MFSII PROGRESS REPORT 2015 MFSII SYNTHESIS

MFSII PROGRESS REPORT 2015MFSII SYNTHESIS REPORT 2011 - 2015

ALLIANCE

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TABLE OF CONTENTS

PREFACE 3

LIST OF ABBREVIATIONS 4

SECTION I ALLIANCE ACHIEVEMENTS IN 2015 5

1 Introduction 6

2 From MFSII to MASP 2020 pathways of change 8

3 Result area 2: Capacity Development and Civil Society Strengthening 19

4 Collaboration with EKN 21

5 Exit Strategies 23

SECTION II MFSII SYNTHESIS REPORT (2011-2015) 24

1 Introduction 25

2 Result area 1: MDG Themes 27

3 Result area 2: Capacity Development and Civil Society Strengthening 39

4 Key Lessons on Other Cross-Cutting Approaches 44

5 Future Proofing ICCO Cooperation 49

ANNEX 1 DETAILED THEMATIC PROGRAM REPORTS 51

ANNEX 2 FAIR & SUSTAINABLE HOLDING B.V. 99

ANNEX 3 FIVE CAPABILITIES & CIVIL SOCIETY INDEX 106

ANNEX 4 MP TABLES 118

Colophon

Utrecht, June 2016

Text: ICCO Alliance

Editing: Wangu Mwangi

Design: Zwerver grafische vormgeving

Photos: Christien van den Brink, Ghana (cover), Augusto Camba, Philippines (p.5),

Luis Fernandez, Bolivia (p. 24), ICCO Cooperation, Indonesia (p. 51), PROOFS, Bangladesh (p. 99),

ICCO Cooperation, Guatemala (p. 106), ICCO Cooperation, Nicaragua (p 117)

ICCO Alliancep/a ICCO Cooperation

Joseph Haydnlaan 2a

Po Box 1890

3503 RD Utrecht

e-mail: [email protected]

www.icco-cooperation.org

PREFACE

We are pleased to present the ICCO Alliance Progress Report for 2015, as well as the MFSIMFSII synthesis report.

The ICCO Alliance was established to implement the business plan 2011 - 2015 in partnership with and funded by the Dutch government. The Alliance consisted at the start of coPrisma, Edukans, Kerk in Actie, Share People, Yente, Zeister Zendingsgenootschap and ICCO Cooperation as the lead agency. This document contains the Narrative Part of the report. The Audited Financial Statements will be sent separately to the Ministry.

Utrecht, 30 June 2016

Executive Board ICCO Cooperation,

Marinus Verweij, Chair

Wim Hart, Member

PROGRESS REPORT 2015

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LIST OF ABBREVIATIONS

BDS Business Development ServicesBE Basic Education (Program)BHHA Basic Health & HIV/Aids(Program)BopInc BoP Innovation CenterCD Capacity DevelopmentCSO Civil Society OrganizationCSR Corporate Social ResponsibilityCSS Civil Society StrengtheningCT&D ConflictTransformationandDemocratization(Program)DRC The Democratic Republic of CongoDRR Disaster Risk ReductionEKN Embassy of the Kingdom of the NetherlandsFC Fair Climate (Program)FCF FairClimateFundFCN FairClimateNetworkFED Fair Economic Development (Program)FNS Food and Nutrition Security (Program)F&S Fair & Sustainable Holding B.V.FSAS Fair & Sustainable Advisory ServicesFSC Forest Stewardship CouncilGRBA Gender- and Rights-Based ApproachIDH Initiatief Duurzame HandelIDP Internally Displaced PersonINGO International Non-Governmental Organization L&A Lobby and AdvocacyM4P Making Markets Work for the PoorMFI Micro-Finance InstitutionMIS Management Information SystemMoFA Ministry of Foreign Affairs MoU Memorandum of UnderstandingNGO Non-governmental organizationO-scan Organization scanPES Payments for Ecosystem ServicesPFES Payments for Forest Environmental ServicesPLHIV People Living with HIVPMEL Planning, Monitoring, Evaluation and Learning REDD Reducing emissions from deforestation and forest degradationSME Small- and medium-sized enterpriseSRHR Sexual and Reproductive Health RightsToC Theory of ChangeTVET Technical and Vocational Education and TrainingSUN Scaling Up Nutrition UNSCR United Nations Security Council ResolutionWASH Water, Sanitation and Hygiene

ICCO ALLIANCE ACHIEVEMENTS IN 2015SECTION I


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1 INTRODUCTION

InthefinalyearofMFSII,wewerealreadyfullyengagedinthe transition to the post-2015 era, with a focus on build-ing strategic program alliances in the various countries, phasing out direct funding to partner organizations, and strengthening civil society coalitions to take the lead in fightingpovertyandinjustice.Havingfinalizedtheproposalfor our new Strategic Partnership with the Ministry of Foreign Affairs (MoFA) in mid-2015, this transition also meant preparing ourselves to place a greater emphasis on strengthening civil society capacities in lobbying and advo-cacy (L&A) than had been the case under MFSII.

Building on our overall strategic framework, Multi-Annual StrategicPlan(MASP)2020,oureffortsinthefinalyearsof MFSII also sought to place a sharper focus on our core strengths in meeting the twin core principles of ‘Securing Sustainable Livelihoods’ and ‘Justice and Dignity for All.’1 Drawingonspecificthematicexpertise–suchasFairEconomic Development, Food and Nutrition Security or ConflictTransformationandDemocratization–weincreas-ingly explored ways to create alliances to ensure that MFSII projectswereincreasinglyintegratedandpositionedtomeet both components of our strategy. In India, for example, several ICCO Cooperation programs cooperated with the government in the co-implementation of several public liveli-hoods programs, such as the Jharkhand State program with a target of 700,000 farmers. This initiative also provided a good basis for undertaking innovative lobby and advocacy activities in the post-MFSII period. Amongmajordevelopmentsduringtheyearweretheconclusion of external evaluations for all MFSII programs furtherrefiningofTheoryofChange(ToC),assetoutintheMASP 2020 strategic framework, and, with our partners WildGeeseandCNVInternationaal,definingthescopeofour new Strategic Partnership with MoFA, which under-scores the central role of civil society as both a watchdog and a strategic partner with the Ministry. As ICCO Alliance partners continued to consolidate their thematic programs, while also creating new strategic partnerships at the

country and regional level, another important element in our work was the increased engagement with private sector actors to explore new ways of boosting livelihoods for smallholder producers, while continuing to ensure thattheirrightstobasicservices,justiceanddignityaresafeguarded.

A good example of this was the leading role played by ICCO Cooperation in promoting the development of an organic andaflatoxinfreenutmegsectorinthenorthMoluccanregion of Indonesia by building the capacity of smallholder farmers and linking them to international supply chains. In doing so, we employed the Making Markets Work for the Poor (M4P) approach that aims to transform market struc-tures by ensuring that smallholders are not only linked to markets but they are able to generate more income and food security. This approach utilizes a combination of loans, grants and guarantees to ensure sustainable execution. An important part of our overall transition from MFSII wasfindingnewwaysoffundingprogramsbyblend-ing traditional grants with innovative social venturing and investment capital. In 2015, ICCO Investments, ICCO Cooperation’s ‘private investment arm’ completed a second full year of operations, during which fund management activities were further developed and deepened and the investment strategy was brought in line with external and internal developments. While focusing on attracting investments from the private sector, we sought to ensure coherence with ICCO’s local programmatic focus and in sharing knowledge, resources and networks. As seen in our programs across the ICCO Cooperation regions, this approach was essential in starting to leverage new funding for proven approaches, especially as MFSII drew to a close. By the end of the year, ICCO Investments had assessed over 95companiesthatweidentifiedorthatapproachedusforfinancingandwasoperatingfourinvestmentportfolios,including the Inclusive Business Fund that is co-managed with Rabobank Foundation.

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1 A narrower focus than in the Multi-Annual Strategic Program (MASP 2020) but rooted in the two MASP pillars of ‘Securing Sustainable Livelihoods’ and

‘Justice and Dignity for All’, as explained in the document ‘Future Proofing ICCO: 2016-2018’


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During2015,wealsocontinuedtoadjusttobroadercontex-tual changes within many countries, with civil society organizations (CSOs) experiencing limitations in their oper-ating space due to increased government scrutiny of their activities. Sustained economic problems in many countries also threatened access to nutritious food, quality health, education and other basic services and social protection programs for the most vulnerable. Moreover, growing insecurityinpost-conflictstatessuchasSouthSudan,theDemocratic Republic of Congo and Afghanistan hampered the delivery services, forcing them to discontinue their activities in some areas and placed putting a heavy burden on local NGOs to meet the gaps at a time of declining exter-nal support.

As highlighted in the various evaluations that took place during 2014-2015, one of the key lessons for the transition to new post-2015 programs is that continued facilitation and coaching, as well as effective linkages at the national and regional level will be required to ensure the sustain-abilityofpromisinginitiativesandthebuildingofsufficientcapacity on the ground to carry on these programs. The evaluations, as well as the rich program experiences docu-mented over the MFSII period provide many useful lessons that can help enrich future programs.

The rest of this document is organized as follows: after providing a brief overview of key program results in 2015 under the two result areas of Millenium Development Goals (MDGs) and the Capacity Development and Civil Society Strengthening(CD/CSS),wereflectonoverallachieve-ments and key lessons from the entire MFSII period in SectionII.Thefinalpartofthedocumentcontainsannexeswith full reports of the thematic programs, ICCO’s Fair and Sustainable Holding, data on Civil Society Strengthening and the Monitoring Protocol.


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2 FROM MFSII TO MASP 2020 PATHWAYS OF CHANGE

INTRODUCTION

Being the last year of the MFSII program2, our focus in 2015 was on the consolidation of program coalitions, strengthen-ing of linkages across our thematic programs in line with MASP2020,Weembarkedonaprocessoffurtherfine-tuning the selected programmatic themes in order to better defineournicheandaddedvalue(asdetailedin“FutureProofingICCO”)3, as well as broaden our funding base across both traditional donors and private sector partners.

For our six MFSII thematic programs, the insecure future funding scenario meant that we had to focus on phasing out existing interventions in the best way possi-ble and on the other hand developing new programs beyond MFSII. In general this resulted in each region or even country articulating the interventions that were most promising from a fundraising perspective such as stronger alliances with local private sector actors, more focused support of selected producer organizations, a strongerlinkbetweenfinancialservicesandinclusivevalue chain development.

In the next section, we illustrate how our experiences duringthefinalyearofMFSIIwillfeedintoourfuturestra-tegic framework by using the ICCO Cooperation ToC, and its associated pathways of change, as an overall framework fororganizingthesixthematicreports.TheMASPdefinesouroverallvisionofchangeas“poorandmarginalizedwomen, men and youth living in lower and middle income countriesleadsecure,sustainable,justanddignifiedlives”which we seek to realize through focusing our programs on the two interrelated principles of ‘Securing Sustainable Livelihoods’ and ‘Justice and Dignity for All.’

As indicated in the graphic representation below, the firstthreepathwaysofchangeareunifiedunderthefirstICCO Cooperation principle and primarily build on MFSII thematic programs promoting equitable economic develop-ment and sustainable livelihoods for smallholder farmers and marginalized groups, food and nutrition security and fair climate. The other two pathways, largely correspond-ing to the second MASP principle, ‘Justice and Dignity for All’, mostly build on our work addressing the root causes ofinjusticeandmarginalization,byfocusingonrights-approaches such as in the area of access to productive resources and sexual and reproductive health and rights (SRHR) and other fundamental entitlements that under-pinadignified,sustainableandequitabledevelopment.As shown in the diagram and in our presentation of MFSII results, this division does not, of course, preclude the many interlinkages across the programs and pathways, as the two principles are interlinked and mutually reinforcing.

WhilenotallMFSIIprograms“survived”intheirinitialform, successful elements from each program were inte-grated in other programs of ICCO Cooperation, with the two MASP principles providing a guiding framework. Hence, while our post-2015 programs will look quite different, the diagram below provides a conceptual framework to understand the continuing transition from the MFSII ICCO Alliance to the MASP 2020 of ICCO Cooperation.4

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2 A more detailed analysis of achievements and lessons from the entire MFSII period is contained in Section II of this report

3 ICCO Cooperation (2015). ‘Future Proofing ICCO: 2016-2018’

4 In mid-2015, following the further reduction of ICCO Cooperation’s program funding, we have further narrowed down our thematic focus to the three

themes of: Responsible Business, Economic Empowerment and Food Security and Sustainable Consumption. The new strategic framework is discussed

in the document ‘Future Proofing ICCO: 2016-2018’. However, the two ICCO Cooperation principles remain the guiding framework for the new strategy,

ensuring coherence with MASP 2020.


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Theoverallobjectiveofthischangepathway,whichisprimarily based on the MFSII programs on Fair Economic

Development (FED) and Food and Nutrition Security (FNS)5 was to strengthen self-organization by smallholders to move beyond subsistence farming by facilitating their participation in fair and inclusive markets. In doing so, we consider the (M4P) approach to be the most effective strat-egy for reducing poverty at scale and ensuring sustainabil-ity of economic value chains on which smallholder produc-ers depend for their livelihoods.

By the end of 2015, the FED program6 had achieved many of its MFSII targets relating to its overall goal, which was structuredaroundthreespecificobjectives:strengthenedrural entrepreneurship, including producer organizations; inclusive value chain development; and improved access to suitableandaffordablefinancialservices.

Continuing our practice over the last few years of MFSII, we increasingly focused our efforts on strengthening value chainstoensuresufficientscaleandthesustainabilityofour interventions (see Agribusiness Booster box below). In addition, in light of reduced core funding and the grow-ing focus on regional approaches in our post-2015 strate-gic framework, the different regions increasingly focused on developing appropriate approaches to FED. In South America, for instance, there was an increased focus on promoting agro-ecological value chains, including links to restaurants and consumers.

ICCO Cooperation’s role as a mediator and facilitator of inclusive value chains can be seen in its work to promote links between Heineken and smallholder barley farmers in Ethiopia. While the multinational traditionally works with larger farmers and suppliers to meet its demand for large

PATHWAY 1: EMPOWERING SMALL-SCALE PRODUCERS AND WORKERS

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5 FNS program results are highlighted under the third (and related) pathway on achieving food and nutrition security and rights.

6 For a full description of all thematic program results please see Annex 1.

MFSII program MASP principles Pathway of Change

FED

FNS

FC

BE,specifi cally vocational trainings

CT&D

BE,specifi cally SRHR

Securing Sustainable Livelihoods

Justice and Dignity for All

Empowering small-scale producers and workers

Sustainable and inclusive private sector

Achieving food and nutrition security and rights

Respect for human rights, inclusive rules and

regulations and civil justice

Prevention and transformation of confl icts

and violence


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volumes of quality malt barley, through a local partner, ICCO Cooperation mobilized individual smallholder farm-ers, trained them in improved agronomic practices and supported their organization into cooperatives. By pooling farmers’ resources, the cooperatives were able to enter into a strong business partnership with Heineken. In addi-tion to serving as one of the key market outlets, Heineken now supplies improved inputs, such as seeds and fertiliz-ers,providespre-financingtocooperativesforprocure-ment of farmers’ produce, and provides agronomic support for farmers through investing in several demonstration plots.

A similar success story based on collaboration with ICCO Cooperation’s Fair Climate program was the Fair Trade Carbon Partnership in Ethiopia, involving the agriculture ministry, and the Oromia Coffee Farmers’ Cooperative Union.TheprojectregisteredacookstoveprojectinGhimbi under the Clean Development Mechanism in order togeneratecarbonpaymentsforlocalhouseholds.Projectfinanceforactualprojectimplementationwaspartiallysecured by ACT Alliance members such at the Church of Sweden and ‘climate aware’ corporates in the Netherlands through the ongoing work of FairClimateFund (FCF). The projecthassuccessfullylinkedlocalfarmerstoglobalfair trade value chains, with Ethiopian climate-neutral coffee now available in Dutch supermarkets like PLUS and Jumbo.

The Agribusiness Booster The Agribusiness Booster is an innovative business

support tool that ICCO Cooperation introduced in

2014 to facilitate direct investments, in the form

of equity and loans to entrepreneurs in the agricul-

tural sector. Set up as self-sustaining €10 million

Investment Facility, the Agribusiness Booster focuses

on the strengthening and graduation of promising

small- and medium-sized agribusinesses, enabling

them to become commercially and financially viable

companies within a few years.

The Agribusiness Booster is executed by a team of

local business service providers, who provide hands-

on support that involves a combination of assessment

and business development, ‘co-entrepreneurship,’ risk

capital, and mentoring and networking.

By the end of 2015, more than 130 companies had

been assessed and the Agribusiness Booster was

supporting more than 20 businesses that were on

track to be converted into participations in 2016.

With many companies in the pipeline that are closely

related the existing ICCO Cooperation programs and

networks, the Agribusiness Booster has shown that it

is possible to integrate this innovative instrument into

existing programs and operations.

See full report in Annex 2


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This pathway was primarily addressed by activities of the FED and Fair Climate programs, both of which worked with business stakeholders to ensure more equitable distribu-tionofbenefitsfromeconomicprograms.

In 2015, we continued to focus on strengthening the capac-ity of private sector actors in three core areas: ensuring positive effects in diverse agricultural value chains and in production and trade of the poor at the base of the pyra-mid; respecting the human rights of producers, employees, consumers and people otherwise affected through the production process; and using their resources sustainably throughout their business process.

Duringtheyear,ICCOCooperationimplementedthefirstof two public-private partnerships (PPPs), one in collabo-ration with the Facility for Sustainable Entrepreneurship and Food Security (FDOV)7, and a USAID-funded initiative focusing on the shea value-chain in Mali, which draws from proven strategies to improve shea nut harvesting, gather-ing and processing by and for rural women while ensuring thatsheaparklandsareprotected.Theprojectgoalistocontribute to increase food security, sustainable income, gender equality, and resilience. In the FDOV program, ICCOisworkingwithProjetKarite,aMalianinitiativetopromote the shea value chain especially in the rural areas of Mali, which was established in with the support of the Government of Mali and the United Nations Industrial Labor Development Organization. In the Mali PPP, the private sector plays a critical role in terms of not only improving quality and increasing harvest-able quantities, but also in encouraging environmental friendly business activities. For example, SOATAF, a local Malian company that exports tropical fruits to regional and international markets, has pledged a forward US$1.2 million purchasing commitment and is investing over US$100,000 in building a 3,000 ton capacity shea ware-house in Bamako, Mali. Furthermore, Olvea Burkina Faso, a subsidiary of Olvea Group is engaging women cooperatives to establish commercial relationships to source organic

shea.Inthefirstyear,morethan25,000womenbenefitedfrom, 324 million FCFA in sales (approximately EUR 494,656), and 2.196 shea nuts and butter were harvested and sold by the women.

AsaresultoftheachievementsinthefirstyeartheUSAIDMali mission awarded ICCO another grant to develop a PPP in beeswax in Mali. The two-year, US$ 550,000 program aims to: strengthen the resilience of 3,000 women engaged in shea nut harvesting and marketing in the Feed the Future ZonesofInfluenceofMalibyincreasinganddiversifyingtheir sources of income through market driven production and marketing of organic beeswax; improve the apiculture value chain to enable organic sourcing of beeswax and honey; and increase the knowledge of the role and impact of bees on the pollination and yield of shea trees.

The Fair Climate program continued to strive for climate justicebyfocusingon‘pro-poor’andhighsocialimpactrenewableenergy,energyefficiency(REDD+)projectsthat contribute to climate change mitigation and adapta-tion and improved livelihoods through performance based payments for environmental services. An important componentoftheprogramwassupportingthecertifica-tionoftheseprojectsunderthecarbonmarketsinordertorealize the dual aim of improved livelihoods, while reducing the carbon footprint and reinforcing good environmental and societal stewardship. In addition to capacity build-ing programs for local civil society partners, the program providing training on carbon development capacities and carbonfinancing.Throughourpartnershipwiththe(FCF)Europe, we continued to engage private actors on this topic and provide services to measure, reduce, and offset carbon emissionsbysupportingFC“pro-poor”carbonprojects.

With the momentum generated in the lead up to the 2015 UN Climate Conference in Paris, these topics were high on donor and private sector agendas, which enabled the formation of diverse coalitions in the different regions, and strengthening links with the other ICCO Cooperation MFSII themes. The successful integrated rural development

PATHWAY 2: TOWARDS A SUSTAINABLE AND INCLUSIVE PRIVATE SECTOR

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7 Part of the Public Private Partnership facility of the Dutch Ministry of Foreign Affairs that aims to stimulate public/private partnerships within the sphere

of food security and private sector development in developing countries.


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pilot program implemented by our partners in Madagascar, which combined elements from our FC, FED, FNS, and Disaster Management programs, is a good example of how to build such synergies on the ground through a focus on long-term impact, coherent implementation approaches, and pooling of resources.

Following a long period of investing in the development of the Fairtrade Climate Standard, the FCF was able to seize strong interest for fair trade credits in the wake of the Paris Conference to reposition itself in the fair trade carbon credit market. During the year, the Fund approached many large clients including Arcadis, Eneco, Hogeschool Leiden, the Copernicus Institute, CoolEffect (US) and Vivat Verzekeringen and continued to promote FCF credits and the fair trade principles among partners in our network. However, given the volatility of carbon markets, the FCF alsointensifiedeffortstoincreasefundingfromdonorsinordertosafeguardthesocialbenefitsofclimateadaptationandmitigationprojects.ProjectsimplementedundertheFCF realized a total turnover of €396.146 for a total 53,369 ton credits sold, a 35% increase from 2014.


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Theoverallobjectiveofthischangepathway,whichisrootedinour MFSII program on Food and Nutrition Security (FNS), is to strengthen the capacities of rural households to produce food for household consumption and markets, and to claim access to adequate food/right to food as well as other basic services. Under this pathway, we also highlight results from our two other MFSII programs that focused on rights to basic services: Basic Education and Basic Health and HIV/Aids.

RIGHT TO FOOD

In 2015, the FNS program continued to explore opportuni-ties to mobilize additional funding, often in combination with value chain development and/or M4P approaches. In this process, we took on board new and emerging concepts such as nutrition-sensitive value chains, agro-ecology and sustainable food systems.

According to the ICCO Cooperation monitoring protocol, the FNS program achieved its most important targets for 2015, with more than 350,000 households targeted by

the program alliances showing improved food security and resilience (the initial target was 280,000).

The graphic below illustrates how one partner organization, ACAT in South Africa, utilized the Household Food Security Assess Scale (HFIAS) as a monitoring tool, collecting and comparing data on a yearly basis, which enabled the organi-zation to track the steady improvement of household food security in the intervention areas.

The FNS program placed special emphasis on strengthening the application of HFIAS among target households, making use of AKVO FLOW. The related tools for gathering and processing the data were also been promoted as valuable assets to be included in funding proposals as well as service portfolios. Map 1 shows the food situation of a sample of households in the Assam Livelihood program in India.

Clear pockets of food secure and less food secure house-holds can be distinguished. In the Kamrup area households (green data points on the map) faced a rather good base-

PATHWAY 3: ACHIEVING FOOD AND NUTRITION SECURITY AND RIGHTS

ACAT HFIAS SURVEY: % of people who answered yes to the questions below


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Map 2: HFIAS baseline data Odisha

Map 3: HFIAS endline data Odisha

Map 1: Household food categories in the Assam livelihood program


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linesituationwithsufficientcultivableland–duetoICCOCooperation’s intervention agricultural production increased. InMorigoandistricthouseholdsfacedfloodsfromtheBrahmaputra river; growing one crop a year is a persistent phenomenon among these households.

Map 2 and 3 above show an example of the opportunity to compare baseline and endline household data in Odisha in India. Enhanced data gathering through FLOW has led to better data analysis capabilities and visualization, which in its turnleadstobetterunderstandingoftheprojectsituation.Inaddition, new questions come up due to patterns we discover.

A series of blogs has been prepared on this topic and commu-nicated through the ICCO Cooperation website, to update regional staff as well as to show ICCO Cooperation’s track recordandexpertiseinthisfield.Inearly2015,welaunchedthe Food and Nutrition Security Portal on the ‘akvo pedia’ platform. Among other things this tool is to support systema-tization and learning beyond MFSII.

In 2015 we also made progress in our efforts to strengthen intra-programmatic cooperation, for instance in West Africa where we continued to reorient the MFSII Basic Education program towards vocational and livelihood-skills training for unemployed youth, aligned to FED-supported agricul-tural value chains such as shea and sesame. Such initiatives

couldcontributesignificantlytoouroverallaimofmakinginterventions in the area of food production and nutrition improvement more sustainable and demand driven.

RIGHT TO EDUCATION

Access to education is an important factor in empower-ing individuals and communities to maximize livelihood opportunities and achieve their full potential. The MFSII

Basic Education program continued its support of civil society coalitions in 14 countries to bring about system-level changes aimed at driving more equitable access to, as well as the overall quality and relevance of education servicesinthesecountries.Educationalperformance–measured by partly gender-disaggregated indicators such as pupil enrolment, average number of school years and numberofchildren,especiallygirlsfinishingschoolwithdiploma - increased in 77% of the target (2015 target is 80%), with eleven countries reaching a good score in 2015. Similar results were achieved with the regard to the outcome indicator on improved access to work and sustainable income by pupils participating in MFSII-supported programs, with a score of 70% (2015 target was 60%). For this outcome indicator, the score improved especially in the last years (2013-2015) due to the increased focus on vocational training programs in West Africa, and enhanced collaboration with the FED program

Map 4: Countries and households interviewed with HFIAS tool


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to ensure a focus on economically viable agricultural value chains. Programs in Ethiopia and Kenya also scored very well on this indicator.

Other strong results were registered for indicators relat-ing to, among others: improved knowledge, attitude, skills contributing to behaviour that protects against HIV/STI transmission and unwanted pregnancies by pupils and teachers; local mechanisms in place (such as Parent-Teacher Associations and School Management Committees) to promote participation of the target group in education policy and implementation; and increased participation of communities in decision-making, planning and implemen-tation. A particularly successful case was Uganda, where partners drew on their experience in implementing pilot projectsonmenstrualhygienemanagementinschoolstoconvince the government to ensure greater policy atten-tion to improving girls’ retention and performance in upper primary schools.

RIGHT TO HEALTH

The MFSII Basic Health & HIV/Aids program made good progressonitsthreecoreobjectives,8 namely: improved access to preventive measures, treatment and or care; increased use of public and private health care; and improved knowledge and/or practice related to HIV/Aids and reproductive health among youth. For all twelve output and outcome indicators tracked in the ICCO Cooperation MonitoringProtocol,therewerenomajorvariancesbetween planned and actual targets for 2015, both on output and outcome level. Some of the key outcomes included: improved health (for 69%ofprojects)imple-mented by our partner organizations based on proxy indi-cators such as increased use of antenatal services; concrete evidence of change agents who have been able to positively influencefactorsthatplayaroleinthesilenceandstigmarelated to SRHR following intensive training of change agents (in 72 out of 91projectsimplemented);changesinhealth-related policies in favor of equal rights of vulnerable people to basic health/health-related services (in eight

countries); and putting in place staff policies contributing directly to the sustainability, accessibility and quality of the

health system at large (for 69% of partner organizations workingspecificallyonincreasedperformanceofhumanresources).

In some countries, program implementation was hampered due to contextual and external circumstances beyond the program’s control. In India, for example, marginalized groups were affected by the reduction of the budget for the National Health Mission (NHM), which threatened to undo some of the health reforms brought about by the previous government. In Malawi, government programs to supply essential drugs to health facilities were affected by cuts in donorbudgetarysupportduetofinancialmismanagementin 2013.

RecurringconflictinAfghanistan,SouthSudanandintheGreat Lakes region resulted in reduced government capac-ity to deliver services. It also affected our day-to-day activi-ties at the local level since, for example, bringing together groups representing different clans for training was hardly possible in 2015. Our work with the SALT Alliance in South Africa was similarly affected by political and social upheaval, with increased service delivery strikes and vari-ous student-led mass campaigns such as #Rhodesmustfall and #Feesmustfall leading to moves to shut down free expression and labeling of dissenters.

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8 Due to insufficient funding, we were not able to undertake programs relating to our initially planned fourth objective of ensuring more equal access to

health for men, women, minority groups and underprivileged.


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This change pathway, which primarily builds on our MFSII program on Conflict Transformation and

Democratization (CT&D) recognizes that inclusive and sustainable development at local level needs to be realized byaddressingtherootcausesofconflictsandviolence,which emanate, among other causes, from unequal access to resources and power, especially for women, youth and ethnic minorities. The improved focus on building syner-gies between the two central pillars of ICCO Cooperation’s MASP 2020 during the transition from MFSII continued to yield interesting examples of collaboration across the thematic programs.

In 2015 the CT&D program continued to explore possible entrypointstoconnectissuesofpowerandjustice,inlinewithICCOCooperation’s2020visionofaddressing“exclu-sion and scarcity, created and aggravated by unequal power balances…[as]…themaindriversofpoverty.”AsapoliticalapproachtoachievingtheMASP2020principleofjusticeanddignityforall“politicalapproach”meantthatwefocusedonworkingwithmarginalizedgroups–applyingagender-sensitiveandhumanrightslens–toaddressmisuseofpower,unjustpowerrelationsandtheirconsequencesand strengthen the voices and capacities of people claiming andcreatingjustice.

The program achieved many of the key outcome indicators, as set out in the Monitoring Protocol, including: increased contribution of CT&D program coalitions and networks in thirteen countries to a more democratic society and accountable government (2015 target was ten countries); and the establishment of sustained programs in eleven countries to protect and support human right defenders (including 6 countries in Latin America, the DRC, Rwanda and Burundi, Nepal and Kyrgyzstan).While continu-ing our focus on the two sub-themes of Human Rights, Accountability and Political Space, and Access to Land and Natural Resources, our efforts in 2015 also laid empha-sis on the transition to the post-2015 period, leading to processes of closing down of many programs, and continu-

ation and reformulation of elements of other programs. As part of this transition at country and regional level, our CT&D programs were more closely integrated with other thematic programs, as well as in the new programs such as Responsible Business and Food Security and Sustainable Consumption.

As MFSII drew to a close it became increasingly clear that theshiftfrom“needs-based”to“rights-based”approacheshadcontributedtoamajorchangedinthewaythatpartnerorganizations implement their programs, which strength-ened partners’ capacities in identifying the relevant actors and working with them. For example in northern Uganda, as a result of the CT&D coalition’s work to address land-basedconflicts,CSOshaveestablishedmobilecourtsrunbythejudiciary,whicharelinkedtocustomarysettlementsystems and the police. In addition, child toll free lines funded by the government have been set up to monitor child rights and report crimes.

InZimbabwe,theprogramhelpedtoorganizefiftyarti-sanminers,organizedinfivecooperatives,enablingthemtoacquirepeggingcertificatesfromtheDepartmentofMining and hence become incorporated into the formal miningsector.Thiswasthefirsttimethatillegalminersin Zimbabwe had been formally recognized in the main-stream sector and this helped to improve the livelihoods of hundreds of households in the Arda Tranzau area.

The gender- and rights-based approach (GRBA) has always been a central element in the CT&D program, for instance through the UNSCR 1325 related programs in the Central and Eastern Africa Region focusing on empowering women aschangeagentsinpeaceprocesses,andspecifichumanrights related programs that addressed women’s roles in programs related to access to land and natural resources in South East Asia and in Asia. InIndonesia,theCommunityEconomyProgram(CEP)−ajointinitiativewiththeWahidInstitutethatworkedwith22women’sgroups−wasillustrativeofourapproachto

PATHWAY 4: RIGHTS-BASED APPROACHE TO PROMOTING RESPECT FOR HUMAN RIGHTS AND PREVENTING AND TRANSFORMING CONFLICTS AND VIOLENCE9

---------------------------------------

9 We combine these two pathways to reflect the further streamlining of MASP 2020 priority themes that took place in 2015, and the decision to have one

combined theme focusing on humanitarian programs


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combining human rights and economic approaches. During the National Coordination Meeting of Religious Freedom and Victim Solidarity in June 2015, participants suggested replicating the CEP program in their own areas. This means that even as the program winds down, some of the knowledge generated will contribute to initiatives by other Alliance actors, such as the Kerk in Actie ‘Shared Futures’ program (to be implemented from 2016 onwards), which gives a central role to women and young people as change agentsinconflicttransformation.


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3 RESULT AREA 2: CAPACITY DEVELOPMENT AND CIVIL SOCIETY STRENGTHENING

While the roll out of capacity development and civil society strengthening (CD/CSS) approaches varied according to the theme, existing capacities of our partners and local context, most programs had become increasingly comfortable with this approach by 2015. Capacity development took place in diversewaysandwaslocatedatboththeprojectaswellasinstitutional level, depending on the partner organizations and the context. Some capacity support was also channeled through thematic program coalitions at the national and higher levels.

Asinpreviousyears,specificareasofsupporttoICCOCooperation’s local partners and coalitions in 2015 included: technical training and backstopping in line with the MFS themes;M&Etrainingandsupport;financialmanagement,includingbudgetinfluencingatthelocallevel;lowcosttechnologies to strengthen program outcomes; business development and marketing; gender mainstreaming; ToC development; data collection; lobby and advocacy; resource mobilization; and client satisfaction instruments.

In this last year of MFSII implementation, it was clear that many of our partners had acquired a better understand-ingofthebenefitsofworkinginacoalitionand/ormulti-actorsettingresultsinachievingtheiroverallobjectivesofpovertyreductionandsocialjustice.ICCOAlliance’sfocusonorganizational strengthening helped to improve the quality ofstrategicplanning,financialmanagementaswellasmoreinclusive policies, as well as the application of principles of transparency and accountability within organizations.

The Monitoring Protocol10 indicates that all the ICCO Alliance thematic programs came close to, or exceeded their projectedoutcomesintheareaofCD/CSS.11 12 Based on O-scan results13, partners in diverse countries showed an

improvement across all 5Cs categories by the end of 2015, when compared to the 2011 baseline. This was attributed to, among other factors, the implementation of capacity building trajectoriesandactivitiesaswellaslong-termpartnershipsand stable funding through ICCO Cooperation and other donor agencies. In particular, our work on value chain devel-opment in diverse sectors as well as linking local partners to government and private sector programs and other external initiatives led to increased technical and institutional skills anddiversifiedfundingforlocalCSOs.

Following the introduction of the mobile-based AKVO Flow tool for collecting HFIAS data in 2014, ICCO Cooperation’s FNS program carried out training of local partners in Ethiopia, Ghana, Malawi and India by the end of 2015. The tool was also adopted in FED and BE programs as well. So far, this has led towards more effective M&E, although the use of technology is for some partners still a challenge. It is expected that this concept, when fully grasped, will help improve quantitative data collection and analysis by a vari-ety of local partner organizations.

In some programs, for example CT&D and Fair Climate in Central and South America in particular, capacities were built in lobby and advocacy in relation on such issues as climate justice,childprotectionandindigenousandlandrightsand protection of environmental defenders. Such support included working with community leaders to ensure their autonomy in protecting their interests. Another element, particularly for partners of the FED and FNS programs, was promoting sustainable consumption and valorization of agricultural products from small farmers, including through working with private sector and local municipalities to support smallholder farmers to increase their production and also in commercialization of sustainable products.

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10 See Annex 4

11 A more detailed discussion of the overall rationale and lessons from MFSII Result Area 2 can be found in Section II.

12 Annex 3 contains an overview of results of the 2015 Civil Society Index survey of ICCO Cooperation’s partners.

13 This measures partners’ capacities based on the five capabilities (5Cs) framework: capability to adapt and renew; capability to commit and act; capability

to deliver on development objectives; capability to relate; and capability to achieve coherence.


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Throughout the MFSII period, the prospect of diminished funding continued to cast a long shadow over our capac-ity development activities. Despite the value of face-to-faceeventsinfacilitatingjointapproachesandpassingonskills to local partners, most ICCO Cooperation programs discontinued such meetings by the end of 2013, which in turnimpactedontrustbuildingandopportunitiesforjointlearning and monitoring. In the last two years of MFSII therefore, capacity development focused on developing capacities for networking, L&A, acquisition and fundraising.


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4 COLLABORATION WITH EKN

Inthissection,webrieflyhighlightsomejointinitiativesthatcontributedtoMFSIIobjectivesduringthereportingperiodand play an important role in the transition to post-2015 activities.

The Agri-Skills for you (AS4Y) program in Uganda (2013-2016), a consortium with the ZOA and AVSI Foundations, contributed to skilling youth for sustainable (self-) employ-ment in the agriculture sector and agribusiness. The program targeted youths and farmers in Lango, Acholi and West Nile sub-regions in northern Uganda. AS4Y has helped to bridge the gap between institutional and community based formal and non-formal skills training.

By 2015, the program had trained and mentored at least 2,000 youth (40% females) and over 10,000 farmers (60% females) in agronomy and agribusiness skills through formal andnon-formalcoursesinpartnershipwithfifteenTechnicaland Vocational Education and Training (TVET) institutions, and through attachment to the private sector for apprentice-ship placements. The latter is used not only for agronomic and agribusiness skills training, but also for enterprise devel-opment and business incubation for those youth and farmer groups that have set up a business.

The Food Security and Rural Entrepreneurship Fund

in Ethiopia (2013-2016), which is managed by ICCO CooperationonbehalfofAgriProFocus,hashelpedtofinanceactivities that improve the food security of farming families andenhanceincome,investmentandjobsforsmallholderfarmers. During the MFSII period the program primarily providedfinancingtoproducerorganizationsandsmall-andmedium-sized enterprises (SMEs) linked to smallholder farmerswhohadinnovativebusinessandprojectideasfortransformingspecificvaluechains.Sofar,fourroundsofgrant calls have been completed, disbursing funding to 39 innovativeand24matchinggrantprojects.Becauseofthe

innovativenatureoftheselectedprojects,thefundhadasignificantlearningcomponent,whichalsonecessitatedagradual reduction in the number of sectors to four value chains-poultry,fishery,horticultureandpotatoes-toenhance mutual learning and exchange. While the overall impact of the program will be measured at the end of the project,themid-termreviewin2015alreadyfoundsomeevidence of increased income and food security for those smallholder farmers in the target areas.

The Micro Finance, Agri Finance and Value Chain

program in Burundi (2014-2018) works on agricultural microfinanceandvaluecreationforsmallholderfarmersthroughchaindevelopmentandvaluechainfinance.Theoverallobjectiveisincreasedruralincomeandfoodsecu-rity of 150,000 households through better access to rural microfinanceandthroughanintegratedapproachtovaluechaindevelopmentandvaluechainfinance.Tothisendtheprogramaimstoboostruralmicrofinanceandagriculturalfinancewith50,000newcreditclientsand100,000newclients for savings by 2018. It also aims to improve market linkages in a gender sensitive manner for 16,000 smallholder farmers in four value chains (rice, potatoes, bananas and manioc), thus providing them with reliable marketing chan-nelsfortheirproduceandlinkingthemtoappropriatefinan-cial services.

In West Africa,theICCOCooperationRegionalOffice(ROWA)continuedtoco-implementthreeprojectsfundedbytheDutchEmbassyinMali,inajointventurewithSNCLavalin.Thefirstisafive-yearprogramlaunchedin2015,Program de Renforcement des Chaines de Valeur

Agricole pour la Securite Alimentaire (PRAC-SA), also known as Jege ni Jaba, which aims to leverage private sector investments for sustainable development of the agriculture sector.WithsecuredfundingofEUR7.5million,theprojectaims to contribute to food security in Mali with low impact

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10 See Annex 4

11 A more detailed discussion of the overall rationale and lessons from MFSII Result Area 2 can be found in Section II.

12 Annex 3 contains an overview of results of the 2015 Civil Society Index survey of ICCO Cooperation’s partners.

13 This measures partners’ capacities based on the five capabilities (5Cs) framework: capability to adapt and renew; capability to commit and act; capability

to deliver on development objectives; capability to relate; and capability to achieve coherence.


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onenvironment.Initsfirstyear,PRCA-SAconductedtestson new onion seeds varieties that adapt well to rainy season, enabling farmers to produce an extra onion crop each year. Additionally,PRCA-SAhasintroducedbox-fishfarmingtech-niquestoenablefarmerstoproducefishyearroundusingsimple technologies that are readily available locally.

ThesecondjointinitiativeisLe Programme Gouvernance

Locale Redevable (PGLR),afive-yearprogramimple-mented by a consortium of three Dutch NGOs: ICCO Cooperation, Oxfam Novib and SNV. The program, which is funded by the EKN in Mali, aims to contribute to the strengthening of social cohesion, peace and accountability ofleadershipfollowingrecentoutbreaksofconflict.Theuse of theatre, public debates, radio and sports events will play an important role in the program implementation. OnekeyobjectiveoftheprogramistomaketheyouthinMali more aware of their participation in political decision-makingandonhowtoresolveconflictsthatarerelatedtonatural resource management and use. In addition there isafundattachedtotheprogramtofinancesmall-scaleyouth employment initiatives, which links it to other ICCO Cooperation programs focusing on smallholder empower-ment and economic development.

In May 2015, the Netherlands Enterprise Agency awarded a subsidy to ROWA for the ‘She Sells Shea’ program (2015-18). Implemented in Burkina Faso and Mali, the program focuses on the development of the shea, sesame, and moringa value-chains in collaboration with Olvea BurkinaFaso,ProjetKarite,CentreNationaldeSemencesForestières, and the Cooperatives des Productrices de Beurre de Karite de Zantiebougou (COPROKAZAN). The overallobjectiveoftheprojectistocontributetothedevelopment of 35,000 female entrepreneurs by creat-ing a secured market for their shea, sesame, and moringa products while strengthening their resilience. Overall, ICCO CooperationRegionalOfficeinWestAfricareportedstrongachievementonthefirstresultareaoftheproject,which,inaddition to results relating to the establishment of the part-nership,alsofinalized:atechnicalassistanceprogramanddesign and engineering plan; the securing of a location for the Olvea factory; a baseline study; a monitoring and evalu-ation plan; the ICSR policy of the companies involved; envi-ronmental impact assessment reporting to the designated authorities;andidentificationofthefirstessentialsupplieroftheproject.

TheSouthAmericaRegionalOfficebeganimplementationof the Buen Apetito Colombia (Manq´a) project from mid-2015 onwards, with funding from RVO Netherlands and in coordination with the EKN in Colombia, The two-year projectaimstosupportdisplacedandpooryoungpeopletofindemploymentopportunitiesfromtrainingascookswitha focus on the revaluation of the traditional Colombian food through culinary schools in Bogota and Cali. In addition, the projectispromotingbusinessbetweenColombianandDutchcompanies where the youth of the Manq'a schools develop for export Colombian products to Europe, in collaboration with the company Just Nuts. Finally, the Embassy and ICCO participate in the Bogota Book Fair, the largest in South America, showing the Dutch culinary with the support of Colombian young chefs who come from the Manq´a school of Bogotá.


