Plan policy strategy document cs and cd by Plan Nederland

â&#x20AC;&#x2DC;Towards a situation in which girls and boys enjoy equal rights and opportunities to develop their full potentialâ&#x20AC;&#x2122;; Civil Society Strengthening and Capacity Development Policy document Plan Nederland

November 19, 2012

Table of Contents Executive summary ............................................................Error! Bookmark not defined. List of abbreviations ........................................................................................................... 3 Introduction ......................................................................................................................... 4 1.

Why a policy about Civil Society Strengthening and Capacity Development ........ 4

Current vision, policy of Plan International ............................................................. 5

Current vision, policy of Plan the Netherlands ........................................................ 7

Planâ&#x20AC;&#x2122;s own experience ............................................................................................. 8

External context ....................................................................................................... 9

Theory of Change noemen ..................................................................................... 12 The desired change ................................................................................................... 13 The agents of change ................................................................................................ 14 Assumptions .............................................................................................................. 15 Pathways to achieve the desired change ................................................................... 16

Plan Netherlands objectives regarding CS and CD ............................................... 19

Approach with regard to CS and CD ..................................................................... 17

Operational guidelines ........................................................................................... 22

10.

Partnership, collaboration and cooperation............................................................ 24

11.

Organisational implications for GPP ......................Error! Bookmark not defined.

12.

Monitoring, evaluation and learning .......................Error! Bookmark not defined.

13.

Risk analysis ...........................................................Error! Bookmark not defined.

List of abbreviations ACPF CD CBO CCCD CONAFE CSO CSP CSR CSS ECDPM FBO 5C Model GP GPP HRD ID IOB MFP NGDO NGO OD RBA UN-CRC

African Child Policy Forum Capacity Development Community-Based Organisation Child Centrered Community Development Coalition of African NGOs for Children Civil Society Organisation Country Strategic Plan Corporate Social Responsibility Civil Society Strengthening European Centre for Development Policy Management Faith Based Organisation Five Capabilities model (ECDPM) Girl Power Girl Power Programme Human Resource Development Institutional Development Ministry of Foreign Affairs Policy and Operations Evaluation Department Co-financing programme of the Dutch ministry of Foreign Affairs (In Dutch: MedeFinancieringsProgramma) Non-Governmental Development Organisation Non-Governmental Organisation Organisational Development Rights - Based Approach United Nations â&#x20AC;&#x201C; Convention on the Rights of the Child

Introduction This document provides information about the policy of Plan Netherlands with regard to Civil Society Strengthening (CSS) and Capacity Development (CD). It is aimed at staff members of Plan Netherlands, staff member of organisations with whom Plan Netherlands is working together in the Girl Power Alliance, staff member of partner organisations and colleagues within Plan International. In the first part of the document attention is paid to the rationale for a policy with regard CSS and CD (paragraph 1); current vision of Plan International (2) and Plan Netherlands (3) with regard to these topics; experiences in the past and lessons learned (4) and major developments that have emerged in the policy context in which Plan Netherlands is operating (5). In the following paragraphs attention is paid to the policy of Plan Netherlands. Attention is being paid to the Theory of Change with regard to CSS and CD (6); approach (7); specific objectives (8); operational guidelines (9); (10) partnerships. At a later stage attention will be given to issues such as organisational implications, monitoring, evaluation and learning and communication. The document has been formulated by a group of staff members of Plan Netherlands, inspired by experiences with colleagues within the Plan network and with partner organisations and supported by external consultants (Context, international cooperation). 1. Why a policy about Civil Society Strengthening and Capacity Development Plan Netherlands’ vision entails a world in which girls and boys enjoy equal rights and opportunities. We believe that in societies which respect children’s rights and dignity and ensure gender equality, all children will be enabled to develop their talents and potential. Our mission is to fight poverty by working directly with girls and boys, their families and communities. It all starts with the voice, talent and participation of girls and boys themselves. Plan Netherlands, as part of Plan International, supports them in their efforts to improve their situation and well-being and to realise their ambitions to participate as equal citizens in their societies. This way of working is called Child Centrered Community Development (CCCD). Plan’s work may be easily understood as direct support to poor children and families; an intervention limited to the private realm of society. Although this may have been true thirty years ago, Plan’s current development practice is closely related to strengthening

civil society organisations and civil society at large and capacity development.1 Its focus on the community and particularly on organised community life entails that we are dealing with civil society in its ‘embryonic’ appearance. In addition, the core value of child participation is ultimately linked to the existence of a vibrant civil society, considered as the public sphere where citizens are able to gather freely and pursue their interests. It is through civil society organisations that girls and boys are able to express their right to participate while at the same time a strong and plural civil society is needed to defend children’s right to participate.2 Given the new focus of Plan on girls’ empowerment and gender equality, the importance of civil society has become even more significant. Without strong civil society organisations of girls and (young) women themselves, it will be hard to fight existing gender discrimination and inequality. Plan International strategy to strengthen civil society and the capacity development of civil society organisations has yet not fully been developed. In 2011, Plan International issued a paper with the aim to clarify its position on civil society development. This paper presents general outlines on what should be Plan’s vision on and approach towards both themes. At programme level, Plan Netherlands is currently implementing its Girl Power (GP) programme (2011-2015) which has Civil Society Strengthening (CSS) and Capacity Development (CD) of partner organisations as its strategic objectives. The strategies of this programme were defined in Plan Netherlands’ grant application3 to the Dutch Ministry of Foreign Affairs, although in more general terms. Plan Netherlands feels the need to define its own position and strategy on CS and CD into greater detail. There are three main reasons why we need a position and strategy paper on CSS/CD: a. CSS and CD are the strategic objectives of the MFS II subsidy facility. We need to perform better on both themes in order to comply with our obligations vis-à-vis the Dutch government (which is an important donor of Plan Netherlands); b. to improve our support to Plan country offices implementing the GP programme. Based on a clear position (where do we stand and want to go) and strategy (how do we get there), we can start improving our own knowledge and skills in facilitating CSS and CD; c. to contribute to the wider policy and strategy development within Plan. The entire international organisation is committed to improve the implementation of CCCD. As CSS and CD are intrinsically part of CCCD, we are able to provide valuable inputs to this process. 2. Current vision, policy of Plan International

Capacity development of individuals (Human Resource Development), of organisations (Organisational Development) and/or institutions (Institutional Development) 2 E.g. against dictatorial rulers, greedy private enterprises and other conservative forces within civil society. 3 Under the so-called MFS II programme, the co-financing programme of the Dutch ministry of Foreign Affairs for development NGOs.

