clear agreements over investments, competencies, clarity over responsibilities, risks and income. Plan Netherlands sees the following financing possibilities for PPPs: • For public private partnerships in the sectors of water, sustainable enterprise and food security; • In the framework of Partners for Water collaboration with the corporate sector is also key; • Apart from the Dutch government, the EU also focuses on cooperation with private partners in certaincalls (water, energy). Since last year Plan Netherlands addresses specific issues in the area of WASH and food security together with the government and corporate sector. Examples here are the partnerships (PPPs) of Plan Nederland with Vitens Evides in the area of water demand management in Malawi and with the local company AFRI pads and local authorities in the area of menstrual hygiene for young girls and women in Uganda. These early experiences have shown that cooperation with the corporate sector in a PPP alliance has a clear added value for Plan Netherlands. But there are also a number of dilemmas: • The type of company/business with which Plan collaborates. Plan is active in 50 countries and thereby offers businesses potential access to 50 national markets. Will companies want to make use of this (for example, in the sale of water filters); • Companies work according to cost recovery principles and want to recoup (financial) investments. To what extent will Plan want to recover its investments (for example via repayment from the target group)? • Plan supports target groups in capacity strengthening and self-reliance, implying a gradual reduction and eventual stop for Plan’s input. Companies however are often committed to long term involvement and control (via for example service contracts). This can create a conflict of interests. How can Plan resolve this? • All parties in a PPP alliance must deliver their own contribution; Plan’s possibilities in this are limited, even in large projects. In which ways does Plan have opportunities to contribute? Over the coming years Plan Netherlands will carefully document the experiences and lessons learned in the area of PPPs and adopt a clear position on the above mentioned dilemmas. This will be extensively considered in the Resource Mobilisation Strategy and Plan 2016 (see also chapter 10, conditions for successful implementation). Finally, Plan Netherlands is an active participant in a number of knowledge forums and (lobby) networks. Important themes in which Plan Netherlands cooperates with other organisations are violence against girls, girls’ access to post-primary education and the expansion of water and sanitation provision and food security. An important condition for achievement of strategic partnerships 2016 is the development and implementation of partnership policy. This policy will be developed by Plan Netherlands’ work group ‘partnerships’.

Table 3. A selection of Plan Netherlandsâ&#x20AC;&#x2122;s current partnerships, per partner type and per NGOs

Coalitions and networks Corporate partners

Institutional partners

Child Rights Alliance comprising of six NGOs

Addessium Foundation

Research Institutes

Protection against violence ACPF carries out national lobby and research on childrenâ&#x20AC;&#x2122;s well being

Postcode Lottery

Institute of Social Studies (ISS)

European Commission TUI works in a consortium with Plan and ECPAT to protect children and youth against sexual exploitation

KMAR and the Ministry of Safety and Justice, joined Plan in an awareness campaign about travelling sex offenders and sexual child abuse

SAIEVAC regional network in South Asia on protection of children against violence

Koninklijk Institute voor de Tropen (KIT) Leeds Metropolitan University (LMU)

Ministry of Foreign Affairs UNFPA

Education, economic and food security Netherlands Working Group in Nutrition (NWGN)

European Commission

Youth Employment Network (YEN) by Plan in Asia comprised of civil, public and private organisations

Accenture, international organisation for management consulting, technology and outsourcing, supports Plan with consultancy and advice and contributes to Plan projects for disadvantaged youth in big cities in India, Indonesia, Thailand and Vietnam

Netherlands Water Partnership (NWP)

Vitens Evides Water Health Solutions

European Commission

Wageningen University

World Bank ILO

WASH AFRI pads WASTE, a Dutch NGO specialised in urban sanitation and solid waste

International Water and Sanitation Centre (IRC)

Ministry of Foreign Affairs Sustainable Sanitation Alliance (SuSanA)

UNICEF

Vitens Evides (public private partnership)

Water Supply & Sanitation Collaborative Council (WSSCC)

Institute for Development Studies (IDS)

Global Citizenship Aflatoun Mundial

City Bank

European Commission

JP Morgan

Ministry of Foreign Affairs

MTV collaborating with Plan on the making of media programmes meant to give youth a more realistic idea of what is happening in the world

Academy for Arts in Utrecht; students contribute to the creation of awareness about development cooperation ISS