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5 EXIT STRATEGIES

An important prerequisite for developing successful exit strategies is the overall performance and reputation of a program, especially among funders and other stakehold-ers within the country and/or region where the program operates. Moreover, a good track record makes it easy to attract new partners, which also opens up new funding opportunities.

InthefinalyearsofMFSII,partnerswereformallyinformedabouttheendingofMFSIIprojectsandtheconsequencesfor future partnerships. During Strategic Workshops with regionalpartners,ICCO’sregionalofficesidentifiedpoten-tial partners for the post-MFSII. In West Africa, for exam-ple, these discussions drew on key lessons learned from collaborative programs such as the public-private partner-ship with Olvea in Burkina Faso as well as the partnership with the Global Shea Alliance in order to inform future inte-grated livelihoods programs.

Through their links to local and international private sector partners, several ICCO programs laid the groundwork for continuing program activities after 2015. In Madagascar, for example, ICCO’s FED Program supported several private sector partners, including BIONEXX a producer of Artesimine - the active ingredient of an anti-malaria product - to use AKVO-FLOW to improve the monitoring of their collaboration with thousands of small-scale farmers and businesses. ICCO also worked with several other local companies, to set-up of their monitoring and traceability systems. An important feature of these partnerships is that these private sector partners are paying the Country Officeforthefullcostofsupporttheyarereceiving.Inline with the MASP 2020 vision, the role of ICCO program staff becomes primarily about brokering, advising and linking the private sector with other value chain actors. For instance within the Sustainable Spices Initiative, ICCO contributes to the strengthening of the clove chain by offering technical support to smallholders as well as the company Sangany Spices, specialized in processing and marketing of the cloves.

The FairClimateFund in collaboration with the Fair Climate program at global and regional level continued to explore variousavenuestofindadditionalprojectfinancetofundtheimplementationactivitiesofspecificmitigationandadaptationprojectsintheregions.Partnerssubmittedvariousprojectproposalsin2015andtheprogramalsoapproached various governmental and corporate buyers of carbon offsets to purchase carbon credits in advance, therebyprovidingmuch-neededprojectfinance.

In several regions, the different ICCO Cooperation programs sought ways to better align their work with Kerk in Actie-fundedprojectsasawaytoensurecontinuityandimpactof MFSII programs in areas of mutual interest. With the increased focus on value chain development and other market approaches, one such area is promoting the rights of the most marginalized groups in economic develop-ment programs, such as FED, explored PPPs as a new funding mechanism, for example in the development of the shea value chain in West Africa to empower women both economically and socially. In such areas, integration with Kerk in Actie’s Children at Risk will help ensure that economic programs do not make use of child labor. In sum, the economic program will enable households to earn decent income, while the Kerk in Actie programs prevent the children in the same households to be engaged in child labor.

One of the lessons learned from collaborating with the EKN in particular, was the importance of knowledge manage-ment to enhance contextual analyses and track records. As co-implementer ICCO Cooperation’s role needs to be strengthened in process monitoring as well as program and financetomakepartnersmoreaccountabletomeetthecommitments. In some regions, there is room to work more closely with the EKN in this area, through tapping their support programs for CSOs.

MFSII SYNTHESIS REPORT (2011-2015)SECTION II

SYNTHESIS REPORT 2011 - 2015

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1 INTRODUCTION

Whilefiveyearsisashorttimeframetomeasurelong-termimpact in development cooperation, the timing of this end-of-projectreportmeansthatweareattemptingtodomore,withnotimetorestonourlaurels.Evenaswereflectonour accomplishments and lessons learned, we are already transitioning towards a new modus operandi, as set out in the new strategic framework (MASP 2020) and the next phase of our partnership with MoFA, through our Convening

and Convincing Strategic Partnership, building on our MFSII experiences.

This brief synthesis report is therefore as much about learn-ingfromthepastasitisaboutprojectingwhatwehavelearned to guide our future work. In line with the Ministry’s guidelines, the report focuses on six key questions:• Has the program demonstrated results as formulated at

the start (with regards to the results areas MFSII themes, Civil Society strengthening, and Capacity Building)?

• Aretherespecificlessonslearnedintheseareas?• What general problems have occurred in preparation/

implementation and completion (including evaluation processes) of theMFSIMFSII program and how have these led to changes to the strategy?

• What are the experiences of the southern partners with MFSII?WeretheysatisfiedwiththeroleandsupportoftheMFSII organization?

• Did working in the ICCO Alliance yield an added value?• What could be done better according to you in the future

(both on the side of the Ministry and Embassies, and in termsofyourrole)inthefieldofmanagement/process/content?

The MFSII evaluation provides an important input into thisreflectiononindividualpartnerorganizations’level.However, it is also worth bearing in mind that evaluations captureonlyasmallpartoftherichstockofknowledge–bothtacitaswellascodified–thathasbeenaccumulatedover decades of work. As noted in the meta-evaluation of development cooperation under MFSII carried out by

NWO-WOTRO14oneofthelimitationsofthestudywas“thevery tight timespan of only two years of measuring the effects,”which,thestudyreportnotes,makesitdifficultto demonstrate social changes such as the strengthening of civil society organizations. This is why, in addition to recognizingthefindingsandrecommendationsofvariousexternal studies, we have also documented in more detailed and nuance, some of our program experiences at country and regional level, in order to provide as much context as possible for future programs.15

Despite this, the evaluation found that even in fragile contexts such as Liberia, positive results were achieved where partner organization staff had established a strong personal network with public and private sector actors. Given the role that (inadequate) funding played in overall results realized over the MFSII period (due to the gradual phasing out of ICCO Cooperation funding), the evaluation concluded that large grassroots organizations with a strong membership base are most likely to succeed. An example was given as the Union Paysanne pour le Développement Integral (UPDI) in DRC, a former farmer’s union that hasmanaged,despitethedifficultcontexttoachieve“arelatively high score on the strengthening of civil society compared to other southern partner organizations in the DRC.”Similarly,inBangladesh,oneofthelocalpartnerorganizations highlighted in the evaluation report was NijeraKori,whereICCOCooperationsupportedthecontin-uationofanearlierprojectaimedatlandlessandmarginalfarmers, sharecroppers, day laborers, and indigenous groups. Through working with well-embedded local organi-zations, ICCO Cooperation was therefore not only ensuring astronglocalpresence,butalso“investinginthefuture.”

In the next sections, we provide an overview of some of the insights gained across our six thematic programs over the pastfiveyears,drawingbothonourownmonitoringresultsand analysis as well as the conclusions of independent program evaluations. Ultimately, the true impact of the MFS

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14 NWO-WOTRO (September 2015). Results of the Joint Evaluation of International Development Programmes. http://www.nwo.nl/en/news-and-events/

news/2015/wotro/mfs-ii-final-reports.html

15 Detailed program reports are contained in Annex 1.


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years will emerge a few years into the future: if we go back tofindstrongandconfidentandgrowingCSOsthatarefullyimmersed in contributing to equitable societal changes, then we will be able to conclude that we have played a role inbringingthisabout.Whileitwillbedifficulttosaythisfor all countries, the more complete picture painted below shows a rich mix of unique experiences that will serve us well as we continue to build strategic partnerships in many of these countries.


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2 RESULT AREA 1: MDG THEMES

The overview of program performance in 2015 (Section I of this report) as well as the full program reports in Annex 1 provide a clear picture of achievements based on the ICCO Cooperation Monitoring Protocol. In this section we primarilyreflectonsomeofthekeylessonslearned–bothpositiveandnegative–thatcaninformfutureprograms.We also summarize the main recommendations from the program evaluations for each thematic program.

FAIR ECONOMIC DEVELOPMENT

TheoverallobjectiveoftheMFSIIFEDprogramwastocontribute to strong and vibrant civil society organizations that propel sustainable and replicable multi-actor models forfaireconomicdevelopmentin27countries(fifteenfasttrack MDG countries, four fragile countries and eight coun-tries with rapid development16) enabling socio-economic inclusion and empowerment of male and female small producers and workers in sustainable value chains.

Working through a programmatic value chain approach theprogramaimedtoachievethreespecificobjectives:strengthened rural entrepreneurship, including producer organizations; inclusive value chain development; and improvedaccesstosuitableandaffordablefinancialservices.

As highlighted in Section I and the detailed program report (See Annex 1) the FED program had largely achieved its intended results by the end of 2015, the main exception beingtheorganization-specifictargetssetbypartnerSharePeople that ceased to exist at the end of 2013.

Oneofthemostimportantlessonslearnedwasthatjointmulti-sector and actor interventions are more effective and sustainable than consortium of NGO interventions or single actor interventions. It requires a much more in-depth role of ICCO in program formulation, monitoring and link-

ing, but this pays off in more outreach, effectiveness and sustainability.

One of the main bottlenecks faced by some of the country programs, especially in South Africa, Liberia, Nicaragua, Honduras, Brazil, Surinam and Papua New Guinea, was the challenge of realizing scale in a few strategic value chains with partners. It is expected that with the decentralization of programs under MASP 2020, scaling of interventions will be key to successful local resource mobilization.

External evaluation highlights

The external evaluation17 of the MFSII FED program noted that it differed from its predecessor, the DREO’ program under MFSI, due to its stronger market-led approach, stronger focus on programmatic coalitions and a more explicit attention to gender.

The evaluation report structured its analysis of the program’s performance under two broad areas: account-ability(basedonevaluationquestionsrelatingtoefficiencyand“additionality”,effectivenessandsustainability,andrelevance and attribution); and learning (based on evalu-ation questions relating to such issues as partner selec-tionandperformance,FEDobjectives,ToC,sustainability,programmatic approach and the M&E system). Withregardtoefficiencyandadditionality,theevaluationfoundtwo-thirdsofthesampledprojectstobe“efficient”withonly5%ofthetotalbudgetbeingspentonprojectsthathadsignificantinefficiencies.Theevaluatorsalsofoundthat50%ofpartnersinthesamplewere“number-conscious”organizations,withsystemsinplace“tounder-stand the results of their actions beyond donor request. The evaluators also found the overall FED program to be relativelyefficientcomparedtootherprivatesectordevel-opment programs, with a low administration fee (at 12.7% of the budget) and only a few small programs rated as

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16 Profile 1 (fast track MDG countries): Angola, Benin, Burkina Faso, Burundi, Ethiopia, Ghana, Kenya, Mali, Madagascar, Malawi, Rwanda, Senegal, Papua

New Guinea, Bolivia, Nicaragua. Profile 2: (fragile countries): Liberia, Kyrgyzstan, Tajikistan, Guatemala. Profile 3: (countries with rapid development):

South Africa, India, Philippines, Brazil, Honduras, Paraguay, Peru, Surinam.

17 Enclude (2015). Program Evaluation ICCO FED 2011-2014 – Synthesis Report.


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“notadditional”andhenceinefficient.TheevaluationalsoconcludedthatICCO’sFEDprogramwas“largelyeffective,”withmorethanhalfofthebudgetspentonprojectsthatachieved most or all of their planned outcomes. The evalua-tors attributed this, in part, to the successful application of FED principles in interventions (i.e. a market-based, inclu-sive and systemic approach). Noting that smaller programs “aremuchmorelikelytofail”theevaluationnotedthetendency to increase the budget for such programs, hence improving their chances of success.

The program was rated less highly in relation to sustain-ability of the achieved outcomes, with the evaluators concluding that attempts to either create self-sustaining organizations with FED funding, or become a funding-inde-pendentpartnerorganization“hasrarelybeensuccessfulatthisstage.”

With regard to relevance and attribution, the evalua-torsconcludedthatgenerallyspeaking“theobservedchanges are attributable to the FED program’s interven-tions.”Inotherwords,forthemajorityoftheresults,ICCOCooperation’s funding was at least a critical factor in - if not directly the cause of - the observed change. A critical pointhereisthatthesefindingscouldnotbeverifiedbyexternalprojectevaluations.Overall,theevaluatorsjudgedthe results of the review on the accountability questions aspositive;ICCO’sFEDprogramwasfoundtobeefficient,largely effective and moderately relevant. Moreover, FED programswereconsideredtobe“almostalwaysadditional,”and attributable to the changes observed.

The evaluation highlighted generally positive performance in relation to partner selection (ensuring that partners are private sector-minded and innovative), with more new partners engaged in the MFSII FED program than in the previous LMD program, and 76% of partners described as“morelike‘drivers’than‘followers.’”Withregardtotheprogramobjectives,theevaluationnotedthat“allprojectsincorporate at least one element of the livelihood principle, andthemajorityalsoincorporateatleastoneelementofthejusticeforallprinciple.TheevaluationalsofoundthattheGender-andRights-BasedApproach(GRBA)was“effec-tivelyapplied”in56%ofFEDinterventions,asevidencedbythehighparticipationofwomeninprojects,orwherethechoiceofvaluechainandtypeofintervention“signifi-cantlyaffectswomen’slives.”

On overall program performance, the evaluators noted astrongpositivecorrelationbetweena“goodTheoryofChange”andeffectiveproject,notingthat73%oftheprojectsthatwere“fullyFEDcompliant”wereeffective,whileonly44% of those that had weak TOCs were effective. They also highlighted that where FED interventions were implemented aspartofwidercoalitions,thescoreswere“muchhigherforeffectivenessthaninstand-aloneprojects.”Intermsofsustainability of the interventions after 2015, the study notedthathalfoftheprogram’spartnershad“successfullygraduated,”whileonly25%ofpartnershadanexitstrategythatcouldbedescribedas“realisticandfeasible.”Theevalu-ationalsonotedthatmanyofthebeneficiaryorganizations(producer groups, business development service providers) were unlikely to survive without new funding.

Intheirrecommendations,theevaluatorshighlightedfivemain areas for further strengthening or improvement in future:• Increase effectiveness by insisting on better theories

of change, and investing in larger, more comprehensive projects,ratherthan“thecurrentpracticeofallocatingsmallfundingamountsfor‘trialanderror’withnewapproaches.”

• Embed FED interventions in multi-stakeholder approaches andprogrammaticcoalitions–especiallythosecoalitionsthatbringtogetherpartnerswithdiverseskillsets–inorder to enhance both effectiveness and learning.

• Buildsustainabilitywiththeprivatesector,“notasanalter-nativetoit.”Inthis,theroleofICCOanditspartnerswouldbe to act as a social or impact investor, applying the same scrutiny to the business feasibility of investments as any other investor would apply.

• Move beyond stand-alone ‘trial and error’ approaches byfundinginnovativeprojectsthatareembeddedinlarger and more complex programs and coalitions. This isbecauseexperienceshowsthatmostprojectsareillequippedto“inventsomethingnew.”

• Redesign ICCO’s monitoring protocol and MIS to ensure a results-oriented management culture, especially in view of a more diverse portfolio of funders in future.

FOOD AND NUTRITION SECURITY

TheoverallobjectiveoftheMFSIIFNSprogramwastostrengthen civil society to develop sustainable (local) food systems and claim rights as well as hold govern-ments accountable for their duties. The intervention model


29

focused on four interrelated pathways: supporting small-scale (primarily female) producers to sustainably improve their production, storage and marketing; promoting good nutritional practices; strengthening producer organizations and linking them to service providers, private sector actors and/or policy makers; and leveraging local FNS-related L&A with higher-level advocacy processes to promote food and nutrition security and the Right to Food.

Parallel to the efforts to mobilize additional funding for FNS programs, especially towards the end of the MFSII period, Alliance member coPrisma continued to lead a process of common learning and policy development aimed at strengthening links between food and nutrition security programs and the economic development agenda. In this process, we worked closely with the FED program to inte-grate value chain and M4P approaches in FNS interventions, while introducing concepts such as nutrition-sensitive value chains, agro-ecology and sustainable food systems to ensure that the needs of the most vulnerable households were safeguarded. In some countries such as Madagascar and Ethiopia, this resulted in the integration of the HFIAS tool among FED programs to measure the impact of market-oriented programs on household level food security. At the global level, continued support was provided to partners including, FIAN International, IBFAN GIFA, the secretariat of the Civil Society Mechanism for the Committee on World Food Security as well as for AgriProFocus.

In collaboration with the CT&D program, we also increasingly focused on the link between poverty and food insecurity and the lack of access to productive resources, especially land and water, including the gender dimensions at household and community levels. Such perspectives helped to contribute to integrated and multi-ator approaches in such intervention areas as the Lango cluster program in northern Uganda.

In assessing the overall progress during MFSII, we can conclude that while considerable progress was made with the introduction of tools such as HFIAS and AKVO FLOW - and to a lesser extent also the dietary diversity score among women of reproductive age - not all country programs were able to develop yet a solid set of baseline, mid-term and end line data. With regard to the direct poverty alle-

viation intervention strategy the available budget did not allow for effective outreach to all the targeted households, when compared to international benchmarks. Another limitation was the lack of clear strategies for graduation of target groups. It is generally recommended that ultra-poor should be involved in social protection programs rather than directly included in economic development programs. To this end local claim making might have to also address inclusion of ultra-poor groups in public/private supported social safety nets.

Other positive results achieved by the program included the introduction of more diverse and more resilient food production, storage and utilization, as well as increased attention for access to markets and income generating opportunities for poor producers. In the case of nutrition orientation and messaging the external evaluators indi-cated that more attention is needed for institutionaliza-tion, involving the public sector (local governments) or the private sector in order to reach sustainability and scale. The evaluators noted, for example, interesting approaches in Benin and Bangladesh, which should be monitored and evaluated carefully for learning as well as for future scaling and/or advocacy.

Highlights from external evaluation

The external evaluation of the FNS program18 found evidence thatsomecountryprogramshad“integratedbetterandmoretransversally,”theaspectofincreased,resilientandmorediversifiedfoodavailabilitycomparedto2010,withabout 70% of the targets reported to have been achieved by mid-2014.The“clearesteffectsofinterventions”werehigh-lighted as: improved, more diverse and more resilient food production and storage and also, in more than half or the sampled countries, improved food utilization (more diverse food intake or more food intake during lean periods). The evaluators also observed a recent trend at the level of the partnerstoaddressfinancialindependenceofbeneficiariesand explore various cost-sharing alternatives for inputs to enhance food and nutrition security at household level. These results indicated generally positive outcomes with regard totheprogram’sobjectivesofinfluencingfoodavailability,access to food, improved utilization of food for vulnerable households in a structural and gender sensitive way.

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18 IDIS (2015). ICCO Food Security Program Evaluation - Synthesis Report 2011-2014


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With regard to the effectiveness and efficiency of the program, the evaluation noted that with an increasingly mature set of partners, ICCO Cooperation’s role had evolved fromonlyprovidingfinancingtowards“alightformoftechnical capacity development of partners on sustainable foodsystems”-mainlyviajointlearning-andtolinkingpartners to networks and organizations regarding the Right to Food/ sustainable food systems. While describing this as a relevant evolution that contributed to increased visibility and recognition of the partners as implementers of FNS projects,theevaluatorsalsonotedtheneedfor“amorespecializedformofcapacitydevelopment.”

The evaluation found that the low budget per household, when compared to similar FNS programs, could hamper the effectiveness of a multi-stakeholder approach investing in direct poverty alleviation in a vast geographic area. To get the most value for money, the evaluators called for either increasedprioritizationoffieldsofinterventions,orfocusingincreasingly on action research and pilots. Cautioning that “specificityforFNSisnotguaranteed”ifICCOCooperationcontinuesitspracticeofparticipatinginconsortiaforfinan-cial up-scaling and harmonization, the evaluation suggested thatoneofICCOCooperation’sfuturerolescouldbeto“safe-guardthefocusonFNS”insuchalliances.

The evaluation also found that most partner organiza-tions surveyed had further deepened the consultation of their target groups using of client satisfaction surveys and strengthening the capacity of target groups to participate in planning and via implementation or use of existing stud-ies on FNS, mostly as a baseline for assessment. However, theevaluationteamnotedthat“consultationsandstud-ies mostly don't result in re-questioning the priorities or assumptions of the program of which some were eventu-ally proven false or some assumptions were not taken into account.”TheynotedinparticularthatapproachesfornutritioneducationortoinfluenceconsumerbehaviorarenotsufficientlyaddressedyetoverthewholeFNSprogramandhaven'tbeensufficientlyinstitutionalizedyet.

With regard to the mainstreaming of GRBA, while the evalu-ators found evidence of good participation of women in programs,theynotedinsufficientinformationonoutcomeindicators such as women’s empowerment, which was partlyattributedtoinsufficientgenderdisaggregationintheHFIAS indicators. Despite this, the evaluation noted that the

program was making efforts to combine the HFIAS tool with diet diversity indicators, allowing a slightly better consid-eration of intra-household processes related to food and nutrition.Fromfocusgroupdiscussionsheldwithprojectbeneficiariesduringthefieldmissions,theevaluatorsalsohavefound“strongevidenceofimprovedsocial,economicand institutional empowerment of women in Burkina Faso andUganda,whilethiswaslessclearinMadagascar.”Theyfurther noted that ICCO Alliance interventions in the four visited countries had also contributed to an improved enabling environment for land rights of women.

Given the increasing focus of linking FNS programs to value-chain development and other market approaches, the evalu-ation emphasized the need for a clear strategy for the food crop sector (food value chains) in order to maximize oppor-tunities for smallholders to add value to their produce, while also improving their food and nutrition security. To this end, while acknowledging that efforts were underway to strengthen the links between the FED and FNS programs, the evaluators emphasized the need to strengthen these linksmuchmoreinordertorealizetheseobjectives.

Theevaluatorsproposedfivemainareasofimprovement, to ensure long-term impact and sustainability of MFSII:• Strengthen the ToC of ICCO Cooperation regional programs

to, inter alia: include the concept of 'sustainable local food systems'; address conditions for impact on FNS right up to the intra-household level and the required changes in poli-cies to make this happen; and ensure a clear focus on the potential to contribute to 'systemic change' and 'sustain-able food systems' when selecting ICCO Cooperation part-ners and engaging with other stakeholders.

• Intensify ICCO Cooperation’s role regarding assessment of FNS and 'sustainable food systems' and capitalization of good practice on FNS, regarding inter-sector learning by IC on FNS, and further facilitate organizational capacity devel-opment of FNS partner coalitions. ICCO should focus on partnersanddimensionsofFNSthatfacedifficultiestofindsupport from other donors/ programs.

• Develop a more systematic link between claim making and sustainable food systems, and ensure a clear understand-ing of the envisioned synergies between partners. The link between FNS-coalitions and specialized lobby-partners should be tightened. The required type of advocacy inter-ventions should also be better considered within each context. Where necessary, more critical advocacy needs to


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be facilitated and linkages with activist organizations need to be established.

• Respecttheidentifieddifferencesbetweenthe'RighttoFood' approach and the inclusive market approach of ICCO Cooperation’s Strategic Plan should be respected. While market approaches can be an important way of improving the food and nutrition security, a one-sided focus on access to markets can hold risks for FNS of vulnerable groups. In order to improve inclusive impact on FNS (from both FNS and inclusive market approaches), FNS and market approaches should be more systematically combined. Where possible, collaboration between FNS and FED part-ners and between farmers' organizations and rights based organizationsshouldbesupportedtothatobjective.

• Improve understanding among ICCO’s partners of the profileoftheirfinal(indirect)targetgroup.ICandits partners should also re-question the inclusion or focus on ultra-poor households in FNS programs. ICCO Cooperation should aim to focus on structural improve-ments of inclusive and sustainable food systems, rather thanon“stabilizationofultra-poor.”

BASIC HEALTH AND HIV/AIDS

The MFSII BHHA program was implemented by a consortium of ICCO and coPrisma partner organizations with close to 100 local partners in the different regions. The overall goal of the program was to contribute towards accessible and quality basic health care through: enabling civil society to demand accountability from (national, district and local) governments and other relevant stakeholders; supporting change agents to challenge exclusion mechanisms, especially in the area of SRHR, HIV/Aids and disabilities; and reinforc-ing health systems by expanding and improving available human resources for health.

Unfortunately, due to the budget cuts at the beginning of MFSII we were unable to undertake activities relating to a fourthsubobjectiveon“developmentofaccessible,afford-ableandsustainablehealthfinancingschemesthatincludethemostvulnerable,”inwhichweaimedtofurtherinvestinthe promising results of the community based health insur-ance schemes of some of our partner organizations.

Through the coalitions established at country and regional level, the program facilitated ICCO Cooperation cross fertili-zation between different regional initiatives and approaches

such as use of Contextual Bible Studies in community groups, collaboration between country coalitions and national chap-tersofINERELA+(aninternationalnetworkofreligiousleaders living with, or personally affected by HIV) such as Kenerela in Kenya, trainings on the SAVE prevention model and CCMP, a dynamic way of helping local churches to work together with their community in addressing needs using their own resources. Through the collaboration with Stop AIDS Now and Educaids, a more direct connection was real-ized between the health and education sector, ensuring that young people that receive comprehensive sexuality education also will have access to youth friendly sexual and reproduc-tive health services. One of the promising results of this approach was demonstrated by the large reduction in the number of premarital pregnancies (from 13% in 2011 to 2% in 2015) in Malawi. This was attributed to the introduction of a youth-friendly learning environment through the SRH clubs in primary schools, as well as SRHR training for local commu-nities, teachers and health service providers.

Another fruitful area of collaboration was in the Framework for Dialogue approach developed by the Ecumenical Advocacy Alliance (a strategic partner of the ICCO Cooperation). Inspired by experiences with this approach in Ethiopia and Malawi, the Uganda Health Coalition launched a similar process to bring together diverse representatives of faith-based organizations and representatives of networks of PLHIVtodevelopjointactionsandsupportongoingdiscus-sions in dealing with common challenges.

The program was very effective in mobilizing community groups at local level. In Malawi, Uganda and Ethiopia the use of radio messages has been included to spread prevention messages. In Malawi, the Development Communications Trust mobilized communities as rights holders to engage withdutybearers(includingthedistricthealthofficeandtraditional leaders) in progressive redress of health issues. Another example are the community led initiatives by churches through ‘Church and Community Mobilization Process’ (CCMP) in Uganda and Zimbabwe such as the build-ing of a waiting shelter for pregnant mothers, reopening a governmentclinicandincreaseddisclosureofHIV+statusbyspouses to their partners in Zimbabwe.

The program also explored innovative approaches to address gender and SRHR issues at community level, such as the development of the men’s component during the revision


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of the Birth Life Saving Skills curriculum in Afghanistan to respond to the reality that men often have the last deci-sion in seeing a doctor. However, the program continued to face challenges due to sensitivities around discussing SRHR issues within the (primarily) faith-based partner network, although the need for churches and other partners to discuss issues such as family planning and LGBTI rights openly was clearly felt. A study conducted by partner organ-izationINERELA+inKenya,UgandaandZimbabwefoundthatlackofunderstanding,religiousandmoraljudgmentand the association of the LGBTI orientation with shame are the three highest scoring reasons as to why the LGBTI community suffer stigma and discrimination from religious leaders. Based on the results, the partner organizations committed themselves to take action to enhance awareness among their members.


The external evaluation of the BHHA program analyzed theperformanceof82projectsimplementedinthetwelveprogram countries and twenty additional regional-level andsupportprojects,includingsevenprojectsundertakenby the network Stop AIDS Now! in which ICCO Cooperation participates.

With regard to relevance of the program, the evaluation notedthatmostprojectinterventionstrategies“werebasedon international best practice with acknowledged effective-ness, were relevant and appropriate in the given contexts andwereinlinewithnationallydefinedBasicPackagesofHealthServices/EssentialHealthPackages.”Thetrainingof change agents recruited from diverse stakeholder groups, forinstanceinprojectsthatfocusedonHIVprevention,was viewed as a successful strategy, enabling the program to have largely been effective in promoting health, rais-ing awareness and mobilizing people to utilize available BHHA services. Change agents’ involvement in reducing stigma and the uptake of health services has resulted in positive change, although there is little and slightly mixed information with regard to the extent that stigma has been reduced. The evaluation noted that while there was a focus on enhancing access to health care services for women, or people living with HIV/Aids or disabilities, the application of rights-based approaches did not go far enough, to explic-itly address gender-based inequalities in decision making, norinfluencetheroleofreligiouscommunitiesinrecogniz-ing and promoting SRHR of all.

On effectiveness, the evaluators concluded that the program had contributed to improved access improved and utilizationofhealthservicesincreasedasaresultofprojectinterventions.However,itfoundthatprojectswerelargelyoutputoriented,withinsufficientdatatolinkimprovedaccess and increased utilization of health services to over-all health gains (for example their impact on pregnancy outcomes, morbidity and mortality).

Based on an analysis of the budgets of randomly selected BHHAprojects,whichrevealedmoderateoverheadandcoordination costs (17.2% of the overall budget), the evaluators concluded that the program had demonstrated efficiency.However,theyalsonotedthatothermeasuresof efficiency, such as the harmonization of PME systems, had been less successful, despite learning events aimed at improving PME capacity development.

The evaluators called on ICCO Cooperation to, among other actions:• Continue its involvement in health to ensure that progress

made in addressing drivers of ill-health and social determi-nants of health, and meeting health needs of disadvantaged people is built on in the post-MDG era, especially as the organization’s focus moves towards supporting economic development.

• Further explore partner organizations’ capacity to inno-vate, adapt to new approaches and concepts as well as their ability and willingness to institutionalize changes and attach consequences to these in programming. This should include further emphasis on the change from direct imple-mentation to facilitation, including the facilitation of health prevention and health promotion interventions through existing structures.

• Conduct research to determine whether programs would be as or more effective if they target already available community workers linked to the health and other sectors and community structures instead of recruiting ‘new’ change agents to realize change.

• Increase the focus on working on systemic change, while building on existing coalitions and alliances wherever possible.

• wIn addition to promoting more exchange visits and peer reviewsforlearning,exploreeffectiveandcostefficientalternatives to training workshops for the transfer of knowledge and skills as well as for other capacity develop-ment interventions.


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CONFLICT TRANSFORMATION AND DEMOCRATIZATION

The CT&D program worked through civil society to create or negotiate spaces where marginalized groups can make their voices heard in the public arena, with a focus on human rights (including land rights and access to resources), civil society strengthening, often linked with lobby and advocacy and gender.

The CT&D programs mostly reached the expected results formulated in the established indicators (see Monitoring Protocol, Annex 4). At the same it became clear that a stronger thematic focus within the program would have created new opportunities for more tangible results. This growing recognition has been one of the drivers for policy decisions related to the future of the program, with MASP 2020 providing an important guiding instrument in this process. The combination of the two core MASP principles has embedded important elements of CT&D programs in other programs and vice versa.

Given the broad scope of the program relative to avail-ablefinancingandstaffcapacity,effortstostrengthenjointapproaches and ensure synergies in the work of diverse partners were particularly important to ensure results. Complementarity with the work of other thematic programs was also important in ensuring that diverse perspectives and experiences in championing rights approaches were incorpo-rated across all Alliance programs.

The implementation of the programmatic approach was largelybeneficialforourpartnersacrossthedifferentprogram coalitions. It empowered their individual and shared performance, and improved their capacities in work-ing with diverse stakeholders. Whereas the CT&D program has always had a strong focus on politics and power, the growth of these coalitions can be seen as an enormous step forwards, as many partners were initially reluctant to share their power and position with others. At the end of MFSII it was clear that in countries with strong programs the interest ofotherstakeholderstoco-participatehadgrownsignifi-cantly. Governmental and private stakeholders, knowledge centers and other actors were increasingly ready to under-takejointactionswithICCOCooperationpartners.

Such complementarity and harmonization occurred at differ-ent levels. Within ICCO Cooperation, CT&D programs increas-ingly cooperated with other thematic ICCO Cooperation programs, especially FED, FNS and Fair Climate, but also on Health (for example in Zimbabwe). A consolidated coopera-tion from the start has been with Kerk in Actie, which gave extra focus on youth and gender programs. The MASP 2020 has strongly boosted this kind of thematic integration and cooperation.

Collaboration within the ecumenical ACT Alliance family, both at country level, but also at regional and global level, was particularly visible in the CT&D programs in Central America and Central Asia. For example, the strong focus on children at risk by Alliance partner Kerk in Actie gave strong inputs to shared strategic program development within countries where CT&D MFSII programs were also active. Inthesecountries,regionalofficestaffdedicatedtoKerkinActieprogramsalsoplayedanimportantroleinprofilingthe whole CT&D program, hence enhancing synergies as wellasefficiencyintheuseofprogramfunds.Insomecases,this collaboration was crucial in our MFSII exit strategy as it helped secure funding for post-2015 programs under the ACT Alliance umbrella (for example in Zimbabwe with DCA). Knowledge creation on the linking between ‘Justice and Dignity for All´ and ‘Securing Sustainable Livelihoods’, based on programmatic experiences within our programs has led to the formulation of new thematic program lines in which CT&D as a program will cease to exists, but where basic concepts of CT&D will be integrated in other programs with new names, such as Human Rights and Business. The CT&D focus on access to land and natural resources is also integrated in this new program, but also in the FNS and FED programs. Whereas the operating space for CSOs is becom-ing more contested in different countries worldwide, this has becomeaspecificcrosscuttingthemethatwillsupportallICCO Cooperation’s programs.


The external program evaluation19 concluded that the program had made progress in demonstrating the clear links between the violation of basic rights, exclusion and violence, with entrenched poverty. It also highlighted the program’s

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19 MDF Training and Consultancy, January 2015.


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success in facilitating a large network of like-minded part-ners working on these issues, which has enhanced knowl-edgesharinginthefieldofcivilsociety,humanrights,landissues, rule of law and accountability.

The program also noted that the broad scope of the program,where“functionalboundarieshardlyexist,”andwith little directive programming from the central level, is both a strength and a weakness. While it provided part-ners with the freedom to contextualize their interventions and adapt to local needs, the evaluation also noted that theprogram“alsolostitsabilitytodistinguishbetweenwhatdoesanddoesnotbelongtoCT&D,”leadingtoaportfolioofinterventionsthatis“toobroad,toowide,tooscattered and too thinly spread over the various countries to achieve much impact, particularly in a situation where whenavailablefundingwasreduced.”Theevaluationalsofound that budget reductions and concurrent and subse-quent organizational changes had taken their toll, with significantreductionofcapacityatthegloballevel,furtherlimitingtheflowofexpertiseandinformationfromglobalto regional and to partners and the use of existing knowl-edge and tools in practice. Because of this, the evaluation notedthattheaddedvalueoftheCT&Dprogram“beyondthe‘traditional’roleofbeingagooddonor”hadbeenundermined.

The evaluation further noted that many CT&D initiatives wereimplementedasstand-aloneprojects,limitingtheircontribution to systemic change. Even multi-stakeholder initiatives contributed only marginally to systemic change, because either the connections between multi-ple levels (from national to individual) are weak, or essential actors are neglected, or the level of scale and coverage is very small and local with no strategies for scaling up.

Among recommendations for the future, the evaluators called on ICCO Cooperation to:• “Use what you have” by making more proactive use of the

program’s expertise, knowledge and experience to enhance the application of the two MASP principles of ‘Justice and Dignity for All’ and ‘Securing Sustainable Livelihoods’ across ICCO programs.

• Focus and set thematic boundaries byresisting“thepoliticalforces that wish to include and continue everything that isdonetodayandthefinancialforcesthatwishtotakeup

opportunitiesincallsforproposals.”Whileacknowledg-ing the program’s desire to bring more focus guided by the MASP,theevaluationcautionedthat“thiswillnotbeanautomaticprocess”andstressedthatexertedeffortsareneeded if ICCO Cooperation wishes to increase its added value.

• Scale up.Morefocusonlargertrajectoriesthatworkwithmultiple actors and at multiple levels is needed in order tobeconfidentthattheeffortsdoindeedcontributetolarger and lasting changes. In this way, more is done to ensure that systemic change can indeed be achieved by interventions.

• Define ICCO’s added value, both at global and regional level, particularly the role of linking global to local and vice versa (in expertise and L&A) could be stronger developed. The evaluators noted that in its newer role of co-implementer, ICCOCooperationneedstodo“morethanjustprojectmanagement”ifitistoretainitsaddedvalueasknowledgeholder and broker.

• Tell the story, by investing in developing an inspiring story for working on dignity, rights and related issues. In order to develop this convincing story, more insight is needed in changes at the level of people, hence such investment should focus on measuring a few relevant outcomes for eachtrajectoryinarobustmanner.

BASIC EDUCATION

The MFSII BE program primarily focused on supporting (coalitions of) civil society organizations to ensure achieve-ment of enhanced quality and relevance of education and increased and equitable access to education in fourteen countries. The design, coordination and implementation at country-level was guided via the country-coalitions, sometimes supported by a LEC (Local Expertise Centrum). Country coalitions implemented Basic Education programs, based on three intervention strategies; direct poverty alle-viation (for example through construction and renovation of school infrastructure and providing vocational skills training for unemployed school leavers); strengthening civil society (through activities such as training School Management Committees and Parent Teachers Associations and strengthening community-based school monitoring); andpolicyinfluencing(forexamplethroughbuildingL&Acapacities among implementing partners and facilitating mesolevelandnationalnetworkingtoinfluenceeduca-tional policy development).


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The program achieved or exceeded many of its MFSII targets, with country program coalitions established in twelve of the fourteen program countries (the exceptions were Indonesia and South Sudan due to special country-specificcircumstances).Fortheremainingtwelvecoun-tries, eleven countries reported that working in coalitions has sometimes been challenging, but in the end had a truly added value. One of the key indicators of success is the ability of many of the country coalitions to develop action plans for continued collaboration after the program period,withfivecountries(SouthSudan,Uganda,India,Ethiopia, Malawi) succeeding in attracting to attract new funding building of the experience of MFSII.

The results at country level during the MFSII period provide further proof of the effectiveness investing in coalition building. In Uganda the partners successfully implementedprojectsinimprovingthequalityofeduca-tion in Uganda and are keen to contribute to building and strengtheningeducationatthegrassrootsincludinginflu-encing the decision making process in the local govern-ment. Moreover, the Education Consortium in Uganda is set to continue building on these successes following hesigningofafive-yearMoU,withELECUasthehostorganization.

The ASEG coalition in Ghana also demonstrated clear efficienciesandeffectivenessintheirprograms,especiallythrough the successful implementation of the STAR school model by member organizations. Through the alliance membersalsoenjoyedanumberofbenefits,includingcapacity building in PMEL, theory of change and resource mobilization, and ‘learning by doing’ through participat-inginjointfieldtripsaswellaslearnandshareforums.Despite the phasing out of MFSII funding, the ASEG board decided to continue working as an alliance due to the opportunities to pool their resources and knowledge, as well as to strengthen their role in education L&A networks. In addition, several Dutch Alliance partners as The Salvation Army, Wycliffe and World Servants pledged to continue their bilateral relations with individual ASEG members.

In DRC the programmatic approach was quite a challenge. The aim of the programmatic approach in terms of work-ing with each other and strengthen each other and to be

complementary towards each other did not work really well due to a very wide geographical spread among the partners. On the other hand, the coordination of the coalition (named ALOCES) played its role of developing some monitoring tools that were shared with all of the organisations for common reporting. In October 2015, during the last work-shop, all the ALOCES members committed themselves to continue with the ALOCES Coalition. The board approved this need expressed by all members. In 2015 a start has been made for developing a Strategic Plan and ALOCES is in the process of getting a registration from the Government in order to be recognized as a valid networking organization. We will take our Strategic Plan 2016-2020 as a guide for our activities in 2016 and will start fundraising for the next program after phasing out of MFSII.

With regard to thematic cooperation, since 2014 a number of linkages have been created between skills development and value chain development / inclusive market programs. Examples of cross-thematic coopera-tion are Light up my Future in Kenya, the skills program in West Africa and skills initiatives in India. Cross-thematic cooperation on skills education also took place outside the fourteen Basic Education countries, such as PROOFS in Bangladesh and Manq’a in Bolivia.

Through Educaids linkages between SRGR and Basic Education have been established in Ghana, Malawi and Ethiopia. Educaids works from a school-based approach for SRGR and Educaids activities are implemented at upper primary or secondary schools that are targeted under the BE program. In DRC, the program coalition has integrated programs on Education, Basic Health and SRHR. Basic Education programs in Southern Sudan and Ethiopia have a thematic focus on disabilities and inclusive education. The program made extensive efforts to enhance program coalitions at the national level. In Uganda, for example, ICCO Alliance members were involved in several thematic working groups and plat-forms including the Child Protection working group; the Teacher Education working group; FENU, MLEN, WASH network, the National Menstrual Hygiene Management Steering Committee and the National NGO forum. This provided opportunities to interact with strategic partners such as USAID, Save the Children International, World Vision, AFRIPads, SNV, and VSO.


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The evaluators20 found that the programmatic approach and the use of quality models have changed the vision and mental-ity of technical staff-members and partners, towards search-ing for cooperation and relation building among development actors. Still, they noted, the programmatic approach to work via country coalitions needs further development as direct work-ing relations remained between the ICCO Alliance members and their in-country national partners parallel to the country coalitions affecting the authority of the coalitions’ existence.

The evaluation found the BE program results to be relevant in relation to all the Education for All goals, including adult education and TVET, while preparing for achievement of sustainable development goals in education. The evaluation also found that the program had been responsive to country policies in the education sector. However, program relevance towardspolicyinfluencing,L&Aandcapacitydevelopmenttowards education change remained underdeveloped.

On accountability, the evaluators found that the program had developed a simple and comprehensive system to measure and monitor progress towards, results via a clear monitor-ing protocol, indicator reference sheet, reporting system and formats. It also had a clear methodology tool developed to assess organization capacity. The evaluators, noted, however, that the monitoring system was too strongly focused on upward accountability with regard to MFSII, instead of both monitoring for accountability combined with learning and strengthening of credibility, legitimacy and service for the communities, districts and country. They attributed this to thelackofbeneficiaryfeedbackontheresults,qualityoftheservices, or the contextual development actors.

With regard to efficiency, the evaluation noted that the spreading of investments are over many partners, countries and education themes had hampered learning and the oppor-tunity to achieve strong comprehensive results that can make alastingdifferenceforbeneficiaries.

On sustainability, evaluators noted the lack of strategic planningdocumentationonhowtosecurefinancialsustain-ability or to continue program coalition activities in about 86% of the coalitions. They also pointed to the lack of reli-able information on whether individual partners are going

to continue their support to DPA related activities at school and community level, noting this is partly due to the limited monitoringinformationonthesatisfactionofbeneficiariestowardsprojectactivitiesanddirectresults.

The evaluation found a mixed performance in the area of institutional development and organizational capacity build-ing towards sustainable coalitions and partner organizations. While noting that organizational assessments of partner progress were carried out systematically, the evaluators high-lighted challenges relating to the follow- up as action plans on ‘how’ to improve organizational and institutional develop-ment. The evaluation also found that while cross-learning took place at coalition level and affected ICCO’s support to educa-tion, this was often limited to the management level, with little trickledown effect to lower staff of partner organizations.

On the STAR school approach, the evaluators highlighted thepotentialtousethefiveSTARdimensionsas‘pathwaysof change’ to reach to quality education improvements. However they noted, these pathways would need to be unpacked, analyzed and adapted towards local realities, ongoing initiatives and policies in order to create a meaning-ful ToC. They also observed the need for more strategic atten-tion towards sustainable change in norms and values related to inclusive behavior and coalition capacity towards gender and minority rights.