During the first sixty years of its existence, Plan International (and Plan Netherlands) focused on the alleviation of poverty through the direct provision of services to children, families and communities. It was only after the gradual introduction of the Rights - Based Approach (RBA) that CSS and CD have gained importance in Plan’s policy and practice. CSS has become one of the cornerstones of Plan’s development approach CCCD. The concept of CCCD is based on the belief that child poverty and child rights violations are caused by unequal relationships of power. To eradicate poverty, children and communities have to be empowered. Civil society organisations and civil society as such are considered to be important forces in helping children and communities to empower themselves. In Plan’s programme guide (2010), the meaning and value of civil society (for Plan) are explained. Most of what is said in the programme guide is developed further in Plan’s position paper on civil society (2011). We will now briefly summarize the essence of Plan’s position as outlined in these two policy documents. Plan’s understanding is that: Civil society is the public space where citizens pursue their interests and fulfil their rights and obligations. They do this directly through their own actions as well as by exerting influence over those that govern or otherwise determine the realisation of their rights and the quality of their lives. Plan recognises that civil society is characterised by diversity with inherent conflicts of interest. Public space includes entities that can promote, act as obstacles, or oppose children realising their rights. The inhabitants of this space are Civil Society Organisations (CSOs) which are freely formed associations of people. CSOs are understood to include: children and youth groups, charities, Non-Governmental Organisations (NGOs), Non-Governmental Development Organisations (NGDOs), Community-Based Organisations (CBOs), FaithBased Organisations, professional associations, trade unions, self-help groups, social movements, associations formed by businesses to - for example, to represent the interests of their industry such as mining or agriculture - academic institutions, coalitions and interest groups. These associations may be or may not be formally constituted. They can and do operate at all scales of socio-political organisation, from local to global. In the internal Plan programme guide the roles of CSOs in the realisation of child rights is highlighted. CSOs play a variety of roles: the provision of services, capacity building, the promotion of participation and democracy, empowerment of communities or specific groups in society, as well as the promotion and engagement in accountability processes. A statement in Plan’s position paper adds an important dimension: civil society should not substitute for or replace the functions and responsibilities of the state. Instead, it should seek to complement, help clarify, monitor and hold governments to account for their statutory responsibilities. This statement in particular relates to the service delivery role of civil society as it is in this role that CSOs may tend to take over and replace a function hold by the state. The Plan programme guide is not clear on Plan’s objectives. It only indicates that Plan supports CSOs to perform the roles mentioned above. The position paper is more helpful. 6

One of the statements reads: ‘Plan’s approach to enhancing civil society will actively promote and encourage child and youth engagement in development as active citizens today and for tomorrow’. For Plan, the value of civil society is in its potential and ability to give children and youth the opportunity to participate in public affairs and by doing so, developing their citizen skills and values. In both documents there are no clear indications on the preferred type of partners. There are some general principles guiding the choice of partners. CSOs do not necessarily have to share all our values although they must subscribe to the core of what we believe is nonnegotiable. In the recently adopted Plan International strategy ‘One Goal, One Plan’ (2011), the condition for collaboration with a CSO partner is that the organisation should support the idea of children’s rights and gender equity. There may be situations in which it is not possible to work with CSOs. This is the case in an increasing number of countries that are becoming inhospitable to civil society. When considering working under such conditions, solidarity with poor girls, boys and their families becomes the first priority. This means that Plan will be strategically committed to long term processes that improve the environment in which civil society strives to realise child rights. Examples are through (collective) voice, legislation, access to justice and the right to information, which is required for active and responsible citizenship. Strategies will show a particular concern for groups that are marginalised. In the position paper on civil society, Plan acknowledges the importance of the principles of equality, transparency and accountability in working together with CSO partners. An international NGDO as Plan needs to be aware of differences in power between Plan and its local partners. The principles of good donorship will be followed by Plan. Being committed to CSS, means being embedded in civil society itself. This refers to the issue of Plan’s own governance and accountability to local stakeholders and final beneficiaries. The issues of Plan’s relationship with local CSO partners and its own legitimacy are highlighted in the position paper as the two specific areas where progress is mostly needed. In all the above mentioned documents, the area of CD is hardly being mentioned. The only exception is the remark in the ‘One Goal, One Plan’ strategy document on Plan’s current relationships with CSOs: ‘Plan already engages in a number of formal partnerships with CSOs and others. However, the majority of our partnering is in commissioning others to deliver interventions on our behalf. True collaboration, for impact and programme implementation, requires an investment of resources, time and trust to create partnership of equals’. 3. Current vision, policy of Plan the Netherlands In 2002 Plan Netherlands presented a position paper on civil society. This paper covered the implementation of the program funded under the co-financing agreement with the Dutch ministry of Foreign Affairs (MFP 2003-2006 framework). During the last six 7

years, no attempts have been made to (re) define our position and strategy. This does not mean that CSS and CD have been absent in our programs. Both themes, albeit CSS more than CD, were addressed in programs and partnerships. In hindsight, a couple of trends emerging from the practice can be discerned: 



In many programs the main strategy shifted gradually from direct poverty alleviation towards CSS. Programs did not stop anymore at delivering services or supporting communities to address their own needs, they also aimed to strengthen claim-making power (towards state agencies) of local grass-root organisations. Plan Netherlands initiated partnerships with new civil society actors such as African Child Policy Forum (ACPF), the African Movement of Working Children and CONAFE, the Coalition of African child rights NGOs, The partnership and program funding to ACPF showed Plan Netherland’s interest in working with a civil society organisation that was able to influence African governments and advocate for children’s rights at pan-African level. The partnership with the African Movement of Working Children demonstrated our desire to support civil society organisations of children and youth instead of working only with child rights organisations led by adults. Child participation, either individually or through child- and youth led organizations, has become a strong component in almost every program implemented by Plan Netherlands.

On the basis of these developments it may be concluded that – albeit there is no formal CSS policy in place - the work of Plan Netherlands has evolved up to a certain degree towards CSS. 4. Plan’s own experience Several studies and evaluations have been conducted assessing the relevance and effectiveness of Plan’s practice regarding CSS and CD. In 2005, a number of Dutch development NGOs that are funded by the Dutch government4 , including Plan Netherlands, commissioned an evaluation about their contribution to civil society participation.5 Plan Netherlands also took the initiative to evaluate Plan’s practice on partnerships; a study done by INTRAC.6 There are two other studies addressing the implementation of CCCD which shed a light on Plan’s experience in CSS and CD.7 Evaluators of the Syracuse University have grouped Plan’s CCCD strategies in four categories: (1) participation, (2) capacity development and awareness, (3) advocacy and (4) governance and accountability. Most CCCD activities implemented by Plan are directed at communities, promoting the participation of community members in the 4

The so-called the MFP organisations. Guijt, 2005. 6 INTRAC, 2009. 7 The study commissioned by Plan Netherlands and conducted by the Wageningen University (Wageningen International, 2009) and the study commissioned by Plan USA (Syracuse University, 2011). 5

planning and implementation of programmes, which includes the transfer of organisational skills to CBOs. This generates positive effects, in particular on the change of behaviours at community level and on access and quality of basic social services that are provided by governments. However, earlier studies pointed out that Plan’s actions still embody a fairly instrumentalist perspective on participation.8 What is lacking is an adequate analysis of power inequities and how to address them. In the three Plan countries that were part of this study, Plan was weak on challenging structural power inequalities and higher level issues within the realm of visible power. The CCCD evaluation done by Wageningen University confirms this weakness. The researchers note a tendency within Plan to consider ‘the community’ as a homogenous entity. There is too little attention for the power dynamics at play at community level. As the most recent CCCD evaluation adds: CBOs can face risks of elite dominance, which may also reduce their ability to reach the entire community and the most excluded households.9 All studies, in particular the INTRAC evaluation, point out several weaknesses in Plan’s partnerships with CSOs. Of all the four CCCD strategies, the strategy targeting civil society organisations is the least applied. Plan works with many CSOs, but the primary form of engagement continues to be implementation focused contractual relationships. Plan’s relationships with partners are often not very equal as Plan tends to dominate the partner. In addition, Plan’s efforts to increase the organisational and technical capacity of partners seem to be limited and not part of a broader sustainability approach towards local partners. At the same time it should be observed that Plan programmes have increasingly been targeting both civil society and state actors, with the aim to improve good governance and accountability of government institutions, mostly at local level. Plan has facilitated and attempted to institutionalise interactions between communities and the government in an effort to improve the quality and access of government services in communities. There is insufficient evidence so far to conclude that greater links between communities and state agencies have led to an improvement in the quality and access of services. Nevertheless, according to the evaluators the strategy has potential to yield good results. It needs to complement Plan’s strategy to work with state agencies. Plan’s willingness to cooperate with state agencies in order to enhance their service-delivery capacity is not always effective. Bad performance of state agencies is often not the result of capacity lacking but political unwillingness. Bringing in local communities and CSOs, while simultaneously strengthening their watch dog capacities can be more rewarding than uncritically supporting state agencies. 5. External context a. Civil Society Strengthening 8 9

Guijt, 2005. Syracuse, 2011.