TUI Netherlands/ Arke Fly

8. Knowledge management

8. Knowledge management Donors’ changing policy priorities, critical discussions over the effectiveness of development aid and increasing competition in the sector have led to demands for higher quality standards for NGOs. Programmes from development organisations such as Plan Netherlands should be more knowledge-intensive, that is to say that they must be based – through scientific research – on what works in development. In view of our focus on empowerment of adolescent girls and the five contributing thematic specialisms, Plan Netherlands will strengthen its expertise in its chosen specialisms for improvements in programme development and support to implementing parties. This need is also recognised in the new strategy of Plan International, which focuses on high quality programmes based on research and policy. It is not only a question of knowledge acquisition; Plan Netherlands also intends to transfer expertise externally. Expertise that is relevant to the achievement of girls’ empowerment and gender equality and that is required by Southern partners, donors, other development organisations and the corporate sector. Plan Netherlands’s ambition in the coming years is to evolve into an organisation that - due to its knowledge in girls’ empowerment and gender equality - is regarded by other parties (Southern organisations, donors, companies and civil society institutions) as a valuable cooperation partner. Both ambitions – more knowledge in, more knowledge out – demand adequate knowledge management. In the coming years Plan Netherlands will further elaborate its knowledge management system. Important first considerations are that Plan Netherlands cannot do this alone. Cooperation in the Plan network, with knowledge institutions from both the South and the Netherlands, is essential. In these partnerships Plan Netherlands sees itself in the role of broker, as opposed to initiating wider research activities; partners with more in-house expertise will therefore be sought. Plan Netherlands’s brokerage role will bring the various parties together, for example Country Offices, local partners, researchers and knowledge institutes in the field with relevant parties in the Netherlands. Acting in a brokerage capacity will also allow Plan to link programme countries over research results on the impact of different programmes in the field. The provisions for knowledge management are still under consideration. Plan Netherlands’s ambitions in this area are presented below:

8.1 Building expertise on gender and per thematic cluster By 2016 Plan Netherlands intends to have positioned itself as expert in the field of Gender, specifically in the empowerment of girls and on selected themes. In the light of the specialization described above, professionalization requires Plan Netherlands to further develop its expertise in girls and young women’s empowerment processes, and to further develop skills to play different roles. We will be affiliated with the Plan Academy of the international federation and build in-depth knowledge on gender, the CCCD and rights-based approaches. Furthermore, Plan Netherlands will build on existing partnerships and networks with knowledge institutes such as the Koninklijk Instituut voor de Tropen (KIT), Wageningen University, Netherlands Water Partnership (NWP), IRC etc. New knowledge networks and partnerships in gender equality will be established to increase impact.

8.2 Documenting, learning and knowledge sharing In the coming years Plan Netherlands will emphasise documentation and learning from other NGOs and knowledge institutions with regard to gender and selected themes. Through knowledge sharing and learning from programmes Plan Netherlands will strengthen and expand its expertise in the empowerment of adolescent girls and young women, and share this expertise with other relevant actors. The learning agenda of the on-going Girl Power programme will be utilised to more effectively embed the knowledge generation and sharing process within the organisation.

9. Public Image and brand recognition

9. Public Image and brand recognition Informing and involving citizens and social actors (governments, companies and civil society organisations) in international cooperation is of great importance in the creation and consolidation of societal support for development cooperation. Dutch development organisations have a great responsibility herein. Representative representation of international cooperation is an important task for Dutch private development organisations such as Plan Netherlands, because they, better than the bilateral and multilateral channels, can demonstrate what development cooperation means. Plan Netherlands intends to improve its image and brand recognition amongst target groups and stakeholders in the Netherlands and increase citizensâ&#x20AC;&#x2122; involvement in global development (Strategy 2016). International Programmes will contribute to this improved positioning in the sector and in society by:

9.1 Contributing to campaigns International Programmes will contribute project information to Plan Netherlandsâ&#x20AC;&#x2122;s campaigning activities. Project narratives and impact results are used to support campaigns, image building, brand awareness and fundraising. Results and impact from projects and programmes will also be fed into sponsorship and social media.

9.2 Demonstrating expertise in the sector and society at large Plan Netherlands is a recognisable and valued child-centred development organisation and, with its focus on girls, will profile itself as expert (thought leader) in the field of gender and gender issues (see also chapter 8, Knowledge Management).