In their recommendations, the evaluators highlighted, inter alia: • Paying greater attention to the institutional context (actors

and factors) in which the BE program operates by conduct-ing or using a sectoral education context analysis to shape its program relevance to on-going initiatives and existing bodies within the three strategic intervention areas.

• Strengthening support activities for further capacity devel-opment in using, implementing and monitoring of outputs, while harvesting outcomes, with participation of communi-tiesandbeneficiaries.ICCOAllianceshouldfocusmoreoncreating a culture of learning from results, complemented by production and well documented sharing of lessons learned.

• Developing coalitions based on a common agreed ToC and clear added value towards the goal of the coalition. Clear and agreed upon roles and responsibilities with regard to management arrangements, PME, and learning need to be made before implementation.

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20 MDF Training and Consultancy. December 2015


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• Developingastrategyonenablingbottom-uppolicyinflu-encing innovation through committed and capable coali-tions to stimulate systemic change in education towards more quality and equity.

FAIR CLIMATE

TheFCprogramwithfifteenoutoftheeighteentargetssetout under the MFSII Monitoring Protocol, with some results far exceeding the set targets. Out of the eighteen indica-tors, thirteen indicators focus on ‘strengthening and/or building capacity of local CSO partners’. FC did especially well on this front, where partners learnt how to develop carbonmitigationandadaptationprojectsandalsohowtomaneuver through the carbon credit value chain. The results for‘developcarbonmitigationandadaptationprojects’described under indicators 199 and 200 far exceeded expectation by 43% and 68% consecutively. Great work in strengthening local CSO partners to lobby effectively forclimatejusticeandinfluencetheirnationalagendasonclimate change was especially done in Central America. The results for indicators 204, 205, and 206 far exceeded the targets by 5.5 to 14 times more.

FC set up two Fair Climate Networks one in India and the other in South Africa and three different carbon develop-ment teams in India, South Africa, and Eastern Africa. The Fair Climate Network in India was especially successful withoverhundredmembersjoiningtodate.Thefocuswasnot on only generating carbon credits but also on account-ability, rigor, monitoring, and additionality of climate miti-gationandadaptationprojects,whichareoftenmissingindevelopmentprojects.Allcarboncreditdevelopmentteamsare offering technical carbon development services to Fair Climate Network members and beyond. The carbon credit teaminIndiasuccessfullyregisteredtwentyprojectsunderCDMandGoldStandardandservicesanother38projectsin2015.

The goal to enable 400,000 households to make use of renewableenergy,energyefficiencydevices(indicator191)was almost met with 76%. External factors impacting the globalcarbonmarketshavemadeitdifficulttoobtainprojectfinanceforactualprojectimplementationandmeetthistarget. The carbon price dropped from EUR 18 a ton to EUR 0.16 a ton within a three-year period; this was catastrophic formanycarbonprojectsincludingthoseofFC.InIndiafor

example when the carbon price tumbled local partners were lessenthusiasticabouttheregistrationofprojectsunderthecarbon standards, further encouragement and convincing fromthecountryofficewasneeded.HoweverthebenefitsofeffectivelyoperatingclimateprojectsunderthepremiseofFCand carbon standards were eventually recognized and many continued to be involved.

Among key lessons learned FC has been ambitious in its endeavors to combine traditional development work with a commercial approach by operating under the rules of the carbon markets. In the early years of FC a lot of work was done in increasing capacity and knowledge of southern partners in carbon credit value chain development and mitigationandadaptationprojectdevelopment.FCrequiredlocal NGOs and stakeholders to change their mindsets to enable them to work on a business model where carbon credits (a non-tangible product) sells for a price. It was the conviction of NGOs like NOVA in South Africa, ADATS and Acction Fraterna in India who were willing to take up the challenge and be examples to others. Unfortunately, obtain-ingcarbonprojectcertificationprovedtobedifficultandalot of time was needed to design and implement these types ofprojects.

Onthemarketsideofthings,projectfinancingwasoftennot available especially not after the carbon market crash. Traditional government buyers and multi-lateral banks stoppedpre-financingorstoppedbuyingcarboncreditsaltogether and the voluntary market where corporates and consumers offset emissions proved to be very competi-tive with limited demand. FC could have avoided the lack of projectfinancingwithintheprogramthroughearmarkingforexamplehalfofMFSIIfundingpurelyforprojectfinanc-ing.Inabsenceofprojectfinancingmanyprojectshavebeenleftstranded.Beforelaunchingan“innovative”approach,therequired strategic decisions throughout the whole organi-zation need to have taken place and adequate funding for effective operationalization of the approach should be avail-able.Carbonmitigationandadaptationprojectsneedfundcommitmentfromthedonorforprojectfinancingfromtheonset as it was not easy for many of the regions to initially getpartner‘buy-in’todeveloptheprojectsandtoalsofindadditionalfundingfromotherdonorsforprojectfinanceasmany partners and donors have no experience with carbon mitigationandadaptationprojectsandthecarboncreditvalue chain.


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Themajorbottleneckszeroedaroundthelengthyandcomplexregistrationprocessofcarbonprojectsandthelimitedcapacityoflocalpartnersinthisfield.Thelearningprocess was slow at times and therefore impeded the devel-opmentoftheseprojectsanddeferredattentionandfocusawayfromsouringprojectfinanceforactualprojectimple-mentation.Outsideofthethematicprogramamajorbottle-neck was the budget cut in 2011, this lead to constraints and uncertainty within FC.

Unlike the other thematic programs, the FC external evalu-ationspecificallyfocusedonanassessmentofthebusinessmodels in use.21 The evaluation team found that the program had adopted a unique and strong development-oriented model(reachingthe“bottomofthepyramid”andempower-inglocalorganizationasprojectowners).Theevaluatorsrecommended strengthening this approach by scaling up resource mobilization and ensuring a more impact-oriented approach, with continuous sales of fair trade carbon credits. FCF will be further developed along these lines.

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21 Enclude (2015). ICCO Fair Climate Fund Business Model Evaluation – Final Report.


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3 RESULT AREA 2: CAPACITY DEVELOPMENT AND CIVIL SOCIETY STRENGTHENING

One of the strategic and conceptual changes from MFSI to MFSII was the focus on capacity development and civil society strengthening (CD/CSS) as an important building block for structural poverty reduction. This entailed a shift in ICCO Cooperation’s role from being essentially a funding organization to co-implementer and capacity builder. This changing role, coupled with the reduction of funding for MFSII programs right from the outset, led to uneasy situa-tions where our southern partners questioned the overall relationship. With time, however, it also yielded invaluable lessons on how to deliver results through a focus on build-ingeffectiveandefficientprogramalliances.

The ICCO Alliance component of the overall MFSII evalu-ation,22 which assessed the performance of around 35 Southern partner organizations in seven countries, concludedthatformostcountries,therehadbeeneffi-ciencyimprovementsacrossmostprojectsincomparisontothebaselineevaluation,witha“modest”increaseinthecapabilities of partner organizations. It further noted that performancehadbeenparticularlystrong“…incountrieswhere the civil society climate is conducive to the work of the southern partner organizations that are partners of DutchNGOs.”

Theevaluatorsnotedthatprojectsthathadtheexplicitaim of strengthening civil society faced the most problems, althoughtheyweregenerallyefficientandshowedanimprovement when compared to the baseline evaluation. The evaluation attributed this to the inclusion of a number of Southern partner organizations in fragile areas (e.g. DRC and Liberia) and the irregularity of funding in almost all countries.

In the next sections, we will provide an overview of the capacity building and civil society strengthening approach adopted during MFSII and some of the key lessons learned

across the ICCO Alliance thematic programs as well as regions.

ICCO’S CD/CSS APPROACH

ICCO Cooperation’s support to country coalitions and part-ner organizations utilized various approaches, from policy and strategy guidance, support in the development of a tailored results framework, introducing partners to the programmatic approach, and documentation of results and good practice. Various MFSII program evaluations indicate that where it worked well it showed potential for contribut-ingtostrongcountry-drivenallianceswithagrowingconfi-dence in innovating and leading social change.

Concrete examples of shared capacity building interven-tions were the learning network in Ethiopia on HIV and livelihoods, and the training of trainers on young people and their SRHR initiated by the SAN Alliance in which local staff and partners participated. These local trainers then trained other organizations. In some countries these coun-try platforms also resulted in concrete outputs and broader knowledge dissemination, such as a report published by NetCODe members in Zimbabwe that documented the impactofjointhealthanddevelopmentinterventionsatthe community level. Similarly, the FC Program drew on its extensive network in the climate sector to support partners to strengthen their capacities in understanding the carbon creditsmarketanddevelopingclimateneutralprojects.

All country programs were required to use crosscutting capacity development tools such as the O-scan this was both used as a starting point for identifying organizational weaknesses and developing a CD/CSS strategy, and for monitoring developments on CD/CSS. In general ICCO’s contribution was to create an enabling environment in which partners could enhance their capacities, for instance

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22 Frank van Kasteren (November 2015). “The ICCO Alliance in the MFSII evaluation: Report on the evaluation of ICCO’s Southern Partner Organisations in

the MFSII 2011 – 2015.”


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through providing demand driven training. In this, ICCO took on different roles, ranging from facilitation, resource mediation, linking, or direct capacity building and training.

Another important focal area was result and perfor-mance monitoring, based on a comprehensive ToC. ICCO Cooperation introduced ToC thinking and approaches as an essential part of the programmatic approach and multi-stakeholder processes. It was a core part of the face2face and meetings and of staff development processes through-outtheMFSIIperiod.Inthefinalyears,theseeffortswereparticularly focused on boosting fundraising efforts of ICCOCooperationmembers(jointlyorindividually),witha strong emphasis being given to the development of ToC forspecificcalls.Italsoimpliedthatmucheffortandtrain-ing was directed to strengthening the understanding of ICCO Cooperation staff and of their partner organizations to develop ToCs. To emphasize their collaborative develop-ment, demonstrating coherence across the various elements (context analysis, gender and power analysis, stakeholder analysis,problemdescription,objectives,activitiesandintervention strategies, causal logic assumptions and exter-nal risks and mitigation measures.) The demand by the Ministry of Foreign Affairs to include a ToC in all calls as well as in future program monitoring and evaluation gave a real impetus to this capacity development process.

ICCO also developed a new learning and knowledge devel-opmentstrategytoreflectthechangingorganizationaldynamics. At the regional and country level, efforts were made to support the establishment or strengthening of program alliances as an important conduit to knowledge networksinspecificsectors.AnexamplefromtheBHHAProgram was the link made to Stop Aids Now (SAN) and Share-Net, which contributed to increased knowledge and capacity among both ICCO Cooperation program staff as well as our partners in the South.

However, the external evaluations also sounded a note of caution in the CD/CSS approach taken, noting in the case of the FNS program that while ICCO’s southern partner organization increasinglyaddressthedevelopmentof“capacitytodeliver”oflocalgroupsandorganizations,“organizationalcapacitydevelopment and claim making capacity of local groups are oftennotconsideredasobjectivesintheFNSprogramsbyIC'spartners and less so in case of strengthening farmers' groups orcooperatives(withsomeexceptions).”Theevaluators

notedthatthiswasanareaofconcern“becausetherelativeimportance of support to formal farmers' groups is increasing comparedtosupporttocommunitygroups/committees.”

HIGHLIGHTS OF CD/CSS PERFORMANCE IN DIFFERENT MFSII THEMATIC PROGRAMS

One of the unique aspects of the Fair Climate program was the global momentum to agree a new climate agreement in 2015, which offered numerous opportunities for using a joined-upapproach,forexampleinmarketingcarbonoffsetsat the global level, but the lack of experience among Alliance partners in the carbon market meant that this opportunity remained largely unexploited throughout the MFSII funding cycle, with the exception of some Kerk in Actie initiatives in South America, and Africa. Nevertheless, there were numer-ous opportunities to build alliances with other partners, such as local NGOs working on climate issues, international devel-opment aid organizations and governmental programs.

Capacity development and CSS approaches in the CT&D

program always had a strong focus on political and power dynamics. The growth of country coalitions can also be seen as an enormous step forward, as originally partner organizations were relatively reluctant to share their power and position with others. For example, in India the program supported specialized partners to inform other CSOs on changing laws, and helped strengthening their position in discussions with government.

Under the Basic Education program, the Edukans Assessment Tool (EAT) was used in concert with the O-scan approach to identify the focus of capacity development trajectories.Anumberofcapacitydevelopmenttrajectoriesfocusedonjointlearningwithandfromeachother,withpartners in Ethiopia, Ghana, Uganda and Peru, describing theirjointfieldvisitsandprogramreviewsasaninspiringand successful approach.

In India, the coordinating organization (DF) realized that program design and monitoring was rather complex and not all implementing NGOs were able to meet the M&E standardsfromthestart.Inreflectingonthisexperience,DFacknowledgedthatitwouldhavebeenevenmorebeneficialto members if they had introduced a shared M&E reporting framework, and clear organizational arrangements in the early stage of the cooperation. In part due to their improved


41

capacity, partners were able to improve their performance in enhancing access to and quality of education. 103 part-ners (target 2015 was hundred) increased their capacity related to education issues, while 88 partners (target 2015 was) improved their organizational capacity.

Thefinalevaluationofthe FED program noted that peer learning in coalitions was more effective than traditional cognitive trainings that aim to bring about changes in organization, culture and mind-set among participants. In addition, the diversity of partners was said to be linked to better-designed programs and to offer more learning possibilities,“becausepartnersarepartofsomethingthatisperdefinitionoutsidetheircoreskillset,whichisusuallyaroundonetheme.”Inconclusion,theevaluatorsnotedthat“learningbydoingtogether”isperhapsthemostvaluablebenefitfromprogrammaticcoalitions,inthelongerterm.

One of the general lessons learned across the programs was that capacity building is more effective with cross-learning arrangements such as the programmatic approach, learning agenda and the exchange of information on best practices among peer organizations. An example is the PAS water platform in the Andes in which partners of Bolivia, Peru, Colombia and Ecuador exchanged information on water from a rights perspective, another example is with RIMISP, on L&A in value chains toward more effective interaction with private sector and government organizations.

KEY LESSONS AND RECOMMENDATIONS ON EFFECTIVE CD/CSS

One of the lessons learned from the South and Central Asia regional program was the importance of building capacities in linking with other stakeholders that are relevant for the program. In India, for example, the Chetna Organic Farmers Association and South Odissa Development Initiatives were abletodiversifytheirincomesourcessignificantlythroughfundingbygovernmentprogramsandrelationswithfinancialinstitutions, the corporate sector and government depart-ments. These and other networks in India are well aware. With stronger controls being introduced by the government our experience showed that not all partners are able to act in this environment, hence building awareness

Successful actions in capacity development relate to improved market linkages for small holders (India,

Bangladesh, Nepal, Kyrgyzstan). Concrete successes were realized in as raising rights of migrant-workers at the national level and connecting the issues from the grassroots to national level: the coalition is involved in the develop-ment process of the national migration policy of the Kyrgyz Republic and began to play a decisive role and unite all stake-holders, including the state bodies, international donors and foundations, including the IOM, as well as NGOs and experts (Kyrgyzstan,Tajikistan).Promotionofmicroentrepreneur-ship had diverse effects ranging from good (Nepal) to poor (tribal communities in Bangladesh: The entrepreneurship development activities did not work well because of mind-set of the Adibashi community as well as training was not enough. The program intervention rapidly shifted from rights based initiatives to the new domain i.e. livelihoods and the tribalscommunitiesthatoftenfinditchallengingtomarkettheir products as they had almost no experience).

The evaluators of the FNS program valued the ICCO Alliance’s emphasis on ToC development and application of indicators such as HFIAS and dietary diversity scores. However, they observed that assumptions were not always addressedsufficientlyandtherewasroomforfurtherimprovementinordertomakeToCsmoresystemspecificand to facilitate active participation of all stakeholders, pref-erably from different sectors. In addition, they noted that ToCs should be reviewed yearly, based for example on results of HFIAS, dietary diversity scores and preferably also on developments in the area of women’s empowerment.

One important capacity building element highlighted by partners in the Central and South America region was thegradualbroadeningtheirfieldofactionfrominitiallyconcentrating on land rights for indigenous groups to incor-porating economic development options to further consoli-date local economic options as part of upholding their rights to brothering their agenda. At the end of the cycle partners incorporated climate change adaptation as meas-ures to uphold livelihoods and enhance rights.At the same time, this focus on coalition building did present some challenges. While the Client Satisfaction Survey23 of a cohort of 10 Dutch-based international NGOs

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23 Keystone Accountability (2015): Partner Feedback Report - ICCO


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and funders found that ICCO provided more capacity building support than the other INGOs in the Dutch cohort, the survey notedthatthissupportwas“generallyviewednegativelyby respondents with aspects of capacity building receiving negativeNPscoresbelowbothcohortaverages.”Thesurveyfound the greatest appreciation among respondents was for financialmanagementsupport,technicalsupporttoenhanceservice delivery, and support focusing on strengthening shared program goals and strengthening local partners’ pres-ence at the national and international levels. Respondents foundtheleastvalueinsupportfor“protectionfromthreatsandsharedadvocacy”aswellas“strengtheningthenewsandotherorganizationaldevelopment.”

PARTNER’S VIEWS ON THE EFFECTIVENESS OF CD/CSS APPROACHES UNDER MFSII

Capacity building programs often times had a multiplier effect. Especially at target group level, there was widespread appreciation of training programs, which promoted skills, competences as well as their self-esteem. The use of client satisfaction surveys and involvement of target groups in plan-ningwasviewedasagoodcommonpracticeamongmajorityof partners and contributes to overall capacity development.

However, satisfaction with ICCO depends a lot on initial expectations of partners. In the Philippines, while the FED Program provided strong support on value chain develop-ment learning, many partners stressed that they mostly valuedthedonorroleofICCOastraining“couldbeobtainedelsewhere.”InGhana, Basic Education Program partners reported that while facilitators were very knowledgeable on the theoretical aspect of new concepts such as PMEL, the trainings but lacked a practical focus.

In the Fair Climate program, southern partners expressed overall satisfaction with the program’s efforts to strengthen their technical capacity to develop carbon mitigation and adaptationprojectsbutalsointheircapacitytolobbyforclimatejusticenationallyandinternationally.However,theabrupt end to the program was said to have negatively affected somepartnersascertainprojectsendedprematurely.

Similarly, FNS and BHHA rogram partners expressed satis-faction with the support received, but noted that high staff turnoverwithintheregionalofficeshadaffectedworkingrelations. Within the BHHA program, Southern partners said

that while the programmatic approach was perceived as top down it had helped to ensure cohesion as country coalitions have served as platforms for peer reviews and advising each other in outcome monitoring. However, the results frame-work was quite complicated for some of the partner organi-zations, with many noting challenges with regard to contex-tualizing the monitoring indicators. In most cases, partners were not been involved in the development of the PMEL framework, which was further complicated by the fact that ToC development only started after the start of MFSII, hence limiting its utility in guiding program implementation.

CD/CSS Approaches Under MFSIMFSII – The Experience of ICCO’s Partners in Uganda

Implementing the programmatic approach: ICCO’s part-

ners in Uganda reported that learning to work as a

programmatic alliance as part of the transition from

MFSII had been a valuable experience, especially

with regard to sharing technical expertise, knowledge

exchange and replication of approaches. The partners

recognized that each ICCO Alliance member brought

with them strengths in different program in specific

aspects: staff from Edukans, for example, were valued

for their expertise in education and skills training

for youth; Prisma was good at mobilizing churches;

while ICCO was good at value chains. The partners

noted that the different mobilization approaches that

each partner brought also made the program more

relevant and the alliance stronger.

However, working together also brought with it chal-

lenges, as the different capacities, scales and practi-

cal difficulties of merging the different approaches

proved cumbersome. Partners however noted that

the presence of coPrisma and Edukans program offic-

ers had helped to make communication smoother.

Adapting to funding cuts: Budget cuts were the

biggest change experienced, which affected some

of the planned deliverables. However, some of these

constraints were offset by the success of the country

alliance in securing a major grant for the Agri-skills 4 You

project targeting young people in northern Uganda.


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Challenges in linking capacity development to civil soci-

ety strengthening: TEDDO in Soroti, eastern Uganda

was highlighted by program staff as an example of

an organization that was affected by high incidences

of staff turnover, but managed to maintain its opera-

tions due to the systems and structures that had

been put in place. When questioned about their

perspective, however, many partners reported feeling

“overwhelmed” by the many learning trajectories that

were introduced every few months. With partners

being expected to report on their training activities

as well, they felt that there was less time to devote

to program implementation, while there were other

donors as well. This may have had an impact on the

value of some training activities. It was also noted

that the ability of local program coalitions to adapt

and renew their programs based on these learning

activities was greatly dependent on the capacities

of the lead organization. Dynamics within the coali-

tions were also an inhibiting factor in implementing

some programs. In the case of ANPPCAN, for exam-

ple, which was the lead organization for the country

CT&D program, the high staff turnover caused delays

in implementation. In other cases, partners that lost

direct access to ICCO Cooperation felt patronized by

lead partners or coalition coordinators.

Extracted from the Civil Society Strengthening Case

Study in Uganda, 2016


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4 KEY LESSONS ON OTHER CROSS-CUTTING APPROACHES

Inthissection,webrieflyreviewtheexperienceofICCOand its partners in promoting rights-based approaches and building the capacity of its partners to build effective program coalitions.

IMPLEMENTING THE GENDER- AND RIGHTS-BASED APPROACH

In the Fair Climate program, the Gender- and Rights-Based Approach (GRBA) continued to be a core feature of the program approach. Many regional programs focused onthedevelopmentofefficientstoveandbiogasprojects,which inherently target women, leading to increased involvement of women (including in leadership roles) in community processes, taking a more proactive role in household decisions, and earning additional income througheithersavingsonfirewoodpurchasesorthroughadditional income generating activities.

Under the Basic Education program, GRBA was not always explicitly taken into account as core approach in programdesign.However,amajorityofthefourteencountryprograms explicitly stated that they aimed to address the needs of women, girl children, minorities and other target groups.Thiswasreflectedincountry-levelmonitoringframeworks where all countries kept track of the number ofmaleandfemalebeneficiariesofBEprograms.Inseveralcountries,specificprogramswerealsoimplementedtoaddress gender-based disparities in access to information. In Uganda, for example, attention to menstrual hygiene management to address high dropout rates for adolescent girls was important elements in the program. In Ghana, where female (pupils) were more disadvantaged, the program gave special considerations under a component of the program known as girl-child education promotion. In the DRC,theBEprogrambroughtaboutasignificantshiftinapproach to child rights and the empowerment of caregiv-ers for assuring quality education of their kids. The Self Help Groups are mostly composed by women and were regarded as important for outcomes such as economic development.

The (external) evaluation report of the Basic Education program concluded that capacity towards gender and minor-

ity rights needs more strategic attention, but also acknowl-edged the use of innovative bottom-up approaches in which GRBA plays an important role, such as the introduction of curriculum in sexual education and other SRHR measures and education on cultural identity. In India, claim making to enforce the Right to Education Act led to quality improve-mentsineducation,especiallymoreandbetter-qualifiedteachers, as a result of close monitoring by the communities. Girls and women were prioritized in the program, for exam-ple by membership op Self Help Groups and Girls’ clubs at school. As a result, school enrolment of boys and girls was at par by the end of the program. The follow-up program, Unite Against Child Marriage, further built on the strong involve-ment of girls and women.

Moreover, rights-based approaches were a new concept for a number of partner organizations, which required consider-able training and support. As the experience of the BHHA

programshows,itwasdifficulttofullyengagefaith-basedorganizations around sensitive issues such as SRHR, with some organizations maintaining their right to hold on to their views. However, there were also positive examples such as in Malawi where community committees have grown in their understanding of the need to tackle harmful practices such as early marriage and introduce youth-friendly services.

An ICCO Cooperation position paper by the BHHA program focusing on the application of the rights-based approach within the health sector, with special attention to the promotion of basic health and SRHR, helped to facilitate dialogue within ICCO Cooperation (for example with Prisma members) on issues related to homosexuality, abortion and comprehensive sexuality education. It must be noted, however, that country coalitions and coPrisma partner organizations were uncomfortable with some of the more contentious issues around RBA and adopted a position of ‘agreeing to disagree’. This position resonates with thethinkingofthemajorityofthepopulationinprojectcountries, who may exhibit a lack of tolerance for people who make different choices. On other (less controversial) issues, however, a number of countries (e.g. Afghanistan, Bangladesh, India, Uganda, Malawi and Zimbabwe) success-fully focused on the inclusion of marginalized groups, such


45

as people with disabilities, people with leprosy and people living with HIV/Aids. Hence, although the RBA was in many casesnotexplicitlypursued,manyprojectsdidundertakeinterventionsthatfulfilledthebroad‘righttohealthcare’objectiveoftheprogram.

In the FNS program, while monitoring data regarding empowerment of women was largely absent, the evalua-tors indicated that the focus on income generating activi-ties, savings and credit groups and entrepreneurship skills with agricultural production and nutrition education could help to increase women’s empowerment. They stressed the need for the ICCO Alliance to work on intra-household dynamics in order to obtain empirical evidence of such empowerment.

The FED program also began to see positive results from paying increasing attention for the gender dynamics in value chain development programs (beyond the mere counting of male and female producers reached). ICCO support to AgriProfocus (in cooperation with Hivos and Fair and Sustainable) resulted in an increased availability of gender experts, and the development of an online training program in gender and value chain development.

The GRBA was always been a central theme in the CT&D

program,asseeninspecifichumanrightsrelatedprogramsthat often combined gender rights and the rights of adoles-cents and children (Central America). Another example was the focus on women’s roles in programs related to access to land and natural resources, for example in programs in South East Asia and in Asia. However, the shrinking space for CSOs in many countries affected program work at coun-try and regional level. In some cases, human rights defend-ers were sent to prison for their work. At the same time, there was also a growing readiness among communities to defend such advocates, unlike in the past, which indicates progress in the area of CSS.

ADDED VALUE OF WORKING AS AN ICCO ALLIANCE

Across the thematic programs and coalitions at national, regional and global level, the MFSII period demonstrated the clear added value in working within the ICCO Alliance. It was also an important element in developing our exit strategies, as will be discussed in the next sections.

All the six thematic programs sought to facilitate regular communication, exchange and common learning among coalition members, including face2face events whenever possible. In some cases, this was also replicated at the national level, for example by FNS program partners in Uganda in 2013 (although this practice was subsequently discontinued due to budget limitations). Moreover, comparedtotheMFSIperiod,significantprogresswasmade with the formation and consolidation of partner coali-tions.InthecaseoftheFNSprogramcoalition,benefitwasachieved in several ways. First, as many coPrisma programs tendedtobemore“traditional”thanthoseofICCO,espe-ciallythroughthefocussmall-scale,rural-basedprojects,it helped the program to reach marginalized and isolated communities in some countries. Another area in which the broadercoalitionbenefittedwasthroughcapacitybuilding,for example, when coPrisma shared its training materials on climate-smart agriculture with other ICCO Alliance part-ners.Thesematerialswerealsousefulforreflectionespe-cially during face2face events.

Describing feedback from partners of the BHHA program, the evaluators noted that while it initially met with reluc-tancebecauseof“thetop-downnatureofintroduction,”theprogrammatic approach was eventually valued for its role in ensuringcohesionintheprojects.Theevaluatorsconcludedthatthecountrycoalitionshad“largelybeensuccessful”as platforms for sharing and networking, although they werelesssuccessfulin“embodyingmulti-stakeholderapproachesthatworkonsystemicchanges.”

Similar experiences emerged within the CT&D program

where the MFSII programs were successful in developing jointstrategicprogramsbringingtogetherKerkinActie’sChildren at Risk program in countries where ICCO Alliance MFSII programs were also active.

Multi-stakeholder alliances bringing together producer organizations,NGOsandtheprivatesectorwithinspecificvalue chains supported by the FED program proved to be an effective tool in delivering on the M4P approach, which refrains from subsidizing services and inputs to farmers. However, with some development organizations continu-ing to have a strong subsidy component in their service delivery it became clear that there is need to harmonize the approaches of different ICCO Cooperation partners at the country level.


46

In several programs, the shift in strategic focus under MFSII also brought to the fore that some of the existing alli-anceswere“notfitforpurpose”andnecessitatedbringingnew partners on board. In the case of the FC program for instance, most Alliance partners in the regions were new to carbon markets, which led to new partnership opportuni-ties with other programs of ICCO Cooperation, local NGOs working on climate issues, or international development aid organizations and/or governmental programs. In recogni-tion of this, ICCO designated the FairClimateFund as coordi-nator for the program from 2014 onwards.

From 2012 onwards, ICCO Cooperation and coPrisma partners in the BHHA program implemented a pilot projectinKenya,EthiopiaandUganda,aimedatexploringopportunitiesforcoPrismamemberstojointlypartici-pate in the Programmatic Approach, Co-responsibility,

Decentralization (ProCoDe) process initiated by ICCO Coooperation and Kerk in Actie in 2007. However, despite the recommendation by the 2013 evaluation team to turn thepilotintoadefinitemodusoperandiinCentralandEastern Africa Region, the pilot was discontinued in 2014, largely because of challenges in harmonizing the systems and processes of the individual coPrisma members. However, the program made progress in facilitating more issue-oriented collaboration platforms, such as ‘Framework for Dialogue,’ developed by the Ecumenical Advocacy Alliance (a strategic partner of the ICCO Cooperation), which encourages faith leaders to take a stand on SRHR issues. Inspired by experi-ences with implementation in Ethiopia and Malawi the Uganda Health Coalition also launched a similar process.

BUILDING L&A CAPACITY

All of ICCO Alliance’s thematic programs explored oppor-tunities to build partners’ capacity in L&A and to use it as a strategy to leverage partner’s collective constituencies to bring about changes in the broader environment.

The external evaluation of 35 southern partner organiza-tions recognized the contribution of ICCO Alliance’s FNS

program to international advocacy processes related to the right to adequate food, especially its role within the European Food Security Group (EFSG) of Concord and the Civil Society Mechanism (CSM) of the UN Committee on World Food Security. Special reference was made to ICCO Cooperation’s contribution to consensus and broader owner-

ship by stakeholders of the concept of Right to Food, sustain-able local food systems, the importance of nutrition and of coherence of strategies and policies impacting FNS. ICCO was also commended for putting the issue of involvement of the private sector for nutrition on the agenda. However, the evaluators noted that effectively linking achievements such as inclusion of nutrition within CFS mandate and the EFGS strategic positions papers on sustainable food systems and policy coherence remains a challenge.

In addition, the link with actors and activities in the regions was noted to be weak, with ICCO Cooperation’s coordina-tion of the FNS group of AgriProFocus in Uganda, for exam-ple, being handed over to other actors due to staff turnover and time constraints. The evaluators noted that in light of the upcoming Strategic Partnership on L&A, it is important to strengthen the links between activities and networks at international level with those at regional and national level through these emerging networks. Alignment with the Trade Food Security and Gender group of ACT EU was high-lighted as another opportunity that needs to be pursued.

In Uganda, as well as other countries such as Ethiopia, Bangladesh and India, partners noted growing political pres-sure relating to their work on human rights issues. In such cases, the strength of civil society networks was an important factor in maintaining momentum. The continued mobiliza-tion of grassroots groups, such as empowered Self Help Groups and School Management Committees, supported by higher level networks such as cluster and state-level associa-tions, has enabled them to continue to claim their entitle-ments to basic education and other public services.

However, building consistent, evidence-based L&A programs takes time and requires effective coordination with a broad range of stakeholders, including government institutions. The BHHA program, for example, realized some concrete changes in national policy in the area of disability (Bangladesh, Afghanistan) but other country coalitions tended to focus their L&A efforts at the district or regional level.

Examples of effective coalitions in the Basic Education

program included the National Steering Committee for Menstrual Hygiene Management, FENU and MLEN in Uganda, where the mix of partners contributed greatly to the success of the program. It also strengthened the capacity of the indi-vidual partner through linking and learning from each other.


47

Projectevaluationsconcludedthatdecentralizedapproachesat district level are important in ensuring more effective cooperation with local authorities and aligning efforts to local development priorities. The STAR school model was also highlighted as a useful platform for different partners to work together and promotes program integration, especially when combined with a more in-depth context analysis.

MAINSTREAMING PMEL

UnderMFSII,allthematicprogramsmademajorstridesinintroducingsimplifiedmonitoringprotocols(seeAnnex4)asafirststepinfacilitatingthecollectionofsystematic,andcomparable data, as well as their analysis. A second impor-tantrationaleforjointsystemswastheircontributiontocoalition-wide learning. Thirdly, experience was gained in mobile data collection and visualizing monitoring data.Inanevaluationsessionwithprogramofficerstheprocessof (programmatic) collaboration as backbone of the MFSII program was mentioned as something positive, in the Netherlands as well as in the South. This collaboration promoted and facilitated common learning that contributed to a further professionalization of the involved organiza-tions. This professionalization concerned technical, content wise related learning (like sharing of challenges, lessons learned and best practices), and learning related to M&E in particular increased awareness of the importance of better measurement, e.g. base lines, mid- and end-term, and knowledge and access to available tools. Negative aspects mentioned were the complexity of the monitoring protocol and the user unfriendliness of the data base system.

The development of an ICCO Cooperation learning agenda was an important tool in supporting knowledge sharing and skills development and it played a role at different levels in the Alliance: in the Face-to-Face meetings; at the Alliance level (especially within the FNS and BHHA programs), and as part of the program evaluations. In the later stages of MFSII (2014 onwards) the learning agenda really took off, although the huge diversity across the six thematic programsmadejointlearningquiteachallenge.Moreover,the lack of uniformly robust ToCs and standardized inter-vention approaches further impeded a conducive learning environment.Thisallwasinfluencedquitesubstantiallybythe restructuring of programs due to reduced budgets right from the start of MFSII, which necessitated the re-inventing or re-organizing of programs and hence losing focus. This

was an important reason for prioritizing learning issues, justaswithfundraisingandbrandinginfutureprograms.Neverthelessallprograms“didlearn”asseenintheexplorationof some of the learning questions in the external evaluations. MFSIIThe BHHA evaluation observed that effective ‘learning’ is one of the most commonly reported positive results of country coalitions especially in combination with support provided by ICCO/coPrisma through the face2face meetings. It noted, however, that learning remains inadequately institutionalized and experiences are rarely shared proactively. Participation in learningeventshasmostlyonlybenefitedalimitednumber(technical) staff members within organizations. They noted that cross-thematic learning has not been a very strong focus of organizational development interventions, with the focus being on general organizational development

Recommendations on improving the PMEL system Highlighting the learning benefits of the new MIS

systems, the FED program evaluation emphasized

the need for more robust M&E system changes and a

result-oriented management culture, especially in view

of a future, more diverse portfolio of funders. Among

their recommendations, the evaluators called for:

• A shorter reporting cycle (from the current 1.5 years)

with a simple and standardized reporting format;

• Cutting back on information about outputs to focus

on outcome data that: (a) are meaningful for real

progress of the project; and (b) include intermediary

outcomes that can help measure the validity of the

ToC and approach used while the program is ongoing;

• Aim more at measuring the performance, with less

focus on the “how and what” of a project;

• Incorporate more field visits by competent staff for

better monitoring and learning;

• Replace the large number of reviews and evalua-

tions with a smaller set of impact assessments;

• Explore the use of PPI methods and other creative

tools for measuring impact in place of traditional,

highly expensive (and frequently unreliable) meth-

ods such as randomized control trials; and

• Implement a learning-oriented M&E system that

goes beyond accountability requirements to

provide insights on which types of interventions are

effective and which are not.

(program/financial management, networking and thematic learning).


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Mobile data collection was piloted in cooperation with Akvo in Indonesia in 2012. The HFIAS survey was carried out with Akvo FLOW. Over the MFSII period upscaling of mobiledatacollectiontookplaceinfifteencountries,toAlliance members24 (Insert hier ook voetnoot zie onder) and to other themes as FED and Humanitarian Aid. The use of Akvo FLOW also boosted the development of visualiza-tions, most notably in online platforms such as infogr.am and CartoDB. These visualizations deepened the insights of understanding and learning on our programs.

Many of these lessons have been incorporated in the new reportingsystemforthethree‘FutureProofingICCO’programs. The new reporting system recognizes the insights gained from the process to develop MASP 2020 and associated change pathways and notes that these pathways–bothattheglobalandregionallevel–providethebasicfoundationofourwork.Inordertoadjustourinternal processes to the requirements of the MASP, a new process model has been developed in ICCO Cooperation as part of the Business Information Planning. This model recognizes that ICCO Cooperation’s primary process is no longer limited to grant based work, but also includes service delivery and social investments. Among other focal areasforimprovingjointlearninginfuture,theAlliancepartners highlighted the need to develop a learning strategy for the Alliance as a whole, which requires ensuring the (further) development of the ToC as well as programmatic or multi-stakeholder approaches and taking explicit action to respond to program evaluations and embed follow up actions in planning processes.

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24 DRC, Ethiopia, Madagascar, Uganda, Bangladesh, India, Indonesia, Myanmar, Nepal, Cambodia, Burundi, Mali, Bolivia, Philippines and Vietnam.


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As highlighted in the Annual Report for 2015, we adopted two overall strategies in phasing out our MFSII programs, namely: gradually ending funding to partners, while devel-oping their capacities to obtain funding, elsewhere (phase-out scenario); and building multi-sector programs with selected partners while sourcing funding elsewhere (phase through scenario). While the ideal scenario was the phase through option, the drastic reduction of funding towards theendoftheMFSIIperiod,coupledwithinsufficientcapac-ityamongsomeofourpartnersorinsufficientinterestfromdonors in some countries meant that phase out was the de facto scenario for many of our country alliances. In a sense however, the entire MFSII period has been a“transition”withthegradualshifttowardsICCOCooperation’s new MASP 2020 strategy ensuring that we had already began to reorient our work from a sectoral or thematic focus towards more integrated and long-term change pathways. As described throughout this report, while many of our thematic programs phased out in 2015, asignificantpartoftheexperiencegainedwillbeincor-porated in our new program framework, which will focus on the three interrelated themes of responsible business, economic empowerment and food security and sustain-able consumption. At the country and regional level, this means that while many good initiatives have been phased out, the new framework is also offering opportunities to buildinnovativepartnershipsfocusedonspecificvaluechains and with a focus on increased complementarity and harmonization.

Takingonemoresteptowardsamorediversifiedfutureportfolio, the three subsidiaries of Fair & Sustainable HoldingbecamelegallyandfinanciallyindependentfromFoundation ICCO at the close of 2015. This means that they will need to sustain their activities, while continuing to collaborate with ICCO Cooperation. As noted in our future proofingstrategy,thiswillenableustotapfromtheexper-tiseandfinancialinstrumentsofbothentities,enablingusto not only more impact in achieving our goals in multi-stakeholder programs, but also we design attractive offers

to potential partners. At the close of MFSII, we can therefore say that we established a strong basis for blending non-profitandnot-for-profitinterventionsinordertoachieveour overall mission: securing sustainable livelihoods and Dignityandjusticeforall.

As discussed throughout this report, the establishment and strengthening of programmatic coalitions at the national level was another important element in moving towards sustainability in the post-MFSII period. Such efforts not only focused on supporting ICCO’s partner organizations to developjointprograms,butalsotorelatetheseprogramsto their own institutional environment. This approach also has the added advantage of helping to broaden their fund-ing base. In the case of the Basic Education program, for example,ICCOAlliance’spartnersinfivecountries(SouthSudan, Uganda, India, Ethiopia, Malawi) were able to attract new funding building of the experience of MFSII. Indicating their commitment to this approach, the partners involved intheUgandaBasicEducationConsortiumsignedafive-year MoU committing ELECU as the host organization. The Consortium has subsequently managed to embark on projectsfundedbysuchdonorsasUNFPA,andUSAID.

In many cases, however, such funding is channeled to indi-vidual organizations, rather than the consortium, which highlightsthedifficultyofthisapproach.Discussingthecase of ICCO Cooperation support to the Bangladesh rural developmentorganization,NijeraKori,theexternalevalua-tors concluded that the broad funding base for the organi-zation–withonly11%ofthetotalbudgetofnearlyEUR3millionprovidedbyMFSII–wasanimportantaspectinitsability to maintain its programs for rural communities once MFSII funding had been phased out. This demonstrates a certain paradox at the heart of ICCO Alliance’s work: strong networks are made up of strong individual organizations that may not necessarily have the need, or interest, in work-ing within an alliance. Yet, as we conclude in our future proofingdocument,25veryfeworganizationscan“goitalone”inthissector,giventhecomplexityof,andmultifac-

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25 Future Proofing ICCO 2016-2018, pp. 9

5 FUTURE PROOFING ICCO COOPERATION


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eted nature of the development challenges they face. ICCO Cooperation’s own experience has shown that there is a benefittoworkingthroughnetworkssuchasACTAlliance.However, to ensure that our approaches are in harmony with those of local partner organizations will require investing considerable time and hard work. As noted in FutureProofingICCO,“Weneedtoremindourselvesthatour organization is not an aim in itself but an instrument for ourmission.”26 To build a true future-proof organization will thereforerequirenotonlyfindingfinancing,butalsogenu-ineentrypointsforjointaction.ThiswillbethetruetestofICCO Cooperation in the years to come.

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26 ibid

DETAILED THEMATIC PROGRAM REPORTSANNEX 1:


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GLOBAL PROGRAM FED

DATE OF COMPLETION 26 MARCH 2016

AUTHOR ANDRÉ VORDING

ORGANIZATION(S) ICCO, YENTE, ZZG

PERIOD COVERED 2015

INTRODUCTION TO THE PROGRAM

Being the last year of MFSII, our activities in 2015 were primarily focused on consolidation. Given the diminishing funds and unclear future funding perspectives, we aimed to ensure the smooth phase out of intervention, while also developing new programs for the post-2015 period, in line with our new strategic orientation under MASP 2020. In general, this resulted in each region or even country articulating the interventions that were most promising from a fundraising perspective such as stronger alliances with local private sector actors, more focused support of selected producer organizations, and contributing to a strongerlinkbetweenfinancialservicesandinclusivevaluechain development. The external program evaluation cover-ing activities for the 2011 to 2014 period also concluded that the multi-actor multi sector programs were much more effective than stand-alone funding of individual partners. Therefore, in short 2015 was a year of phasing out inter-ventions, and implementing new approaches.

KEY OUTCOMES IN 2015

By the end of 2015, the program had realized or exceeded almostallofitsprojectedoutputsandoutcomerelatingtothethreeprogramobjectives[seeAnnex4].

Underthefirstobjective,whichaimedtocontributetostrengthening rural entrepreneurship, includinith improved capacity (226) and those able to operate on private sector terms (40).