Before designing the Girl Power programme, Plan Netherlands – in collaboration with its country offices, alliance partners and local partner organisations - have engaged in context analysis including an assessment of the strengths and weaknesses of the local civil society. The outcomes of these analyses underline the need for systematic and substantiated policy and operational guidelines for CD, in particular for girls and young women (HRD) and related organisations and institutions (OD and ID). The overall conclusion regarding strengths of CSS was that (in the ten Plan program countries) CSOs addressing child rights and gender issues have strengthened their capacity considerably in the last decade. They show far greater capability to work with children and youth and to engage in lobbying and advocacy for child rights and gender equality. However the context analyses on the other hand revealed: (1) that many CSOs lack basic infrastructure, have limited human and financial resources and insufficient management capacity; (2) that there is an imbalance between CSO prioritisation regarding their roles as service providers whilst their more political or governance related work for influencing policy, monitoring legal/policy implementation and holding duty bearers to account has not always received adequate attention; (3) the values of children’s and women’s rights, gender equality and good governance are not always deeply rooted within CSOs and civil society;(4) it revealed the low participation rate of girls and young women in CSOs, both in terms of membership and governance; (5) the accountability of CSOs towards their constituencies, in particular towards girls and young women, remains generally weak;(6) levels of coordination and collaboration between CSOs are often low and as far as networks of NGDOs and CSOs exist, these tend to be dominated by (international) NGDOs while non-traditional CSOs are often underrepresented. Globally the role of civil society and CSS has become more pertinent on the recent development agenda as is manifested in the international High Level Forum process on Aid Effectiveness – established as the ‘Paris Principles’ and its final review in Busan, Korea 2011. This process led to the creation of The Open Forum for CSO Development Effectiveness10, a global process set up by civil society organisations worldwide, to create a shared framework of principles that defines effective CSO development practice and elaborates the minimum standards for an enabling environment for CSOs, while at the same time promoting civil society’s essential role in the international development cooperation. The key pillars of the Open Forum are: a. Achieving a consensus on a set of global Principles for Development Effectiveness b. Developing guidelines for CSOs to implement the principles c. Advocating to governments for a more enabling environment for CSOs to operate. Box: Istanbul Principles on CSS

Plan International is part of the Open Forum Bodies and Partners and has engaged in the Consultation process.

The work of the Open Forum has resulted in a framework for CSS, also known as the Istanbul Principles11: 1. 2. 3. 4. 5. 6. 7. 8.

Respect and promote human rights and social justice; Embody gender equality and equity while promoting women and girl’s rights; Focus on people’s empowerment, democratic ownership and participation; Promote environmental sustainability; Practice transparency and accountability; Pursue equitable partnerships and accountability; Create and share knowledge and commit to mutual learning; Commit to realising positive sustainable changes.

b. Capacity Development In terms of capacity development in a recent ECDPM publication it is stated ‘There has been an upsurge of interest in capacity development over recent years…’.12 Linked to the above High Level Forum on Aid Effectiveness, ‘The Accra Agenda for Action of September 2008 has further raised the profile of capacity development as fundamental ingredient of development effectiveness.’i ECPDM also states that ‘ … there are no blueprints for capacity development and that the process tends to be more complex, nuanced and unpredictable than is sometimes assumes’. On the basis of the case studies, ECDPM identifies some generic characteristics of capacity development processes. ii The research that has been cared out by ECDPM has resulted in the Five Capabilities model (5C model). This model has also been used in the recent study (2011) that has been undertaken by the Policy and Operations Evaluation Department (IOB) of the Dutch ministry of Foreign affairs and as well in the study commissioned by the umbrella organisations of Dutch development NGOs (Partos) about Dutch support to capacity development.iii Box: Lessons learned about Capacity Development (Partos sudy) The main conclusions of the ‘Partos’ study can be summarised as follows: -

It is key to have leadership and strong individual capacity to push transformation forward; CD is a process of co-creation and not of single attribution, multiple actors leading to an indivisible processes of CD reinforcing and strengthening each other’s capacity; Ownership of the process comes in a spectrum of endogenous to exogenous, both can lead to success, in particular when there is comparative advantage between external (often a Northern donor) and internal driver (often Southern partner);

The Principles are not a fixed model on how CSO work can best be strengthened and increase their aid effectiveness, but should be seen as a set of guiding Principles that can help engage on CS and CD. They should be interpreted locally and uniquely to the context. 12 Baser & Morgan 2008.

Long-term donor commitment contributes to effective CD. Longstanding relationships lead to a joint practice, however power balances remain an intrinsic part of the process; Outputs and outcomes are not static, but should build on existing practices capacity development. In this way CD is perceived as a means to an end; Professionalism of Dutch Development partners in the process contribute to successful CD strategies; There is still need to include gender systematically and consciously in the CD process. When it is included in CD strategies, it is not rigorously applied.

In the IOB study the focus is one changes that have taken place in the capacity of Southern organisations and the effects changes in the capacity of these organisations had on the realisation of their development objectives (outputs and outcomes). Box; Lessons learned about Capacity Development (IOB study) The main findings relevant of the IOB study are: -

Most of the Southern organisation strengthened all or some of their core capabilities. Most commonly, Southern organisations strengthened their capability ‘to act and commit’ and their capability ‘to relate to external stakeholders’; The extent to which positive changes in the core capabilities helped Southern organisations achieve their goals however remained largely unclear (mainly because Southern organisations gather too little reliable data about their outcomes); Although the Dutch support for capacity development contributed to positive changes in core capabilities of the Southern organisations, contextual factors and circumstances specific to the internal operation of the organisation were frequently more responsible for changes in capacity.