9.3 Maintain and strengthen the image within the sector Through policy influencing and lobbying Plan Netherlands will, together with strategic partners, continue to ensure that gender equality remains on the agendas of governmental institutions and civil society. Plan acts as a bridge in bringing parties together, but also functions as watchdog when actors fail to adequately contribute to or work against development and gender equality. Plan Netherlands will lobby and commit itself to advocacy of governments, companies and citizens on the specific themes of gender-based violence, secondary education, economic security and food security, WASH and global citizenship. Plan will make (intelligent) use of Planâ&#x20AC;&#x2122;s campaigns and lobby at international level, such as Because I am a Girl (BIAAG) and future campaigns and future programmes on Youth Economic Solutions.

10. Conditions for successful implementation and looking ahead to 2020

10. Conditions for successful implementation and looking ahead to 2020 10.1 Preconditions Changes in policy focus within International Programmes will be dependent on the following preconditions: 1. The international Plan strategy remains based on the current vision and mission; 2. Effective collaboration amongst Plan IH, NOs and COs is a condition for success for fundraising and programme quality; 3. International collaboration amongst NOs will be supported by Plan IH; 4. More international competencies will be bundled for grants (people, knowledge and projects); 5. Relationships with partners will be better monitored for client satisfaction; 6. The political climate in the Netherlands is positive (this can be of influence on trends and targets with regard to fundraising); 7. Assumptions are based on situations in which no reputation-incidents occur (putting trends under pressure and disrupting all KPIs); 8. Consistency in Plan Netherlands’s policy, in programmes as well as brand, mission, vision and target groups; 9. Adequate focus on quality of critical functions and roles.

10.2 Policy focus For successful rolling-out of the Girl Power Plus-strategy, by 2013 Plan Netherlands will have developed the following policy documents: • Policy with regard to community development (CD) and strengthening civil society (CSS) • Position papers on each thematic cluster • Fundraising strategy (Resource Mobilisation Strategy and Plan 2016) • Partnership policy with a focus on collaboration with Dutch partners Figure 7: Policy hierarchy of Plan Netherlands Strategy 2016

Programme strategy 2016 Girl Power Plus Policy CD/CSS

4 thematic cluster Position Papers

Resource Mobilisation Strategy (RMSP)

Strategy CD/CSS

Partnerships Policy NL

Plan Nethe hips rla ers nd rtn s Pa

Protection against violence

Public Private Partnerships

The international Plan federation

Education, economic and food security

Global citizenship

WASH

Plan Netherlands

NGOs/ alliances

Anual plans cluster IP and individual plans

Corporate Partners

10.3 Available resources and systems

15. Future in Development, Partos 2011.

Plan Netherlands will invest human resources, time and money for knowledge building and profiling its expertise in the field of gender inequality, with specific attention to the empowerment processes of adolescent girls. The cluster International Programmes operates together with the cluster Communications, Marketing and Sponsorship Management in realising the objectives of the Girl Power Plus strategy. Inter-departmental collaboration is essential in promotion of the Girls First brand on its selected (sub) themes, the development of internal gender expertise (gender training and self-assessment) and profiling the gender expertise within the international cooperation sector. Providing support to lobbying, campaigns and sponsor communication via project/programme information (results and impact) is an important aspect of this promotion. Human Resources (HR) plays an important role in realisation of the strategy, including via: • Improvement of knowledge management through personnel training (building thematic expertise and knowledge) and leadership skills; • Support to Plan Netherlands’s Gender Equality Self-Assessment (GESA), as part of Plan International’s Gender Equality Policy; • Fulfilling a key role in Plan Netherlands’s GESA task force in rolling-out this policy; • Support in the development of Plan Netherlands as a learning organisation; • Introduction of more results-oriented working practices and a results-oriented evaluation system. Support from Finance, Operational Management and ICT is important for successful implementation of the strategy on the following: • Delivery of steering information; • Quality management; • Preparation of management reports; • Preparation of financial reports; • Compliance. Plan Netherlands has also started working with a new CRM system. It enables the systematic storage of important project information, updating the substantive and financial project development, and adequately analysing it. Plan Nederland uses the CRM system to improve the measurement of its results at output, outcome and impact level.