Withregardtothesecondobjectiveoncontributingtoinclu-sive value chain development in partnership with companies and SMEs, we helped to connect more than 100,000 small-holder producers (target was 75,000) of whom 52% were female. In the area of improved access to suitable and afford-

ablefinancialservices,ourresultsexceededexpectationsandincluded: expanding outreach of MFIs to more than six million rural clients (target was one million); double the number of targetMFIsthatdevelopednewinnovativeadjustedproductsfor the poor (124 MFIs) supporting 280 MFIs to improve their social performance (target was seventy). In addition, our partner Yente exceeded its targets in the area of contributing to improved income for female entrepreneurs, managing to match nearly 200 female entrepreneurs with Dutchbusinesses(targetwasfifty)withDutchbusinesses,and providing capacity development support to seventeen networks of female entrepreneurs (target was ten).

Overall, we managed to achieve our intended results by the end of 2015, with the main exception being the very organization-specifictargetssetbyourpartnerSharePeople(which ceased to exist by the end of 2013). ICCO Cooperation continued to cooperate with the private sector as well, but not based on the same approach of Share People, which had proved to be neither sustainable nor scalable.

REFLECTION ON THEMATIC PROGRESS

Over the past years, the FED program has been increas-ingly oriented towards multi-sector collaboFSAS). One staff memberjoinedFSASwhilesomelocalstaffwereattachedtotheICCOregionaloffices.ThecooperationbetweentherestructuredICCOTerrafinaMicrofinance(aspartoftheICCO brand), with Rabobank and Oikocredit continues to underpin our link to MFIs. In four countries (Senegal, Burkina Faso, Rwanda and Ethiopia), the support to rural financialservicedevelopmentwillbecontinuedincoopera-tionwithTheMasterCardFoundationintheSTARSproject.InBurundiruralfinanceisdevelopedwithEKNfundingundertheMicro-Finance,Agri-financeandValueChains(MAVC)project.

ICCO Alliance partner Yente, which will cease to exist in the firsthalfof2016,implementeditsfemaleentrepreneurshipprogram in Bolivia, Peru, Kenya and Ghana. The activities in Bolivia will be continued by ICCO in 2016.

OVERVIEW OF KEY RESULTS, PER REGION

West Africa

The regional strategy of focusing on a limited number of value chains, especially shea and sesame with a view to significantlyscalingupthesechains,haspaidoffquitewell

FAIR ECONOMIC DEVELOPMENT


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both in terms of increased outreach to (mainly female) producers, expanding the cooperation private sector and attracting new donor funding.

Shea value chain development had a good start in Burkina

Faso, Mali, Ghana and Benin. The program worked on improving the quality of shea kernels collected and link-ing women’s producer groups to local processing compa-nies such as FLUDOR in Benin, Olvea in Burkina Faso and SOATF in Mali. In total around 30,000 women supplied over 2,300 MT of shea kernels to local companies, enabling them to increase their income by between 10 to 23%. ICCO also cooperated with the Global Shea Alliance to further promote shea in the region.

In Ghanavegetablefarmergroupswerelinkeduptomajorvegetables wholesale outlets like Freshmark, Eden Tree, and Melcom. A total of US$ 302,746 worth of vegetables was commercialized in 2015.

ICCOTerrafinaMicrofinancecontinueditssupporttofinan-cial sector development in Senegal, Burkina Faso and Mali. This support included capacity development based on Micro-Score assessments of MFIs; new loan product development such as group solidarity loans and including warehouse receipt lending; support for self-assessment of MFIs in social performance measurements; and lobby and advocacy (L&A) foranimprovedenablingenvironmentforinclusivefinance.,Central and Eastern AfricaCentral and East Africa continues to be one of the strongest ICCO Alliance regions in terms of implementing the bottom up approach to value chain development, strengthening producer organizations and their networks, and develop-ingtheirlinkstotheprivatesector.Throughitsfinancialservicesprogram,ICCOTerrafinaMicrofinancecontinuedto strengthen local MFIs, develop and test new loan prod-ucts and further intensify the link between inclusive value chainsandinclusivefinance.

Ethiopia:TheMaltBarleyprojectincooperationwithHundee, EUCORD and Asela Malt Factory (daughter company of Heineken) continued to be rolled out. The total number of cooperatives engaged increased to sixteen (out of the planned eleven), productivity tripled from 2,500 kg per ha to 7,500 kg per ha due to better seeds and farming practices, while product quality was improved as well. This

contributed to increased ex-farm gate prices of up to 23.5% (from 8.50 ETB to 10.50 ETB per kg). The capacities and performance of the cooperatives also improved. Moreover, valuechainactorsincreasinglyprovidedembeddedfinanceand inputs on credit, boosting the development of the chain.

Kenya: A successful intervention in the country was the cooperation with the social enterprise of partner Help Self Help Centre (HSHC) in the Mount Kenya region, focusing on oilseeds (croton and cape chestnut) that were collected by 4,167 farmers (72% female). The oil processing plant is now working at 70% capacity, so there is scope for additional supply. The company also sells animal feed (as by-product of oil pressing) to smallholder holders.

Rwanda: The FED program focused on strengthen-ing producer organizations in the rice and maize value chains as well as banana, cassava mushrooms, and fruits. Cooperative members (53% female) managed to increase productivity by up to 50% due to better seeds and farm management practices. Over 5,000 farmers were trained in post-harvest management and 2,000 youths were trained in entrepreneurship and agri-business. Seventeen coopera-tives established a National Federation.

TheICCOTerrafinaMicrofinanceprograminCentralandEasternAfricacontinueditssupporttoMFIsandfinancialcooperatives in Rwanda, Ethiopia and Burundi to develop the inclusivefinancialservicessector.SimilartotheapproachusedbyICCOTerrafinaMicrofinanceinWestAfrica,suchsupport entailed developing MFIs’ organizational capacities, loan product development and self-assessment. In 2016 thefinancialsectorsupportedinEthiopiaandRwandawillbecontinuedintheSTARSprojectwithTheMasterCardFoundation,whilethesupportinBurundiisfinancedbytheEKN.

Southern AfricaDue to diminishing core funding, ICCO Cooperation decided tocloseitsregionalofficeinSouthAfricabytheendof2015. The MFSIMFSII funded interventions were concluded, while some interventions were developed with new part-ners. In South Africa, this primarily involved private sector parties, while in Madagascar programs were developed with funding from the EU and other donors. In Malawi the cooperationwithChristianAidtojointlyacquireexternalfundingwasintensified.


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In Madagascar,partnershipsincludedtheprojectwithIDH and Sangany on sustainable spices (cloves), and the land registration initiative co-implemented with the Land RegistrationOfficesandpartnerFIANTSO,whichincreasedthe land rights of smallholder farmers.

In South Africa ICCO Cooperation cooperated with the Fair Trade Label South Africa (FLSA) on achieving Fairtradecertificationforsmall-scalesugarproducers(52% women). Together with the Association for Rural Development (AFRA), ICCO Cooperation also supported a localorganizationworkingonlandrights,benefiting250farmers. Moreover, we supported another partner, the Farmer Support Group (FSG) in training 500 farmers on climate smart agriculture and connecting them to SPAR and FamSave supermarkets in the Netherlands.

In Malawi, our support enabled three member coopera-tives of the Rice Union to export 30MT of rice to Zimbabwe, valued at US$ 28,812. The process to establish an oilseed cooperative union started in 2015 and is due to be completed by 2016. ICCO Cooperation also continued to supportthericeplatformtodevelopalevelplayingfieldinthe rice value chain.

Central AsiaIn Kyrgyzstan, ICCO continued to support the organic move-ment,enablingfivevillagestoattain“organicvillage”certifi-cation, involving 800 farmers. The gradual phasing out of the LocalMarketDevelopment(LMD)projectduring2015wasa success, as many farmers groups had been connected to processors and buyers during the MFSII period.

In Tajikistan,wheretheLMDprojecthadnotreachedthesame level of maturity in 2015 (both because of the context andalaterstartoftheproject),wecontinuedtoprovidedirect support to more farmers. This included training and supporting producer organizations in establishing links with the private sector. One of the successful outcomes is thecontinuingriseofexportsfromNorthTajikistan(Sughd)due to links with Russian traders.

Thewalnutvaluechaindevelopment,ajointinitiativeofthe local company Vega Plus, Dutch Intersnack, Fair Match Support and ICCO, also continued to develop. In 2015, the firstshipmentsof40MTFairtradecertifiedwalnutstotheNetherlands (selling at the premium price of EUR 0, 50 per

kg) to the Netherlands was realized. In this initial phase, two-hundred farmers were involved.

South AsiaIn India, the FED program reached a total of 55,701 farmers through its cooperation with seven implementing partners. Oneofthejointinitiativesstartedwasthecollectivemarketingof various commodities such as vegetables, non-timber forest products, pigeon peas, turmeric and fruits. The ICCO Value Chain Development Team in Jharkhand facilitated the devel-opment of value chains for chili, tamarind and lac (a natural resin) value chains and is now better positioned as a service provider in the further development of value chains. The team delivereditsfirstfee-basedtrainingontheM4PapproachinNovember 2015 and was hired by IDH to undertake an analy-sis of the grape sector starting in December 2015. ICCO India cooperated with the government in the co-implementation of several public livelihoods programs, such as the Jharkhand State program with a target of 700,000 farmers (50% female). This provides a good basis for undertaking innovative L&A activities.

South East AsiaBy the end of 2015, L&A activities supported by the FED program in the Philippines had contributed to nine policy measures aimed at improving the enabling environment for inclusive value chain development. Other results included support to 128 emerging producer organizations and connecting 14,286 smallholder producers to value chains thereby increasing their income. Additionally, 800,000 indi-vidual farmers were reached by MFIs and producer organi-zationsthroughthefinancialservicesprogram.

The Haciendera and rice-duck programs proved successful in supportingAgrarianReformBeneficiariestobecomesuccess-ful farmers connected to value chains. However, the expected scaling up of these initiatives through market dynamics did not occur, pointing to the need for establishing stronger market connections when supporting successful business cases. Another lesson learned was that in the initial phase a value chain facilitator is needed to support growth of these chains.

The nutmeg value chain in the North Maluku province of Indonesia–acooperationofIDH,ICCOCooperationandtwolocalcompanies–hasinvolved3,000farmerssofar.Throughintroducing measures to enhance the quality of nutmeg farm-ers were able to increase their income by at least 10%.


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Central AmericaThe program in Guatemala, Honduras and Nicaragua

continued to contribute to the strengthening of agribusi-nesses and producer organizations as well as inclusive value chain development. Twenty-six companies (twenty-one inGuatemalaandfiveinHonduras)andfifteenBDSwereengaged in the program in 2015, with some of the service providers increasingly working on a fee basis or implement-ing an exit strategy. Some results in 2015 included strength-ening the capacities of around 118 producer organizations and improving working conditions of workers in the coffee and horticulture sector. The program also supported multi-stakeholder initiatives in the three countries to strengthen theoverallenablingenvironmentforinclusivefinanceandvalue chain development.

South AmericaBrazil:ICCOsupportedthesmall-scaleprojectsprogramofitspartnerCESE,whichaimstobenefitover20,000people.With support from the Ford Foundation, ICCO strength-ened indigenous Quilombolas communities in the north (Tocantins) and northeast (Maranhão) region of the coun-try. The program also worked on women’s empowerment, both in production processes and decision making. The program developed the capacity of one dozen cooperatives involvedinpulpandjuicesandworkedwithpartnerstoimprove the enabling environment.

Bolivia: The FED program supported 95 producer organi-zations involved in a variety of products such as camelid, potatoes, vegetables, amaranth, dairy products, yogurt, cheese,honey,aromaticherbsflour,gooseinconnectingtolocal markets. The program reached close to 60,000 farm-ers (52% female), and organized such support activities as facilitating technical innovations and knowledge sharing. The TAMBO fair promoting local cuisine attracted 32,000 visi-tors, where 80 representatives from local restaurants and 75 producer organizations were able to promote their products. Five hundred and sixty communal and municipal authori-ties, as well as 360 (45% female) agricultural promoters were trained in municipal management, strengthening their organizationsandleadership.Womenalsoreceivedspecificsupport in the areas of production, marketing, processing and awareness raising on their rights.

Peru: The program reached over 20,000 farmers (56% female) involved in a variety of products, such as trout,

camelids, native potatoes, vegetables, quinoa, amaranth, dairy products, honey, herbs, avocado, tuna, taro, peppers and peanuts. Through improved market link-ages, farmers were able to increase their income by up to 25%. The program has helped to increase the partici-pation of women in economic empowerment initiatives and strengthened L&A initiatives in the area of ecologi-cal family farming, which now represents over 20% of total agricultural production. ICCO Cooperation also supported the international fair Mistura, where small-holderfarmersfrommorethanfifteenregionsofthecountry were able to promote a high variety of fresh and processed products.

Paraguay: The FED program in Paraguay supported Paraguay Organico, a network of producer organizations, companies and NGOs involved in sustainable production of sugar cane, stevia, cotton and sesame and develop-ment of related value chains. During the MFSII period, the program reached over 23,000 farmers (46% female) and supported 35 producer organizations, as well as 320 technicians and trainers involved in providing agricul-tural training services. Another 715 school graduates were trained as agro-ecology trainers.

Surinam: The program was implemented by ICCO part-ner ZZg, focused on developing three value chains for podosiri (acai, a berry), pomtayer (a tuber popular in Surinamese dishes) and vegetables, through support-ing smallholder producers in the hinterland. These crops have demonstrated good market demand and stable prices. However, the capacity of NGO partners in supporting the development of these chains remains rather weak, despite strong technical support provided by external consultants. The EU has indicated strong interest in supporting production of sustainable products such as podosiri in Suriname over the next few years, which might provide an opportunity to continue to work on these value chains.

Bolivia and Peru: ICCO Alliance partner Yente worked with three-hundred women entrepreneurs in the two countries to increase their knowledge, connect and share experiences (through events such as matchmaking events and networking breakfasts). A group of 38 female entre-preneurswhofinalizedtheintensiveentrepreneurshipprogram was subsequently able to increase their sales.


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PROGRAMMATIC APPROACH

As highlighted in the country experiences above, consider-ing the dynamics in the donor funding landscape, investing in multi-sector and multi-stakeholder cooperation is the most effective and sustainable option for implementing FED programs.ThisalsoresonateswiththefindingsoftheFEDevaluation.Withinspecificcountrycontexts,suchanapproachoffers a more convincing rationale for prospective donors, as impact, scale and sustainability get a much stronger empha-sis in this approach than in conventional approaches. This requires a different role of ICCO, which has gradually devel-oped over the past years: more linking, structured capacity development, results based monitoring, adapting and rolling out innovative approaches proven elsewhere (such as M4P).

CAPACITY DEVELOPMENT

Capacity development became increasingly structured within program activities in the MFSII period, particularly throughtheuseoftheSCOPEinsightmethodologytoobjec-tively assess the strengths and weaknesses of producer organizations. Based on these scans, tailored, yet largely modular capacity development support could be provided toproducerorganizations.Towardstheendoftheprojectperiod follow-up assessments had been scheduled to assess if improvement in capacities had been achieved, prior to gradually phasing out ICCO support.

This structuring of support follows similar developments in themicro-financesectorinthepastdecade,whereobjectiveassessment of capacities with Micro-Score as well as tailored support with modular packages has become common. This approach has resulted in more measurable results of capacity development support, thus increasing the effectiveness of the microfinancecomponentintheFEDprogram.

COMPLEMENTARITY & HARMONIZATION

The changing funding situation of ICCO Cooperation has resulted in many good initiatives being phased out, but at times also led to new funding and partnership opportuni-ties. As these interventions are often very country and chain specific,complementarityandharmonizationbecomesa natural ingredient of such approaches. The main chal-lenge in this respect is with the M4P, or Market Systems Development (MSD) approaches, which focus on developing

the capacities of actors in a respective sub-sector or value chain and refrains from subsidizing services and inputs to farmers. While this is the only approach that can provide scalability and sustainability, many other development organizations still work with conventional approaches that have a strong subsidy component in service delivery. If both approaches are carried out in the same sector or area, the scope for an M4P/MSD approaches is undermined. So, harmonization of approaches between various stakehold-ers, including donors, remains important in this respect.

THE GENDER- AND RIGHTS-BASED APPROACH

A gender sensitive approach in value chain development is gradually gaining momentum. While a few years ago gender disaggregated outreach data were hard to get, there is now an increasing attention for the gender dynamics in value chains (so beyond mere counting of male and female producers reached). ICCO Cooperation’s support to AgriProFocus over the past years (in cooperation with Hivos and FSAS) has resulted in an increased availability of experts in the countries where the network is active. Moreover, based on the training meth-odology an online training in gender and value chain devel-opment was developed in cooperation with these partners (http://agriprofocus.com/introduction-to-gender-in-agri)

OTHER ISSUES

Over the past years, both due to increased program implementation experience as well as reducing core funding, the different regions have developed their own approaches to fair economic development. Gradually the value chain focus has become more common. The mainexceptionsareinIndia−whereinterventionsaremorealliancebasedindifferentvaluechains−andSouthAmerica, where agro-ecological agriculture has become more of a sectoral approach with value chain develop-ment aspects, including links to restaurants and consum-ers. In the changed funding landscape, it is important to demonstrate outreach and impact, as well as sustain-ability in order to access funding. By implication the FED program has good potential for becoming sustainable as withtherightapproachallactorshavefinancialbenefitsin a rather short time span, unlike some other non-economic sectors in the public goods domain. Increased attention for scale and sustainability in FED approaches will further enhance this potential.


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FOOD AND NUTRITION SECURITY

GLOBAL PROGRAM FNS

DATE OF COMPLETION [DATE OF COMPLETION]

AUTHOR MARIJKE DE GRAAF

ORGANIZATION(S) ICCO, WOORD EN DAAD, TEAR, DE VERRE NAASTE

PERIOD COVERED 2015


Beingthelastyearofthefive-yearMFSIIprogramthefocus in 2015 was on consolidation of program coalitions and results as well as phasing out strategies. An extensive external evaluation took place, with direct involvement of regionalprogramofficersandpartnerorganizations.Inaddition the design and preparations for the MASP 2020 and the Strategic Partnership with the Ministry of Foreign Affairs (MoFA) covering the period 2016-2020 demanded due attention. Continuous efforts were made to mobi-lize additional funding for FNS programs, often times in combination with value chain development and/or Making Markets Work for Poor (M4P) approaches. In this process we increasingly incorporated emerging concepts such as nutrition-sensitive value chains, agro-ecology and sustain-able food systems. The ICCO Alliance continued to lead the process of common learning and policy development on agro-ecology and the link with our food security as well as economic development agenda.


According to the Monitoring Protocol, the FNS program had achieved its target of contributing to improved food and nutrition security for 280,000 households by the end of 2015 (with a total of 300,000 households reached). While the external evaluation carried out at the end of 2014 had also concluded that the program was on track to achieve this target, the evaluators had also noted that the greatest improvements occurred in Bangladesh (77,586 households) and Madagascar (52,363 house-holds), where MFSIMFSII funding was supplemented by significantcontributionsfromotherdonors,suchasEKNand the EU.

Theseobservationspointtothedifficultyofaccuratelyassessing when a household has actually improved its food and nutrition security situation. While the introduction of the HFIAS indicator, and to a lesser extent the dietary diver-sity score and the Akvo FLOW tool, has helped to generate better data, some country programs were constrained by the lack of a solid set of baseline, mid-term and end line data to enable these comparisons.

Looking at the number of partners and organized target groups,thefinalfiguresfarexceededouroriginalestimates,which is explained by the fact that more partners and organized groups were needed to reach out to the targeted number of 280,000 households.

One of the areas where the program fell short of its goals was with regard to direct poverty alleviation where, compared to international benchmarks, the funding available was not sufficienttoreachthetargetednumberofhouseholds.Withthe increased focus on production and access to local markets, italsobecameclearthattherewasnotsufficientclarityonthetypes of households and groups that should be the focus of the program on the ground, which also had an impact on strate-gies for graduating the households receiving support in order to ensure long-term sustainability. Given the vulnerability of ultra-poor households, one of the insights gained as MFSII drew to a close is that it is better to include the poorest groups in social protection programs rather than in more market-oriented development programs. To this end, it may also be necessary for local lobby and advocacy (L&A) to address the inclusion of ultra-poor groups in public and privately supported social safety nets.


With an ever-growing world population and a rising demand for food, there are more opportunities for smallholder farm-ers to enhance their livelihoods by selling their surplus in local markets and beyond. To seize such opportunities, however, farmers need to sustain their production at a time of increased climate variability. There is broad consensus that to enhance opportunities for smallholders, there is need to strengthen the overall agro-food system to ensure adequate investments in climate-resilient agriculture, local markets and rural development. Such investments have potential for sustaining rural livelihoods, and increasing the availability of and access to diverse and nutritious sources of food.


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While small-scale producers are becoming better organized and equipped to demand accountability of government, there is still ample room for increasing the capacity and legiti-macy of their organizations. In order for systemic change to occur, the concept of the Right to Food (focusing on access to productive resources and quality services, especially for women and youth), combining advocacy for effective policies and programs with promotion of accountability of public and private actors, requires continued attention. In 2015,

Given the need to gather end line data, we placed special emphasis on applying the HFIAS tool among target house-holds, making use of the Akvo FLOW mobile application. The program also promoted related tools for gathering and processing the data as valuable assets to be included in funding proposals as well as service portfolios.

An important milestone in 2015 was the launch of the Food and Nutrition Security Portal, in coordination with Akvo, hosted on the Akvopedia web platform. This enabled the FNS program to put in place a mechanism to support the system-atization of knowledge, data and learning beyond MFSII. In addition, we published a series of blogs on key program themes helped to update regional staff and to showcase ICCO Cooperation'strackrecordandexpertiseinthisfield.


During the MFSII period FNS partner organizations have increasingly been stimulated to complement each other's activities and to collaborate, to share experience and knowl-edge amongst each other and with other stakeholders. The FNS end evaluation concluded that the established FNS coali-tions have further contributed to partners' understanding and technical capacity of several dimensions and practices regarding sustainable food systems - often innovative in their context and to their result orientation and networking. The evaluators noted an added value of FNS partner coalitions for systemchange,whichhasnotbeentappedsufficientlyyet.Coherence and internal synergies of FNS coalitions need to be further strengthened and in some countries, stakeholders withanactivistprofileshouldbeinvolved.

In addition, the evaluators concluded that the concerned indi-vidual partners and FNS coalitions that were involved in advo-cacy,havebeenabletoupscalefrontlineoperationalfieldexpe-rience in national strategies or policies. While not all partners

and coalitions were strongly involved in advocacy, most part-ners in most countries have gained recognition as implement-ersandhavebeenabletofindalternativefundingforprojectimplementation. The ICCO Alliance has been actively brokering thisfinancialup-scalingbyparticipatinginprogramconsortia,by setting-up programs with seed money, by developing insti-tutionalpartnerships(starting),byusingourfinanceaslever-age for external funding, and by carefully starting advocacy towardsotherdonorstoinfluencetheirpriorities.

Based on their observations and given the new roles of the ICCO Alliance in consortiums, institutional partnerships andfinancialupscaling,theevaluatorsidentifiedthatICCOCooperation’s added value could lay exactly in safeguarding the focus FNS and questioning or addressing assumptions and conditions to effectively impact FNS. They recommended to intensify our role regarding assessment of FNS and 'sustain-able food systems' and capitalization of good practice on FNS, regarding intersector learning and for further facilitation of organizational capacity development of FNS partner coalitions.

OVERVIEW OF COUNTRY-LEVEL RESULTS PER REGION

Central and Eastern AfricaUganda: The last few years were characterized by a gradual decrease in the operating space for civil society, as well as prolonged drought in the north-eastern part of the country. The FNS program reached more than 11,000 households in the target areas, with around 70% of households real-izing increased food production. The end line HFIAS data for a sample of 414 households revealed the following: 22% food secure; 34% moderately food secure; 5% mildly food insecure; and 42% severely food insecure, which could be attributed to the prolonged drought. The Monitoring Protocol data also reveals that women were successfully involved in FNSprojectsandtheintroductionofnewtechniquessuchasdisaster risk reduction, conservation farming, cost-sharing mechanisms and a market orientation were well received.

Village savings and loan associations (VSLAs) were a success-ful means of organizing at the local level and served economic as well as social purposes, especially for women. However, Lobby and advocacy (L&A) on the Right to Food and access to land was limited. Through the programmatic approach, the projectpartnerswereabletoundertakemutuallearningandplanning processes, involving, among others, ICCO, Tear and ‘BroederlijkDelen.’ Nevertheless, there is still room for more strategic collaboration in both the Lango and Teso coalitions.


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TherelatedFDOV-fundedFlyingFoodprojectinKenyaandUganda continued with TNO, ICCO Cooperation and other part-ners.Productionwaspilotedandamarketstudywasfinalizedas input for the marketing strategy to be implemented in 2016. Giventheinnovativecharacterofthisprojectimplementationmore time was needed to design a contextualized market-based model, which will be tested during 2016.

Ethiopia: Tear NL works in the SNNPR and Oromiya regions, primarily through self-help groups focusing on conservation and homestead farming, and income generating activities based on the community-managed disaster risk reduction (CMDRR) approach. Gradually, higher-level structures were established, facilitating representation vis-à-vis authorities. In total over 11.000 households were reached, although interventionsandresultsduring2015weresignificantlyaffected by the prevailing drought. Efforts to link with ICCO Cooperation's Fair Economic Development program coali-tion had not led to concrete results by the end of the report-ing period. Capacity development was primarily focused on technical issues, with exit strategies centered on the estab-lishment of local resource centers, as is the case in India. The so-called Protracted Crisis Partnership will continue in 2016, including the SNNPRs partner.

South Sudan: More than 2.8 million people have been displacedcontinuingconflictandinsecurityinthecoun-try. Given the context, FNS interventions focused on direct povertyalleviation.Thehighinflationratesandassociatedbanking crisis affected the operations of most development organizations. ICCO worked closely with (local) government staff, trying to overcome challenges of bureaucracies and to boost their technical and extension capacities. The main activities facilitated by the program included the provi-sion of agricultural inputs and extension services for home consumption and local markets, strengthening of producer organizations and VSLAs, and basic business skills. In total about 1,330 households were reached.

Since the security situation and prolonged drought affected implementation and results during 2015, it is expected that food insecurity will increase during 2016. In order to respond to drought and climate variations, the program paid attention to high yielding, drought tolerant seeds and shortcyclevarieties,usingfarmerfieldschoolsandtheVSLAs to support farmers to adapt their seasonal planning accordingly. Radio talk shows and community dialogue

processes were another important mechanism for facili-tating transfer of knowledge addressing issues such as violence against women and children and the inclusion of women, youth and people with disabilities. While the large distancesbetweenprojectsmadeitdifficulttoimplementthe programmatic approach, ICCO continued to take oppor-tunities to align its intervention strategies with other devel-opment actors such as UN agencies, INGOs and EKN.

The Democratic Republic of Congo (DRC): The coun-try was marked by increased political tension due to the impending presidential elections in 2016 and the move by President Kabila to change the constitution to pave the way for a third term. The worsening political climate further contributed to a shrinking space for civil soci-ety and the continuation of human rights abuses and sexual violence. Through combining forces with ICCO’s ConflictTransformationandDemocratizationprogramwe were able to pay attention to the promotion of liveli-hoods, income generation and leadership among women. 43 mutual solidarity groups were established, reaching at least 785 households, while also addressing land govern-ance issues in North and South Kivu provinces with direct involvement of rural as well as urban communities. It is foreseen that ICCO Cooperation will withdraw from DRC in 2016 due to budgetary limitations.

West Africa: The FNS program in Burkina Faso, Benin andMaliisjointlyimplementedwithcoalitionsoflocalpartners. Support is given to integrated sustainable agri-cultural development, marketing of food crops, processing of agricultural products, water management, environ-mental restoration, and improving the nutritional status of women and children. To diversify income generating activities are promoted several warehouse models are being tried out. A lot of attention goes to the integration of FNS in decentralized planning and services and local claim making capacity.

In Burkina Faso a coalition of eight partners of ICCO and Woord en Daad successfully implement the EU-funded PROSUNUT program. Cooperation with the Infant Baby Food Action Network (IBFAN) has facilitated mainstream-ing of nutrition in food security programs, while links with Réseau Africain Pour le Droit à l'Alimentation (RAPDA) and the SUN-CSO coalition has strengthened positioning and L&A at national level.


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In Benin partners managed to effectively make use of the on-going decentralization process to include FNS in local development programs and budgets.

Southern AfricaSouth Africa: The country was hit by dry spells and drought, reducing agricultural production by over 20%. ICCO Cooperation’s internal reorganization, including staff turno-ver, affected program implementation. Nevertheless further integration of FNS with the FED and Fair Climate programs took place. With new national land tenancy arrangements focusing on land leasing in combination with mentorship, which has been revealed to further marginalize disadvantaged people, our partner, the Association for Rural Advancement (AFRA) helped 250 farmers with their land claims, while continuing L&A for improved land governance. With a combi-nation of applied research and capacity development on climate-smartagriculture–facilitatedbyseveralresearchinstitutes - the program, reached out to seven-hundred farm-ers,71%ofwhomadoptedthefinalrecommendations.InarelatedprojectsupportedbyICCO’sCooperationFairClimateprogram, the Nokopela group did very well, producing vege-tables for the SPAR and Fam Save supermarket chains as part ofthesuccessful“buylocal”campaign.

As part of another collaborative initiative with the Tshintsha Amakhaya Coalition, representing ten NGOs working on agrarian transformation throughout South Africa, the program contributed to stronger awareness and apprecia-tion of women’s rights and leadership skills. Tear NL and Dorcas partners continued their activities as planned during 2015 and implemented a common external evaluation. ACAT, one of Tear NL’s partners, has monitored impact at household level on a yearly basis, using the HFIAS tool. The averageresponsesreflectedasteadyreductioninfoodinse-curity from 63.8% in 2011 to 10.7% in 2015. This not only demonstrates effective interventions on the ground, but also increased capacity to monitor and systematize results.

Based on the Monitoring Protocol it can be concluded that these interventions contributed to improved food secu-rity among at least 2,445 households. Despite such gains, however, sustaining and amplifying results after the MFSII period remains a huge challenge.

Madagascar: Afterfiveyearsofpoliticalimpassetheinstall-ment of the new government marked the start of a national

reconciliationprocessandidentifiedpovertyreductionthrough inclusive growth as a key priority. Nonetheless, actual implementation has been hampered due to lack of financialresourcesatnationallevel,affectingalsotheexist-ingmicrofinancenetwork.

The ICCO team consolidated strategic choices: concentrating on one geographical zone, partnering for complementarity and fund mobilization, while focusing on inclusive value chain development, mainstreaming nutrition, climate change resilienceanddisasterriskmanagement.Theprojecthaspromotedagroforestrytechniquesandagriculturaldiversifi-cation resulting in improved food security for forest commu-nities in the southeastern part of the country, who are among the most vulnerable groups. Another tangible result of ICCO’s long-term contribution to women’s empowerment was the awardingoflandcertificatestowomen.Alltogether14,362households have been received support for income generat-ing activities, while 67,372 households have improved their food security, based on the HFIAS scores.

South AsiaNepal: The overall aim of the program is to sustainably improve livelihoods of marginalized target groups, building on existing groups and cooperatives. The strategy towards sustainability is based on business acceleration and impact investment for start-up agro-businesses. Disaster risk management is being mainstreamed. While the new constitu-tion provides a basis for sustainable development, the earth-quake and the Indian economic blockade have had dramatic impact on overall development. In the given circumstances good rehabilitation work has been done through the Center for Community Development (CCDN) and the ACT Alliance Nepal, reaching out to 6,000 households.

The livelihoods approach includes attention for access to and control over productive resources, capacity building as well as behavioral change communication for improved nutrition and care practices. This integrated approach has potential for scaling in remote areas, once required funding can be mobi-lized. For more urban areas the business acceleration and social enterprise approach holds potential, as demonstrated by the Rockstart social business acceleration program, which turned out to be very successful. Practice has shown that it is important to take functioning local cooperative and community based organizations as a starting point, facili-tating participation and future scaling. ICCO Cooperation


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has demonstrated its track record on M4P, ToC and M&E approaches and tools, while hosting AKVO Nepal. Capacity development focused on M4P approach, Akvo FLOW and Akvo RSR (Really Simple Reporting (RSR).

India: Through the World Trade Organization, the national government is under pressure to reduce pubic distribution programs, market price support and other input subsidies for agricultural products. The overall position of women remains weak, while low size landholdings and negative effects of irregular climate (change) negatively affect the possibilities of the targeted small holders.

As MFSII drew to a close, the geographical focus on East and North East India (Assam and Odisha) was consolidated, as well as the multi-stakeholder approach, with involvement of research institutes and companies like Amalgamated Tea. India ICCO is linked to the Global Right to Food Network, through which FNS related issues haven been addressed. In theprojectareastheincreasedawarenessonnutritionanddiet especially for women and children has brought about behavioral changes. The Akvo FLOW tool has been effectively usedtomonitorandenhancevisibilityofprojectactivities.Some of the results achieved by ICCO partners included: • the promotion of camel pastoralism and conservation (Sahjeevan);

• supporting seven-hundred female vegetable producers and producingsixvideosonnutrition+production(Udyogine);

• reaching 5,800 marginalized households with a focus on organic farming and marketing (Sodi);

• and the adoption of sustainable agricultural practices among nearly 15,000 households served by the Assam andOdishalivelihoodprojects,aswellasinChaupal.

‘De Verre Naaste’ partner EHA successfully worked with community groups on watershed management and multi-functional resource centers, actively involving women at all stages. RPCNEI, also receiving support from DVN, success-fully engaged in 24 villages, reaching out to 5,566 house-holds and helping to improve their production skills and self-esteem. Although the overall Right to Food campaign did not lead to concrete follow-up at village level, efforts to improveaccesstolandbenefitted32farmers,whilein22villages sanitation has improved. DVN partners noticed a gradual shift from charity to an empowerment/entitlement approach. For both DVN partners unfortunately the desired link with the FNS ICCO Alliance did not materialize.

Bangladesh: Amidst steady macro-economic growth, political space for civil society is ever more limited. Space is granted mainly for service delivery while L&A on rights, politically sensitive issues or religious matters remain restricted. A rise in Islamic radicalization has also been observed. The various programs (including PROOFS, SMART and FNS) blended FNS and FED interventions to support a pathway for change in rural Bangladesh, while mainstream-ing Fair Climate and WASH elements, as well as attention for financialsustainabilityandinnovation.

Experience has revealed that the needs of marginalized groups can best be addressed by facilitating access to government safety nets. Frequent monitoring is important to check if things are done right, the right things are done and the assumptions were right, or whether interventions should be adapted.

Due attention for access to land and water for marginalized farmers has been given, reaching out to over 8,000 house-holds. In addition 40,000 households have been reached with counseling on dietary diversity and infant and young children feeding practices, through partnerships with private companies such as JITA, Mobile Movies, Endeva and Unilever, via BoP Inc/PROOFS. Nutrition sales agents are trained and provided with a light-weight, portable market-ing and messaging toolkit, containing video and data collec-tion equipment as well as a smart phone.

ICCO-Bangladesh has been very active in collaborative initiatives and platforms involving Kerk in Actie and ACT Alliance members. Partnerships have been formed and maintained with Helvetas, Christian Aid, VSO and Islamic Relief. The partner consultation held in May 2015, recom-mended further thematic focus on disaster risk manage-ment, farmer entrepreneurship, WASH and inclusion of disabled persons. In response ICCO and Light for the World have appointed a regional advisor on gender and disability inclusion. On the whole staff capacity needs to be further developed as well as administrative systems and procedures.

Myanmar: Through twelve partners ICCO Cooperation supported internally displaced persons (IDP) camps with ethnic minorities along the Thailand border. While the economy slowly grew with increased foreign support and investments,therewasalsoincreasedriskofconflictsover


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land. Still, many people continued to migrate to Thailand or other countries for work. Through the Women Livelihoods program 180 self-help groups were formed, providing basic health information, life skills and support for income gener-ating activities.

While FNS programs were closely linked to the CT&D program, there was also growing interest and potential to include a M4P approach, involving SMEs working on beans and pulses for export markets. In addition, the use of HFIAS in combination with the Akvo FLOW tool was been promoted, with efforts to strengthen the position of women across all activities.


Capacity building programs often had a multiplier effect. Especially at target group level there was widespread appreciation of training programs, which promoted skills, competences as well as their self-esteem. The use of client satisfaction surveys and involvement of target groups in planningisgoodcommonpracticeamongmajorityofpart-ners and contributes to overall capacity development.

The evaluators valued ICCO Cooperation’s emphasis on ToC development and application of indicators such as HFIAS and dietary diversity scores (DDS). However, they observed thatassumptionsarenotalwaysaddressedsufficiently.There is room for further improvement, making ToCs more systemspecificandfacilitatingactiveparticipationofallstakeholders, preferably from different sectors. In addi-tion, they noted, ToCs should be reviewed yearly, based on developments such as HFIAS results, DDS, and preferably also on developments in the area of women’s empower-ment. This means paying more attention to the process of (re)design, review and validation of intervention strategies, leading to results and evidence for scaling and/or advocacy. To this end more resources have to be reserved for ongo-ing efforts to deepen competences of staff and strategic partners for program planning, monitoring, evaluation and learning as well as evidence-based L&A. The latter is espe-cially relevant for the new Strategic Partnerships.

The above-mentioned Tear NL partner ACAT from South AfricahasdoneanexcellentjobinusingHFIASasamoni-toring tool, collecting and comparing data on a yearly basis, as demonstrated in the graph below.

ACAT HFIAS SURVEY: % of people who answered yes to the questions below


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COMPLEMENTARITY AND HARMONIZATION

With the attention paid to sustainable agricultural produc-tion and income generation in order to address both avail-ability as well as accessibility of healthy and diverse food there is a natural link towards access to markets and as such to a combination with the FED program. In some countries suchasMadagascarandEthiopiaFNSobjectiveshavebeenincluded in FED programs. This has facilitated the introduc-tion of the HFIAS approach among FED programs to measure their impact on household level food security.

Another link is based on the issue of access to productive resources, especially land and water, for both men and women, which is a pre-condition for food security as well as economic development. While this issue is an essential part of ICCO’s CT&D program, it has also been addressed successfully as part of an integrated FNS program, such as in the case of the Lango cluster program in Northern Uganda. On the whole there is more interest in and experi-ence with truly integrated multi-actor approaches, with increased potential for complementary interventions.

At global level continued support was provided to so-called worldwide operating partners including, FIAN International, IBFAN GIFA, secretariat of the Civil Society Mechanism for the Committee on World Food Security as well as for AgriProFocus. Efforts have been make to link the work and contacts of these networks with national coali-tions, although it has only led to concrete actions in the case of India. The national chapter of FIAN International in India is linked to the ICCO program coalition, while the ICCO programofficerforIndiaparticipatedinaninternationalconference on Right to Food related issues, duly represent-ing the coalition.


Local claim making has primarily focused on access to natu-ral resources. Even when attitudes, beliefs and strategies of local institutions change, there is still the issue of limited capacity and resources for the actual implementation. There is a need for monitoring implementation of policies and accountability, which in some cases requires more activism. In India and Bolivia and to a lesser extent Madagascar and Benin good examples of national level Right to Food related L&A have been elaborated.

The external evaluation has recognized ICCO Cooperation’s contribution to international Right to adequate Food related advocacy processes. Especially the role within the European Food Security Group (EFSG) of Concord and the Civil Society Mechanism (CSM) was mentioned. The latter is the larg-estinternationalmechanismofCSOsseekingtoinfluenceagriculture, food security and nutrition policies and actions within the UN Committee on World Food Security. Special reference was made to ICCO’s contribution to consensus and broader ownership by stakeholders of the concept of Right to Food, sustainable local food systems, the importance of nutri-tion and of coherence of strategies and policies impacting FNS. It was also commended for putting the issue of involve-ment of the private sector for nutrition on the agenda.

However, effectively linking achievements such as inclusion of nutrition within the CFS mandate and the EFGS strategic posi-tions papers on sustainable food systems and policy coherence remains a challenge. In addition the link with actors and activi-ties in the regions has been weak and needs to be strength-ened. ICCO Cooperation has for example coordinated the FNS group of AgriProFocus in Uganda, while facilitating links with the national Right to Food network and representatives of the CSM. However due to staff turnover and time constraints this has been handed over to other actors. Especially in the light of the Strategic Partnership it is important to strengthen the links between activities and networks at international level with those at regional and national level. Networks such as AgriProFocus, the global right to food network, the CSM and the SUN initiative can be instrumental for linking initiatives and combining efforts with other stakeholders. Alignment with the Trade Food Security and Gender group of ACT EU is another opportunity that needs to be pursued.

Attentionformoregenderbalanceandspecificallystrength-ening the position of women has been common practice in all national programs as well as broader capacity building and L&A interventions. However the external evaluation concluded that information on women’s empowerment is lacking, while intra-household dynamics are crucial for food and nutrition security and as such require more attention. More attention is needed for disaggregated data on labor loads, decision making and control over household assets and income. Actually measuring the impact of interven-tions indeed needs further attention, something that has been taken up as part of the MASP as well as the Strategic Partnership.


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OTHER ISSUES

Beingthelastyearofthefive-yearMFSIIperiod,withinmostcases no direct possibilities for continuation of funding and collaboration with ICCO Cooperation members, in some cases implementation has been hampered due to administrative constraints and staff turnover. The before mentioned external evaluation has generated opportunitiesfortakingtimetoreflectontheimplementa-tion, results and constrains. Given the structural changes and current situation of the Dutch and international development sectorthefindingsandrecommendationsoftheexternaleval-uation somehow need to be transferred to this ‘new’ reality.

BASIC EDUCATION

GLOBAL PROGRAM BASIC EDUCATION


AUTHOR HELMKE HOFMAN

ORGANIZATION(S) EDUKANS, ICCO, ZZG, PRISMA MEMBERS: WORLD SERVANTS, HELP A CHILD, SALVATION ARMY, WYCLIFFE.

PERIOD COVERED 2015


During the MFSII period, the Basic Education (BE) program supported (coalitions of) civil society organizations (CSOs) to contribute towards the improved quality and relevance, as well as increased and equitable access to education in four-teen countries. The design, coordination and implementation of country programs were guided by the country coalitions, sometimes supported by a Local Expertise Centrum (LEC). The country coalitions implemented BE programs, based on three intervention strategies: direct poverty alleviation; strengtheningcivilsociety;policyinfluencing.


The BE program largely achieved its goals, meeting or exceed-ingitstargetsontwelveoutofthefifteenoutputandoutcomeMFSII indicators by the end of 2015 (see Annex 4). Twelve

out of the fourteen country programs performed at a level ranging from ‘satisfactory’ to ‘very good’ on the indicators, with only Surinam and Indonesia registering disappointing results. In the case of the Indonesia program, located in the Papuanhighlandsregion,itbecameincreasinglydifficulttoimplementmulti-stakeholderinitiatives–akeycomponentinourprogrammaticapproach–duetothedeterioratingpoliti-cal and operational context characterized caused, in part by a corrupt and dysfunctional government system. In Surinam, programmatic cooperation was constrained by mistrust among organizations in the country coalition.