Finally it is relevant to mention here the findings of the five year research programme Pathways of Women’s Empowerment (2006-2010).13 The findings emphasise the significance of organising women’s empowerment and that a broader transformative model that addresses the structural constraints that women face in their everyday lives is the most effective framework for women’s empowerment in the long time. As explained in the previous paragraphs there has only been limited or implicit policy and practice towards capacity development in Plan International and Plan Netherlands. Within the parameters for subsidy by the Dutch ministry of Foreign Affairs it has become obligatory for the Girl Power Program to measure capacity of partner organisations in terms of the 5 C Model and a clear strategy CD has become a prerequisite for our work. 6. Plan’s Theory of Change regarding CSS and CD

http://www.pathwaysofempowerment.org/

In the preceding paragraphs an overview has been provided of the rationale for the present policy, existing policies and practices of Plan with regard CSS and CD, lessons learned and an indication has been given about what is happening in the broader context with regard to these two themes. In the following paragraphs the focus shifts to forward looking: what is Plan’s Theory of Change with regard to CSS and CD (paragraph 6); approach (7); objectives (8) and operational guidelines (9). A key proposition is the necessity for Plan Netherlands to make explicit how we see the function of civil society strengthening in relation to realising the child right agenda (as formulated in the CRC). NORAD14 emphasises the importance of a Theory of Change (ToC) that needs to be contextualised: ‘The literature suggests that when CSOs engage in efforts to shape and influence development processes or to change policies, it is critically important for them to have a theory of change to contextualise their interventions – a clear plan that articulates what they intend to do. This should not only explain the causal linkages more narrowly, between inputs and activities, but should also explain, more widely, how their interventions contribute to anticipated outcomes and to wider impact. Failures and weaknesses of CSOs’ development interventions have been found to be in part due to the absence of such analytical frameworks.’ An adequate Theory of Change pays attention to (a) the desired change; (b) the main actors, stakeholders; (c) articulates the main assumptions; (b) indicates how the change will happen in terms of pathways; (d) what are major indicators to measure progress.15 The theory of change of Plan with regard to CSS and CD builds on the in the earlier outlined policy standards, practices and lessons learned within Plan International and Plan Netherlands. With the introduction and operationalization of the CCCD approach as child rights based approach of Plan, one of the main roles for civil society is seen as enhancing government accountability. This leads to a sharper focus by Plan on strengthening civil society’s capacities to place this demand at the heart of government and political debate with the purpose of increased realisation of rights: in our case gender equality and prevention of and adequate response to girls’ rights violations. This should help the Plan organisation to move beyond the grassroots level into the national and international level. Channelling this potential movement all the way up to international level should ultimately lead to the final desired impact for the beneficiaries ‘girls and boys enjoy equal rights and opportunities to develop their full potential’. a. The desired change The CSS strategy of Plan Netherlands should contribute to ‘a strengthened civil society which is effectively addressing girls’ rights violations and gender inequality’.16 This outcome contains several components: 14

Tracking Impact. An exploratory study of the wider effects of Norwegian civil society support to countries in the South (March 2012) 15 HIVOS /UNDP publication

1. the enhanced participation of girls and young women in civil society; 2. the inclusion of girls’ rights and gender equality into civil society’s agenda; 3. increased coordination between civil society actors addressing girls’ rights and gender equality and strengthened multi-stakeholder processes; 4. a more effective interface between organized civil society and the State to monitor and demand compliance of girls’ and women’s rights;’ 5. better cooperation between CS and government to ensure quality social service delivery to marginalized groups. The above components can be seen in function of the overall (or underlying) need to address the attitudes and cultural norms and values form the more structural constraints for achieving these, as was emphasised among others in the Pathways of Women’s Empowerment study. For each of the ten Girl Power countries the history, current and expected future developments of civil society set the boundaries and challenges to which CSS and CD will be relevant. This contextualisation will also show where the fluid boundaries of civil society, government, family and corporate sector overlap, collaborate, antagonise or find mutual interest. b. The agents of change The actors striving to achieve the desired change – greater empowerment of girls and gender equality – will differ amongst societies. It requires a detailed context and actor analysis to identify in a specific society the agents of change. In general terms however, Plan Netherlands perceives the following actors as potential agents of change: 1. Groups and organisations of children, in particular of girls and young women themselves. These child-led organisations may be very informal and local platforms where children come together, but may also be more formal organisations with welldefined development objectives. Child-led organisations ideally emerge from common concerns girls and boys may have. As such they directly represent the interests of its participants/members. For Plan Netherlands child-led organisations have an intrinsic value. They provide opportunities for girls, boys and young women to participate in public affairs and collective action. This direct participation is a crucial element of the process of empowerment. Through their own organisations, girls, young women and boys develop citizenship competences which will be relevant in their future role as adult citizen. It also helps to create a generation of young adults who are motivated to become mentors of the future generation of children and youth leaders. 2. Community Based Organisations (CBOs) operating in the vicinity of child-led organisations. Organisations such Community Based Organisations (CBOs) fulfil a 16

Source: subsidy request Girl Power Program, 2010

role in supporting child led organisations and children’s groups in their functioning and learning. In this way, by exerting influence over those that govern over girls and young women or otherwise girls and young women themselves, are enabled to influence the realisation of their rights and improve the quality of their lives. 3. Child rights NGO’s and other organisations and associations of professionals working with children. Child rights NGOs are (non-membership based) organisations, often driven by professionals dedicated to the child rights agenda. These formal organisations play an important role in the capacity building of local (child-led) organizations and lobby and advocacy for children’s rights. But there are other (member-ship based) associations of professional workers (such as teachers, social workers, health workers, etc) which may promote and defend children’s rights, and particularly girls’ rights. 4. Women’s rights organisations and movement. This actor is often at the vanguard of the struggle for gender equality. 5. Individuals that can be considered as ‘child rights champions’.

c. Assumptions Although Plan focuses on strengthening civil society to achieve the above desired changes, it needs to be acknowledged that civil society is not the only sector which is relevant in this respect, as the other main sectors, the state, family and corporate sector also have important roles in realising children’s rights. The boundaries between the three sectors are not sharp and in many contexts their roles in realising children’s rights do overlap. Plan in this context supports civil society sector especially in holding the state accountable in its role as primary duty bearer in the implementation of the children’s rights according to the United Nations – Child Rights Convention. Further, it needs to be acknowledged that civil society actors can not always be perceived as ‘benevolent’ and to be an enabling environment, in particular for youth or child led organisations. Values sought after through Girl Power Programs may not necessarily be fully internalised or shared by partner organisations. Alignment takes time or can be perceived as donor driven. Hence the importance to contextualise the theory of change and contextualise related interventions.17 Another assumption that needs to be taken into account when it comes to operationalization of the desired changes is that there are civil society actors which are not in the usual league of child rights focused organisations which form – again in a 17

As stressed by the above mentioned NORAD study.

specific context – a key role in reaching the desired changes. As stated above, Plan sees child rights focused CBOs and associations of professional workers as most direct agents of change. However Plan also acknowledges the important roles of other civil society agents including Faith Based Organisations (FBO) and (other) civil society agents with whom Plan does not necessarily share the same values. In each individual case an assessment has to be made of the risks and benefits of working with such a `distant` civil society partner or with FBOs. d. Pathways to achieve the desired change To be able to achieve the above desired changes, Plan works through various concrete strategies for CSS and CD. It is important to note that Plan Netherlands does not work directly in country with civil society and partner organisations but through its country offices (and local program units), each with basically own country strategies and policies on CSS and CD, which offers both opportunities (local knowledge and experience as well as an extended local network) and challenges (need for intensive exchange and communication). Box: Three pathways to achieve change 1. Capacity development of CS partners a. Strengthening local organisations’ capacity to analyse gender issues, mainstream those in their actions and to identify and actively involve marginalised girls and young women in their programming and decision-making. In addition, we support partners to develop and build on experience and good practice of accountability towards girls and young women. This will ensure girls’ influence on partners’ as well as it increases partners’ credibility to promote gender sensitivity and accountability among a wider group of CSOs.18 b. Supporting partners which target groups of marginalised girls and young women to raise girls’ rights awareness, and develop their leadership capacity, social skills and networks, all of which can contribute to strengthening girls’ organisations and their broader engagement in other civil society initiatives. 2. Research Research into the specific conditions and barriers experienced by girls and young women and joint learning among partners and local research institutes, which will help local organisation to enhance the capacity to develop sound strategies for advocacy towards other civil society actors as well as government agencies. 3. Networking a. Networking amongst a wide range of partners, such as national development NGOs, women’s rights organisations, youth associations, CBOs and media will 18

It has to be noted here that we need to start with assessment of the local organisation’s capacities in order to be able to see where strengthening of capacities is needed.

help forge stronger links between CSOs and their local constituencies. The Country Steering Committees (CSOs), formed by partners, will play an important role in stimulating more effective civil society coordination and collaboration. b. Supporting partners in their efforts to make effective use of existing participatory mechanisms for public accountability such as budget monitoring, parliamentary public hearings and local development councils. The involvement of media partners will support CSOs to perform a watchdog role vis-a-vis government.