10.4 Changing roles and services The execution of the five strategies of this programme strategy also has consequences for role fulfilment within Plan Netherlands’s programme management and development department. The functions of the programme department, such as project financial management, advisor, network broker (bridge builder), knowledge producer and lobbyist will change in the coming years. As roles change and/or disappear, other roles will be created and/or assume more importance. The more Plan focuses on civil society strengthening, the more civil society’s role as financer or organiser of basic services reduces15. This is a logical consequence of complementarity with other actors. The traditional role of NGOs as fundraiser and manager of programmes is at odds with the expectations of donors and sponsors and insufficiently recognises the increasing expertise and awareness of local community organisations. In collaboration with Plan International Plan sees a shift in role for Plan Netherlands from that of financer to a more equal partner with specific thematic expertise. Innovation is essential in being able to better respond to changing demands from target groups, local partners, donors and other stakeholders, such as knowledge institutes, other NGOs. The growing realisation that development is primarily a locally-driven process implies changing roles and responsibilities of local (grassroots) organisations. Next to the traditional role of project and programme implementation, local actors and organisations will assume more decisive roles in strategic aspects of

16. ‘What the world deserves: A new agenda for aid, trade and investments’, Policy document of the ministry of Foreign Affairs, April 2013.

development, such as project design, formulation, knowledge building and sharing, and project steering and optimisation of results. We see the role of Plan Netherlands gradually shifting towards building and support of equal partnerships with other (local) organisations for the development and mobilisation of equal and complementary expertise on specific themes. In order to respond effectively to changing demands from target groups, local partners, donors and other stakeholders (knowledge institutions, other NGOs), innovation is crucial. Plan Netherlands will prepare for a role that focuses on supporting partners in the South, Plan Country Offices and other development organisations, enabling them to build a reputation as efficient and trustworthy and compete effectively with similar development organisations in local markets. Plan Netherlands will position itself as an organisation that builds capacity in Southern partner organisations. The changes in responsibility for local development organisations signify a different role for Plan Netherlands. More than in the past Plan Netherlands will - through increased professionalism and functional collaboration - strengthen local Plan offices and other partner organisations and thereby ensure that they can keep ahead of competition in the local ‘market’. A more demand-driven approach to requirements from international Plan parties such as COs and NOs will be taken. Through the decentralisation of donor funding for civil society strengthening, COs will, for example, be able to ‘hire-in’ advisory services in the development of grant applications.

10.5 Looking ahead to 2020 Significant changes in international cooperation demand a review of the current roles of NGOs such as Plan. Discussions over aid effectiveness and ownership have led to revision of working practices. The WRR report (published in 2010) places emphasis on investing in more economic sectors and on the necessity for aid effectiveness. Plan sees a growing role for the private sector in the development arena16. With these changes we see the need for organisational adaptation and a change in approach, so that Plan is ready for these changes and has the internal capacity and flexibility to transform and react to international development cooperation priorities. Plan Netherlands chooses for a concentration in choice of target group, in thematic focus and in country choice. We see a shift in our roles in the provision of technical expertise and fundraising. Looking ahead to the longer term (2020), Plan Netherlands will focus more on decentralisation of roles and further specialisation. Roles shift therefore from (traditional) implementer and manager of development cooperation funding to networker, mediator, lobbyist, social entrepeneur and producer of knowledge development.

Bibliography Alan Fowler (2009). Discussion Paper Plan and Partnerships: Framing the Challenges.

International Labour Organisation (2012). Global trends for youth.

Ministry of Foreign Affairs (2013). ‘What the world deserves: A new agenda for aid, trade and investments,’ policy documents Ministry of Foreign Affairs, April 2013.

Ministry of Foreign Affairs (2010). Publiek Private Partnerschappen. Tien voorbeelden voor het behalen van de millennium ontwikkelingsdoelen. (Dutch Ministry of Foreign Affairs: Ten examples for the achievement of the Millennium Development Goals)

Partos (2011). Toekomst in Ontwikkeling, april 2011 (future in development).

Plan International (2012). ‘Plan’s Strategy on Gender Equality: 2012-2016’, juni 2012.

Plan International (2011). ‘One Plan, One Goal: Rights and Opportunities for Every Child’, Plan’s strategy to 2015.

Plan International (2009). Plan’s Program Framework, Ending child poverty and promoting child rights, 2008-2013.

Plan Netherlands (2008). Multi-annual busines plan of Plan Netherlands. , Vision 2012.

Plan Netherlands (2012). “Strategy 2016”, Multi-annual busines plan of Plan Netherlands.

UN TAF (2012). UN Taskforce on Adolescent Girls.

World Bank (2012). Worksheets and monitoring reports on the Adolescent Girls Initiative program (AGI).

WRR rapport (2010). ‘Minder pretentie, meer ambitie’ van de Wetenschappelijke Raad voor Regeringsbeleid (WRR) (Less pretension, more ambition: Development aid that makes a difference: Dutch Scientific Council for Government Policy)

Plan Nederland Postbus 75454 1070 AL Amsterdam T +31 (0)20 549 55 74 info@plannederland.nl www.plannederland.nl