Some of the areas in which we met or exceeded our 2015 targets included: improved educational performance in 80% ofinterventionareas(finalresultwas77%);betteraccesstowork and sustainable income for school leavers in 60% of the interventionareas(finalresultwas70%);improvedorgani-zationalcapacityamongfiftypartners(finalresultwas88partners); and improved knowledge, attitude, skills among pupils and teachers contributing to behavior that protects against HIV/STI transmission and unwanted pregnancies in 60%ofinterventionareas(finalresultwas71%).

The program also met its targets with regard to establishing inclusive governance mechanisms to promote the participa-tion of the target group in education policy and implementa-tionin80%oftheinterventionarea(finalresultwas83%).Examples of such mechanisms include school manage-ment and monitoring platforms such as Parent-Teacher Associations (PTAs), School Management Committees (SMCs) and district and national consultative meetings. While the overall program reached its the target of ensuring that 80% of the target communities became more actively involved in education decision-making, planning and imple-mentation processes, the score was affected by poor perfor-mance in Surinam (5%), where community members explicitly statedthattheywerenotabletoinfluenceeducationdecisions.In the other countries the program was extremely successful in involvingtargetgroupsandincreasingtheirinfluence.

By integrating the capacity development of implement-ing partners in the programmatic process, we were able to contributetowardsourcivilsocietystrengtheningobjec-tives through improved organizational capacity of partners insuchareasasprojectcycleandfinancialmanagement,and resource mobilization. These efforts in turn contrib-uted to the program’s overall performance due to partners’


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improved capacities in enhancing access to and quality of education. In total, 103 partners (2015 target was hundred) increased their capacity related to education issues. The BE program was also successful in implementing L&A initiatives to realize the vision of universal access to educationinmostcountries.24programs–doubletheinitialtarget–receivedsupporttoenhancetheirL&Aprograms, with particularly good results being realized in India and Uganda. In Uganda, for example, partners were abletodrawonevidencefrompilotprojectstoimprovegirls’ retention and performance in upper primary schools through a focus on menstrual hygiene management. As a direct outcome of this approach, the Ministry of Education recognized the need to address this issue in national and district-level policy and education funding.


One of the factors behind some of the successes highlighted above was the effective implementation of community-based approaches (such as Child Clubs, Self Help Groups) in DRC, India and Uganda, as well as the STAR school approach in Ethiopia, Malawi and Ghana. Introduced by partner Edukans, the STAR school model uses the shape of a star to illustratethefivekeypillarsofagoodschool:anadequate,safe learning environment; pupils learning in an effective andjoyfulway;qualifiedteachersteachingeffectively,withhigh commitment; capable school management, with vision, monitoring capacities and maintaining good relations with parents, communities and other stakeholders; and parent and community involvement in governance of the school.


West AfricaGhana: Thefive-partnerAllianceforStrengtheningEducation in Ghana (ASEG), through its STAR school and mother tongue education programs in northern Ghana and Salvation Army schools in the south, contributed to an improved learning environment and increased community participation in education in its intervention areas. Concrete results included the doubling of pupil enrolment during the MFSII period, improved exam performance and improved teachers skills in child-centered teaching and learning approaches and mother-tongue education. In total 879 teach-ers received in-service training and support while pupil-teacher reduced from 41 in 2011 to 28 in 2015.

Following training for approximately eight-hundred PTA and SMC members, 95% of the members became more involved inplanningandimplementingschoolprojects.Akeysuccessfrom the L&A activities of the implementing partners was the decision by the Ghana Education Service (GES) to allow the teaching of minority languages that were hitherto not allowed to be taught in formal schools. The ICCO Alliance in Ghana concluded that although there were challenges work-ing in the programmatic approach, all put together the bene-fitsoftheprocessmakeitworthsustainingandperfecting.

The ASEG board decided to continue the alliance after 2015 as they value the cooperation by working together and make use of each other’s expertise. In 2016 the urgent capacity gaps addressed by the evaluation (PME, resource mobiliza-tion, and review of the roles and responsibilities of the ASEG secretariat) will be addressed.

Burkina Faso, Mali and Senegal: Because of decreased funding under MFSII, the BE program in these three coun-tries did not continue the MFSI focus on access to and qual-ity of primary education. From 2013 onwards, the program decided to try to better leverage available resources and expertise among partners programs by investing in market-oriented technical and TVET for out-of-school youth . In collaboration with the FED program, market studies were carriedoutthatidentifiedseveralhighpotentialvaluechains such as sesame and shea in Burkina Faso and Mali, andonionandmilkinSenegal.Coalitionsoffivetosixpart-ners in each country then implemented TVET programs along two intervention lines: the capacity building of (potential) producers through skills training; and L&A to enhance vocational education in the agricultural sector.

In 2015, a total of 10,074 youth and young adults (especially women) participated in the TVET program across the three countries, leading to improved access to work and sustain-ableincomefornearly80%ofthetrainees.Thefinalprogramevaluation welcomed the direction taken and recommended: better orienting the skills training to the different levels and linkages within value chains so as to meet the demands of consumersandcreatevalueandprofits;continuingL&Aefforts for the rehabilitation of abandoned vocational train-ing and taking greater account of TVET in agricultural sectors; and strengthening the capacity of communities in the management of vocational training. These issues will be taken up in the Strategic Partnership program in


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Mali from mid-2016 through, amongst others, lobbying for youth employability and access to skills development in the relevant value chains, and applying the Edukans seven-step model for market-oriented skills training.

Central and Eastern AfricaEthiopia: Improved access to quality basic education for marginalized children was realized through programmatic cooperation amongst ten partners and SIL Ethiopia, a faith-based NGO, as an independent partner under the coordina-tion of the Development Expertise Center (DEC). By the end of 2015 the program had trained nearly three-hundred teachers and facilitators on child-centered teaching and learning approaches, which contributed to improved performance in 75 primary schools. Furthermore, 112 PTAs and 209 school administrators developed their capac-ity to create a conducive and attractive school environment. The programmatic approach supported the partners to mobilizeadditionalresourcesandbenefitmoredisadvan-taged communities.

DRC: Due to a more secure environment, especially in the North Kivu region, the program’s local partners in east-ern DRC, ALOCES, were able to carry out their planned activities for 2015. Among key results: school enrolment increased from 7,640 in 2011 to 18,221 children in 2015; PTAsandSMCswerehavebeenestablishedinallprojectschools, with almost all of them reporting that they have an increased say in decision making, planning and implemen-tation in schools. As a result of the L&A activities of SMCs, the education departments at local and provincial level facilitated teacher training and provided books for teachers and learners. Another result of the lobby was the disclosure andabolitionof22kindsofillegalfinancialschoolsfeespaid by parents.

As a result of the focus on strengthening community moni-toring structures in 2015, as well as psychosocial support provided to teachers, parents and students, students began to assert their rights and there was more collabora-tion between and abandoning of physical punishment of students by teachers.

Despitetheprogressmade,theprogramfacedmajorbottle-necks in 2015, partly due to the inability of the government to provide basic requirements, such as paying teachers on time. At the same time, some program activities in Beni

district in eastern DRC were delayed or relocated follow-ing violent attacks. The weak monitoring and evaluation capacity of partners also constrained program learning and improvements.

Building on the program’s success in introducing a compre-hensive community approach, ALOCES decided to continue as an alliance after 2015 and embarked on preparations to establish the Alliance during the year.

Uganda: The BE program in Uganda has been successful in creating strong programmatic coalitions that are linked at local, regional and national level, helping to increase partners’ effectiveness in terms of sharing technical exper-tise, learning and resource mobilization. Throughout the MFSII period, ten local partner organizations reached over three-hundred primary schools, while achieving results in increased educational performance of pupils (100%) and increased participation of parents in schools, includ-ing increased say in decision-making, planning and imple-mentation(98%).Throughthepilotprojectsimplementedby the program, important evidence was gathered on the readiness of (poor) communities to provide both cash and in-kind support to improve the quality of local schools, and thegreatvalueofparent’sinvolvementandinfluencingschool decision making.

Several years of support for L&A at various levels based on experiencefromthepilotprojects–especiallyinpromotingchild-centered learning and improved enrolment for girls - led to an important breakthrough at the national policy level in 2015. The education ministry issued two directives, thefirstrequiringallschooladministratorstoensureavail-ability of emergency sanitary towels and a changing room for girls in schools to address low attendance and drop out by adolescent girls. The second directive banned all forms of violence against children in schools and mandated administrators to provide child-friendly communication mechanisms for reporting abuse and apprehending perpe-trators. These results were achieved as a result of consist-ent and evidence-based L&A and effective collaboration with broad-based alliances such as the Forum for Education NGOs (FENU) and the National Steering Committee for Menstrual Hygiene Management.

To prepare for the post-MFSIMFSII period, the program coalition in Uganda went through transition in 2014 that


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resulted in the phasing out of seven partners in December 2014.TheremainingfivepartnerssignedaMoUestablish-ing a consortium to implement the program in the Lango sub-region, in line with MASP 2020. The Theory of Change of this coalition is based on the STAR school model with a strong link to SRHR and TVET as areas of fund raising for the coalition.

Kenya:InKenya,sixpartnersjointlyimplementedtheStarSchool Program (ILIDP, NCCK, KCCB, Nairobits, Dupoto-e-Maa and LEC Kenya) focusing on improving the quality of education in primary schools as well as the TVET system. SIL-AFA and BTL focused on mother tongue education. All partners participated in capacity building of teachers for active learning and use of ICT. The program also strength-ened the capacity of school management bodies in vari-ous aspects, including existing government policies, active involvement in school activities, harmful cultural practices and resource mobilization. Some schools have now devel-oped development plans/strategic plans and resource mobilization strategies as a result.

South Sudan: ICCO’s Alliance partner Light for the World, and the two implementing partners ACROSS and SEM, continued their capacity building support to more than 45 schools in Western and Central Equatoria States, with a focus on inclusive education and reducing gender inequal-ity.DuringthefiveyearsofMFSIIimplementationtherewasa steady increase in enrolment of children with disabilities, as well as the quality of the overall educational process. From 2014 onwards, the ICCO program incorporated a skills training element, with more than 80% of the 261 trainees managing to earn a livelihood at the end of their training. Thepartnersalsofinalizedadraftpolicyoninclusiveeduca-tion in cooperation with the Ministry of Education, as well asamoduleforinclusiveeducationinthefirstphaseoftheteacher training that will be implemented starting in 2016.

Southern AfricaMalawi: The ICCO Alliance MFSII BE program was imple-mented in four districts in Malawi, reaching 38,663 children and adolescents in 56 schools. Some key results of the program included: the introduction of the comprehensive sexuality education (CSE) curriculum in eleven schools; strengthening 117 SMCs, PTAs and mother groups (MG); and an increased voice for such community structures in educational decision-making, planning and implementa-

tion. A notable success in 2015 was the quick and success-ful implementation of the Unite Against Child Marriage Programme (UACM) to tackle forced and early marriages in three districts. This success highlighted the value of build-ing broad alliances, representing a cross-section of develop-ment sectors, as a strategy to enhance complementarities of each other’s work.

South AsiaIndia: The MFSII Basic Education program in India brought together 39 partner NGOs between 2011 and 2014. Under the overall coordination of Development Focus, the part-nerorganizationsworkedinfiveclusters,inthestatesofChhattisgarh, Odisha and Jharkhand. When it ended in 2014, the program had achieved many of its targets towards empowering communities to claim their education rights and entitlements and advocate for improved education quality and governance. Among key achievements of the program were: ensuring at least one primary school in each of the 832 villages in the intervention area (871 schools); reducing the student-teacher ratio to 32:1; raising school to 100% of children, with attendance rates of 83%.

The BE program in India strengthened and empowered diverse community organizations, including Self Help Groups, SMCs, Children’s Clubs and local government structures. These stakeholders were represented at district and state levels through their respective federations and cluster-level associa-tions. This bottom-up empowerment, from local groups, feder-ations up to multi-actor involvement at state level proved to be an effective strategy. Two of the three states formed effective multi-stakeholder education platforms that included govern-ment representation. These forums have effectively taken up L&A issues at the state level to enforce the Right to Education Act. By 2014 the program had laid a good foundation for long-term sustainability at community level, as well as increased government involvement. This is evidenced by the swift start and promising results already shown by the follow-up Unite Against Child Marriage program. Development Focus and partner NGOs are currently in negotiations to establish more follow-up programs.

South East AsiaIndonesia: The program’s activities in Indonesia were implemented by two local organizations in the Papuan highlands: YKW which runs a teachers college, non-formal teacher training program, a primary school and a curricu-


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lum development program, and Ob Anggen which runs three primary schools in the Papuan highlands and placed a lot of effort in strengthening community development and parent’s involvement in school management.Unfortunately, the overall implementation context continued to deteriorate in 2015, especially in relation to cooperation with government, due corruption and largely dysfunctional educational institutions. An example of program activities affectedwasschoolmonitoringbygovernmentofficialswhere, despite training and awareness raising by the part-ner organizations, there was no increase in school visits by educationofficersorimprovedmonitoringbyschoolmanag-ers and teachers. Nevertheless, the program contributed to improved performance, with the 58 schools involved in the program showing much better results in mathematics, read-ing and writing. All YKW teacher training college graduates graduating in 2015 were placed in a highland school, which should also enhance educational performance.

Both YKW and Ob Angen struggled to realize tangible results in the area of civil society strengthening. The indi-catorofjointanalysis,planningandimplementationofeducation programs by local stakeholders was only realized in 20% of the intervention areas. An interesting develop-ment in this regard was the provincial government’s call to YKW and Ob Angen to mentor more schools in the region, modeled on their interventions in Papua. However, numer-ous challenges remain and it requires patience and careful implementation to achieve the intended results. With their long experience, YKW and Ob Angen have learned how to navigate sensitive issues, both in terms of dealing with local culture and traditions and relations with the government. While slow, the program has demonstrated steady results and it will be continued in the post-MFSII period with fund-ing from other donors.

South AmericaSurinam: The focus of the program in Surinam was on improving the quality and relevance of basic education in the interior regions. Under the overall coordination of ZZg, seven partner organizations implemented activities in the areas of: enhancing the skills of teachers and school management;promotingtheAflatounchild-centeredlearn-ing approach; introducing information and communication technologies; and encouraging greater participation of parents and communities in education. The BE program also provided support for preschool education, after school

care and adult literacy. The program operated in three regions and covered 34 primary schools with a total of 6,000 pupils.

In spite of the investments made, the program showed mixedresults.Whilethenumberofqualifiedteachersand capacity of partners improved slightly, there was no significantimprovementinchildren’sperformanceinanyoftheprojectschoolsduringtheMFSIIperiod.Theexcep-tion was a pilot program in one of the schools, where the program introduced a broader range of interventions in an integrated way: improved housing to attract more quali-fiedteachers;theWorldTeacherskillsupgradingprogram;asuccessfulICTprojectforthepupils;theEdukansSTARschoolmodel;andexecutionoftheAflatounprogramtostimulate positive behavior among pupils. The program evaluation recommended investing in relations with the parents and the community to help tackle low school results. At the end of 2015, four out of the seven program partners indicated that they would continue with their activities, using what they have learned from the program to improve their interventions.

Peru: In Peru, a coalition of ten organizations operating under the name ‘Ruta del Sol’ has been active in the BE sector since 2007. The coalition implements two broad categories of activi-ties:“firstlevel”fieldinterventionactivitiessuchastheproduc-tion of intercultural education materials and the involvement oflocalcommunitiesinteachingandlearning.;and“secondarylevel”activitiesintheareaofmonitoring,linking,learning,capacity building and L&A. MFSII funding for the program was discontinued in 2013, with a continuation of second level activities until the end of 2014. These efforts continued to yield results, as shown by the increased recognition and funding for cultural and Bilingual Education (EIB) in the highland areas of the country and improved education quality due to direct interventions made by the program partners to improve peda-gogic methodologies in schools.


The external evaluation report of the BE program concluded that the programmatic approach and the use of quality models (such as STAR school) have changed the vision and mentality of technical staff members and partners, towards searching for cooperation and relation building among development actors.


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The BE program succeeded in building program coalitions in twelve of the fourteen program countries. In some countries, such as Peru, Kenya, Ethiopia and India, the coalition was a continuation of the MFSI country coalitions. In Indonesia and South Sudan there were no country coalition due to special country-specificcircumstances.Fortheremainingtwelvecountries, eleven countries reported that working in coalitions has sometimes been challenging, but in the end had a truly added value. One country (Surinam) reported that program-matic cooperation had been unsuccessful. Even in the more successful countries, the sustainability of these coalitions after the program period is uncertain due to the lack of secure funding. Out of the 11 country coalitions, seven coalitions (India, Uganda, Peru, DRC, Ghana, Malawi, Kenya, Ethiopia) have made action plans for continued collaboration after the programperiod.Infivecountries(SouthSudan,Uganda,India,Ethiopia, Malawi) partners have been able to attract new funding building of the experience of MFSII. In some cases this occurred with a different coalition composition and some-times in collaboration with their Dutch counterparts.

Through the programmatic approach in Uganda, compe-tencesresidentinoneorganizationwereabletobenefitotherpartners without additional costs if this had been outsourced. Thepartnerssuccessfullyimplementedprojectsinimprov-ingthequalityofeducationinUganda;realizedthebenefitofworking together so as to strengthen participation in the promotion of human rights and good governance in Uganda; and are keen to contribute to building and strengthening educationatthegrassrootsincludinginfluencingthedecisionmaking process in the local governments; Key learning points are the STAR school approach, community empowerment and support for local government structures for sustainabil-ity. The Education Consortium in Uganda is willing to work togetherafter2015sincepartnerssignedafive-yearMoUcommitting ELECU as the host organization.

In DRC the programmatic approach was quite a challenge. The aim of the programmatic approach in terms of work-ing with each other and strengthen each other and to be complementary towards each other did not work really well due to a very wide geographical spread among the partners. On the other hand, the coordination of the coalition (named ALOCES) played its role of developing some monitoring tools that were shared with all of the organizations for common reporting. In October 2015, during the last workshop, all the ALOCES members committed themselves to continue

with the ALOCES Coalition. The board approved this need expressed by all members. In 2015 a start was made towards developing a Strategic Plan and ALOCES began the process of seeking registration from the government in order to be recognized as a valid networking organization. The 2016-2020 Strategic Plan will serve as a guide for future activities, including fundraising for the next phase of the program.

In Ghana the good cooperation within the Alliance and between the Alliance and other education sector actors achieved good results at reduced cost. The quality of the programmatic cooperation can therefore be described as growing, while the visible track record of a success-ful implementation of MFS 2 and STAR school model by memberorganizationswithhugeprojectoutcomesspeaksvolumes of good cooperation and team work. Members also enjoyedanumberofbenefitsfrombeingpartoftheASEGalliance, some of which included the following:• Capacity building in resource mobilization and other

capacity building workshops organized by the alliance. • Participationinjointfieldtripsaswellaslearnandshare

forums which increased the knowledge of alliance members. • Enhanced mutual understanding and the spirit of team

work/synergy which facilitated achievement of our goals beyond the efforts of an individual.

When the MFSII subsidy came to an end the funding for ASEG as an alliance also stopped. Although Dutch Alliance partners as The Salvation Army, Wycliffe and World Servants continue their bilateral relations with individual ASEG members, Edukans decided not to continue with ASEG. Still the ASEG board has decided to continue the alli-ance as they value the cooperation by working together and make use of each other specialism. As an alliance they have a better position in the networks and when it comes to advocacy and lobby for education.Three organizations became new members of ASEG last year.

With regard to thematic cooperation, since 2014 a number of linkages have been created between skills development and value chain development / inclusive market programs. Examples of cross-thematic cooperation are Light up my Future in Kenya, the skills program in West Africa and skills initiatives in India. Cross-thematic cooperation on skills education also took place outside the fourteen Basic Education countries, such as PROOFS in Bangladesh and Manq’a in Bolivia.


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Through Educaids linkages between SRGR and Basic Education have been established in Ghana, Malawi and Ethiopia. Educaids implements a school-based approach for SRGR and Educaids activities are implemented at upper primary or secondary schools that are targeted under the BE program. In DRC, the program coalition has integrated programs on Education, Basic Health and SRHR. Basic Education programs in Southern Sudan and Ethiopia have a thematic focus on disabilities and inclusive education.


Capacity development is integrated in all country programs, mainly through the country coalition coordinating struc-ture. Crosscutting capacity development tools were the EAT (Edukans Assessment Tool) and O-scan. EAT and O-scan are organizational scans on management & organization, programandfinancialcapacities.Theseorganizationalscans have been performed several times throughout the MFSII period, to give clarity on the strengths and weak-nesses of partner organization, as well as the improvements that have been realized throughout the MFSII period.

In addition to EAT, a number of capacity development trajectoriesfocusedonPME.ForexampleinIndia,thecoor-dinating organization (DF) realized that program design and monitoring was rather complex and not all imple-menting NGOs were able to meet the M&E standards from the start. After these conclusions, DF organized training trajectoriestostrengthenM&Eskills.Butlookingback,DFlearned the lesson that they would have preferred a uniform and shared M&E reporting framework, and clear organiza-tional arrangements in the early stage of the cooperation.

InGhanaalliancemembersbenefittedfromanumberofcapacity development activities, especially training work-shops, some of which included training in PME and resource mobilization. However with regard to the PME workshop, manypartnerssaidtheyhadexperienceddifficultieswiththe method of delivery, saying it was focused around theo-retical aspects and missed the practical application compo-nent. The members concluded that the alliance still needs capacity building in PME, but in a different form from the previous sessions.

To meet the challenges in result and performance monitor-ing, Edukans introduced the AKVO Flow tool in 2014. So

far trainings have been held in Ethiopia, Ghana, Malawi and India. Through this tool alliance members and part-nersweretrainedoncollectingdatafromthefieldwiththeuse of mobile phones. So far, this has lead towards more effective M&E, although the use of technology is for some partners still a challenge. This concept, when fully grasped, will help improve quantitative data collection and analysis by school and partner organization. Edukans will continue with this tool for all STAR schools.

Anumberofcapacitydevelopmenttrajectoriesfocusedonjointlearningwithandfromeachother.InEthiopia,Ghana,Uganda and Peru, there have been very positive experiences withjointfieldvisitsandjointprogramreviews.InEthiopiathe activity was called ‘practical learning tour’. Directors andprojectcoordinators/officeroftheprogramvisitedeachother’sprojectsanddiscusstheirobservationsandlearninginsightsgained.Amoreconfidentialvariationwas‘indoor capacity development sessions’ where experience sharing was conducted at three levels: directors (focus-ing on resource mobilization and sound communications); projectofficers/coordinators(addressingprojectplanning,implementation, monitoring, evaluation and learning); and community workers. Members noted that the capacity devel-opment was very practical and had helped the partner organ-izations to learn from each other and narrow their gaps.

In the last two years, capacity development focused on developing capacities for networking, acquisition and fundraising.


There are several examples of (additional) cooperation amongst Alliance members.

In Malawi, the education program is designed and imple-mented in a manner that promotes the achievement of governmentobjectivesstipulatedinmanypolicydocumentssuch as the National education sector Plan, Millennium Development Goals, Malawi Growth and Development Strategy and other international protocols that Malawi has ratified.Theprogramisimplementedwithfullparticipa-tion of Ministry of Education through District Education Offices,thegovernmentisconsultedandbroughtonboardfor monitoring and supervision. The involvement of govern-mentofficesatdistrictlevelensuresthattheprogramis


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implemented by different organizations are synchronized and complementing each other without undue competition orconflicts.

In Uganda, Complementarity & Harmonization has been improved through membership to several thematic working groups and platforms including the Child Protection work-ing group; the Teacher Education working group; FENU, MLEN, WASH network, the National Menstrual Hygiene Management Steering Committee and the National NGO forum. This provides opportunity to interact with strategic partners such as USAID, Save the Children International, World Vision, AFRIPads, SNV, and VSO.


From a global point of view, GRBA is not explicitly taken into account as core approach in global program design. In most (twelve out of fourteen) country programs, this approach was integrated at the operational level in the program. Most programs explained in a more general and concise way that they address the needs of women, girl children, minorities and other target groups. At implementation level all coun-triesmonitorthe(equal)selectionofbeneficiaries,boysand girls and man and women, in the BE programs.

Theseobservationsareinlinewiththefindingsofthe(external) evaluation report of the program, which concluded that capacity towards gender and minority rights needed more strategic attention. The evaluation however acknowledged the program’s use of innovative bottom-up approaches in which GRBA plays an impor-tant role, such as the introduction of curriculum in sexual education and other SRHR measures and education on cultural identity.

In Uganda participation in the Child Protection Working Groups ensured alignment to expected standards of programming. SRHR, and in particular menstrual hygiene management in schools was an important element in the program. In Ghana program interventions were designed to benefitbothmalesandfemales.Insituationswherefemale(pupils) were more disadvantaged, the program gave special considerations under a component of the program known as girl-child education promotion.In DRC,theBEandBHHAprogram,broughtaboutasignifi-cant shift in approach to child rights and the empowerment

of caregivers for assuring quality education of their kids. The Self Help Groups are mostly composed by women and were regarded as important for outcomes such as economic development. Partners in DRC have realized that empower-ment of families can only be done if you take the gender issue into consideration.

In India, rights-based approaches were at the core of the program: claim making to enforce the Right to Education (RTE) Act by organization of functional groups; quality improvement of education as a result of this, especially moreandbetterbetter-qualifiedteachers,closelymoni-tored by the communities. Girls and women were prior-itized in the program, for example by membership op Self Help Groups and Girls’ clubs at school. As a result school enrolment of boys and girls was 50-50% by the end of the program. The follow-up program Unite Against Child Marriage built on the strong involvement of girls and women.

In Malawi,GRBAwasspecificallyaddressedbyEducaidsNetworkMalawi.Thepartnersjointlyworkedtowardsthedevelopment of an SRHR policy based on a situation analy-sis and a needs assessment. The right of children and young people to access the correct information regarding their sexual and reproductive health and rights form the basis of this policy. Moreover, the comprehensive sexuality educa-tionprogramsinSTAR-schoolswerespecificallydesignedtoaddress the issue of gender equity in the Malawian society. Besides that, hundred teachers received training in gender-sensitive pedagogy.

OTHER ISSUES

Partner organizations in Ethiopia, Uganda and India report that they experience (increased) political limitations, espe-cially in lobby and human rights issues. For example in India the central government is closely watching NGOs on human rights issues. Fortunately, that has not affected the partners of the basic education program. Right to Education Act (RTE) still is the important enabling framework, supported by state governments. The empowered Self Help Groups, Cluster Level Associations, School Management Committees and Federation of children’s Clubs continue to claim their entitlements when it comes to RTE. The state level forums effectively facilitate this process of bringing change in the system.


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BASIC HEALTH AND HIV/AIDS

GLOBAL PROGRAM BASIC HEALTH & HIV/AIDS

DATE OF COMPLETION MARCH 23RD, 2016

AUTHOR ANKE PLANGE-VAN WELL AND WILLEKE KEMPKES

ORGANIZATION(S) COPRISMA, ICCO AND KERK IN ACTIE.

PERIOD COVERED 2015


The overall goal of the MFSII Basic Health & HIV/Aids program was to strengthen the position of our target groups in holding governments accountable to commitments made, and cooperating with government bodies whenever possi-ble to achieve the right to quality basic health services. In 2015,wemadegoodprogressonourthreecoreobjectiveslinked to this goal, namely: contributing to well-established accountability mechanisms in which civil society effectively calls the health system to account for the delivery of acces-sible basic health care; building capacities of change agents in the area of Sexual and Reproductive Health and Rights (SRHR), HIV/Aids and disabilities; and enhancing human resources for health policies, strategies & activities that sustain the quality, accessibility and sustainability of the health system through civil society participation.


As the last year of the MFSII Basic Health and HIV/Aids program, we focused our efforts on achieving four MDG-related indicators, namely: improved access to preven-tive measures, treatment and or care; increased use of public and private health care; improved knowledge and/ or practice related to HIV/Aids and reproductive health among youth; and more equal access to health for men, women, minority groups and underprivileged.

Looking at the 12 output and outcome indicators in the MonitoringProtocol,therewerenomajorvariancesbetweenplanned and actual targets for 2015 and we can generally conclude that the program progressed as planned. Some outcome-level results include:

• 69%oftheprojectsreportedimprovedhealthindica-tors among the target groups of the partner organizations due to improved access to basic health and health-related services (based on proxy indicators such as increased use of antenatal services).

• After intensive training of change agents, 72 out of 91 projectsshowedconcreteevidenceofchangeagentswhohavebeenabletopositivelyinfluencefactorsthatplayarole in the silence and stigma related to SRHR.

• In eight countries health or health related policies have been changed in favor of equal rights of vulnerable people to basic health/health-related services.

• Forthepartnerorganizationsworkingspecificallyonincreased performance of human resources, 69% had established staff policies that contribute to the sustainabil-ity, accessibility and quality of the health system at large and 77% reported increased performance of staff.

Similartothesituationin2014,itwasdifficulttoshowprogress in the area of L&A at the national level. Although a good number of incidental changes occurred that can be attributed to the efforts of the program, it did not necessar-ily result in the desired systemic change for the program’s beneficiaries.However,atdistrictandlocallevel,relevantresults have been achieved that ensure access to good qual-ity care for the program’s target groups (see examples in the next section).


Health is an important precondition for achieving both theoverallobjectivesoftheMASP2020,namelysecuringsustainabledevelopmentandjusticeanddignityforall.Torealize the right to access to quality basic health services for all, fundamental changes are needed at community, district and national levels, which cannot be achieved without mobilizing citizens to hold governments accountable. This underlying principle was embedded across our country and regional programs, which sought to address constraints and opportunities within the broader operating contextual in order to enhance our chances of success.

In a number of countries, implementation was hampered by external developments that were beyond the scope of the program. For some countries, the main external driver affecting the program’s performance, either negatively or positively, was the changing policy environment. In India,


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the reduction of the budget for the National Health Mission (NHM) had a direct impact on funding for marginalized groups with which ICCO’s partners work. There are fears that this move will have adverse effects on health reforms brought about by the previous government, resulting in less access to quality health services for vulnerable groups.

In Malawi, the government was unable to supply essential drugs to health facilities because of cuts in budgetary support byexternaldonorsinresponsetofinancialmismanagementin 2013. A direct consequence for ICCO Alliance-supported SRHRprojectswasthelowavailabilityofanti-retroviral(ARV), HIV testing kits and other services in some health facilities, which hampered the scaling up of HIV testing services. On a more positive note, the country passed a new marriage, family and inheritance law raising the legal marriage age to 18. When effectively implemented, this will give a direct boost to girls’ SRHR, by contributing to the reduction of child marriages and health problems related to pregnancies at a young age.

In South Africa, 2015 was a year of political and social upheaval, with increased service delivery strikes and various student-led mass campaigns such as #Rhodesmustfall and #Feesmustfall. These changes are expected to affect the work of the SALT alliance member organizations in the time to come as it both indicates an awakening of an often dormant civil society as well as a move to shut down free expression and labeling of those who dissent.

Other country programs were affected by rising insecurity andconflict.ThewarinSouth Sudan resulted in reduced government capacity to deliver services, which put a heavy burden on NGOs to meet the gaps. In Burundi and the eastern parts of the DRC,theintensificationofclan-basedconflictshadadirectimpactontheday-to-dayactivitiesofprogram partners, making it nearly impossible to implement outreach programs or conduct community training involving participants from different clans. Insecurity in Afghanistan also led to interruptions, and in some cases the halting of planned activities by local NGOs.


South AsiaBangladesh: The ICCO-supported Health Alliance Bangladesh(HAB)focusedoninfluencingtheoverallhealthsystem to effect positive changes in attitudes and standards

of care for people affected by leprosy, disability and HIV/Aids, as well as to promote safe motherhood. The program worked to raise awareness as well as strengthen the capaci-ties of individual HAB partners and CSOs, medical personnel, health NGOs and communities.

The Alliance contributed to the establishment and/or strengthening of 49 health governance structures at commu-nitylevelorwithinhealthcarefacilities–suchasparish-levelhealth standing committees, community watch groups and otherCSOs–toensurethemeaningfulpublicparticipationin health decision making processes, including through L&A and monitoring of health providers and proposing changes to the system. During MFSIMFSII, HAB trained about 260 NGO partners, 330 government health staff, 220 village doctors. The network also reached out to 15,000 communities and trained hundred local government representatives, 265 medical students and 78 social department staff.

The biggest success of HAB was to effectively lobby the Ministry of Health, leading to the deployment of additional stafftotheUpazillaHealthComplexes(UHCs)–locatedat the district/county level. In addition, access to medical supplies and health services to the UHCs, community clinics and Family Welfare Centers (FWCs) also improved, enabling these lower level structures to offer better care, especially for pregnant women and children.

India: The focus of the India Health & HIV program was to empower individuals and communities to access health care services, in particular those related to SRHR, HIV prevention and treatment and prevention of leprosy and tuberculosis. Access to health services was also strengthened by promot-ing available health insurance schemes.

OverallthefiveSRHRprojectsimplementedduringMFSIIhavebeenverysuccessfulinachievingtheirobjectives,withsignificantincreasesin:theuseoftheAnalyticNetworkProcess (ANP) approach to health policy making (from a 50% baseline to 94%); immunization of women (from 25% to 90%) and children (from 26% to 93%); and institutional delivery (from 34% to 86%). As a result hardly any home deliveries occur any longer in the targeted communities. Barriers to make use of available hospitals and health centers for the deliveries have for the largest part been eradicated. The coverage of use of health security cards increased from 45% in 2012 to an average of 60% in 2015. Where there


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were problems in the use of these cards to access health insurance the program provided assistance to address these problems.

The program was successful in building CSO alliances to respond to issues such as disability. Investments in such organizations and platforms has resulted in stronger community-based decision making and implementation bodies that are increasingly able to link up with government institutions. With ICCO’s support, the National Council of Churches in India (NCCI) has taken up HIV as one of their priorityareas,yieldinganumberofmajorresultsin2015.One success was the development of a common workplace policy by six NCCI members, as well as a draft policy for NCCI itself, which aims to ensure gender equality and tackle stigma, discrimination and sexual harassment. A second result was the development of the Social inclusion tool (SIT) that can be used to measure how socially inclu-sive or equitable church organizations are in the context of PLHIVs, sexual minorities and women.

However, the program alliance was less successful in its L&A efforts. This was partly the result of the challenge of findingacommonpolicyissuetoworkon,inpartduetothediversity of partners involved in the alliance. When the alli-ance did identify a common issue in 2015 - monitoring the implementation of the Integrated Child Protection Scheme –allpartnersheldacampaigntoensurethesuccessofthescheme.

Afghanistan: The Afghanistan Health Alliance (AHA) worked to improve equal access to quality basic health care, especially for the most vulnerable: women and children and thevisuallyimpaired.Despitethesignificantimplementa-tion challenges in the country, the AHA’s work managed to meet all of their MFSII milestones.

An important area of work was the revision of the training curriculum of the Birth Life Saving Skills program (BLiSS), with all AHA partners involved. The richly illustrated lessons are now more appropriate to Afghan culture for teaching in male groups. After undergoing refresher train-ing, close to four-hundred BLiSS facilitators used the new curriculum to train 852 groups, with an important outcome being that 84% of the nearly 15,000 women trained subse-quently used the relevant medical services during preg-nancy and childbirth.

The prevention of blindness program exceeded its 2015 targets, with more than 16,000 screenings, nearly 2,000 referrals for eye surgery, over 850 eye surgeries (over 850) and providing eye health education to more than 32,000 individuals. The Enabling and Mobilizing Afghan Disabled (EMAD) program successfully continued to make strides in helping people with disabilities to attain access to quality education, employment and participation in social and polit-ical life as well as institutions. In 2015, EMAD trained master trainers, developed and distributed sign language and Braille educational materials, continued to train teachers and inter-preters, and created a network of support systems such as the inclusive education advisory committee (IEAC) in school communities and within the government.

Southern AfricaMalawi: The BHHA program continued its partnership with Help a Child, reaching out to 21 communities in Nkhata Bay district and Mzimba district. The overall strategy of the program was to support self-reliance and community based health care through existing community structures such as village development committees, village health committees, people living with HIV/Aids (PLWHA) groups and religious congregations. In close collaboration with Chintheche rural hospital, the program trained seventeen PLWHA support groups to form a network for continued support and shar-ing of best practices. Other successful outcomes in included: an increase in the number of community members attend-ing antenatal services as couples; increased uptake of ARTs due to the network of Community Home-Based Care (CHBC) services; and the active involvement of the PLWHA support groups in creating awareness on good nutritional practices.

One of the most successful outcomes of the program was the large reduction in the number of premarital pregnancies (from 13% in 2011 to 2% in 2015). This was attributed to the introduction of a youth-friendly learning environment through the SRH clubs in primary schools, as well as SRHR training for local communities, teachers and health service providers.

The Malawi Health Program of Alliance partners continued to work towards promotion of safe motherhood, HIV/Aids and SRHR.Theprogramconductedparticipatoryprojectreviewsessions with 102 community volunteers and facilitated two community dialogues on SRHR, focusing on safe motherhood, male involvement in SRHR, teen pregnancies, STIs and HIV, and cultural issues. In total, 605 community members partic-


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ipated in the dialogues (325 female), including traditional and religious leaders. The health program also implemented twoStopAidsNow!co-fundedprojects,thefirstofwhichfocused on young people in the northern and central regions that linked Comprehensive Sexuality Education (CSE) to Youth Friendly Sexual and Reproductive Health Services. The secondproject,implementedinLilongwedistrict,aimedtoincrease the uptake of quality HIV and reproductive maternal and neonatal health services for women and young women through improved clinical governance and community-driven accountability.

Zimbabwe: The health program of Zimbabwe’s Network for Christian Organisations in Development (NetCODe) aimed at strengthening the capacity of CSOs to promote a functional, accessibleandresilienthealthsystemthatwouldalsobenefitpoor PLWHAs in nine districts and Bulawayo province. Some of the main results for 2015 included: raising the number of ART clients from 13,860 in 2014 to 17,328 in 2015; identify-ing and capacitating change agents for community-led inte-grated health initiatives based on the Church and Community MobilizationProcess(CCMP/Umoja)model;andincreasingmale involvement in health issues and service uptake through outdoor games initiatives. The program also registered increased awareness and improved knowledge levels leading to improved health seeking behavior amongst listeners of a series of multi-language weekly 15-minute broadcasts on TransWorld Radio, based on 698 listener responses. Most of the listeners testifiedthattheyweregreatlyupliftedbytheprogramswithsomealsogettingconfidencetodisclosetheirHIVpositivestatusaswayoffightingstigmaanddiscrimination.

A noteworthy success at program level was the exit strate-gies employed by NetCODe members, where community stakeholders helped to increase local ownership of health projectsinordertoenhancetheirlong-termsustainability.Capacity building of nurses on HIV management and teach-ers on SRHR further contributed towards quality services and awareness that could be sustained in the communities. Similarly, trainings church and community leaders on CCMP techniques opened up opportunities for church- and commu-nity-led development initiatives.

South Africa:TheoverallobjectiveoftheSALTAllianceCommunity-based Health Strengthening Program was to increase the knowledge and skills of selected community groups to access, use and develop resources for basic health

and HIV/Aids prevention and care by the end of 2015. The main strategies of the program were: to increase health seeking behavior and use of services; increase the role of change agents; increase L&A performance; and foster human resource quality management.

One of the SALT member organizations (Mfesane) has been successful in retrieving long term government funding for staff salaries. Others have a good relationship, but no long-term commitment of the Department of Health in contribution to financingofstaff,butyear-by-yearincidentalcommitments.

Other program achievements over the MFSII period included: a network of highly motivated youth change agents who passed on information and life skills and acted as role models to other youth; trained local church leaders (including women, youth and child ministry leaders) who went on to launchHIVawarenessandcareprojectsintheircommuni-ties; effective public outreach through the TransWorld Radio programs, with various NGOs becoming involved in outreach activities and parents showing a willingness to speak more openly with their children on matters of HIV/AIDS infection, prevention and reduction of stigma.

While L&A did not receive enough attention it is currently being addressed with the stateless children campaign.

Central and Eastern AfricaSouth Sudan: A focal area of the program of the South Sudan Health Alliance was on capacity building and advocacy for development of eye care and improving the general health status of the community. One of the strategies used was training of health personal, volunteers and members in the different communities to expand and improve access to primary health care services. Despite growing insecurity, the eye program was able to screen 2,805 people for various eye conditions in 2015, of whom 132 were surgically operated for trachoma trichiasis and 322 for cataracts. Other key results included: a rise in the number of mothers attending antenatal services increased (from 1633 in 2014 to 2,661 in 2015; and a two-fold rise in the number of fully immunized children (to 599) patients accessing health services (to 25736) and the number of clients using VCT services (to 1154) from 2014 to 2015. Another indicator of improved access to health services wasthenumberofbeneficiarieswhowereattendedbyabyaqualifiedhealthworker,whichrosefrom30,000in2014to54,000 in 2015.


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ICCO partner Across was able to put HIV/Aids on the agenda in different churches, encouraging church leaders to discuss the issue in a non-stigmatizing way.

DRC: The main activities of the Alliance des Organisations Chretiennes pour l’Education et la Santé (ALOCES) focused on capacity building of health staff, improvement of health infrastructure, setting up health insurance and raising aware-ness on maternal care and HIV, leprosy and other disabilities. In 2015, nearly 60,000 people were educated or received counseling on HIV/Aids, 1,928 PLWHA received medical support, 791 pregnant women gained access to maternal care and basic health services, and 1,370 vulnerable patients were assisted through the community- based health insur-ance scheme.Other activities related to building and refurbishing mater-nity facilities, the establishment and training of Village Health Committees and holding of a L&A workshop by partner ALOCES, although the partners struggled with the actual implementation.

Ethiopia: The health program in Ethiopia focused on capacitating change agents and the community in general to address health needs of vulnerable people. Some highlights in 2015 included: increased awareness of on HIV/Aids and SRHR-related issues for around 10,000 people through the coffee ceremony; building the capacity of teachers to facilitate peer education training in schools; providing more than 3,000 youth aged 15-24 years with youth-friendly health services; and facili-tating technical support for around hundred self-help groups.

Many of the organizations involved in the country program organized self-help groups to enhance the livelihoods ofmembers,inadditiontorealizinghealthobjectives.A successful exchange visit with the Kale Hewet Church (EKHC) in Adama enabled them to evaluate how far partici-pants had come in their own target areas. This particular projectcapacitatedthebeneficiaries,almost90%ofthemwomen, to fully cover their basic needs like food, clothing and housing and meet the costs of sending their children to school as well as their family’s health care.