7. Approach with regard to CSS and CD Plan Nederland sees civil society and civil society organisation as thriving forces in shaping development for gender equality, along with family, corporate sector and government. Government

Particularly civil society is a highly heterogeneous constellation of many different types of actors and organisation aiming for different and often contradictory development outcomes. Therefore, in seeking Development for partnerships with civil society gender equality actors it is crucial to work with those elements that align with and are instrumental in the Private Civil achievement of a situation in Sector Society which girls and boys enjoy equal rights and opportunities to develop their full potential. Thus, the struggle for desired development can be won through strategic deployment of like-minded actors. Building critical mass through strategic alliances is a major key for success, and may weaken those tendencies in society that work contrary to equal rights and opportunities for girls and boys. Obviously, the process of identification of relevant actors and factors and building of strategic alliances for development varies from context to context. In some countries civil society forces are weak and do not play a major role in changing the conditions of life for children and youth. In such cases change may be more easily be realised by working closely together with actors from other domains (state, corporate). Plan may do so, but not without making at the same time a concentrated effort to strengthen capacity in civil society in order to turn it into an important actor and factor to deal with in future. In other countries civil society is a major vehicle for development already. Support from Plan will then further enhance its capacity to deliver social change, together with partners in government and corporate sector . 17

Generally, Plan’s track-record in development shows a clear bias towards supporting civil society. Traditionally, Plan has very strong roots in the community, where it workes together with children, their families, and CBOs, contributing to better living conditions for children and youth. Until recently, Plans’ Child Centered Community Development (CCCD) framework approached civil society development as part of community development. Plan focussed particularly on the individual and family level, leaving relatively untouched wider social, political and economic structures. In the last decennium, the CRC emerged as another fundamental framework for all of Plan’s activities. Consequently, Plan’s perception of civil society gradually evolved to include a broad spectrum of right-holders and duty bearers active at different levels of society. The newly developed CCCD/CRC operational framework allows for broader intervention strategies that create favourable conditions for children’s rights and for the development of children’s full potential. By including many stakeholders at different operational levels, Plan expects to realise more effective and sustainable change, particularly in the field of gender equality. At the same time Plan will continue to works principally in and with communities, with children and their families. Government

Development for Gender equality Plan Nederland

Private Sector

Civil Society

In the three arenas of development (the pink triangle), each with it specific playing rules, actors and conditions, Plan Nederland takes a strategic position that is thought to be the most effective to achieve improved gender equality. Where exactly this position is situated depends on the local circumstances, but is typically somewhere between the centre of the triangle and its bottom-right corner.

From its strategic position, Plan will build alliances and move into the desired direction, facilitating envisaged change and making it tangible and sustainable. Plan Netherlands departs from the idea that any change is the result of a widely supported process of co-creation by (often multiple) major actors, including civil society organisations with similar visions about the future, all in agreement on strategic and operational principles to achieve common goals. Strategic alliances must agree that the common goals can best be achieved when: - the CRC is at the basis of all activities; - alliances are built with both right holders and duty bearers of child rights; - civil society is recognised as a fundamental agent in societal change, complementing efforts of government as duty bearer in child rights realisation.

8. Plan Netherlands objectives regarding CSS and CD Following on the above outlined position of Plan Netherlands towards Civil Society Strengthening and Capacity Development, Plan Netherlands commits to the following objectives in these fields. a. Civil Society Strengthening Key outcomes of Plan Netherlands’ interventions towards a civil society that actively ensures equal rights for girls and young women are: - enhanced participation of girls and young women in civil society; - inclusion of girls’ rights and gender equality into CS’s agenda; - increased coordination between civil society actors addressing girls’ rights and gender equality; - more effective interface between organised CS and the state to monitor and demand compliance of girls’ and women’s’ rights; - better cooperation between civil society and government to ensure quality social service delivery to marginalised groups. For each of these outcomes, Plan distinguishes key indicators (see Annex III). As described in the Theory of Change (paragraph 6), Plan Netherlands believes that bringing about social change starts with careful assessment and analyses of the context in which local partner organisations are operating. In the Girl Power program, the strength of civil society is assessed by an adapted version of the CIVICUS methodology. This methodology distinguishes five dimensions of civil society: - civic engagement; - level of organisation; - practice of values; - perception of impact; - environment). For these five areas results and core indicators have been formulated. As part of its process of policy and strategy development for CSS and CD, Plan Netherlands and its alliance partners in the Netherlands and the 10 Girl Power program countries will assess the experiences with the CIVICUS methodology and its value for the Girl Power program and the wider program strategy of Plan Netherlands. Plan Netherlands deploys four strategies to address identified weaknesses of civil society: 1. Capacity development of CSO’s – ref the next paragraph; 2. Networking and alliance building; 3. Facilitation of relationships between civil society (organisations and actors) and state; 4. Supporting partners’ efforts to challenge social norms, values and attitudes within the local society by supporting them to raise awareness on girls’ rights issues, and 19

to develop leadership competences, social skills and networks. Plan strives to strengthen girls’ organisations and their engagement in other CSO initiatives. b. Capacity Development As follows from the above, developing capacities of partner organisations and CSO’s is for Plan an important strategy in realising its strategic objectives on Civil Society Strengthening. Plan sees capacity development as an intrinsic instrument; capacity development efforts by Plan are not limited to capabilities that are instrumental to Plan’s development objectives, but aim at strengthening an organisation in its totality, including vision, mission and strategy development, governance, leadership development, financial management, staff competences etc. Still, Plan’s focus in capacity development is primarily on those capabilities that it considers most important for its ultimate goal to bring about social change for the advancement of the rights of girls and young women. More specifically, we will primarily but not exclusively aim to strengthen partners’ capacity to analyse gender issues, mainstream those in their actions and to identify and actively involve marginalised girls and young women in their programming and decision-making. In addition, we support partners to develop and build on experience and good practice of accountability towards girls and young women. This will ensure girls’ influence on partners’ as well as it increases partners’ credibility to promote gender sensitivity and accountability among a wider group of CSOs. The 5C Model is the main framework for Plan’s initiatives in capacity assessment leading to capacity development. The model distinguishes five core capabilities: - the capability to commit and act; - the capability to deliver; - the capability to attract and relate; - the capability to adapt and self-renew; - the capability to balance diversity and consistency in its operations. As follows from the above, Plan’s focus in capacity development lies on the capability to deliver, and the capability to attract and relate. In line with this framework Plan distinguishes between competences, capacities and capabilities. Competencies are ‘the mindsets, skills and motivations of individuals which are an essential part of the broader concept of capacity’. Capabilities (referred to as collective capabilities) are understood as ‘the skills of a system or organisation to carry out a particular function or process. It is what enables an organisation to do things and sustain itself’. Capacity, finally, is ‘that emergent combination of individual competencies, [collective] capabilities, assets and relationships that enables a human system [or organisation] to create value’.