Kenya:TheobjectiveofthebasichealthprograminKenyawas to strengthen local CSOs to contribute a sustainable health system, through such interventions as increasing

access to quality health care for vulnerable groups in rural areas, developing capacities of local health institutions and strengthening co-operation among partners.

One of the program partners reported an increased number of PLWHAs with improved CD4 counts and body weight (284 out of the planned 230). This success was attributed to the emphasis on training and capacity build-ing of the PLWHAs, notably adherence to treatment and improved nutrition and hygiene practices. The program also exceeded its targets in terms of number of youths utilizing SRHR information and services, which was attrib-ute to the efforts made to train school teachers, who have subsequently adopted SRHR programs in their respective schools.

Transworld Radio produced weekly radio programs on health, HIV/Aids, female genital mutilation (FGM) and other SRHR issues that were broadcast in Swahili and Dholuo languages. The programs proved to be quite popular, with localadministrationofficialsurgingpeopletolistentothe programs, especially in areas with high incidences ofchildmarriagesFGM.Localofficialswereincludedinthe programs to inform communities about the services available.

Uganda: The Uganda Health Program (UHP) was imple-mented in the northern and eastern parts of the country where partner organizations built the capacity of Village Health Teams (VHTs), religious leaders, health workers and community groups to increase their participation in the implementation of health and health related services.

One of the key results of the program in 2015 was the L&A work undertaken at the national level through collaboration with NGOs such as the Inter-Religious Council of Uganda (IRCU), the Uganda AIDS Commission and the National Forum of People Living with HIV Network in Uganda (NAFOPHANU). The Uganda Christian Action Network (UCAN) conducted six regional conferences attended by nearly 300 religious leaders, with the aim of empowering church leaders to understand their role in supporting both HIV discordant couples as well as HIV positive concordant couples to be mutually faithful and committed to protecting each other from infection and re-infection, while exploring the various positive prevention methods including correct and consistent condom use.


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The UHP-implemented interventions have contributed to increased health seeking behavior and the use of diverse health services including home and community-based treat-ment (HCT), Prevention of Mother to Child Transmission of HIV (PMTCT), safe male circumcision, ARTs, and sexual reproductive health. According to reports over 350 VHT members have been trained and facilitated to promote SRHR and HIV/Aids services for vulnerable groups.Partner PAG-KIDEP trained over 175 community resource persons to ensure continuous visits and counseling of PLWHAs, affected families and other vulnerable commu-nity members at the local level. The model of the Good Samaritan Teams to address HIV-related stigma yielded verygoodresultsinfightingstigmainfaithcommunities,including among Anglicans, Catholics and Muslims.Life skills education in about four-hundred schools has shown an increased risk perception of young people towards HIV and sexually transmitted infections as well as pregnancy. Interviews showed that there has been a reduction of teen-age pregnancy in the different intervention schools and that young people are now more aware of their changing bodies and are able to identify risky situations.

The ‘Client Satisfaction Instrument’ that was integrated within the UHP was started in 2015 and is working well. A lot oflearningisbeingderivedfromtheprojectthatwillhelptofurther inform advocacy efforts for health service delivery.

South AmericaHaiti:ICCOpartnerPROSACOrunshealthprojectsforanumber of rural and urban communities, serving a total target population of 430,621 people, of whom 312,000 live in urban areas and 116,621 in rural areas. During the MFSII period the aim of the program was to improve access to sustainable quality health care and undertook, among other activities: running six clinics in rural and urban areas; awareness rais-ing and education on family planning, HIV and hygiene prac-tices; and sexual education in schools and churches. In 2015, PROSACO provided family planning information to 83,728 people, through its network of 250 Churches, while 17,231 youths participated in awareness raising on responsible sexu-ality and family planning through the education system. As the program came to a close, PROSACO came to an agreement with the government about handing over the clinics after the phase out of the program, with MOUs being signed with regional health authorities. Another clinic has been handed over to the Mission des Églises Évangéliques Baptistes (MEEBA).


GenerallyitcanberemarkedthatMFSIIhassignificantlycontributed towards the development of the organizational capacities of the partner organizations and exploring how different organizations can contribute to the common goal of improving health systems and access to health care for the most vulnerable. Attendance of program-related coalition meetings has contributed greatly towards developing capac-ity to take the organizations to higher levels of achievements. Learning from each other and mutual support are important elements with exchange visits between different partners in the coalitions being highly valued by all involved. Based on the 2014 coalition evaluations and the face2face meetings, lessons learned were taken on board in 2015, with the country coali-tions also working on ensuring sustainability after MFSII, for instance by formulating their added value, formalizing their partnerships,andembarkingonjointfundraising.

In Ethiopia the CEOs of the organizations involved agreed that the coalition is a good platform for sharing information, experiences, organizing L&A and working together on issues of common interest based on similar Christian values. In Haiti,thebenefitsofthePROSACOalliancehavebeenmutual encouragement, capacity building and sharing of expertise on such areas as the standardization of reports and datacollectionforms,ofservicespricing,andjointtrainingofhealth staff in contraceptive methods.

In DRC the programmatic approach was mentioned be quite a challenge. Although partners highlighted positive elements such as the common identity and learning together, they noted that collaboration and complementarity in implementation did not work well due to a very wide geographical spread among the partners.

Similarly, in South Sudan large distances, insecurity and difficultcommunicationhavenegativelyaffectedthedevelop-ment of the country coalition.

GenerallyitcanberemarkedthatMFSIIsignificantlycontributed to the development of the organizational capacities of the partner organizations and how differ-ent organizations can contribute to the common goal of improving health systems and access to health care for the most vulnerable. Learning from each other and mutual


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support important elements with exchange visits between different partners in the coalitions being highly valued by all involved. Based on the 2014 coalition evaluations and the Face-to-Face meetings, lessons learned were taken on board in 2015, with the country coalitions also working on ensuring sustainability after MFSII, for instance by formu-lating their added value, formalizing their partnerships, and embarkingonjointfundraising.

Throughout the MFSII period, ICCO Alliance supported and collaborated with a number of strategic partners.

Organizations like the Ecumenical HIV and AIDS Initiatives and Advocacy (EHAIA), Strategies for Hope (SFH), EcumenicalAdvocacyAlliance(EAA),INERELA+(aninternational network of religious leaders living with, or personally affected by HIV) and the Christian AIDS Bureau for Southern Africa (CABSA) are working in the area of HIV and related (often controversial) SRHR issues like gender-based violence, masculinity, and sexual identity,.. These organizations are often at the forefront of starting up the dialogue, developing materials to facilitate this dialogue, and bringing those excluded into the dialogue. All afore-mentioned organizations do know each other and collabo-rate where relevant. Each of them reaches a vast number of people with their products and activities because they either work regionally (mainly in sub-Sharan Africa) or internationally.

EHAIA for example is covering the whole Sub-Sahara Africa regionthroughitsfiveregionalcoordinators.Amuchappre-ciated methodology that they use, and train others to use, is the Contextual Bible Study (CBS) methodology. This meth-odology was originally developed to discuss the issues of sexual and gender-based violence , not only with religious leaders but also particularly with women within religious communities. EHAIA recently developed new CBS materi-als to support the discussion on HIV, SRHR, and masculinity and femininity and in South Sudan pastors are currently working on a CBS that addresses the ongoing violence and political instability. SFH has played an important role in disseminating easy-to-understand, faith-based booklets discussing relevant HIV/Aids-related themes ranging from stigma and discrimination and good. In 2014, the network developed a trainer’s manual in response to interest from some readers in using the materials within their own communities.

In 2015, 75 trainings were organized mainly on request of faith leaders and/or faith based organizations of which more thanhalfwerefinancedbyotherdonors.

EAA and CABSA play important roles in mobilizing the faith community into taking a more public stand in the area of HIV (EAA, amongst others ART for children and patent pool) and gender based violence (CABSA, through its Thursdays in Black campaign in the Southern Africa region).

A third group are organizations that work on HIV and SRHR from a different entry point than the health sector, such as Educaids and Edukans that are working on young people and their SRHR through the education sector. In 2014 we started withpilotprojectsinEthiopia,MalawiandGhana,inwhichwepaid attention to such issues as introducing and supporting appropriate SRHR/life skills curricula, providing access to high quality and youth-friendly SRH services, and creating formal linkages between the education and the health sector. What hasbecomeapparentover2015isthattheseprojectshaveledto an increasingly open and much-needed discourse on SRHR issues at the community level, with data showing that it is also contributing to increased use of SRH services by young people..


Globally four meetings of the BHHA program group took place, offering one of main platforms for capacity develop-mentandlearningofprogramofficers.

In Afghanistan the AHA end evaluation did not take place due to security concerns. Hence an important input for learning could not materialize. However, through its active role in capacity development, the AHA has contributed not only to a more capacitated workforce and community, but also to strengthening the public health system and develop-ing new and necessary elements. These include: closing the service delivery gap; capacitating community and govern-ment to include persons with disabilities in every range of society; and enabling disadvantaged groups to participate fully in society and community.

In India the evaluation in 2014 served as an effective tool to determine the capacity development needs. Based on the evaluation results, plans were developed for further capac-ity strengthening especially with the sustainability of the program in mind. Special attention went to capacity building


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of community organizations and organizations at regional level, as federations and change agents that have a respon-sibility for the long-term running and supporting mecha-nisms to ensure access to health care services.

In South Africa, SALT Alliance Members have a strong focus on capacity development within their own organizations through baseline, mid-term and end O-scans. All members have demonstrated progress in their organizational and program development.

The Zimbabwe coalition managed to improve their M&E systems through sharing reports and peer reviewing each other's work during coalition meetings. The Zimbabwe coalitionhasalsoworkedonjointresourcemobilization.The coalition submitted a proposal to Amplify4Change on Adolescent Sexual Reproductive Health. Although the submittedproposalwasnotapproved,itwasasignifi-cant learning point for the coalition and also a platform of sharing information for the coalition members. The NetCODe members furthermore devoted part of their timetowardsdocumentingthesignificantworkandcontributions by the members towards health services in Zimbabwe.

In Malawi, two partner organizations were involved in a Self-Monitoring On Organization Development (SMOOD) capacity building program. An external facilitator guided astructuredreflectionontheorganizationsstrengthsandareasforimprovementbasedonthefivecapabilitiesmodel(o-scans were performed as part of the exercise), with each partner making their own action plans for follow up.


At the global program level harmonization took place by linking health and HIV to other relevant thematic areas (e.g. education, nutrition and livelihoods), with other NGOs in the area of Health, SRHR & HIV/Aids; as well as with the Ministry of Foreign Affairs and interested companies.

The EMAD program in Afghanistanhasbeenamajorstakeholder in past years in the development and adop-tion of the national inclusive and child-friendly education policy and has been instrumental in helping to build and organize a national taskforce/working group for inclusive education.

In India, an example of a body that contributed to harmo-nization and complementarity is the Block Level Task Force, which includes government institutions, NGOs and UN agencies such as WHO and UNICEF. Harmonization of activities also happens at the community level, for example through HIV prevention and care initiatives whereby school associations, churches, self-help groups and other CSOs combine forces and coordinate their work. One of the partners of the ALOCES coalition in DRC initi-ated at network of actors involved in HIV/Aids that is led by PNMLS, a government institution which coordinates activi-ties related to HIV/Aids. Network members meet regularly to share information and coordinate their activities.

The MUSACA insurance program of one of the partner organizationsisthefirstandalsothemostexperiencedMutual Health insurance organization established in Bunia and Ituri.Therefore, the National Program for the promotion of Health Insurances appointed MUSACA as the coordination body of the Mutual Health Insurance Federation in Ituri.Furthermore, good collaboration with the government throughtheHealthZoneOfficesandfullinvolvementofchange agents and representatives of target groups is explicitly mentioned as a key to the success of the health program.

Although in South Sudan it was reported that the Alliance has not made much progress in the area of complemen-tarity and harmonization due to regional distances and differences, individual organizations have worked on this in collaborating with organizations, local government, etc.


GRBA was embedded in all the programs as we continued to work for the advocacy on the rights to services for margin-alized groups and communities. It has been particularly valuable in strengthening the ability of vulnerable groups lobby for their rights to access services and schemes. An example is the Leprosy Mission India, which was able to train over 1,500 government staff on leprosy-related human rights.

In Uganda, partner organizations have initiated deliberate actions aimed at empowering both rights holders and duty bearers. These include training and continuous sensitiza-


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tion on their rights to demand for quality SRH, and HIV information and services.

A number of partner organizations in Malawi work with the STAR approach (Society Tackling AIDS through Rights). Ithelpsthecommunitytoidentifytheissuesandfindawayto advocate them.

In South Africa, a total of 38 staff participated in a two-day training on human rights facilitated by the South African Human Rights Commission. The training covered such issues as children’s rights, education and awareness of human rights and domestic violence.

Low involvement of men in BHHA programs has been an issue faced by many programs, despite evidence that holis-tic approaches, with both men and women participating to address gender issues, are key to successful interventions. In the SRHR program in India,insteadofjustfocusingonthe empowerment of women, men (husbands/ fathers) were included as part of the target group. The program alsoemphasizedthejointresponsibilityofhusbandandwife with regards to sexual and reproductive issues.

In Haiti,providingjointcounselingonfamilyplan-ning contributed to improved dialogue among couples. Awareness activities encouraged men to become more responsible both in terms of family planning (birth-spacing, mother and child health) and the wellbeing of the family.

In Zimbabwe one of the partner organizations part-nered with Ministry of Women, Gender and Community Development in Manicaland to establish seven gender advi-sory groups that serve as gender-based violence safety nets in the community.

The Dutch Coalition on Disability and Development (DCDD) continued its L&A activities related to the inclusion of people living with a disability in Dutch policy in general andmorespecificallyindevelopmentcooperation.EffortsweretakentowardstheratificationoftheUNconventionontheRightsofPersonswithDisability(whichfinallyhappened in January 2016). One other concrete result was the proposed Innovation Fund that was turned into the Inclusion Fund.

CONFLICT TRANSFORMATION & DEMOCRATIZATION

GLOBAL PROGRAM CT&D


AUTHOR PIET POSTHUMA

ORGANIZATION(S) ICCO AND KERK IN ACTIE

PERIOD COVERED 2015


The CT&D program continued to focus its work on the connectionofpowerandjustice.Itisapoliticalapproachofpovertyandconflictsandconsidersthesetobecausedbyinjusticeandexclusion.TheprogramstronglysupportsICCO’svisionasdescribedintheMASP2020:“Exclusionandscarcity, created and aggravated by unequal power balances, arethemaindriversofpoverty.”

The program worked to empower people and their organiza-tionstoaddressmisuseofpower,unjustpowerrelationsandtheir consequences. We also strengthened the voices and capacitiesofpeopleclaimingandcreatingjustice.Weworkedwith a rights-based approach, as well as gender approach.

As in previous years, the CT&D program in 2015 continued evolving towards a double focus on two themes: Human Rights, Accountability and Political Space; and Access to Land and Natural Resources. At the same time country programs paid much emphasis on the post-2015 period, leading to processes of closing down of some programs, and continua-tion and reformulation of elements of other programs.

In the country programs, in line with the MASP, with its dual focus on ‘Justice and Dignity for All’ and ‘Securing Sustainable Livelihoods’ our programs evolved further towards coopera-tion with other thematic programs and external stakeholders.

We continued to develop alignments between CT&D and other ICCO programs, especially Fair Economic Development (FED) and Food and Nutrition Security (FNS).


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The CT&D programs mostly reached the expected results formulated in the established indicators. At the same it became clear that a stronger thematic focus within the program would have created new opportunities for more tangible results. This growing recognition was one of the drivers for policy deci-sions related to the future of the program, a process that was strongly guided by MASP 2020. Based on this new strategic vision, it was possible to embed important elements of CT&D programs into other programs, and vice versa, using the two coreprinciplesjusticeanddignityforallandsecuringsustain-able livelihoods as the guiding framework.

Whereasthetargetareas(ConflictTransformation,Democratization, Human Rights and Rule of Law, and Gender) are much related and within themselves also show a wide range of activities and strategies, it became clear that the CT&D program from the start had too broad a focus. This gave regionalofficesthenecessaryspacetheyneededtodevelopcontextspecificactivities,butstronglycomplicatedacoher-ent narrative on the CT&D story itself. This lack of a coherent narrative sometimes negatively affected the space for CT&D in comparison to other programs. At the CT&D Evaluation process the evaluators clearly struggled with this situation.

At the same time however, the program evolved visibly towards a few dominant themes that could be placed in the original target areas, but at the same time concentrated on some main aspects: human (gender) rights, transparency and accountability, access to land and natural resources, spaceforcivilsociety,andconflicttransformation. This new localization of CT&D related themes enhanced the integration with other thematic programs.

At the same time, the visible results of the CT&D programs highlighted the capacity of individual staff members in the regions.

There was a clear added value in working within the ICCO Alliance. Within the CT&D program the programs of ICCO and of Kerk in Actie merged in a mutual inspiring way. For the MFSII program for example the focus of Kerk in Actie on Children at Risk gave strong inputs to shared strategic program development within countries where also MFSII programswereactive.Regionalofficestaffdedicatedto

KerkinActieprogramsplayedanimportantroleinprofilingthe whole CT&D program.


South East AsiaVietnam:Themainobjectiveofthecountryprogramcontin-ued to be improved access to land and forest resources to sustain the livelihoods of indigenous communities. CT&D program interventions varied from L&A for an enabling policy framework relating to land and forest rights for indig-enous people, to tracking the activities of business actors that were detrimental to indigenous livelihoods. We also focused on networking with other social actors to strengthen our L&A and ‘watchdog’ role. One of the entry points for such efforts was ensuring the inclusion of the voices of Vietnamese farm-ers in ongoing preparations for the 12th national congress of the communist party in January 2016, and the Transnational PacificPartnershipagreements.

These efforts led to some successes, such as the cancelation ofamegahydro-electricdamprojectthatwouldhavenega-tively affected the sustainable livelihoods of rural people, biodiversity and water quality in the Dong Nai River basin. This outcome was largely due to the advocacy of coalitions of local groups, including ICCO partner, the Vietnam Rivers Network (VRN). Another positive development was inclu-sion of people living outside the regulated watershed area asbeneficiariesofPaymentsforEnvironmentalServices(PES), due to the efforts of another partner, CRCSD in the province of Thua Thien Hue.

As a result of support provided under the MFSII program, various CSO and community networks focusing on indig-enous people and rural livelihoods (including VRN, FORLAND and Landnet) improved their capacity as well as effectiveness. It is expected that these actors will continue their activities after 2015, while the focus of ICCO Cooperation in Vietnam will include a M4P approach in the program areas. Nevertheless, the restricted space for civil society in Vietnam remains a cause for concern and these networks will need to continue to exercise prudence in the sensitive area of land and natural resource governance.

Cambodia: The CT&D program continued to focus on three core areas in 2015: strengthening of communities and indigenousgroups,includingcommunityfisheries,inpart-nership with the Community Capacities for Development


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(CCD); human rights in the garment industry; and the ‘Children at risk’ program implemented through two ICCO Cooperation partners, Salvation Centre Cambodia (SCC) and Street Children Assistance and Development Program (SCADP). The program also sought to gradually incorporate an economic focus in its land and natural resource govern-ance activities through linking business and human rights approaches with programs to enhance the livelihood oppor-tunities of rural and indigenous peoples in areas affected by landconflicts.

The partnership with CCD led to the strengthening of ten communityfisheriesinKampongChhnang,insuchareasas planning and organizational management systems and resourcemobilization.Asaresult,sevencommunityfisher-ies were able to raise more capital and work with relevant stakeholderstocontrolillegalfishingactivities.ICCOpartner,the Cambodian Center for Human Rights (CCHR) published regular media updates on land, natural resource and human rights issues.

Related to the garment sector the program organized various activities to raise awareness among CSOs on the UN princi-plesonbusinessandhumanrights.Specificactionsincludeddeveloping a training manual, providing legal aid (57 cases), broadcasting radio programs and contributing to the consul-tation process on the Law on Association and NGOs.

Indonesia:TheCommunityEconomyProgram(CED−ajointinitiativewiththeWahidInstitutethatreachesoutto345membersorganizedin22women’sgroups−isillus-trative of our approach to combining human rights and economic approaches. One of the breakthroughs that has been achieved by the Institute is its innovative approach to preventing radicalization and fostering peace at the grass-roots level by not only focusing on the critical awareness raising but also on economic development perspectives, in line with ICCO’s CT&D approach. A broad range of stake-holders, including CSO networks representing vulnerable groups increasingly acknowledge the program’s innovative strategyinpreventingthesocial-religiousconflictthatislargely rooted in economic disparities. During the National Coordination Meeting of Religious Freedom and Victim Solidarity in June 2015, participants suggested replicating the CED program in their own areas. The CED Program has also become an important example of good practice used to strengthen the Wahid Institute’s program of Countering

Violent Extremism (CVE), which is directly supported by the Indonesian President.

The program’s focus on strengthening both people’s rights as well as their livelihoods in an inclusive way will continue after 2015, albeit with less external funding. It is anticipated that the solid contacts established with various governmental institutions may open up new opportunities to build on the foundation laid under MFSII.

Central AsiaOver the course of MFSII the CT&D program in Central Asia has evolved into two strong sub-programs focusing on migration and disability. The program strategy was built around L&A, with special attention to gender and rights-based approaches and implemented by a coalition of local NGOs uniting composed of twenty members from Kyrgyzstan, six from Tajikistan, and one each from Russia and Kazakhstan. The regional program was supported by ICCO, DanChurchAid, Brot fur die Welt and the European Commission.

Among other interventions, the migration component of the program, known as Central Asia on the Move (CAM), contributed to: promoting the rights of migrants workers in the destination countries of Russia and Kazakhstan; draw-ing attention to the problems faced by internal migrants in Kyrgyzstan, including access to basic services and registra-tion; engaging members of the sending communities of KyrgyzstanandTajikistanthroughincreasedawarenessandparticipation in community initiatives.

The Janyryk Disability Program was implemented by a coali-tion of thirty local NGOs and parent associations and was the only initiative with a clear focus on the children with disabili-ties being implemented in Kyrgyzstan during this period. The program focused on promoting the rights of children with disabilities and improving the legislation and law-enforce-ment practices.

By the end of MFSII, the regional program had demonstrated clear results, with both the CAM and Janyryk networks becoming recognized partners of the respective ministries of migration, youth and employment, and social development.

The CAM platform became a member of the Working Group to develop national migration policy. Program partners


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worked closely with local authorities in Kyrgyzstan and Tajikistantocreatelistsofinternalandexternalmigrantsand their families so as to ensure access to information and services. Local authorities also made useful steps towards helping migrants to register and gain documents more easily.

The Janyryk network successfully lobbied for state social standardsfordaycareinstitutionsthatwereofficiallyapproved by the Kyrgyzstan government in 2014. The network also signed a Memorandum of Understanding with the Ministry of Social Development, recognizing Janyryk as a strategic partner on youth and disability issues. The govern-mentsubsequentlyfundedatleastfive-daycarecentersmanaged by the network.

As the two programs explore alternative funding opportuni-tiesfor2016andbeyond,theyhavedemonstratedasignifi-cant impact in the lives of individuals and communities by strengthening livelihood opportunities as well as people’s dignity and human rights.

South AsiaIndia: During the MFSII period the CT&D program in India focused on strengthening democracy by facilitating access to the fundamental rights of marginalized communities, primarily the Dalit community. The program also focused on strengthening the operational space for civil society by supporting CSOs’ convening and convincing work with the governmentandothersectors.Amajorareaoffocuswason rights to land and other fundamental rights like educa-tion, livelihood and health, with women’s rights serving as a common thread across the different initiatives.

In the area of civil society strengthening, ICCO Cooperation’s partner, the Voluntary Action Network India (VANI), helped to build the capacities of around 1,000 voluntary sector organizations to effectively engage with with government and private sector actors. VANI was actively involved in representing civil society interests in the proposed Foreign Contribution Amendment Rules (FCRA) legislation and related regulatory issues, which were broadly seen as being a move to curtail civil freedoms and led to massive citizen mobilization around the country.

Program partner Grameen Sahara trained eight-hundred women cadres to carry out peace building initiatives at community level and also organized eight-hundred program

beneficiariesintothreeclusterstoenhancetheiraccesstothe textile and garments value chain.

The National Federation of Dalit Land Rights Movements (NFDLRM) was successful in facilitating and promoting the leadership skills of Dalit women by working with 360 women leaders in 12 states to advocate on land right issues at state and national level. With ICCO Cooperation support, the network increased its national outreach and developed innovative strat-egies for securing the land rights of marginalized groups. ProgrampartnerLandesahasconductedfieldresearchanddocumentationoftheimpactofland-basedconflictsinJharkhand and Chhattisgarh, with a focus on women’s land land rights. In collaboration with the Jharkhand Livelihoods Mission and the Revenue Department, the organization has putinplacespecificinterventionsatthehouseholdleveltoenhance women’s access to land.

Another program partner, the Dalit Foundation has been successfulinestablishingwomen’sgroupstofightgender-based violence towards Dalit, Muslim and other marginal-ized women. The main aim was to build L&A networks at the local level and engage duty holders such as local govern-mentofficials,teachers,policeofficersandotherstakehold-ers and relevant line departments.

The Children at Risk (CAR) program coalition continued to focus on child labor and other children’s rights issues, although it encountered various constraints due to govern-ment moves to curb NGO activities. At the same time there werenewopportunitiestoworkwithgovernmentofficialsat the district level, which led to some program successes at the local level such as the enrolment of 2,500 former working children in school.

Looking at the overall MFSII program in India, ICCO Cooperation managed to create a number of robust programs with potential to contribute to long-term impact. However, changes in the policy environment, such as the FCRA, have hadamajoreffectonthecivilsocietyspaceandfunctioningof most organizations, with some NGOs becoming blacklisted or deregistered. These measures have also affected interna-tional NGOs such as ICCO Cooperation who are now required to seek prior permission to operate in the country. In this context, the strong need for the new Strategic Partnership with the Dutch Government focusing on expanding the oper-ational space for civil society has become quite evident.


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Nepal: At the beginning of the MFSII period the CT&D program was primarily focused on human rights issues at community level, with a strong emphasis on women rights. Due to the positive results obtained, the program incorpo-rated more economic activities targeted at female small-holderproducersinthefinaltwoyears,hencecreatingastronger basis for community resilience.

As a consequence of the devastating earthquake in April 2015, ICCO Cooperation’s partners also became strongly involvedinrecoveryprojectsintheprogramregionsupported by the global ACT Alliance and ECHO.

As the Monitoring Protocol data indicate, the program has been effective in changing the lives of many rural women and while continuation will depend on the ability to raise new funding, there are promising opportunities for this due to the strong basis set under MFSII.

Central and Eastern Africa This regional program covered CT&D programs in South Sudan, Burundi, Uganda, Rwanda, DRC and Kenya. The objectiveoftheregionalprogramwastopromoteeffectiveperformance and accountability of public institutions in all these countries with a focus on two areas: strengthen-ing the capacity of CSOs to engage in policy and program formulation, implementation and monitoring; and promot-ing greater accountability among duty bearers. Regional components of the program included cross-cultural capac-ity development work with ex-combatants from Kenya, Tanzania and South Sudan, while the issue of migration was an emerging theme in 2015. As part of the ACT Alliance, ICCO is exploring ways to give more attention to this theme from 2016 onwards.

Burundi: The Burundi CT&D program encompassed development, civic education and citizenship initiatives, conflicttransformationaswellasprotectionofhumanrights defenders and democracy activists. As the situation in Burundi is far from stable working on these issues has been complicated. 444 community leaders and heads of CSOs participated in citizenship training and civic education that were meant to prepare the civil society movements and communities to contribute to a responsible electoral process. 5,000 people, especially the youth, participated in social events to promote peace and peaceful cohabitation. Theprogramalsosupportedfiveradiobroadcastsonthese

themes, as well as the establishment of seven peace clubs made up of CSO and community leaders. Judicial assistance was provided to 30 human rights defenders.

Uganda: During 2015, the CT&D Uganda program focused on gender-based violence, land rights, child protection and promoting the role of women in governance.

The land rights program linked with the ICCO food security program in Northern Uganda, focusing on working with elders and other community-led structures to reduce castle rustlingandimprovepeacefulco-existenceinKaramoja.The program also made use of existing community struc-tures linked to mobile courts supported by the Democratic GovernanceFacility−aninitiativeoftheJusticeLawandOrder sector program. Other activities included supporting work in two districts as part of a national coalition led by the Centre for Women in Governance (CEWIGO) to create National Action Plans on UNSCR 1325.

DRC:ProgrampartnersinDRCcarriedoutprojectsongender and women’s leadership, land rights, CAR and human rights. One of the highlights of the program in 2015 was training 420 women leaders to enhance their participation in the political process, following which 113 women leaders registered as local candidates in the upcom-ing general elections. The program also facilitated 24 L&A sessions addressing issues ranging from access to basic services and sexual harassment to political marginalization. 23 women leaders subsequently became involved in peace negotiationswiththefightingforces,includingtheFARDCand Mai-Mai rebel groups.

The land reform process dominated the land rights activi-ties.Aconsortiummadeofthreelocalpartners−AAP,CPGRBCandFOPAC–supportedinitiativestoimproveaccess to land for smallholder farmers and poor households andtoeradicateland-relatedconflicts.Theconsortiumwasinvolved in L&A, policy analysis and community consulta-tions on the land reform process. Some concrete results of these activities included: holding three consultation work-shops for local leaders; producing 16 radio broadcasts in three cities to share information and collect the views of the communities on the reform process; solving 15 land conflicts;andsupportinglandclaimsby611peoplefromvulnerable groups (including 212 women, 67 children, 173 young people and 159 displaced persons and returnees).


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The CAR section of the program provided protection and support for the socio-economic (re) integration for child victims of ill treatment, abuse and violation. Outcomes in 2015 included: creating a reintegration and training center to host 547 street children and child victims of sexual abuse; reuniting 317 children with their parents and reinte-grating them into the household; providing tailoring train-ing to 262 children, mostly girls; and establishing six child protection networks at the community level.One of the program’s key successes in the area of human rights was the passing of a law reinforcing the protection of human rights defenders in the Provincial Assembly for North Kivu. At the national level, as a result of the program’s efforts, 140 human rights defenders (37 female) and secu-rity forces personnel enhanced their skills in human rights data collection and case investigation. Other activities included facilitating civic and electoral training to 223 indi-viduals representing human rights defenders, trade union-ists,journalists,andteachers,andprovidingjudicialassis-tancewasprovidedtofifteenhumanrightsactivistsillegallyarrested and detained across the country.

South Sudan: Under the ‘Voice for Change’ program, the CT&D program supported the mobilization of a peace team made up of hundred representatives from refugee and host communities, including youth, local chiefs and women’s leaders. Forty members of the team were elected toundertakeoutreachwithinthePanyume,Yaribe,Lujula,and Nyori communities, while thirty members were nomi-nated to be advisors on peace issues for these communities. The program facilitated a training of trainers workshop for selected members of the peace team from both the host and refugee communities based on a manual that was devel-oped and widely distributed to members of the peace team and other CSOs across the country.

In 2015, the Organization for Non-violence and Development (ONAD), an ICCO partner, facilitated the participationof126directbeneficiaries(48female)inapeace advocacy consultation, as well as the broadcast of three radio and two television talk shows in Juba, Central Equatoria State. The consultation helped to document citi-zen’s views and proposals on the proposed compromise peace agreement. The results were further shared and incorporated with the views of other civil society represent-atives in a process hosted by the NGO Forum, prior to being launched on 5 August 2015 at the Juba University Centre for

Peace and Development Studies. Participants in the consul-tations increased their engagement with the police and civil authorities to improve security in their communities.

Southern AfricaZimbabwe: One of the successes of the CT&D program in 2015 was helping to organize 50 artisan miners who hadbeenintofivecooperatives,enablingthemtoacquirepeggingcertificatesfromtheDepartmentofMiningandhence become incorporated into the formal mining sector. ThisisthefirsttimethehistoryofZimbabwetohaveillegalminers integrated into the mainstream mining. Through this and related initiatives, the program helped to improve the livelihoods of 750 households that had been relocated from Marange to Arda Tranzau area.

Under the Social Mobilization for Improved Governance ProjectinHarare,501communitymembers(321women)participated in focus group discussions that led to the developmentofcommunityprojectsspecificforeachloca-tion. Four communities implemented income-generating activities based on these plans, leading to increased income levels and the potential to sustain the results reached in the community.

Since2013,theCT&Dprogramhasimplementedajointprogram with ICCO’s Basic Health and HIV/Aids Program, in partnership with Stop Aids Now. During a training workshop onleadership,projectmanagementanddevelopmentofmonitoring tools in September 2015, participants developed monitoring and reporting tools in the area of Sexual and Reproductive Health and Rights (SRHR) of young people .

Central America

In 2015 the CT&D program in Central America continued the two strategic sub-programs on legal security (El Salvador, Guatemala and Honduras) and youth safety (El Salvador, Guatemala, Nicaragua and Honduras).

The main strategies adopted by the legal security program included: following up and giving guidance on the litigation of paradigmatic cases; training state functionaries to respect internationally recognized human rights, and anti-discrimi-nation legislation; and lobbying for changes in public policy and training CSOs to monitor the implementation of such policies. The program paid particular to policies affecting vulnerable groups, such as young people and those facing in


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conflictswiththelaw.InGuatemala,therewasalsoafocusonfollowing up on cases of crimes of the past.

In March 2015, an ICCO partner, the Coalition Centroamérica Democrática (CAD) produced a very timely CSO report docu-menting the achievements of the International Commission Against Impunity in Guatemala (CICIG), at a time when the CICIG’s mandate was due to expire. The publication of this report went hand-in-hand with lobby meetings to promote the extension of CICIG’s mandate with different politicians, the General Secretary of the Presidency, the US embassy, international donors and the media. This process also coin-cided with the publication of the CICIG’s report on the crimi-nal network La Línea. Despite this potentially unfavorable political context, the Guatemalan government in April 2015 requested the extension of CICIG’s mandate.

On the issue of youth security, the strategies of the Programa de Seguridad Juvenil (PSJ) involved improving access to education, generating alternative economic opportunities, and empowering young people to lobby for effective public policies on violence prevention and youth opportunities.

Program partner CEIBO has had considerable success with the creation of a community theater group, which engages young people in speaking out on violence prevention. The group created a relationship with a weekly adolescent and youth television program, De Humo TV. The TV program featured a cultural festival organized by Macho Ratón Network (a multi-disciplinary arts group that was one of theoutcomesofCEIBO’sjointprojectwithICCO)asnotonlybeen featured by the program, and has also been invited to create popular dramas addressing such issues such as teenage pregnancy. The partnership between CEIBO and De Humo TV, has also created other opportunities for the group, such as an invitation to the Macho Ratón Network to carry out a series of ten workshops at a local high school, with the support of the local government institution for youth issues. The workshops were valued as an opportunity for young people to motivate other youth to promote cultural activities in their neighborhoods to prevent violence.

In the course of MFSII the two regional networks, PSJ and CAD, with the support of ICCO Cooperation have formed an increasingly close relationship, which allowed for the harmonization of L&A efforts in the region. After 2015, ICCO Cooperation will seek to consolidate a programmatic identity

on the issue of violence prevention in indigenous communi-ties in Guatemala and Nicaragua, with the support of Kerk in Actie. While this means leaving other network partners to search for alternative funding, these organizations are in a better position to mobilize additional resources thanks to the support provided by ICCO under MFSII.

South AmericaThe South America Program continued to work on different thematic sub-programs: the Andes Water Program, the Gran Chaco Program, The Quilombo program, and the Regional Program on Sexual Commercial Violence and Sex Work.

The Regional Water Program, implemented by the Andes Water Network in Bolivia, Peru and Ecuador, is an initia-tive linked to support multi-sectoral actions related to caring for water and natural resources in the Andes, which includes such perspectives as the right to water, integrated water resource management, and sustainable mining. The program is part of a broader regional strategy on land and territory and tights to natural resources that is one of the three key CT&D strategies for South America.

The regional water program has not been able to secure alternative back donor support, which means that it will cease operating at the end of MFSII. As program part-ners embark on seeking follow up funding it is expected that their track record and participation in the ICCO Cooperation-supported water program will enhance their chances of securing new funding.

The Gran Chaco program is a regional program that oper-ates in the South American Gran Chaco region (Argentina,

Bolivia and Paraguay). Under MFSII the program increas-ingly sought to integrate indigenous and other human rights issues with economic activities. Interventions to enhance access to land and natural resources were followed by livelihood strategies to further improve the resilience of communities. Due to the stronger presence and empower-ment of indigenous organizations, the program succeeded in building partnerships with other, mostly governmental, stakeholders, such as the municipalities of Yacuiba and Villa Montes in Bolivia. In Paraguay, the program co-imple-mented activities with the Boqueron State, Philadelphia municipality and the Ministry of Women Affairs aimed at supporting the participation of indigenous and artisanal female producers in trade fairs.


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The Gran Chaco program supported three indigenous groups across the region to pursue land restitution claims by facilitating the systematic documentation of productive initiatives developed and implemented by six Weenhayek communities in Bolivia. Among the many institutional activities and instruments developed in this process were community plans, mapping of indigenous areas, and legal documents, all of which contributed to the development of a land management plan for the Weenhayek people. In Paraguay the program supported the regulation and restoration of 15,000 hectares to indigenous people and provided input towards a legislative proposal for ensur-ing the accountability of funds allocated for territorial management.

The Gran Chaco program will continue after MFSII, with funding by ICCO Cooperation partner Kerk in Actie.The Regional Program Sexual Commercial Violence and

Sex Workcontinuedtoinfluencepublicagendas,develop-ment and knowledge management, capacity building, preven-tion and protection (support for care to victims) and resource mobilization in different countries (Bolivia, Peru, Colombia,

Paraguay, Brazil). Across these countries the program had concrete successes both in supporting individual women and girls, as well as the further strengthening of national move-ments against commercial violence and sex work.

The continuous support provided by the ICCO Alliance to women’s programs such as SUSO and Stepping Stone since 2010 has led to the emergence of the ‘Movimiento Vuela Libre’ brand, which will ensure the continuation of the program’s activities in all countries after 2015. Under the auspices of this new program, for example, 66,000 people in BoliviaalonewereinformedabouttheCESC,and695offi-cials of the ombudsman for children and adolescents were involvedintrainingsonthissubject.

Country programsIn Peru, program partner APE mobilized local stakeholders ininAyacuchoaroundthevalueandbenefitsofterritorialmanagement and its different tools such as the economic-ecologic zoning. However, the slow progress in approving a national law on territorial management necessitated renewed advocacy on this issue by APE and other CSOs. With water issues related to mining and human rights continuing to be an important issue, program partners also supported affected communities with legal support.

In Bolivia the program supported the effective input of local communities in the process to develop a law govern-ing the use of water for irrigation, which included providing legal support to communities to defend their water rights. Support of the program has led to the establishment of an independent multi-stakeholder dialogue platform in Tupiza to enhance water management.

In Ecuador the program partners helped to follow up on agreements and priorities of the Water Forum, including advocacy actions towards government institutes such as SENAGUA, MAGAP and SENPLADES.

Brazil: Due to reduced funding after MFSII ICCO Cooperation decided to stop its programs in Brazil. This decision strongly affected the dynamic of the Quilombo program, with partners having to dedicate a lot of time to exploring other funding opportunities. Despite this seri-ous constraint various Quilombolas associations remained strong due to the active involvement of the youth and women members in program activities. Consequently, the Quilombola Associations of the Lower Amazon region consolidated their efforts and became better informed on their rights. The associations were also able to ensure that the reality and demands of the Quilombola communities in the region gained greater visibility with State actors.


The implementation of the programmatic approach was largelybeneficialforourpartnersacrossthedifferentprogram coalitions. It empowered their individual and shared performance, and improved their capacities in work-ing with diverse stakeholders. Whereas the CT&D program has always had a strong focus on politics and power, the growth of these coalitions can be seen as an enormous step forwards, as many partners were initially reluctant to share their power and position with others. At the end of MFSIMFSII it is clear that in countries with strong programs the interest of other stakeholders to co-participate has grownsignificantly.Governmentalandprivatestakeholders,knowledge centers and other actors are increasingly ready toundertakejointactionswithICCOCooperationpartners.

Internally, the programmatic approach also played an important role in linking CT&D programs with other thematicprograms,asevidencedbythesignificantgrowth


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ofjointprojectswiththeFED,FNSandFCprogramsinparticular. Underpinning such collaboration is the recogni-tion that sustainable livelihoods programs will only real-izetheirobjectivesifpeople’srightstolandandnaturalresources, and their participation in public policies, are guaranteed. Our experience has also taught us that invest-ing in inclusive economic development can boost people’s participationandaccesstoajustanddignifiedlife.

This growing body of knowledge and programmatic experiences pointing to the solid links between ICCO Cooperation’s twin pillars of ‘Justice and Dignity for All’ and ‘Securing Sustainable Livelihoods’, has led to the formula-tion of new thematic program lines in which CT&D as a program will cease to exist. However, the basic concepts of CT&D will be integrated in existing programs, as well as the new MASP 2020 themes, such as Human Rights and Business. As the operating space for CSOs becomes increas-ingly contested around the world, this crosscutting theme will continue to underpin all ICCO Cooperation programs.


Capacity development played an important role during MFSII. In the initial phases many CD activities concentrated on themes related to the programmatic approach, but also otheraspectssuchasorganizationalandfinancialstrength-ening. The L&A colleagues organized a special capacity development training program on L&A for all regions.

Capacity development in the CT&D program always has been seen as a part of a civil society strengthening strategy. Thematic capacity strengthening and mutual learning at a global level took place during regular worldwide face2face meetings in the Netherlands and sometimes in the regions. Central CT&D themes were been put on these Face-to-Face agendas,notablyConflictTransformation,Democratization,Transparency and Accountability, Access to land And Natural Resources, GRBA and other themes. Mutual learn-ing during these Face-to-Face meetings has always has been very important.

Atcountrylevelprogramofficersalsodevelopednumer-ous capacity strengthening activities for program partner organizations. Especially at this level capacity development as a civil society strengthening strategy took place. Moreover, many programs established by

ICCO Cooperation included capacity strengthening of target groups. These include different programs that strengthened women capacities to become change agents for peace (Sudan, DRC for example), and to strengthen women voice and participation in public policies (such as in the DRC).

Information sharing and capacity development on (shrink-ing) political space is an important emerging theme. In India, for example, the CT&D program supported special-ized partners to inform other CSOs on the impact of new legislation, helping to strengthen their negotiating posi-tion in discussions with the government. Country reports increasingly started to mention the theme of political space as being of high importance.


Within ICCO Cooperation, CT&D programs increasingly cooperated with other thematic programs, especially FED, FNS and FC, but also on BHHA (Zimbabwe is an example). Right from the outset, we consolidated the approach used by ICCO Cooperation and Kerk in Actie, which gave extra focus on youth and gender programs. The transition to MASP 2020 has strongly boosted these types of thematic integration and cooperation.

Within the ecumenical ACT Alliance, ICCO Cooperation has contributed to improved coordination within country programs, as well as the regional and global levels. Within the CT&D program, such collaboration was particularly visi-ble in our Central America (on human rights) and Central Asia programs. In some cases, working under the ACT umbrella also facilitated resource mobilization to sustain promising initiatives at the end of MFSII (for example in Zimbabwe with DCA). In Israel/Palestine ICCO Cooperation together with other ACT members, responded to the preoc-cupying tendency of shrinking space for CSOs in the region, by launching research on civil society space in the Occupied Palestinian Territories and Israel. Results are expected in April 2016.

As part of programmatic cooperation with EKN, we developedanumberofjointprogramsatcountrylevelincollaboration with Dutch embassies. In some countries ICCO’s partners are well known to EKN who have also established direct relations with some partners. With


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theNetherlandsRepresentativeOfficeinRamallah,firstround discussions took place focused on a possible ICCO Cooperation role in the NRO supported food security program in the West Bank and Gaza.

Coordination with local and/or national governments

was often triggered by concrete results achieved, espe-cially at the local level, as well as the overall quality of our programs. The Indonesian CED Program of ICCO and The Wahid Institute, for example, is a program of Countering Violent Extremism (CVE) which is directly supported by The Indonesian President, Joko Widodo through KemenkopolhukamandPresidentialStaffOffice(KantorStaff President). In Guatemala the ICCO Alliance program trained State functionaries so that they may better carry out their work with a clear consideration of internation-ally recognized human rights, and anti-discrimination legislation.

We have also seen a growing number of MoUs at national level with various government institutions.

Addressing multinational organizations, such as UN agen-cies and the World Bank also grew during MFSII, with a focus on local and national initiatives. Increasingly, we have tried to work under the ACT Alliance banner to fully lever-age our access at the global level. Related to human rights issues the Central America program for example strength-ened its partner network to prepare shadow reports on human rights issue for the UN, and made it possible that CSO people could be presentation by its presentation in Geneva.

All in all, the programmatic approach, with its focus on multi-level and multi-stakeholder collaboration, strongly improved the capacities of our programs to link with others and work together on shared goals.


GRBA has always been at the center of the CT&D program. In the Central and Eastern Africa region, for example, the empowerment and role of women as change agents in enhancing peace strongly was strongly promoted, especially under the UNSCR 1325 related programs, as is the case in South Sudan and DRC.

Thisapproachwasalsovisibleinspecifichumanrightsrelated programs in Central America that often combined gender rights and the rights of adolescents and children, for example in addressing women and children’s rights in labor situations. This focus on gender labor issues was also important in the Cambodia program where one of the program items addressed gender and other rights issues in the garment industry. Another example is the pertinent focus on women’s roles in programs related to access to land and natural resources, for example in South East Asia and in India where ICCO supported via its partners investi-gationrelatedtowomenaccesstolandinareasofconflict,atheme to be discussed with the government.

Thespecificfocusofgenderrightsrelatedtoaccesstolandand natural resources in DRC led to 212 female victims of land disputes having access to peaceful settlement mecha-nisms, including supporting them to obtain land titles.

Various CT&D programs made efforts to strengthen the participation of women in public policies. An example was in DRC where 420 woman leaders were involved in leadership and political participation training and capac-ity reinforcement activities. As a result 113 woman lead-ersandpotentialleadersjoinedpoliticalpartiesatlocallevel to participate as candidates in the upcoming general elections.

During MFSII the growing understanding of the potential role of women and young people in development processes also led to new programs, for example the Kerk in Actie Shared Futures program that is due to be launched in 2016, which gives a central role to women and young people as changeagentsinconflicttransformation.

OTHER ISSUES

ThemostsignificantchangetotheCT&DprogramduringMFSIIwastheprocessoftransitioningfromafully-fledgedthematic program with numerous sub-programs, towards integrating the most important CT&D themes within other thematic programs, in the line with the MASP 2020 vision. In practice, this process has not only enhanced the quality oftheCT&Dprograminitsfinalyears,italsocontributedtostrengthening the other thematic programs.


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FAIR CLIMATE

GLOBAL PROGRAM FAIR CLIMATE


AUTHOR NADINE PLANZER

ORGANIZATION(S)

PERIOD COVERED 2015


TheoverallobjectiveoftheFairClimate(FC)programwastostriveforclimatejusticebydeveloping‘pro-poor’andcommunity-managedrenewableenergy,energyefficiency,andforestconservation(REDD+)projects.Itwasexpectedthatlinkingsuchprojectstocarbonmarketswouldresultinimproved livelihoods, less GHG emissions, and good environ-mental and societal stewardship. In order to achieve this, the program supported civil society partners to empower local communities through capacity building programs and by providing training on carbon development capacities and carbonfinancing.TheFairClimateFund(FCF)inEuropewastasked with engaging private actors and providing services to measure, reduce, and offset carbon emissions by supporting pro-poorcarbonprojects.


By the end of the reporting period the program had achieved fifteenoutofitseightteenMFSIItargets,withsomeresultsfar exceeding the set targets (see Monitoring Protocol, Annex 4). The program performed especially well on the thirteen indicators focusing on strengthening and/or build-ing capacity of local CSO partners, where partners learned howtodevelopcarbonmitigationandadaptationprojectsand also how to maneuver through the carbon credit value chain. The results relating to indicators on ‘develop carbon mitigationandadaptationprojects’averagedaround50%more than initial targets. Particularly noteworthy was the FC program’s work to strengthen the capacity of local CSO part-nersinCentralAmericatoeffectivelylobbyforclimatejusticeandinfluencetheirnationalagendasonclimatechange,where corresponding indicators far exceeded the targets by between 5.5 to 14 times.

The FC program set up two Fair Climate Networks (FCN) - in India and South Africa - and established three differ-ent carbon development teams in India, South Africa, and Eastern Africa. FCN India was especially successful, with overhundredmembersjoiningtodate.Thefocuswasnotonly on generating carbon credits but also on ensuring accountability, rigor, monitoring, and additionality of climate mitigationandadaptationprojects,whichareoftenmissingindevelopmentprojects.Thecarboncreditdevelopmentteams offered technical advice on carbon development projectstoFCNmembersandbeyond.ThecarboncreditteaminIndia,forexample,successfullyregistered20projectsunder the Clean Development Mechanism Gold Standard (CDMGS)andservicedanother38projectsin2015.

The goal of enabling 400,000 households to make use of renewableenergyandenergyefficientwasalmostmet(76%). External factors impacting the global carbon markets madeitdifficulttoobtainprojectfinanceforactualprojectimplementation and meet this target. The collapse of the carbon market within a three-year period, where the price dropped from €18.00 to €0.16 per ton was catastrophic for manycarbonprojects.InIndia,forexample,localpartnersbecamelessenthusiasticaboutregisteringprojectsunderthe carbon standards. However, with the further encourage-mentfromtheICCOCooperationcountryoffice,theoverallbenefitsofeffectivelyoperatingclimateprojectsunderthepremise of FC and carbon standards were eventually recog-nized and many continued to be involved.


GLOBAL PROGRAM

The FC program has been ambitious in its endeavors to combine a traditional development work with the commer-cial approach that underpins carbon markets. In the early years, a lot of work was done in increasing the capacity and knowledge of southern partners to effectively engage in carbon credit value chains and develop climate change mitigationandadaptationprojects.Oneofthechallengesfaced by the program was ensuring the shift in mindset that was needed to enable local NGOs and other stakehold-ers to work on a business model where carbon credits (a non-tangible product) sells for a price. It was the convic-tion of NGOs like NOVA in South Africa, ADATS and Acction Fraterna in India who were willing to take up the chal-


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lenge and be examples to others. Unfortunately, obtaining carbonprojectcertificationprovedtobedifficultandalotof time was needed to design and implement these types of projects.Additionally,uncertainnationalclimatepoliciesthat didn’t provide clear guidance on carbon credit demand or purpose did not offer any solace for FC regions.

Onthemarketsideofthings,projectfinancingwasoftennot available, especially after the carbon market crash. Traditional government buyers and multilateral banks stoppedpre-financingorbuyingcarboncreditsaltogether,and the voluntary market where corporates and consumers offset emissions proved to be very competitive with limited demand.Intheabsenceofprojectfinancingmanyprojectswere left stranded. An important lesson learned from this experiencewasthatpriortolaunchingan“innovative”approach, the required strategic decisions throughout the whole organization need to have taken place and adequate funding for effective operationalization of the approach should be available. Carbon mitigation and adaptation projectsneedfundcommitmentfromthedonorforprojectfinancingfromtheonsetasitwasnoteasyformanyofthe regions to initially get partner ‘buy-in’ to develop the projects.Moreover,findingadditionalprojectfinancingfrom other donors was hampered by the lack of experience among many partners and donors with carbon mitigation andadaptationprojectsandthecarboncreditvaluechain.Creating demand for fair trade and pro-poor carbon credits and/orsecuringprojectfinancingfromandforFCprojectshas always been a priority for the FC global program, together with the FCF. During the reporting period the global program continued its efforts to bridge the work done by programs in the South with their Northern partners.

The FC Global Program continued its support towards the development of the Fair Climate Standard (FSC) together with Max Havelaar NL and FairTrade International. It was envisioned that FSC would provide credibility to the FC program’s vision and mission to improve livelihoods by making carbon markets work for the poor and by bridging theclimateinjusticegap.FSCwasofficiallylaunchedatanevent sponsored by FairTrade International during the 15th session of the Conference of the Parties (COP 15) to the UN Framework Convention on Climate Change (UNFCCC), held in 2009 in Copenhagen. Since its inception there has been a lotofinterestinthethreeFCFmitigationprojectsmanaged

by FCF: biogas led by Adats; cook stoves led by JSMBT; and thecookstovesprojectcoordinatedbyOCFCU.Theprojectsare currently being validated under the FSC standard with aviewtoprovidingapotentialnewchanneltofinanceFCprojectsinthelongterm.

Under the Fair Trade Carbon Partnership (a partnership between Max Havelaar NL, the FC Global Program and the Oromia Coffee Farmers' Cooperative Union in Ethiopia) significantprogresswasmadein2015towardsregisteringthecookstoveprojectinGhimbi,Ethiopia,undertheCDMGS.Additionally,projectfinanceforactualprojectimple-mentation was partially secured by ACT members such at the Church of Sweden and ‘climate aware’ corporates in the Netherlands through the ongoing work of FCF. The cook stoveprojectinGhimbiisnowoperationalandclimate-neutral coffee continues to be sold in Dutch supermarkets like PLUS and Jumbo.

The Global Program also continued to work on structuring thejurisdictionalREDD+projectinEthiopia(alsoaplannedactivity under the FairTrade Carbon Partnership) with ECFF andtheICCORegionalOfficeforEasternAfrica.Theworkentailed bringing the required partners together to present the Althelia Climate Fund, a potential investor, with an investablecaseforprojectfinancing.Duetothecomplex-ityandearlyphasenatureofthejurisdictionalREDD+program, the FC program facilitated knowledge sharing workshops and L&A work was conducted. These activities continue to help shape the investment case and guide the partnersinprojectplanning.UndertheauspicesofICCOCooperation’s consulting arm, Fair & Sustainable Advisory Services (FSAS), this program of work will continue in 2016 with a focus on developing a coffee and honey business case to help build the investment case for Althelia.


South America One of the focal areas of the regional program was on strengthening, supporting and building the capacity at CSOs in carbon development and L&A to advance climate justice.Thesuccessofthisapproachcanbeclearlyseenasthis region managed to strengthen 29 out of the required forty partners in capacity and methodology in carbon credit value chain development and supported eight out of therequiredfivepartnerstoinfluencethe(inter)nationalagenda on climate change and climate neutral development.


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Theresultingnetworkofpartnerssupported25projectsinthe region, including thirteen forest conservation interven-tions covering an area of 5.2 million hectares and involving over 10,000 households.

Brazil: Through the regional FC program partnering with key CSOs in Brazil such as ISA, IMAFLORA, FAS, and FUNBIO, local indigenous communities continued to receive training and support in land tenure rights and forest governance. These networks also paid a lot of attention to L&A work, and had a strong with presence at UNFCCC COP 21 in Paris, in November 2015.

One of the key lessons learned by the country program was that collaborative efforts between CSOs and local commu-nitiesarevitalwhendesigningREDD+projects,especiallywhen there are budget constraints. Overall, the main FC program partners worked successfully together with other CSOsorinitiativestoeitherraisetheirpoliticalprofileoradvanceREDD+projects.However,oneprojecthadtobestopped due to budget cuts and could no longer advance to ProjectDesignDocument(PDD)stage.

Bolivia: FUNDECOR, a key partner of the regional FC program, provided support and advocated for the inclusion of the Joint AdaptationandMitigationMechanism(JMA)inthefive-yearplan of the Plurinational State of Bolivia, which enabled thedevelopmentclimatepolicythatwasbeneficialtolocalcommunities. One of the key lessons learned by the program was the importance of securing wider support from platforms andnetworkstoensurethesuccessofthejointmechanism.

Colombia: Fondo Patrimonio Nacional started the second phaseoftheRiscalesREDD+project.Thetechnicaldesigndocument called a PDD is scheduled to be completed this year andpositionstheprojecttoreceiveresult-basedpayments.Fondo Patrimonio Natural was able to create their own carbon teamtherebysignificantlygainingknowledgeandexpertiseinthe carbon value chain. A key lesson learned by the program wasthatoverallREDD+planningneedstobewellalignedwith the needs and priorities of the local community, as well asthe(sub)nationalpoliticalagendaorelsemajordelays,frustration, and additional complexities may arise.

Peru: A key result in 2015 in the Atalaya-Rio Tambo ProjectwasthecompletionofaPDDinlinewiththeveri-fiedVoluntaryCarbonStandardandClimate,Community

and Biodiversity (VCS CCB) methodologies. This result positionstheprojecttoreceiveresult-basedpaymentsforecosystem services (PES) in future. It is anticipated that theproject’scontributiontothereductionofcarbonemis-sions will be approximately 3 million TCO2e in the next ten years.Oneofthemainlessonslearnedbytheprojectwasthat strengthening local capacities in carbon methodology and design, governance, and land tenure rights are impor-tant aspects of learning. With indigenous organizations being the only bridge to the local communities in these autonomous regions, it is vital that these organizations are equipped with the proper knowledge and skills to reach consensus.

Central and Eastern Africa The regional program focused on three intervention strat-egies: direct poverty alleviation; civil society develop-ment;andpolicyinfluencing.Theprogramincorporatedanetwork approach in the three countries covered (Ethiopia, Uganda and Kenya) in order to maximize knowledge shar-ing and learning opportunities across the countries. This approach has been very successful, with 65,000 of the targeted 400,000householdsprojectedtobenefitfromaccesstorenew-ableandenergyefficiencyenergygloballycomingfromthisregion alone. The three countries also accounted for half of the targetedfiftyorganizationstodevelopclimatechangemitiga-tionprojectsundertheFCprogram.

In 2015 the program registered a boost in the number of households that had access to, and were also using energy saving technologies and renewables for cooking as opposed to the previous years. This shows that early investments in awareness creation were paying off and the target groups were realizingtheimportanceandbenefitsofswitchingtoefficientand sustainable energy solutions.

In Ethiopia the program registered 18,687 households adopt-ingefficientcookstoves.However,thenon-complianceofoneoftheCSOpartnerswithfinancialreportingrulesledtothewithdrawal of funds, which affected the process of registration oftencarbonprojectsthatwereinthepipeline.

In Uganda,18,000householdsadoptedefficientcookstovesandfiftybiogasunits.TheoverallresultswerehoweveraffectedbyinsufficientfundingforaconsultanttodevelopthecarbonprojectinNorthernUganda,whichledtomajordelays.The FC program in Kenya registered 18,200 households


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adoptingefficientcookstovesand235biogasunits.The‘LightupmyFuture’projectwasasuccessfulinitiativethatledtotremendousprogressinefficientcookstoveproduc-tion, afforestation and the dissemination of solar lanterns, which have in turn contributed to the improvement of performance for children in school.

One of the main lessons learned by the regional program is theimportanceofflexibilitytotackleunforeseendemandsduringtheimplementationofcarbonprojects.

Central America The regional program worked in close collaboration with the MesoamericanAllianceofPeopleandForest(MAPF)–activeinHonduras,GuatemalaandMexico-withtheoverallobjec-tiveofcontributingto“thereductionofdeforestationandforest degradation through the expansion and strengthening oflandrightsinthemainforestregionsofMesoamerica.”TheFC program supported MAPF in obtaining land rights, territo-rial governance and leadership capabilities, as well as with the elaboration and dissemination of public policy proposals and the socialization of community experiences. The partnership greatly contributed to meeting all the L&A targets set under MFSII. Furthermore in 2015, 16,000 households’ generated income from selling carbon credits under the GuateCarbon ProjectinGuatemaladevelopedbyACOFOPapartnerofFCROCAM bringing the result for indicator 203 to 103,600 house-holdsjustabovethesettargetof100,000.

Through the efforts of the regional program, MAPF members made great strides in organizing at the local level and effectively voicing the demands of local communities. MAPF member ACOFOB, for example, was successful in setting up a regional coalition of 12 organizations to imple-ment land concession contracts. Furthermore ADITIBRI has madeimportantadvancesinlandtenurerightsandREDD+safeguards with State representatives.

In Honduras, the program helped to consolidate the land rights of the Miskito communities and the Embera obtained legal authorization to have non-indigenous settlers with-drawn from their territory, although that has yet to be implemented.

In GuatemalathegovernmentfinallyapprovedtheGuatecarbonproject,makingitthemostadvancedcompo-nentofthecountry’sREDD+strategy.Guatecarbonwas

launched at COP21 in November 2015. The National Forestry Community Alliance (ANFC) organized various activities related to forest incentives for smallholder farm-ers, together with various CSOs that directly contributed to full government funding for the smallholder incen-tive program (PINPET). In 2015, Guatemala´s Congress approved a Forestry Incentives (PROBOSQUE) Law, includ-ing several amendments favoring local communities.

In Mexico, forest communities made progress with the collective construction of a new organizational model, the ‘Territorial Defence Committees’ and the establishment of ‘community schools’ that have allowed local people to learn about the tools they can use to respond to territorial threats. This experience will serve as an example for other MAPF member organizations.

In some cases, such as that of MAPF member AMICA, the program was less successful in securing indigenous land titles, despite holding a series of workshops with the affected communities. This was attributed to the complexity of the process, the lack of governmental support, and weak capaci-ties among indigenous territorial leaders and local CSOs.

At the beginning of 2015, ICCO Cooperation commissioned an independent evaluation of the MAPF partnership, with the regional program taking on board many of the evalu-ation’s recommendations. Among the main changes made were: • Creating a committee comprising representatives of the

MAPF Secretariat and the ICCO Climate team, to provide strategic and technical input to the MAPF Executive Commission and ICCO´s Regional Manager.

• DesigningajointICCO/MAPFfive-yearstrategyfortheperiod 2016-2020. This shared vision will allow the organizations to have a clearer and more coherent frame-work for the use of funds from different sources.

• Preparing a new Memorandum of Understanding between the two organizations.

• Carryingoutjointfundraisingactivities.

The evaluation underscored the need to build the capac-ity of the MAPF’s member organizations in the areas of management, administration, and accounting and to strengthen their decision making, planning, transparency, generational renewal, and gender inclusion. To that end, ICCO Cooperation’s planning team will design a technical


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support plan to strengthen these aspects that combines trainingactivitieswithlearningexchangesandfieldvisits by the ICCO Cooperation team to provide technical assistance.

South Asia In the two focal countries of India and Bangladesh, the FC program successfully adopted a twin-pronged strategy of working on adaptation (Bangladesh) and mitigation (India). The success of this approach was evident in the results generated, with the two countries accounting for thegreatestincreaseinenergyefficiencydevicesacrossthe ICCO Cooperation regions. In India, 104,700 house-holdsmadeuseofenergyefficiencydevices(aquarterofthe global target of 400,000 households). The region was also the largest contributor to global indicators relating to the number of partners supporting and implementing mitigationprojects(thirtyoutofthetargetedfiftypartners)and climate change programs (43 out of the targeted 45 partners).

Bangladesh: The FC program focused on working with the FNS program to make interventions at household level more climate resilient. The program also engaged coastal communities to enhance awareness of the threats of climate change and available adaptation strategies. One intervention involved distributing tree saplings to 11,250 households in order to stabilize soils and reduce theimpactoffloods.Intotal,theFCprogram’sadaptationactivitiesbenefitedthreetimesasmanyhouseholdsasexpected (76,250 out of an initial target of 25,000 house-holds) .

India: After an initial focus on establishing mitigation projects,theprogramgraduallyincorporatedworkonrenewable and clean technologies, and Corporate Social Responsibility (CSR) programs in collaboration with private sector actors. An additional 28,200 households benefittedfromlowcarbonfarmingtechniquesin2015,bringing the program closer to the 400,000 household goal. In 2015 a new network, Clean Energy Access Network(CLEAN)–bringingtogether59registeredorganizations - was created, bringing the total number of networks working on climate change adaptation to thir-teen (MFSII target was three). CLEAN members partici-pated several workshops focusing on access to climate financeandclimatepolicy.

Thehigher-than-expectedriseinlocalmembership–theFCNgrewfromtheinitialfiveNGOstomorethanhundredmembers - will contribute to mitigation and adaptation efforts for years to come. The FCN is a robust body of prac-titioners, thinkers, researchers, scientist and they have continued to work on the agenda of climate. Additionally, the Fair Climate Coalition, which was supported in the earlier years of the program, established itself very well as a carbon service provider to FCN members and other clients. Unfortunately, the Low Carbon Farming methodol-ogy was not approved under the voluntary carbon stand-ard (VCS).

One of the main lessons learned in the two countries is that training local communities modern climate change miti-gationandadaptationtechnologiesrequiressignificantlyaltering traditional practices however can offer substantial savings for low-income families. The importance of hiring highlyskilledpersonneltodeliverlow-carbonprojectswasalso underlined.

Southern Africa The regional FC program was primarily carried out in South Africa and Madagascar.TheSouth-AfricanbasedICCORegionalOfficefocusedonintegratingprojectsfromthreeICCOthematicprograms:FNS, FED and FC, providing support to ten partners in implementingthisintegratedmodel.SpecificallyforFC,theprogram focused on gathering evidence-based research on technologies that can promote climate-smart agriculture. There was strong collaboration between NGO implementing partners like FSG and local and international research insti-tutions. The program also supported market linkages and climate-smart farming to curb the effects of climate change. FSG trained farmers on climate-smart agriculture and also created some linkages with the market

South AfricaThe FC program conducted evidence-based research on climate-smart technologies and practices in collabora-tion with several universities and the AIDS Foundation of South Africa. Examples of studies initiated under the program included a collaboration between the University of Stellenbosch and UKZN to test a solar powered post-harvestcoolingsystem,andaproposedprojectbytheAIDSFoundation of South Africa and FSG to evaluate sustain-able potato production techniques with rural farmers in


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Swayimane, Msinga, and Bergville. Further studies were completed on the effects of cover crops on weed manage-ment and soil fertility, and on understanding the use of GMO seeds and its effects and indigenous knowledge systems andunderstandingofclimatechange.Thefindingsfromthese studies will contribute to further programming of climate-smart agriculture within the FC program as well as by other stakeholders in South Africa.

Thecreationofastrong“buylocal”campaigntocontrib-ute towards the development of sustainable carbon value chains had a positive impact on the communities. The results of an evaluation of the campaign concluded that the purchasingbehavioroflocalpeoplehadchangedsignifi-cantly, enabling 80% of farmers to sell their produce locally. However, dishonesty within farmer groups was still preva-lent, as it was noted that inputs given by FSG were unevenly distributed among group members. As a result, FSG decided to intervene by providing inputs for demonstration purposes only. This resulted in the farmers contributing their inputs evenly and creating a sense of ownership.

Due to appropriate climate adaptation trainings, for exam-ple on the utilization of limited water resources for crop production, the Nokopela group managed to raise fruit tree and vegetable seedlings which were sold within their communities under drought conditions. Some of the vege-tables were harvested and the group managed to sell their produce to retail shops such as Spar and FamSave. The Nokopela group has been an inspiration to other farming groups as they have shown that the use of agro-ecological and sustainable land management methods can have a majoreffectduringdroughtconditions.Theseactivitiescontributed to an additional 903 households becoming less vulnerable to climate change through adaptation measures.

Madagascar FCMadagascar’sactivitiesfocusedonefficientuseofbiomass by promoting improved cook stoves. Similar to programs in South Africa, the interventions were designed to complement thematic interventions coordinated by ICCO’s FNS, FED and DRR programs in the same zone.

A partner of FC Madagascar, CMP Tandavanala, collabo-rated with the South African FCN to pilot their improved cookingstovesproject.Comparativestudiesandtests

werefinalizedandthePDDwassubmittedtotheGoldStandard for validation. Additionally, the business plan fortheproduction60,000stoveswasfinalizedinthefirstquarter of 2015. One of the successes of the program was the successful collaboration between the experts of the Nova Institute (FCN South Africa), FC Madagascar, FCF and the local partner Tandavanala. This led to the cook stove projectmakingprogressinitstechnicalvalidationandinsecuring funding.

The experience of the FC program in the two countries confirmedthatgeneratingcarboncreditstomobilizeaddi-tional funds to tackle climate change-related problems works best as a comprehensive intervention strategy, in order achieve sustainable and tangible impact at environ-mental as well as household level.

South East Asia The South East Asia Regional Program was focused around REDD+projectareasencouragingforestcommunitiestoactivelyparticipateinREDD+policyandprogramdevel-opment affecting their territories. The program resulted in57,300householdsbenefitingfromcarbonvaluechaininterventions (MFSII target was 100,000) making it the second largest contributor in meeting the target after FC South Africa.

Under the program ‘Implementation of Plan Vivo Standards in Community Forest,’ the regional program createdfifteenProjectIdeaNote(PIN)documentpropos-als involving thirteen partners, and 71 forest manage-ment groups with total of 45,882 members. Seven PINs were registered and reviewed by Plan Vivo bringing theseprojectsonestepclosertodeliveringPEStolocalcommunities. Partner FFI successfully shared their experi-enceinREDD+atkeyeventsorganizedbytheMinistryofEnvironment and Forestry, NGO forums, and local govern-ments.Theirprojectsandexperienceswerealsopresentedat COP 21 in Paris.


The FC program focuses on climate change, livelihoods improvement, and performance-based payments. Globally, these three topics are high on the agendas of both bilateral and multilateral donors and the private sector. Within the regional programs, multiple coalitions were established


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between local NGOs and CSOs, some of which were also linked up at the global level. Examples of this in 2015 included combined efforts to respond to calls for propos-als (such as NEFCO and IKI). In India the FCN continues to work on the climate agenda. The fact that this is an open network has made it accessible to newer organizations, further enhancing its chances of continuing as a successful coalition as it has never been driven by the need for funds. By piloting intervention involving four thematic ICCO Alliance programs (FC, FED, FNS and DRR) the Madagascar program can similarly be characterized as an integrated and multi-sectoral approach to undertaking sustain-ablecommunity-levelprojects.However,itssuccesswillrequire long-term commitment and strengthening coher-ent approaches, content, and resources.


Capacity building has always been a cornerstone of the FC program. This is demonstrated by how well the program performed on the corresponding MFSII indicators: ‘civil society organizations strengthen capacity and methodology in climate-neutral development and adaptation to climate change programs’ (targets exceeded by 42%); ‘civil society organizations strengthen capacity and methodology in carbon credit value chain development’ (targets exceeded by 67%); and ‘partners in the South are capacitated to lobby the (inter)national agenda on climate change and climate neutral development’ (targets exceeded by 500%). All in all the program has been very successful in training and build-ing capacity in low-carbon development, access to clean and efficientenergy,andtherights-basedapproachtocombat-ing climate change.


The FC program complements multiple agendas relating to the global climate change movement, the ACT Alliance, and national sustainable development priorities. Many of FCprojectseitherworkundergovernmentalprogramsorcomplement them. In Bolivia, for example, the national climateagendaJMAhasbeeninfluencedbypartnerCSOs,while in ColombiatheRiscalesprojectbuildsonworkfinancedbytheEKNattherequestoftheColombiangovernment. The CLEAN alliance in India, supported by USAID, GIZ, Shakti and ICCO, is a national level platform that engages with state and national governments, practi-

tioners, NGOs and other agencies. In South Africa, the FC program collaborated with like-mind organizations such as the University of Kwazulu Natal, UK Universities and FSG to research and test intuitive adaptive farming practices to climate change. The information gathered will help in future FC programming.

Furthermore activities under the FC program often go hand in hand with activities under other ICCO programs such as FED. This can be seen in Kenya where the ‘Light upmyFuture’projecthasbeenintegratedintotheBasicEducationandFEDprogramsthroughprojectsexploringhow to scale up energy access for schools through skilling youth to fabricate institutional stoves and establishing eco-enterprises to sell and maintain the stoves. In Madagascar local partners are effectively coordinating their activities when intervening in the same municipalities. Here, the complementarity between FC and DRR interventions is particularly evident.

IMPULSIS

GENERAL

EdukansandKerkinActiejointlyoperatedImpulsis,asupport program for Dutch Civil Society Initiatives (CSI) that are engaged in small-scale development cooperation projects.Impulsisstressestheimportanceofquality,capac-ity building, local embedding and ownership, and linking & learningandlong-termsustainabilityofprojects.Forthatpurpose, Impulsis offers advice, brokering and opportuni-tiesforcapacitybuildingaswellasco-financingofsmall-scaleprojects.Thiscanberealizedbecauseoftheexpertiseand networks of ICCO Alliance members and our linkage to country programs of ICCO Cooperation.

In2014Impulsisimplementedprojectsin37countries.Themain funding and support criteria were in line with ongoing ICCO country programs on Basic Education; Basic Health & HIV/Aids; Local Entrepreneurship (as part of the FED and FNS thematic programs; Climate; and Water Sanitation and Hygiene (WASH).TheImpulsisprojectbudgetfor2015wasjustbelowEUR 1 million and was bound to MFSII criteria. Within the framework of Kerk in Actie funding criteria, some additional options were available for the Children at Risk program.


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Compared to 2014 there was a decline in the number of proposals received and approved (due to the imminent closingdownMFSII),withjustunderseventynewcontractsbeing signed.

Duringthereportingperiod,webeganastrategicreflectionand discussion on how to refocus the Impulsis approach after 2015 under the brands of Edukans and Kerk in Actie. Kerk in Actie considers her responsibility for the CSI as an important strategy to connect her work in the South with the Dutch public within the local churches in a stronger way. Strategic talks took place with Wild Geese Foundation in preparation of an application for the Strategic Partnership with the Ministry of Foreign Affairs. Within the scope of this partnership Wilde GeesefoundationandImpulsisalsojoinedforcesinestablish-ing training and coaching programs for southern partners.

CHANGE THE GAME

In 2015 Impulsis together with Wild Geese foundation started an ambitious program to enhance capacity of local private initiative partners called Change the Game. This train-ing program focuses on local fundraising and claim making power. These two elements will lead to more sustainability of the local partners in a changing environment. In 2015 train-ers were trained on claim making power in three countries (Ethiopia, Uganda and South Africa) and a face2face course on claim making was delivered in Ethiopia. Impulsis partners also took part in face2face courses in two pilot countries of Wilde Geese foundation (Kenya and Brazil).

InallfivecountriestheDutchCSIpartnerswereinformed,after which their southern partners were consulted. These consultations gave insights on the question of applicability of the training developed by Wilde Ganzen to the CSI part-ners . Also the needs of the southern partners were identi-fied.Allparticipantsshowedgreatinterestinthisprogramand the trainings thus far are very successful. The impact needs to be assessed after a longer period beyond 2015.

RESULTS PER THEME

Fair economic development:

Continuing support to innovative entrepreneurs in the South was a central issue for Impulsis’ economic program in 2015. Running a business with positive social impact is not alwayseasy,assomeoftheprojectsshowed.Entrepreneurs

seekwaystoadjusttheirproductsandsaleschannelsandtry to root the work in local society by means of good local management.Moreprojectsfocusedoncapacitybuild-ing to local entrepreneurs were funded, because Impulsis encourages partners to add to the services of local micro-financeinstitutionsandprovidethenecessaryknowledgeand networks for starting entrepreneurs. The Impulsis loan portfolio was not expanded and unfortunately, one business was even forced to stop operations.

An expert meeting on social entrepreneurship of Impulsis and Wilde Ganzen was held in September, with as topics microfinanceandcrowdfunding.Experiencedpartnersandcolleagues shared their views and there were interesting discussions on best practices in this area.

Food Security

Agriculturalprojectscontinuedasbefore,investinginbettercrop production and more income for farmers. A partner in Peru, Leren van Elkaar, was recognized internationally in its methodology of encouraging farmers through village compe-titions and thereby setting an example for others. Another partner working in Nepal, ICFON, had to shift to emergency aid after the devastating earthquake in April. Their local part-ner is now part of a consortium of ICCO partners in recovery projects,thankstotheirexperienceinremotemountainvillages. This is a good example of new collaborations between private initiative partners and larger ICCO partners, indicating that these organizations are complementary in their activities.

Fair Climate

Impulsis has strong partners on environmental education combined with concrete action against climate change. In 2015, many trees were planted to prevent soil erosion, in addi-tion to the distribution of solar lamps. Rural Spark created a viable alternative to kerosene lamps and further developed the off-grid energy system in India. In Mali, Dogon Vrouwen Initiatiefismakingabigeffortinfightingdesertificationtogether with the local communities. These social entrepre-neurship organizations represent partners that are willing to commit themselves for longer periods in the search for inno-vative solutions. Hence, they are of great importance to the people dealing with the daily challenges of climate change.

Children at Risk program

In2015,Impulsissupportedseveralprojectsinsupportof children (primarily street children). A key focus was on

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projectsaimingtopreventthatchildrenfromleavingtheirfamilies, as well as efforts to rehabilitate children by return-ing them to their parents, or placing them with extended family or other members of the community. Several part-ners have the same mission, namely to avoid that children are homeless or have to live in an institution for extended periods. By involving parents, families and the whole community a child can be a member of society, even when they may have a history of criminality. In order to motivate other partners to opt for rehabilitation programs, Impulsis wasinvolvedinco-publishingthebooklet“Childrenwithoutahome,”withtheBetterCareNetwork

Water and Sanitation

WASH ended as a program in 2015. In the past years, Impulsis funded several private initiative partners to work on Water, Sanitation and Health (WASH). In this vision waterprojectsgohandinhandwithimprovementofsanita-tion awareness and practices, which leads to better health. AgoodexampleofaWASH-projectin2015wasOloonkolinvillage in Kenya where an integrated water facility was built to enhance awareness raising on safe drinking water as well as the use of toilets, washing hands and other sanitary prac-tices.Theproject,whichalsoincludedtheconstructionofa health post, is expected to contribute to the reduction of water borne diseases in the long run.

FAIR & SUSTAINABLE HOLDING B.V.ANNEX 2:


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ICCO INVESTMENTS B.V.

ICCO Investment is an impact fund management organization and is responsible for the management of all investment activi-ties of ICCO Cooperation. ICCO Investments is a 100% subsidi-ary company of Fair & Sustainable Holding B.V. The holding is a 100% subsidiary company of ICCO Cooperation.

ICCOCooperationhasoverfifteenyearsofexperienceindeploying different investment instruments. The idea is to investineconomicactivitiesandhencecontributetojobcreation,secureincome,fairwages,accesstofairfinanceandenvironmentalprotection.Thebenefitofprovidingloansandequity is that the investment is repaid (with interest) and can be used again to contribute to the core mission.

In 2015, ICCO Investments had its second full year of opera-tions. In this year the fund management activities were further developed and deepened and the investment strategy was brought in line with external and internal developments. To gain more geographical focus, the management decided to focus more on South America, East Africa and Asia. The fund management team was therefore reduced to four Regional Investment Managers in South America, Eastern Africa, South Central Asia and South East Asia.

ICCO Investments works as far as possible in synergy with ICCO Cooperation’s local programmatic focus and in shar-ing knowledge, resources and networks. This way ICCO Investments can effectively source and assess investment opportunities at the local level. In 2015, we noticed already that we are well known locally in the entrepreneurial space and investment world. Companies looking for funding and supportincreasinglyknowhowtofindus.In2015weassessedover95companiesthatweidentifiedorthatapproachedusforfinancing.

ICCO Investments had the following portfolios under management: • Capital4Development Fund• Inclusive Business Fund (IBF) that is co-managed • with Rabobank Foundation

ICCO GUARANTEE FUND

Loans and Participations Portfolio of ICCO Cooperation

CAPITAL4DEVELOPMENT FUND

The Capital4Development (C4D) Fund was founded by ICCO Cooperation and Kerk in Actie. In 2015, the investment committee approved a total of six new loans and two new equity participations. The total number of investee companies increased to thirteen. As investment managers are now well embedded in the regions and the C4D Fund is more known to companieslookingforfinancing,thepipelineofinvestmentopportunities has substantially increased. Also the quality of the companies that approach the fund is better than the year before. Because the C4D Fund decided to bring more focus in its geographical spread, no new investments were made in West Africa, Central America and Southern Africa.

LOANS

At the end of 2015 the loan portfolio of the C4D Fund contained twelve (was seven in 2014) active loans with a total amount outstanding of EUR 2,650,141 (was in 2014 EUR 2,449,128). Six new loans have been approved: one to Mera Gao Power (India); one to Moni (Malawi); one to Natural Garden (Cambodia); one to Lightning Engineering Solutions (Cambodia) and two to Fresh Start Organic (Philippines). Further the portfolio was affected by a substantial write-off of a EUR 1,262,480 loan to WWR/VBA (Brazil). Due to a claim on the land premises of the factory of WWR in Brazil by the former owner, the company was not able to operate for many months. In December 2015 the C4D Fund decided to disinvest and write-off the investment completely, giving the company maximumspacetorecuperateintheeventtheywillfinallywinthe still ongoing court case. In 2015 EUR 155,959 was received as interest and dividend. The list of portfolio companies can be found at www.icco-investments.org.

EQUITY INVESTMENT

At the end of 2015 the portfolio of the C4D Fund contained seven equity investments (was six in 2014) with a total amount of EUR 2,676,085 (was EUR 2,053,092 in 2014). In 2015 two new equity participations were approved in Moni (mobile peanut processing in Malawi) and in Ananya Finance (a non-bankingfinanceinstitutioninIndiathatprovidesfinancingto farmer producer companies). The C4D Fund holds also an equity stake in the Inclusive Business Fund (IBF, see below). The total amount invested in equity in 2015, including in the


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IBF, was EUR 973,257. One equity investment was divested in 2015. In December the C4D Fund decided to disinvest the participation in WWR/VBA completely and this had an impact of EUR 337,520 on the provisions. More information on our equity investments can be found at www.icco-investments.org.

Ananya Finance for Inclusive Growth Pvt Ltd (Ananya)

isaregisterednon-rankingfinancecompanyinIndia(Ahmedabad) serving socially motivated double bottom line enterprises. Ananya’s strategy is to provide access to formal credit to smallholder and marginal farmers, who have grouped together to form registered farmer producer companies or farmer’s cooperatives. With the equity investment from the C4D Fund, the company will look to build at least EUR 4 million (by leveraging the funds) of its agri portfolio in the next fiveyears.Theinvestmentisexpectedtoimpact175,000farm-ers across 175 companies and the average business done per farmer member is expected to increase from the current EUR 950 to EUR 1,900. Total investment amount is EUR 756,000.

INCLUSIVE BUSINESS FUND B.V.

The Inclusive Business Fund (IBF) is an impact investment fund that was established by Rabobank Foundation, ICCO Investments and BoP Inc. The C4D Fund has committed EUR 5millioninequityintheIBF.TheIBFprovidesloanfinancingto somewhat larger SMEs in Latin America, Africa and Asia. The fund management is a shared responsibility between Rabobank Foundation and ICCO Investments B.V. The admin-istration of the IBF is hosted by the Rabobank Foundation. For strategic reasons, BoP Inc. decided early 2015 to exit from the IBF and handed over their shares to the fund again. In 2015 the IBF disbursed loans to 2 companies that were already approved by the investment committee in 2014 and approved threenewinvestmentsinGAL,LuxaflorandPolybags.

Luxaflor Roses is a company based in Harare, Zimbabwe. It produces fair trade roses for the higher end of the European retail market and in particular for the fast growing German market. The company has become one of Zimbabwe’s leading rose growers. The company currently grows 9.5 hectares of intermediate and Hybrid-T roses in environmentally controlled greenhouses.LuxaflorintendstogrowtotwentyhainthenextfouryearswiththefundingfromIBF.Luxaflor’sstrategyof combining the highest possible quality with the shortest andmostefficientcoldsupplychainwillsecurethefutureofthe business and the wellbeing of the current 250 full time

employees (60% female). Many of the additional 125 employ-ees to be hired live in the local surrounding communities. Total amount invested US$ 700,000. Other portfolio companies can be found at www.inclusivebusinessfund.com.

GUARANTEE FUND

The Guarantee Fund belongs to the Foundation ICCO and is an important instrument to ICCO Cooperation blending strategy and is used to leverage funding from commercial and social investors for its partners. Guarantees are provided to Oikocredit, western banks (e.g. Triodos Bank) as well as local banks in a number of countries. The guaranteed loans are being used by MFIs and SMEs for production, processing and trading mainly of agricultural produce. Restructuring activities in combination with the restructuring of ICCO Cooperation led to a dip in production in 2015.

The number of active guarantees (Table 1) decreased to 77 activeprojectsduetoadecreaseinnewapprovedguaranteesin2015:fiveagainstnineteennewapprovalsin2014ofwhichfournewprojectswithOikocreditandonewithawesternbank. The total amount of new loans approved was EUR 1,870,798. The average size of new loans approved decreased to EUR 374,160.

Total loans outstanding (Table 2) dropped to EUR 22.4 million compared to EUR 24.5 million in 2014, a decrease of 9%. The average outstanding loan slightly increased to EUR 290,502 (2014: EUR 272,698). The average loan outstanding with a local bank increased substantially whereas the average loan outstanding with Oikocredit increased slightly and with western banks decreased slightly.


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The total liability of ICCO Cooperation (Table 3) increased to EUR 9.4 million coming from EUR 8.4 million at the end of 2014. This is mainly due to a drop in new guaran-tees approved in 2015. The liability of ICCO Cooperation decreased slightly more than the decrease in volume of loansoutstanding.Averageliabilitypercategoryfinancialservice follows the pattern of average loan outstanding. In addition, in 2015 a liability has been recognized regarding credit lines. These credit lines are issued during the season, but at year-end the balance is zero. However, there is an actual risk during the year. The credit lines amount EUR 2,061,080.