For Plan, developing organisational capacity includes strengthening individuals’ competencies, with explicit attention to the sustainable embedding of these competencies into organisational capabilities. Capacity development can be targeted at individuals (HRM), at teams of individuals within organisations, or at civil society organisations as a whole (OD), or at strengthening the position of organisations, institutions and network organisations in the broader (geographical, thematic or sectorial context (ID) Capacity development starts with self-assessment of the partners’ capabilities in order to be able to see where strengthening is needed. Plan uses an adapted version of the 5C Model, developed for the baseline of the Girl Power programme. Five indicators were developed for each of the five core capabilities, including one indicator with a genderfocus per capability. Each indicator was cleared out in 1 to 3 pointers. Organisations were asked to fill out for each pointer the present and the desired – future – situation or ambition level. The ambition is the target the organisation sets for itself to be achieved by the end of the GP programme. The target that has been defined by local partner organisations enables Plan to extend the application of the 5Cs methodology from the actual assessment of capacity strengthening needs to development of capacity strengthening trajectories for individuals, individual organisations, institutions and networks, and the measuring of progress of such capacity strengthening efforts. The tool can as well be used as a basis for dialogue between organisations (within networks). It is one way in which Plan strives to ensure a human, client-centred approach to capacity development that ensures ownership and responsibility for change. With this approach, Plan endorses one of the principles of the 5C Model as laid down by ECDPM that for organisations to grow it is essential that the growth comes in principle from within: endogenous.19 The model moreover helps disclose power issues within organisations that impede on the organisations’ mission and vision. Plan recognises that capacity development touches issues of power and that explicit efforts must be made to disclose and address these. The 5C methodology enables Plan to systematic assess its capacity development efforts over time. To optimise learning from these experiences, qualitative information (case studies) will be conducted and documented as well. It is important to note that Plan Netherlands does not work directly in country with civil society and partner organisations but through its country offices (and local program units), each with basically own country strategies and policies on CSS and CD. This offers challenges, such as a need for intensive exchange and communication. Efforts will also have to be made to help country offices to focus on the implementation of the change process at the level of local partner organisations and to respond with flexibility to changing contexts. The Plan structure offers important opportunities for CD as well though. The involvement of locally embedded country offices places Plan in an excellent 19

At the same time it should be acknowledged that under particular circumstances a more exogenous approach to capacity development may as well be legitimate. (Ref Van der Velden & Fernando, 2011)

position to adapt its capacity development to the local context and culture, and to use and develop skilled local capacity providers, thus ensuring locally appropriate and sustainable delivery processes. 9. Operational guidelines Within the dynamic environment for development the following major operational principles apply: a. Context analysis

A context analysis is at the basis of all activities of Plan Nederland and its partners in development. What should it consist of: The context analysis will at least provide insight in the major actors and factors in development for gender equality. Crucial or ‘root’ factors will be identified as prime areas for intervention, and the key actors of change in those areas will be identified as potential strategic partners and their potential added value in the anticipated change process described. When: The context analysis will precede any further development action. If necessary it is revised regularly to keep track of any development changes that occurred and have a justification for program changes needed for optimal impact. With whom: Preferably the context analysis is carried out jointly, together with other relevant development actors. A joint effort could constitute a first step into further collaboration in future. Moreover, a joint effort for a broadly supported analysis, may substantially contribute to alignment of activities by different agents of change. b. Strategic alliances Relate to the most important actors Plan will foster and seek alignment with strategic alliances for the sake of effectively achieving desired development results. What should it consist of: Specific efforts are required to align with ‘what is already out there’ in terms of organisations and networks and foster equal partnerships based upon respect, trust and like-mindedness. Specific partnership building activities will need to be carried out, such as informal and formalised exchange sessions where institutional information can be shared and personal relationships build and improved. Strategic collaboration for development results may occur at all levels of action, including lobby and advocacy. Why: Investing in real partnerships for development is necessary for enhanced effectiveness in the achievement of development goals. Moreover it will make it easier for all partners to show outcomes and impacts. 22

When: Fostering alliances is a continuous process. New alliances may emerge, whilst others may fall into decay. The motivation for continuous investment should be based on the strong belief that the principle of co-creation is key to any development process, and that operating in isolation (alone) is neither productive nor effective. Resources: Improved effectiveness through collaboration will only occur as a result of a longer term process and should not be expected to produce results right away. Ultimately, the benefits of costs of alliance building will be higher than its costs. c. Capacity assessment All potential partners will be requested to engage in an organisational self-assessment in collaboration with Plan Nederland and the local Country Office. What should it consist of: Institutional self-assessment tools may be used such as the 5C Model. However, the screening process may combine different methods in use. Ideally, screening departs from the mission and capacity needs of an organisation and identified common (partner organisation and Plan) ground for collaboration, and to a lesser extent the institutional Plan interests. Screening should therefore be mutual. The capacity of all collaborating partners, including Plan, need to be assessed in relation to their added value to the common goals of the GP alliance. Screening could be â&#x20AC;&#x2DC;lightâ&#x20AC;&#x2122;, or more comprehensive, depending on the track record of the partnership (is it a consolidation of what already existed, or is it a new undertaking), and the importance of the partnership in the GP programme Why: Organisational assessment is needed to make sure that vision and mission are complementary and/or in line with each other. Also, the potential risks of an envisaged collaboration will need to be assessed: Is there (potential) capacity to create added value for a joint development processes. The results of the screening can constitute a reason for capacity strengthening to realise the potentials. When: Screening is required prior to the engagement and may be repeated regularly, especially in a turbulent environment or when capacity strengthening is involved, which may lead to different roles in the development process. d. Capacity development support As partnerships are expected to enhance relevance, effectiveness, efficiency and impact, they constitute a development aim in themselves. Thus, as potential providers of strong sustainable change, partnerships are eligible to quality capacity support and performance monitoring. Why: Plan promotes a civil society that plays an important and constructive role in development. Therefore, the need for capacity support to its individual elements, particularly in those cases where civil society is too weak to play such a role, is obvious. 23

Moreover, capacity support may go to fostering of already existing and emergence and of new alliances. Strengthening alliances in civil society, combining strengths and aligning activities, is seen as an important vehicle for effective civil society building. When: Capacity support is continuous, but needs to be regularly assessed and adjusted according to progress achieved and changed circumstances. Plan may facilitate capacity support to partners and partnerships, but may also be subject itself of such efforts by its partners. Resources: Strengthening local civil society capacity for development is becoming Plans key development strategy. Obviously this has to be reflected in resources allocations in projects and programs. Moreover, changing from ‘doing the job ourselves’ to doing it together in ‘co-creation’, requires a major change in Plan’s organisational culture, systems, procedures, staff competencies etc. which also requires resources. Making resources available for capacity building is the joint responsibility of the strategic partners, but obviously the strongest shoulders may carry the heaviest weights. e.

Translation of the policy in organisational characteristics and at operational level

Any support rendered by Plan Nederland is required to be in line with both the Plan Country Office Country Strategic Plan (CSP), as well as with Plan Nederland’s program strategy which includes both strategic, thematic and geographical priorities. Why: There is a strong need to remain focussed in everything we do and resist the tendency to freely interpret and even deviate from existing policy frameworks in both Plan Netherlands, Plan International and Plan country offices. If we want to make a serious strategic shift, be in approaches towards civil society or any other subject, the underlying policies need to be understood, accepted, internalised and practised throughout the organisation. Resources: Institutionalising this civil society policy framework requires specific efforts in terms of translating the framework in organisational characteristics (leadership, strategy, procedures, instruments, staff competencies etc.) and operational guidelines. Not only is there need to share it within Plan, but also training of staff at the level of the GP alliance and COs is required to translate the policy into good practice. 10. Partnerships, collaboration and cooperation As an organisation rooted and embedded in civil society Plan contributes to the functioning of civil society and human development. The impact of this contribution is amplified through authentic partnerships with (other) agents for change. Many types of partnerships may be forged to co-create a strong and active civil society that supports sustainable development in the interest of children.

The following categories of partnerships may be distinguished in the process of development co-creation: a. b. c. d. e. f. g. h. i. j. k.

Children and youth (particular girls) individual and organisational level; Community leaders; Goverments and its technical departments; Front Line staff of Plan and its partner organisations; Non-Government Development Organisations; Traditional organisations; Families; Opinion leaders; Knowledge institutes; Community Based Organisations; Faith Based Organisations;

Working together with: Children and youth, particularly girls

Outcome of partnership Individual children and youth Traditionally, Plan has a strong focus on the development and the protection of the individual child. Plan continues to work on individual life skills in children. Through the provision of training and child rights advocacy, individual competencies children are strengthened to play a vital role in their families, communities, and organisations, whilst at the same time a social environment is created in which children can speak out and are being listened to. Child-led organisations Child-led organisations may be very informal platforms where children come together, but may also be more formal with welldefined development objectives. Plan may support children and youth to organise themselves and subsequently facilitate a process in which competencies of children are enhanced how to participate in society. In case of already existing platforms where children have united themselves for a specific purpose, Plan may provide support for the achievement of the organisationâ&#x20AC;&#x2122;s objectives (in line with the CRC). Child-led organisations ideally emerge from common concerns children and youth may have. As such they directly represent the development interest of its participants/members, who may come from specific parts of society. Thus, child-led organisation may legitimately represent the interest of marginalised girls and/or boys, youth, disabled children or a minority of majority interest. A key concept in the support rendered is â&#x20AC;&#x2DC;participationâ&#x20AC;&#x2122;, meaning that essentially the process supported requires full involvement of the participants/members themselves who ensure an effective level of energy for development as well. 25

Membership based organisations Membership-based organisations are relevant because they are important players in shaping the right conditions in the immediate social surroundings of children and youth, their families, and communities. Membership based organisations are e.g. sports clubs, or youth clubs, through which the participation in society of their members is formalised. Plan may team up with such organisation if they are committed to the CRC and gender principles. For Plan Nederland it is also important that such organisations are willing to play a role in a broader organisational context by associating with child-led organisations and organisations that work in the defence of child rights. Similar to child-led organisations, the development of child participation in all aspects of the organisation is crucial. Plan Netherlands will assist membership based organisations to become more effective in reaching their goals and objectives. This includes capacity to transparently manage resources (financial and administrative capacity), which is a basic requirement for any organisation to be eligible for Plan funding, and support to achieve governance that is democratic and transparent. Community leaders

Any process of change will be faster and more sustainable if supported by those who have a strong say in social, religious and political life. Plan Nederland strives to invite community leadership in the change processes it supports. Convincing community leaders to embrace CRC principles, to support child participation in public life and stand up against harmful socio-cultural practices such as early marriages and Female Genital Mutilation, is therefore a major niche that Plan Nederland may support.

Governments and its technical departments

Government policies and legislations determine the boundaries of the environment in which children can realise their full potential. To bring about a conducive environment for CRC principles Plan Nederland actively supports relevant lobby activities, and advocate existing CRC favourable laws and regulations, that may not have penetrated all layers of society. Government technical departments may be supported to implement and monitor CRC favourable legislations and policies, for example promoting girlsâ&#x20AC;&#x2122; education, and Universal Birth Registration and child protection. Government staff may be actively involved in activities supported by Plan Nederland as they are seen as major change agents in society.

Front Line staff of Plan and its partner organisations

Plan Nederlandâ&#x20AC;&#x2122;s policies are in line with Plan International Head Office policies, but may be more outspoken and specific on certain aspects. Plan frontline staff and the front line staff of non-Plan partner organisations may not be fully capacitated to support the envisaged changes. Explicit capacity training is therefore needed, 26

particularly in areas like gender, child participation, right based approaches and HR management. Plan Nederland will assess, together with the front line staffs and the organisations they work for, capacity needs for effective change management and make active contributions to filling these capacity gaps identified, e.g. through training and knowledge exchange. NonGovernment Development Organisations

Plan Nederland actively seeks collaboration with NGDOs to enhance the effectiveness and coverage of the change process. Partner NGDOs are selected on the added value they may bring in, such as capacity to research, capacity to lobby and campaign, technical capacity in the use of media. Partner NGDO may be active at local national or international level and need to comply with CRC principles and support a right based approach in their work. NGOs may also be child-led or membership based. They may also benefit from capacity support rendered by Plan Nederland if this is desirable in optimising their potential added value in the change process.

Traditional organisations

Traditional organisations may in some cases constitute major obstacles for change. Tradition and culture may be very difficult to change, but through advocacy work and explicitly inviting traditional and conservative forces to participate and contribute to the Plan supported activities, the short term and longer term potential for change in their society may become more apparent and lead to realistic change strategies. Involving traditional organisations in the changes occurring in the environment around them may, in the end, result in changed traditional values and practices.

Families

As the immediate social environment in which children grow up, families are decisive in the creating conditions in which human potential can develop. Within the context of the CRC families are seen as a major duty bearer. Any child rights approach requires therefore the structural involvement of families. Plan Nederland, uses a dual approach to create favourable family conditions for children. First awareness of children is enhanced with regard to their rights under the CRC and thought to participate, speak out and contribute actively to society. Empowered children will have an influence on family rules and create space for themselves to develop. Secondly, families are explicitly targeted in Planâ&#x20AC;&#x2122;s work with duty bearers. Not only advocacy work is important here, also the strengthening of family livelihood, particularly the economic participation of mothers is considered critical for creating long term effects on the position of women in society.

Opinion leaders

Opinion leaders are important to involve so that on the one hand their opinions are influenced to be more in line with CRC principles, and 27

on the other hand to create more forceful lobby and advocacy. Very much like community leaders, opinion leaders may have a major impact on how society views the position of children and women. However, their potential goes beyond the community level into the regional and national levels as well. Knowledge institutes

Social change is a highly complex process that differs from society to society. It is extremely important to make sure that activities undertaken to reach set objectives and aims are relevant, effective and sustainable. A continuous check whether we do the right things in the right way, structural and continuous collaboration is required from experts in development. Plan Nederland has a preference to team-up with knowledge institutes that are embedded in the societies they work in. But for specific tasks, particularly tasks that require a more distant view on development problems, such as evaluations, external knowledge may be preferred.

Community Based Organisations (CBO)

Plan may seek collaboration with Community Based Organisations that do not directly work for children, but have an influence on the world children grow up in. Examples are village development organisations, resources management organisations, or traditional organisations. Instilling awareness of CRC principles in such organisations may have a supportive effect to Planâ&#x20AC;&#x2122;s work.

Faith Based Organisations (FBO)

In many societies faith-based organisations are very strong and influential in shaping dominant norms and values in society. Advocacy of basic human rights and trying to get CRC and non discrimination principles adopted in both values and practices of FBOs can be highly effective in creating sustainable change.

Corporate Sector

Collaborating with corporate sector partners may be important in economic development processes, and the creation of an economic environment in which there is space for small scale enterprises. They may be integrated in the value chain of economic production, together with small scale (household) producers. Private Sector may also be involved to ensure fair payment for labour, decent conditions of work (particularly for women), development of school curricula to create a better link between education and economy, lobby and advocacy for legislation. Private sector actors may also feel a Corporate Social Responsibility which can be deployed in social development for children.

ECPDM, Policy Management brief 21, December 2008, p 1 ECPDM, Policy Management brief 21, December 2008 p 2 iii Capacities for development, Joint Evaluation Partos, October 2011 ii

Annex: 5Câ&#x20AC;&#x2122;s assessment list (Girl Power program baseline) A. The Partner Organisation is capable to commit to its actions and act accordingly Awareness Exploration Transition Full Implementation (1) (2) (3) (4) 1. The organisation has a (strategic) plan, takes decisions and acts on these decisions collectively Indicators

1.1 Strategic plan with clear vision and mission is available 1.2 Staff is involved in decision making and is well-aware of decisions taken 2. The organization maintains effective human resource mobilization 2.1 Human resource policy with appropriate employment contracts and development plans for staff is in place 2.2 It is clear that the right people are in the right positions (the required expertise is linked to service delivery) 3. The organization maintains effective financial resource mobilization 3.1 The organisationâ&#x20AC;&#x2122;s strategy is in line with available financial resources 3.2 Organisation has stable income from various sources 3.3 The organisation has rules or procedures to work cost-effectively in place 4. The organisation has effective, inspiring and action oriented leadership 4.1 Leadership is supportive to the strategic focus of the organisation and acts accordingly 4.2 Management team works as a team; they have regular meetings to exchange 4.3 Staff supports the decisions that are taken by the leadership

Ambition

5. The organization’s mission is rights based and gender sensitive 5.1 The organisation’s strategy and its operations clearly indicate its gender sensitiveness 5.2 The organisation has a “gender driven agenda” - favourable for young women and girls 5.3 The organisation has the right proportion men – women in the team appropriate for the actions the organisation undertakes B. The Partner Organisation is capable to deliver on development objectives Awareness Exploration Transition Full Implementation (1) (2) (3) (4) 1. The organisation’s infrastructure is considered sufficient and relevant for its core tasks Indicators

1.1 Relevant supplies and adequate equipment are available 1.2 The building and its equipment are sufficient and relevant for the organisation to deliver 2. The organisation has adequate and sufficiently stable human resources at its disposal 2.1 Appropriate number of staff is available to deliver organisational outputs 2.2 Programme staff has knowledge and experience to deliver organisational outputs 3. The organisation has an adequate PM&E system 3.1 Activity plans (annual plans) have measureable objectives (with indicators) 3.2 PM&E system produces gender specific data 3.3 External financial audits are done 4. The organisation has access to knowledge resources

Ambition

4.1 The organisation has knowledge of appropriate gender specific approaches to address needs of beneficiaries 4.2 The organisation has knowledge of (inter)national statistics data 4.3 The organisation is capable to translate knowledge in appropriate actions for target groups 5. Rights based approaches and gender sensitivity are major principles in the organizationâ&#x20AC;&#x2122;s operations. 5.1 The services the organisation delivers contribute to gender equality 5.2 Staff is gender aware, which is reflected in the way they work

C. The Partner Organisation is capable to attract and relate to external stakeholders Awareness Exploration Transition Full Implementation (1) (2) (3) (4) 1. The organization enters into coalitions and maintains adequate alliances with relevant stakeholders Indicators

1.1

Organisation has working relations with relevant key players (governmental, non-governmental, private) 1.2 Organisation involves external parties in its policy development 1.3 Organisation has access to expertise of other organisations (national and international) relevant to its own core business 2. The organizationâ&#x20AC;&#x2122;s leadership and staff are incorruptible, according to its stakeholders 2.1 The integrity of the organizationâ&#x20AC;&#x2122;s leadership and staff is unquestioned by stakeholders 2.2 The leadership and staff act according to code of conduct 2.3 Core values of the organisation are communicated and shared to its stakeholders 3. The organization is seen as politically and socially legitimate by relevant stakeholders

Ambition

3.1 Organisation acts on behalf of its target group (legitimacy) 3.2 Organisation cooperates when needed with governmental agencies 4. The organization has operational credibility /reliability in the eyes of relevant stakeholders 4.1 The organisation is downward accountable 4.2 The organisations conducts contextual research, which describes a clear need before a project is started 5. The organization maintains relations with other organizations working for child rights and gender equality 5.1 The organisation is in dialogue with other organisations that also work for child rights and gender equality 5.2 The organisation joins in collective actions with other organisations in the field of child rights and gender equality

D. The Partner Organisation is capable to adapt and self-renew Awareness Exploration Transition (1) (2) (3) 1. The management has an understanding of shifting contexts and relevant trends (external factors) Indicators

1.1 Management has a clear view on key priorities internationally and particularly in-country 1.2 Opportunities and Threats, based on changing context are effectively identified and used 2. The management leaves room for diversity, flexibility and creativity to change and divert from original plans 2.1 Hierarchy in decision making allows for critical input from staff

Full Implementation (4)

Ambition

3. Management encourages and rewards learning and exchange, including within its own management 3.1 Management leaves room for different views from staff 3.2 Learning is important part of internal strategy of the organisation 4. The organisation plans and evaluates its learning systematically 4.1 Staff allocates time for review and exchange 4.2 Experiences and lessons learned are documented and used 4.3 Crucial new interventions start with a pilot phase and/or experimental phase 5. Learning is used for greater effectiveness in operations for gender equality 5.1 PM&E information is used to improve strategies to increase gender equality 5.2 Operations for gender equality have become more effective due to previous experiences

E. The Partner Organisation is capable to balance diversity and consistency in its operations Awareness Exploration Transition Full Implementation (1) (2) (3) (4) 1. The organization has a clear mandate, vision and strategy that are known by staff and used by its management in decision-making Indicators

1.1 Management supports staff towards achieving strategies 2. The organization has a well-defined set of operating principles and uses these in its operations 2.2 Procedures and systems are well described in manuals or guidelines 2.3 Principles and values of the organisation are supported by its staff

Ambition

3. Leadership is committed to achieving coherence, balancing stability and change 3.1 The strategic plan and annual work plans show regular adaptations 3.2 Changes are discussed and communicated with staff 4. There is consistency between ambition, vision, strategy and operations 4.1 Annual work plans, strategy, vision and mission are in line with each other 4.2 Mission and strategy are updated based on the experiences in operations 5. The organization has a gender policy which guides the organization in its internal management and in its implementation. 5.1 The organisation has a gender policy 5.2 Staff is aware of the gender policy in their organisation 5.3 The organisation introduces specific gender planning tools to ensure gender mainstreaming during the whole planning and implementation process