Oikocredit represents the most important segment in the guarantee portfolio representing 78% of ICCO Cooperation’s liability. In terms of outstanding amounts, western and local banks represent 22% of the total funds outstanding a slight increase compared to previous years. For each euro that ICCO Cooperation commits to Oikocredit, the partner gets an outstanding loan of EUR 3.07 (2014: EUR 3.04). Westerns banks produce an outstanding loan of EUR 1.61 (2014: EUR 1.50) and local banks produce an outstanding loan of EUR 3.66 (2014: EUR 2.70) for each euro committed by ICCO Cooperation. Local banks clearly provide a much higher leverage factor.

ICCOCooperationprovidesguaranteestoprojectsintwentycountries, the same number as in the previous year. The Philippines remained the leading country in terms of number ofactivefiles:seventeenfollowedbyPeruelevenandBoliviaandEthiopiawithsevenfileseach.Ethiopiabecamethe

country with the highest volume in loans outstanding: EUR 1.33 million followed by the Philippines EUR 1.19 million and BoliviaEUR950,000.Despitetheconcentrationofactivefilesin Peru, the total volume outstanding is only EUR 209,000. ThereasonisthatallfilesinPeruarecreditlinesofwhicheight have no loan outstanding as per end of 2015. These four countries alone represent 50 % of the portfolio in outstand-ing loans.

Thevolumeofoutstandingloansinvestedinmicrofinancewent down to 39% (2014: 45%) with a concentration of locally guaranteed MFIs in Ethiopia (Table 4). The portfolio composition is the result of ICCO Cooperation’s policy of the pastyearstomoveawaygraduallyfrommicrofinanceandfocus on investing in agri-production, processing and trading activities.

Around 56% of all loans provided are in hard currency loans and 44% in local currency. Of all loans, 75% concerns term loans(fixedperiods,decliningbalancewithpre-determined

installments) and 25% are credit lines.

The ‘capital at risk’ is the amount that ICCO Cooperation may lose due to defaulting of loans. Risk assessment for all guaran-tees is assessed not only based on repayment performance but also other factors related to production, pricing, management, market and country risks. The outcome is presented in Table 5.

By the end of 2015, the ‘capital at risk’ for guarantees has decreased slightly to EUR 2,980,365 from EUR 3,107,938 as per end of 2014 (table 5). Relative risk increased as the portfolio shrank by 13% compared to 4% reduction in ‘capi-tal at risk’. The ‘capital at risk’ increased from 36.85% to 40.79%. As a result of changes in assessment, the country


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risk provision was lowered with EUR 61,844. The provision forprojectriskwasloweredwithEUR65,730.TheprojectriskintheOikocreditportfolioincreasedsignificantly.This is almost exclusively due to the steep increase in the numberoffilesunderforeclosureto20(2014:12)andtheamountsprovisionedrelatedtothesefiles.OnlyEUR30,386inincreaseinprojectriskisexplainedbyanincreaseinprojectriskonwesternbankportfolio.ICCOCooperationpaid EUR 528,099 in claims during 2015.

2016 Prospects

In December, the Executive Board of ICCO Cooperation decided to change its investment strategy with regard to theguaranteefinancinginstrument.ThecurrentGuaranteeFund was established in the past as an initiative in ICCO Cooperation’sfinancialinclusionstrategyandwasaprogram in itself. Financial inclusion as such is no longer a separate programmatic activity of ICCO Cooperation. A Guarantee Fund as a dedicated activity is therefore no longerfittingthenewstrategyoftheorganization.However,thevalueoftheguaranteeinstrumentandspecificallyits huge leverage potential has been proven over the last decade. Therefore ICCO Cooperation will continue to use the instrument guarantee in cases where it will have a direct positive effect on regional programs.

LOANS AND PARTICIPATIONS PORTFOLIO ICCO COOPERATION

Loans Portfolio

Asperyearendtheloanportfoliocontainedfifteen(wasfourteen in 2014) active loans with a total amount outstand-ing of EUR 3,252,386 (was in 2014 EUR 2,912,398). The portfolio includes two loans granted through Impulsis. The difference in the outstanding balance is due to shifts in the portfolio (new loans approved) and two write-offs. As per 2015 the existing loan portfolio is in transition and new investments are primarily made through the C4D Fund.

In 2015 four new loans (extensions) were approved for the following companies and organizations: Agriproducts, Fair Green Creatives, Foundation New World Campus and Var do Brasil Ambiental NL. The loan for Agriproducts was approved with support of Common Fund for Commodities. In 2015, a total amount of EUR 1,531,430 was disbursed. Two loans for Fruta SA (Brasil) and Faso Biocarburant had to be written off due to non-performance of the companies.

Of the remaining portfolio an estimated EUR 2,311,608 (was EUR 1,852,734 in 2014) is at risk, bringing the average risk of default to almost 72% (was 64% in 2014). The high riskintheportfolioreflectsthedevelopmentorientedchar-acteristics of the investments.

Participations Portfolio

End of 2015 the portfolio of ICCO Cooperation comprised sixequityinvestments(eightin2014)infourmicrofinanceinstitutions(BancoFie,CajaRurallosAndes,Ecofuturoand OISL) plus participations in organic production and fair trade commerce: Gebana (Brazil) and WAAR NL. The total value of these participations is EUR 1,072,520 (EUR 893,436 in 2014). In 2015 a new participation amounting to EUR 3,250,000 was taken in Foundation Business4Impact.

In 2015 a total amount of EUR 63,778 was received as divi-dend income on shares of our investments in two micro-financebanksinBolivia:BancoFieandEcofuturo.Theobtainedadditionalvaluebecauseofcurrencyfluctuationsof the total portfolio amounted to EUR 15,305. An estimated amount of EUR 152,906 (was EUR 164,102 in 2014) of thecapitalisatriskintheportfolio.Theriskprofileoftheequity portfolio is much lower compared to the loan portfo-lio,asinvestmentsinthemicrofinanceinstitutionsarenowquite secure.

In 2015, Fair & Sustainable Holding supported two invest-ment activities of ICCO Cooperation in Brazil and Ethiopia. Because of management problems and market problems, both investments in Fruta SA (a fruit processing factory in Carolina, Brazil) and Africa Juice (a fruit production and fruitjuiceprocessingplantinEthiopia)hadtobewrittenoff. The shares of Fruta SA and Africa Juice were offered to the main shareholder of the respective companies because the annual costs of monitoring these participations were higher than real value of shares.

BUSINESS BOOSTER B.V.

The Agribusiness Booster is an innovative instrument to work with pre-growth agri-SMEs in emerging markets. The Agribusiness Booster offers an approach in which risks, costsandprofitsaresharedwithlocalagri-entrepreneurs.The mechanism is executed by a team of co-entrepre-neurs who provide business services to local SMEs. The


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Agribusiness Booster is as a direct investor (equity and loans) in ninety successful SMEs through a EUR 10 million self-sustaining investment facility.

In2015,thefocuswasonrefinementoftheinternalprocessesand development of the legal structure. The three stages of the investment process have been redesigned to optimize the dealflow.Templates,standardizedagreementsandpromo-tion materials have been developed to equip the local staff. The so-called Agribusiness Booster boo(s)tcamp was also introduced, which is a four-day online training through which more than thirty Business Acceleration Experts and associated consultants have been trained into our methodology.

LEGAL SETUP

By the end of the year the internal processes has been rede-signed while the legal setup of the Agribusiness Booster was formalized. This structure consists of a Business Booster Fund for common account, which is managed by the Business Booster B.V. that acts as a fund manager on behalf of the Foundation Business4Impact. This structure enables the Agribusiness Booster to further upscale the investment facil-ity in the future by welcoming other participants to the fund.

The global team consisted of three full time employees who support the local staff in the strategic and operational activi-ties to successfully execute the Agribusiness Booster. The local staff counts of six Business Development Managers in the regions and more than thirty Business Acceleration Experts. In December, a fruitful Face-to-Face week has been organized together with the Business Development Managers. In this week many topics about structure, business case and social impact are discussed and evaluated while plans for next year have been developed.

By the end of 2015, more than 130 companies had been assessed, while the Agribusiness Booster was already actively engaged in more than 20 businesses through business devel-opment support. This support is expected to be converted into participations in 2016. The portfolio holds three investments and represents a committed capital of EUR 550,000. Other investments were with One2Watch and iMPACT Booster B.V. Many companies in the pipeline are closely related the existing ICCO Cooperation programs and networks. The Agribusiness Booster therefore succeeded in integrating this innovative instrument in existing programs and operations.

FAIR & SUSTAINABLE ADVISORY SERVICES B.V.

When Fair & Sustainable Advisory Services B.V. (FSAS) was establishedin2010theobjectivewastobuildaconsultancycompany that would be able to offer high quality services toICCOCooperation,butalsotootherclients.Thisobjec-tive has been achieved. Now, 5 years later, only 35% of the turnover is generated through direct assignments from ICCO Cooperation.FSASisontrackintermsoffinancialsustain-ability, focus, products and services and quality.

FINANCIAL PERFORMANCE

FSAShadagoodyearin2015andmadeagrossprofitofEUR400,865, which was EUR 389,565 higher than the budgeted EUR 11,300. The 2015 result will be added to the general reserve.Thepositivefinancialresultwasacausedby:agood performance of the FSAS consultants (who on average bypassed their targets by 7.2%) the correction on participa-tioninFair&SustainableEthiopiathathadtobeadjustedbecauseofthegoodresultsinthepreviousyears,thefinan-cial compensation paid by ICCO Cooperation for taking over the old ICCO Cooperation related labor rights of some FSAS staff and the contribution of staff working in the Program Unit.Besidestheworkthisteamwasdoingonthefinaliza-tion of the MFSII, some of them also did a number of consul-tancy assignments, which also contributed to the good result of FSAS in 2015.

NEW ASSIGNMENTS

Diversificationofclientscontinuedin2015aswasalreadythe strategy set out in previous year: less Dutch government subsidy dependent clients, more international clients, larger and more long-term assignments. In 2015, this strategy worked out well. New Dutch clients that were served in 2015 are: ZOA, Rain Foundation, Aidenvironment, Profundo, Terre desHommes,StopAidsNow!Pax,Nuffic,KITandSpark.New International clients were FAO, Oxfam UK, Swisscontact, Danchurchaid, Church of Sweden and Hivos Latin America.

New long-term assignments that were acquired during 2015 included advising the MAVC Program (ICCO Cooperation) in Burundi; supporting the STAR program (MasterCard and ICCO Cooperation) in four African countries; and program


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managementoftheICCOTerrafinaMicrofinanceprogram.Other assignments with ICCO Cooperation were extended, including support to the IDH Fruits & Vegetables Program (SIFAV)andtheAlbertHeijnFoundation.Thecollaborationwith AgriProFocus on gender value chains was also extended. TwomajorICCOCooperationassignmentsin2015werethefinalizationofMFSIMFSIIthroughstaffintheProgramUnitandthefinalizationoftheMFSIMFSII-fundedTerrafinaMicrofinanceprogram,whichwastransformedintoICCOTerrafinaMicrofinanceandwillbemanagedbyFSASin2016and 2017.

PRODUCT DEVELOPMENT

In 2015, FSAS staff decided to adopt the M4P approach. All value chain consultants were trained on this approach and were able to secure advisory roles on this approach in the ICCO Cooperation STAR program with the MasterCard Foundation, the ICCO Cooperation MAVC program in Burundi, to VSO-UK and VSO-NL, SCIAF and SNC Lavalin. ‘Business and Human Rights’ advice, which was also adopted as a FSAS product in 2015, was provided to Oxfam Novib, ICCO and Pax.

ByincorporatingTerrafinaMicrofinanceFSASalsoaddedmicrofinanceasanewproduct.OnestafffromICCOTerrafinaMicrofinancewasaddedtotheFSASconsultantteamandanewjuniormicrofinanceconsultantwillbehiredfromFebruary 2016 onward.

FIVE CAPABILITIES & CIVIL SOCIETY INDEXANNEX 3:


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INTRODUCTIONThis annex focuses on the Five Capabilities and the Civil Society Index; both topics have been tracked during the MFSII period. It was supportive in measuring trends in capacity building and developments in the ‘status’ of Civil Society.

Capacity building was the core component of ICCO Alliance’s MFSII program; capacity building has been integrated in all programs at partner and partner coalition level. Capacity building activities have been discussed in a dialogue between ICCO Alliance members, the program coalitions and coun-try program partners. We have used organisational scans (linked to the 5C-model) and the civil society index as a tool to enhance this dialogue. In the sections below the method-ology used for the analysis as well as actual outcomes and trends will be discussed.

THE FIVE CAPABILITIES (5CS) ANALYSIS

Methodology and clarification

The Five Capabilities analysis targets the individual partner organizations, which in our case comprise a broad spectrum of civil society organizations (varying from church-based organizations to producer organizations).

ICCO Alliance members use their own organizational assess-ment tools to track progress of capacities of partners. ICCO and most of the coPrisma partners use organizational scans (O-Scans), consisting of a set of questions on organizational development, such as vision, mission & strategy, linking & learning, and internal organization. The O-scan originally consisted of 17 questions; a new version was adopted in 2014; this extended version consists of 27 questions. Scores range from 1 (lowest) to 4 (highest). In addition, Edukans uses the Education Assessment Tool (EAT)26, which is particularly geared towards capacities within the educa-tion sector. Edukans is directly measuring 5C scores as part oftheEAT,whilespecificO-scanquestionsarelinkedtothefivetopicsofthe5C-model.BoththeO-scanandtheEATareprimarily used at the individual partners’ level. For purposes ofreadabilityweusemainlyaveragefigurespercountryinthe overview presented here.

Anoverviewoftheaveragescoresforeachofthefivecapa-bilities, as well as the 14 related sub-questions are presented at regional and country level in a matrix (Table 2, page 116). This matrix is based on 369 partners that carried out an O-scan or EAT in 2015. This shows the division among Alliance members:

Alliance member # of scans

ICCO Cooperation 307

Prisma 42

Edukans 20

Throughout the MFS period 5C data have been reported in the annual reports of the ICCO Alliance and have been comparedwiththebaselinefigures.Ingeneralthefollowingremarks should be taken into account:• Averagevaluesarestronglyinfluencedbythenumber

and type of partners that have conducted an O-scan in a particular year. Comparing average values is therefore of limited value. It gives however a kind of overall status of the total portfolio of partners of the ICCO Alliance

• Throughout the MFSII period we have increasingly focused our analysis on progress on the capabilities within the partner set.

• Please note that questions 1.4 and 5.3 of the 5Cs model27 were not part of the original 5Cs baseline information. These two questions were added in 2013 as part of the civil society questionnaire that was sent out in late 2013. This has been done again in the 2015 analysis (see the CSS section, Internal representation of the target group and Level of organization sections).

OUTCOMES

To deepen our understanding, we have carried out the following steps:1 Average scores per capability (both at 5C and sub-category

level) are calculated. As indicated above: these scores have to be handled with care. One of the reasons is the number ofpartnersineachcountryvariesconsiderably,fromjustone (e.g. Myanmar, Cambodia) to 20 or more (Bangladesh, India, Ethiopia). It implies that a low average score in a

---------------------------------------

26 5Cs scores in the EAT are given at 5C level, not at the sub-categories. This causes a methodological problem in aggregation of the data. This year we

therefore present the data in separate tables.

27 1.4 - The organization reviews its policy and implementation with the target group and external parties and adapts if necessary


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particular country with a limited number of partners will only marginally affect the average score of its region. Table 3 (page 117) shows the 2015 and baseline data28

2Acomparisonofaveragesoreswiththebaselinefiguresper country is made. Map 1 shows the number of catego-ries with an improvement in average scores in 2015 in comparison with the baseline per country. For the majorityofcountries3ormorecategoriesshowhigheraverage scores. A limited number of countries show no improvement at all. One factor that might explain this lack of improvement is that partners might become

more critical in their self-assessment when capacities have been enhanced. Also the number of partners to which the averages refer will vary over the years. This implies that a score over the years doesn’t necessarily say anything on improvements on the individual partner level.

3 Finally, we have counted how many categories per part-ner have shown an improvement in the period 2011-2015. We have based our counting on those partners that were part of at least 2 measurements (e.g. baseline and 2015). Table 1 provides an example for Mali:

---------------------------------------

28 Please note that 2013 and 14 datasets have been shared in earlier year reports

Map 1: # of categories with improved average scores per country (red=0 out of 5; dark green=5 out of 5)

Par

tner

Co

un

try

Reg

ion

Ch

ange

in a

vera

dge

o

f cap

abili

ty t

o

com

mit

an

d a

ct

Ave

rage

of c

apab

ility

to

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mm

it a

nd

act

Ave

rage

of

cap

abili

ty t

o d

eliv

er

on

dev

elo

pm

ent

ob

ject

ives

Ave

rage

of c

apab

ility

to

rel

ate

Ave

rage

of c

apab

ility

to

rel

ate

cou

nt>

0

cou

nt<

0

cou

nt=

0

AEA Mali

AED

ALPHALO

Amassa

AMSS

CPK

ENDA Mali

GRAT

OMAES

RPL

SKF

WALE

Mali

Mali

Mali

Mali

Mali

Mali

Mali

Mali

Mali

Mali

Mali

Mali

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

West Africa

0,0

1,8

1,0

1,0

0,5

0,5

2,2

1,3

0,7

0,5

0,3

0,0

0,8

0,9

1,0

0,4

0,5

0,4

1,0

1,1

0,9

1,0

0,3

0,8

0,5

0,5

1,0

0,5

0,5

1,0

1,0

1,0

1,0

1,0

0,5

0,5

1,0

1,0

1,0

1,0

0,7

0,0

1,3

1,7

0,7

0,3

0,3

1,0

-0,5

0,5

1,0

0,5

0,8

0,8

2,5

1,0

0,3

0,8

0,0

0,0

3

5

5

4

5

4

5

5

5

5

4

3

1

0

0

0

0

0

0

0

0

0

0

0

1

0

0

1

0

1

0

0

0

0

1

2

Table 1: # of categories wich improved average scores in Mali


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HereweseethatpartnerAEAMali(firstrowinthetable)forthe capability to adapt and self-renew does not have a change in score. The capability to relate declined. For the other 3

capabilities the score improved. This leads to the following result for Mali if we compare all 12 partners: These scores have been plotted in Map 2.

Country # of partners % improved % declined % no change

Mali 12 88 2 10

Map 2: % improvement score per country (range 25% - 90%)

Please note that map 1 presents average scores based on a dataset of 2015 where the partner portfolio can be completely different from those represented in the baseline. Map 2 is based on changes among the same set of partners that have conducted at least 2 O-scans.

Late 2015 Regional Managers were informed about the general trends of the O-scans in their regions and for ICCO Alliance as a whole and stimulated to discuss outcomes inter-nally and with partners. The latter has been done to a limited extent; one of the main reasons was the exit strategy leading to a limited willingness among partners to invest in this exercise.

CIVIL SOCIETY INDEX

This part describes the following elements:• The methodology for determining the results on the theme

civil society.• Elaboration of the 2015 values in comparison to the base-

line and 2013 values.• Conclusions.

METHODOLOGY

In August 2015 an online-questionnaire with key ques-tions, as described in the Civil Society Index, was sent to partners.Thequestionnaireisaself–assessmentandcontains 13 questions on 5 Civil Society Index (related) dimensions. ICCO Alliance has operationalized these dimensions in questions around e.g. involvement of target groups, cooperation with external stakeholders, accountability and transparency and the political context in which the partners have to operate. Most questions have four possible answer categories and a ‘not relevant’ category. A total of 409 partners responded to the ques-tionnaire, which is around 50% of the contacted partner organizations.

In this brief overview of the results, we will only present the dataataggregate(global)andregionallevel.Thefindingsarealsoavailableatcountrylevel.Theseinformedfurtherreflec-tion and discussion with the partners in regionally organized partner meetings.


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In the table, we list the questions of the survey, followed by a brief analysis of the results including a comparison with the 2011 and 2013 data.

CIVIC ENGAGEMENT

Internal representation of the target group

Inthesurveywehavedistinguished“internal”and“external”representationofthetargetgroup.On“internalrepresenta-tion”,i.e.whetherthepartnerorganizationhaslegitimacyonbehalf of the target group, we distinguished three levels:

1 the extent the target group/constituency is represented in the organization (in staff/management);

2 the extent to which the target group/ constituency is involved in the analysis of the context of a program / project(problemanalysis,stakeholderanalysis);and

3 the extent to which the target group/constituency is involved in the formulation of programs, strategies and policies of your organization and the monitoring and evalu-ation thereof.

The diagrams below show the results of 2011 and 2013:

For 2015 the results are as follows:

Onemayconcludethatnomajorshiftshavetakenplace;theratherpositivepictureof“targetgroup”inclusivenessremains present. Even though a shift appears to have taken place in Analysis of Context, this is due to the category ‘good participation’ not being included in the 2015 survey question.

External representation of the target group

Theexternalrepresentationis“operationalized”astheextentthat the members of the target group are part of any political or thematic interest groups (such as health committee).

In 2011 and 2013 the results were as follows:

Most questions have four possible answer categories and a ‘not relevant’ category. A total of 409 partners responded to the questionnaire, which is around 50% of the contacted partner organizations.

In this brief overview of the results, we will only present the data at aggregate (global) and regional level. The Uindings are also available at country level. These informed further reUlection and discussion with the partners in regionally organized partner meetings.

In the table, we list the questions of the survey, followed by a brief analysis of the results including a comparison with the 2011 and 2013 data.

Civic engagement

Internal representa+on of the target groupIn the survey we have distinguished “internal” and “external” representation of the target group. On “internal representation”, i.e. whether the partner organization has legitimacy on behalf of the target group, we distinguished three levels: (1) the extent the target group / constituency is represented in the organization (in staff/management); (2) the extent to which the target group/ constituency is involved in the analysis of the context of a program / project (problem analysis, stakeholder analysis); and (3) the extent to which the target group / constituency is involved in the formulation of programs, strategies and policies of your organization and the monitoring and evaluation thereof.

The diagrams below show the results of 2011 and 2013:

0%10%20%30%40%50%60%70%80%90%100%

2011 2013 2011 2013 2011 2013 2011 2013

analysis of context formula+on &design

monitoring &evalua+on

mgt & staff

Par+cipa+on & Representa+on of Target Group in Partner Organiza+ons (N=378)

Not relevant

Full par+cipa+on

Good par+cipa+on

Fair par+cipa+on

Poor par+cipa+on

For 2015 the results are as follows:

One may conclude that no major shifts have taken place; the rather positive picture of “target group” inclusiveness remains present. ven though a shift appears to have taken place in Analysis of ontext, this is due to the category ‘good participation’ not being included in the 2015 survey question.

xternal representa+on of the target groupThe external representation is “operationalized” as the extent that the members of the target group are part of any political or thematic interest groups (such as health committee).


In 2015 results were:

One may conclude that no major shifts have taken place; the rather positive picture of “target group” inclusiveness remains present. ven though a shift appears to have taken place in Analysis of ontext, this is due to the category ‘good participation’ not being included in the 2015 survey question.

xternal representa+on of the target groupThe external representation is “operationalized” as the extent that the members of the target group are part of any political or thematic interest groups (such as health committee).



Participation & Representation of Target Group in Partner Organizations (N-378)

Participation and Representation

Participation of the Target Group in Political Bodies and Sectoral Organizations


111

Cost Effi ciency


The data shows that there is hardly any noticeable change over the years. The target group is (on average) moderately to well involved in civil society.

LEVEL OF ORGANIZATION

The level of organization is indicated at three levels: 1financialandhumanmanagementandsustainability;2 cooperation and networking; and 3 membership of networks and umbrella organizations.

Regardingfinancialsustainability(diversityofincomesources), the score on this topic is still low, though quite some efforts have been made to increase partners’ understanding offunddiversificationandincomegeneratingservices.Again,West Africa appears the positive exception with 75% scoring well to excellent on this topic. Nevertheless, some progress has been made: 35% of the partners scores higher in 2013 than in 2011. The average score remains low (2.8) on our O- scan, but there is a slight improvement compared with the baseline. 46% has a moderate or weakly developed policy andpracticetowardsfinancialsustainability.

A clear and agreed upon HR-policy including guidelines for recruitment, training, diversity, rewards and demotion is found in only a few partners (8%). About 52% of all the partners scores well to excellent. The other 50% scores fair to poor. Nevertheless, 32% of the partners has made an improvement in the last two years. In the O-scan a notable improvement (from 2,0 to 3,0) could be seen.

Work Place Policies (WPP), which are about the organiza-tional preparedness to HIV/Aids in its internal and external relations,werenotsufficientlyinplacein2011.Only9%of

thepartnershadaclearandwell-definedpolicy,whichisthoroughly implemented. The situation has hardly changed: still a too high number (10%) has nothing developed in terms of WPP, 41% only to some extent.

48% of the organizations are strong in networking, partner-ships or alliances with frequent consultations and informa-tion exchanges, whereas a 31% even go further and adapts their work to contribute to the common goals of these alli-ances.Thesefiguresareslightlybetterthanin2011.Amorenotable change was seen in the 5C analysis, where the capa-bility to relate scored 0,6 points higher than the baseline.

Inonaverageclosetohalfofthecasesthereisanefficientuseof resources as it is part of organizational culture and prac-tice, and nurtured as a value at all levels of the organization. Plans,activitiesandpractices-wheneverpossible-areflex-iblyrescheduledandredesignedformoreefficientresourceuse (2015: 45%; 2013: 53%; 2011: 48%).

In 2011 and 2013 results were as follows:


The data shows that there is hardly any noticeable change over the years. The target group is (on average) moderately to well involved in civil society.

eve gani a nThe level of organization is indicated at three levels: (1) Uinancial and human management and sustainability; (2) cooperation and networking; and (3) membership of networks and umbrella organizations.

egarding Uinancial sustainability (diversity of income sources), the score on this topic is still low, though quite some efforts have been made to increase partners’ understanding of fund diversiUication and income generating services. Again, est Africa appears the positive exception with 5% scoring well to excellent on this topic. evertheless, some progress has been made: 35% of the partners scores higher in 2013 than in 2011. The average score remains low (2. ) on our O scan, but there is a slight improvement compared with the baseline. 4 % has a moderate or weakly developed policy and practice towards Uinancial sustainability.

A clear and agreed upon policy including guidelines for recruitment, training, diversity, rewards and demotion is found in only a few partners ( %). About 52% of all the partners scores well to excellent. The other 50% scores fair to poor. evertheless, 32% of the partners has made an improvement in the last two years. In the O scan a notable improvement (from 2,0 to 3,0) could be seen.

ork lace olicies ( ), which are about the organizational preparedness to I /Aids in its internal and external relations, were not sufUiciently in place in 2011. Only 9% of the partners had a clear and well deUined policy, which is thoroughly implemented. The situation has hardly changed: still a too high number (10%) has nothing developed in terms of , 41% only to some extent.

4 % of the organizations are strong in networking, partnerships or alliances with frequent consultations and information exchanges, whereas a 31% even go further and adapts their work to contribute to the common goals of these alliances. These Uigures are slightly better than in 2011. A more notable change was seen in the 5 analysis, where the capability to relate scored 0, points higher than the baseline.

In on average close to half of the cases there is an efUicient use of resources as it is part of organizational culture and practice, and nurtured as a value at all levels of the organization. lans, activities and practices whenever possible are Ulexibly rescheduled and redesigned for more efUicient resource use (2015: 45%; 2013: 53%; 2011: 4 %).


In 2015 results ere

ac ce a ee have distinguished two criteria to support the “practice of value”, i.e.

(1) whether the organization publishes information on the Uinancial state of affairs / annual account and has a functional code of conduct; and (2) whether the target group / constituency has a say in the formulation of programs, strategies and policies.

In 2015 5% of the organizations had an annual report, in which there is a Uinancial paragraph. For those who are interested, the report is available. A grower number (19% compared to 1 % in 2013 and 12% in 2011) publishes the annual report with the Uinancial accounts on the eb.

A ode of onduct is quite common to have as an organization. An increasing majority of organizations has one, as the following graphs indicate.


In 2015 results ere






In 2015 results ere





Participation in Political Bodies and Sectoral Organizations

Level of Cost Effi ciency in Partner Organizations


112

PRACTICE OF VALUE

Wehavedistinguishedtwocriteriatosupportthe“practiceofvalue”,i.e.1 whether the organization publishes information on the financialstateofaffairs/annualaccountandhasafunc-tional code of conduct; and

2 whether the target group / constituency has a say in the formulation of programs, strategies and policies.

In 2015 65% of the organizations had an annual report, inwhichthereisafinancialparagraph.Forthosewhoareinterested, the report is available. A grower number (19% compared to 16% in 2013 and 12% in 2011) publishes the annualreportwiththefinancialaccountsontheWeb.

A Code of Conduct is quite common to have as an organiza-tion.Anincreasingmajorityoforganizationshasone,asthefollowing graphs indicate.

Regarding decision-making, in 67% of the partners the target groups / constituency had a good to even full partici-pationintheformulationsofprojectsandprogramsintheyear 2015. Of this group, about 26% has a say in policies and strategies as well, which means a rise of 6% compared to 2013.

Regional differences in participation can be gauged from the following graphs. For 2011 and 2013:

egarding decision making, in % of the partners the target groups / constituency had a good to even full participation in the formulations of projects and programs in the year 2015. Of this group, about 2 % has a say in policies and strategies as well, which means a rise of % compared to 2013. egional differences in participation can be gauged from the following graphs. For 2011 and 2013:




nd for 2015

e ce n m act

Responsivenesserception of Impact is centered on the three topics: responsiveness, social impact and policy.

ImpactThe esponsiveness (or extent to which partners know to relate to private sector and government effectively) is large. In 2015 9% is working together with the (local) government (2013: %;

Code of Conduct

Partners with a Code of Conduct

Level of Participation by Partners in Formulation of Programs and Policies


113

And for 2015: nd for 2015

e ce n m act

Responsivenesserception of Impact is centered on the three topics: responsiveness, social impact and policy.

ImpactThe esponsiveness (or extent to which partners know to relate to private sector and government effectively) is large. In 2015 9% is working together with the (local) government (2013: %;

PERCEPTION OF IMPACT

Responsiveness

Perception of Impact is centered on the three topics: respon-siveness, social impact and policy.

Impact

The Responsiveness (or extent to which partners know to relate to private sector and government effectively) is large. In 2015 89% is working together with the (local) govern-ment (2013: 88%; 2011: 89%) against 64% with the private sector (2013: 66%; 2011: 63%). 59% of the partner organi-

zations are working with both the private and the govern-ment sector (2013: 62%; 2011: 59%). Given these small changes, one might conclude that there is a stabile level of responsiveness of the partners.

Social impact

The extent to which partners respond to one or more basic social needs of their target group is related to the question whether the partner involves the target group in the analy-sis, design, monitoring and evaluation of the services. In the above sections, the involvement of target group has been clarified.

2011: 9%) against 4% with the private sector (2013: %; 2011: 3%). 59% of the partner organizations are working with both the private and the government sector (2013: 2%; 2011: 59%). iven these small changes, one might conclude that there is a stabile level of responsiveness of the partners.

ocial impact The extent to which partners respond to one or more basic social needs of their target group is related to the question whether the partner involves the target group in the analysis, design, monitoring and evaluation of the services. In the above sections, the involvement of target group has been clariUied.

Policy impactMore than half of the responding partners (54%) can show evidence that it has contributed recently to important changes in policy, budgeting or legislation at either national or international level. 2 % could not show and according to 11% of the interviewees, policy inUluencing was not relevant to their organization. In 2013 and 2011 the percentage of organizations involved and to some extent successful in policy inUluencing was higher (2013: 4%; 2011: %).

Partners Participation per Region

Cooperation of Partners with Government and Private Sector

Cooperation with Government and Private Sector








114

Policy impact

More than half of the responding partners (54%) can show evidence that it has contributed recently to impor-tant changes in policy, budgeting or legislation at either national or international level. 26% could not show and accordingto11%oftheinterviewees,policyinfluencingwas not relevant to their organization. In 2013 and 2011 the percentage of organizations involved and to some extentsuccessfulinpolicyinfluencingwashigher(2013:64%; 2011: 78%).The percentage of organizations that combine national and international lobbying continued to drop from 52% in 2011, to18%in2013andfinallyto9%in2015.Apparently,moreorganizations are now focusing on the national lobby agenda.

Environment

The interventions of the Alliance (as proposed in for instance the MFSII proposal) are based on a quality

context analysis and based on partner needs and choices. Regional councils with representation of members of soci-ety (on an individual basis) such as scholars and scientists, advocates, etc. ensure that ICCOs work and that of part-nersisembeddedandreflectingcivilsociety.

About 61% of the partners mentioned that they partici-pated in one or more studies on civil society (on space, roles and impact of CSOs) in the countries in which they work in (2013: 68%; 2011: 69%). The political environment is quite diverse; in some countries almost all partners claimed to work in a rather hostile political climate, whereas in other countries Civil Society is working in a rather conducive environment. The data reveal on average deterioration in Central and South Asia, the Middle East and South America. We see an increase in Southern Africa, and not a pronounced change in the rest.29

---------------------------------------

29 Some remarks are important here: the survey is an online-questionnaire, open for interception by others than the organizers. Therefore, one might refrain

from critique. Secondly, partners may have find ways to cope with a strict, even tougher regime. And thirdly, the most critical organizations may have

avoided to answer this questionnaire. These factors might influence results.

Political Context for Civil Society and Partners

The percentage of organizations that combine national and international lobbying continued to drop from 52% in 2011, to 1 % in 2013 and Uinally to 9% in 2015. Apparently, more organizations are now focusing on the national lobby agenda.

nvi nmentThe interventions of the Alliance (as proposed in for instance the MF II proposal) are based on a quality context analysis and based on partner needs and choices. egional councils with representation of members of society (on an individual basis) such as scholars and scientists, advocates, etc. ensure that I Os work and that of partners is embedded and reUlecting civil society.

About 1% of the partners mentioned that they participated in one or more studies on civil society (on space, roles and impact of Os) in the countries in which they work in (2013: %; 2011: 9%). The political environment is quite diverse; in some countries almost all partners claimed to work in a rather hostile political climate, whereas in other countries ivil ociety is working in a rather conducive environment. The data reveal on average deterioration in entral and outh Asia, the Middle ast and outh America. e see an increase in outhern Africa, and not a pronounced change in the rest.4

For 2015 these results were:

4 ome remar s are important here the survey is an online ues+onnaire open for intercep+on y others than the organizers Therefore one might refrain from cri+ ue econdly partners may have nd ays to cope ith a strict even tougher regime nd thirdly the most cri+cal organiza+ons may have avoided to ans er this ues+onnaire These factors might in uence results


115

For 2015 these results were:

CONCLUSIONS

Civic engagement and representation: In most cases the survey examined whether the target group/constitu-ency was involved in analyzing their problems, designing projects,implementingandfinallyevaluatetheirprogressandresults.Onlyinaveryfewcasesdidwefindthatthiswas not the case. Furthermore, in a considerable number of cases target groups have not only a say in policies and strat-egies that organizations pursue, but also in the selection of its management. This is in line with the attention ICCO Cooperation pays to downward accountability.

Level of organization:Regardingfinancialsustainabil-ity (diversity of income sources), a large number of the partners are still weak in diversifying income sources. In closetohalfofthecasesthereisproofofefficientuseofresources as it is part of organizational culture and practice, and nurtured as value at all levels of the organization. Plans, activitiesandpractices-wheneverpossible-areflexiblyrescheduledandredesignedformoreefficientresourceuse.With regard to human resources most of the partners have clear and agreed upon HR policies

Practice of value/transparency: Transparency appears to have won common ground in our partner organizations. Most organizations have an annual report, in which there isafinancialparagraph.Forthosewhoareinterested,thereport is available; a growing percentage of this group publishes the annual report on the WEB. A Code of Conduct for organizations is also quite common.

Perception of impact: Aclearmajorityofpartnershavefrequent interactions with (local) governments, result-inginjointapproachesandplans;thecooperationwithprivatesectorisless,butstillsignificant.Whenitcomestopolicyinfluencing,thepartnersaredirectingtheireffortsmoretowardsnationallevel.Thisfindingmatcheswiththe programmatic approach of ICCO Cooperation, with its four key principles: working towards a common goal, local ownership of the program and its governance; multi-stake-holder involvement; and added value of the different actors involved.

Environment: The political climate partners work in varies. Only 33% of the partners claim to work in a civil society conducive environment, while 9% report working in a hostile, repressive environment. As indicated in the intro-duction,thesefindingsshouldinducefurtherdiscussionwithin the regional staff, as well as in the program/country coalitions.

C nc i n: In most cases the survey examined whether the target

group/constituency was involved in analyzing their problems, designing projects, implementing and Uinally evaluate their progress and results. Only in a very few cases did we Uind that this was not the case. Furthermore, in a considerable number of cases target groups have not only a say in policies and strategies that organizations pursue, but also in the selection of its management. This is in line with the attention I O ooperation pays to downward accountability.

egarding Uinancial sustainability (diversity of income sources), a large number of the partners are still weak in diversifying income sources. In close to half of the cases there is proof of efUicient use of resources as it is part of organizational culture and practice, and nurtured as value at all levels of the organization. lans, activities and practices whenever possible are Ulexibly rescheduled and redesigned for more efUicient resource use. ith regard to human resources most of the partners have clear and agreed upon policies

Transparency appears to have won common ground in our partner organizations. Most organizations have an annual report, in which there is a Uinancial paragraph. For those who are interested, the report is available; a growing percentage of this group publishes the annual report on the . A ode of onduct for organizations is also quite common.

A clear majority of partners have frequent interactions with (local) governments, resulting in joint approaches and plans; the cooperation with private sector is less, but still signiUicant. hen it comes to policy inUluencing, the partners are directing their efforts more towards national level. This Uinding matches with the programmatic approach of I O ooperation, with its four key principles: working towards a common goal, local ownership of the program and its governance; multi stakeholder involvement; and added value of the different actors involved.

The political climate partners work in varies. Only 33% of the partners claim to work in a civil society conducive environment, while 9% report working in a hostile, repressive environment. As indicated in the introduction, these Uindings should induce further discussion within the regional staff, as well as in the program/country coalitions.

Ta le 1 5 scores (2015)

Political Context

116


Table 2: 5C scores (2015)

A1) the organisation uses information

from its PME system and changes

strategy/activities in line with latest

data and findings

A2) the organisation conducts a

gender / environmental / Hiv&Aids

impact assessment and adjusts

planning to "counterbalance" negative

results

A3) the organisation stimulates a

learning culture, organizes learning in

a systematic way; offers instruments

and facilities.

capability to adapt and renew

B1) the organisation has clear,

effective and functional procedures

and principles

B2) the organisation has motivated

staff and a clear, functional HRM

policy

B3) the organisation has a diversified

resource base

B4) the strategy is operationalized

into an annual plan of action

Capability to commit and act

C1) the organisation has a PME

system that monitors activities and

measures output

C2) the organisation has a focus on

results and delivers on its objectives

capability to deliver on development

objectives

D1) the organisation is engaged

in partnerships, alliances and

networks D2) the organisation

pursues downward accountability

and participation of target group/

beneficiaries in decision-making

D2) the organisation pursues

downward accountability and

participation of target group/

beneficiaries in decision-making

capability to relate

E1) the organisation includes RBA and

HIV&AIDS1 as issues relevant to their

work and organisation

E2) the organisation has a vision,

mission and related strategy which

are interrelated and form the

backbone to its work / interventions

capability to achieve coherence

2,9 2,5 2,8 3,7 2,7 2,3 2,8 3,4 2,8 3,5 2,8 3,0 2,7 3,0 3,3 2,7 2,6 2,7 3,1 3,3 3,0 3,3 3,0 3,2 2,3 2,8 4,0 2,5 2,0 3,5 3,3 2,0 3,4 3,3 3,4 3,4 3,2 3,7 3,4 3,5 3,3 3,0

2,8 2,8 2,7 3,3 2,7 2,5 3,0 3,2 2,9 3,3 3,1 3,2 2,7 3,0 3,2 2,9 2,7 3,0 3,2 3,6 3,2 3,2 3,0 3,5 2,5 2,8 2,5 2,6 3,0 3,3 3,2 2,0 3,0 3,4 3,3 3,1 3,0 3,7 3,1 3,3 3,1 3,0

3,0 2,6 2,8 3,8 2,9 2,8 2,8 3,4 2,9 3,5 2,9 2,8 3,0 3,2 3,3 3,3 3,0 3,3 3,3 3,5 3,4 3,3 3,2 3,5 2,7 3,1 4,0 3,0 2,0 3,5 3,4 3,0 3,4 3,7 3,2 3,2 2,0 3,7 3,8 3,5 3,7 3,2

2,9 2,6 2,7 3,4 2,7 2,5 2,9 3,4 2,9 3,4 2,9 3,0 2,8 3,0 3,3 2,9 2,8 3,0 3,2 3,5 3,2 3,3 3,1 3,4 2,5 2,8 3,5 2,7 2,3 3,4 3,2 2,3 3,0 3,4 3,3 3,2 2,7 3,7 3,4 3,4 3,3 3,1

3,0 2,8 2,9 3,5 2,7 2,8 3,0 3,7 2,3 2,5 2,8 2,4 1,8 2,6 2,8 2,6 2,0 2,8 3,1 3,3 3,2 3,1 2,7 3,1 2,7 2,5 4,0 2,3 3,0 2,5 3,3 2,0 3,4 3,5 3,2 3,1 2,8 3,0 3,6 3,1 2,7 2,9

2,8 2,8 2,5 3,5 2,7 2,5 2,7 3,3 2,8 3,5 3,2 3,0 2,4 3,0 3,1 2,8 3,0 2,7 3,1 2,5 3,0 3,0 3,4 3,4 2,3 3,1 3,0 3,4 3,0 2,0 3,2 3,0 2,9 3,6 3,2 3,1 3,0 3,0 3,4 3,1 3,2 3,0

2,9 2,3 3,0 3,8 2,8 2,8 2,8 3,1 2,2 2,5 2,3 2,0 2,2 2,6 2,5 2,7 2,6 2,6 3,0 3,0 2,8 3,2 2,9 2,8 2,0 2,5 4,0 2,4 3,0 2,0 2,8 2,0 2,8 2,9 2,7 3,1 3,2 3,3 3,2 3,1 3,3 2,8

2,9 3,0 2,7 3,7 2,8 2,6 3,0 3,2 2,8 3,5 2,8 2,8 2,8 3,0 3,2 2,5 2,8 3,1 3,1 3,3 3,2 3,2 2,7 3,2 2,3 2,8 3,0 2,8 2,0 3,3 3,0 2,5 2,9 3,5 2,8 3,1 3,5 3,3 3,2 3,1 3,0 3,0

2,9 2,7 2,7 3,6 2,7 2,7 2,8 3,4 2,4 2,8 2,8 2,5 2,1 2,7 2,8 2,6 2,5 2,7 3,0 2,9 3,0 3,1 3,0 3,1 2,3 2,8 3,7 2,8 3,0 2,2 3,0 2,3 2,8 3,3 3,1 3,1 3,1 3,1 3,4 3,1 3,0 2,9

2,9 2,5 2,8 3,7 2,7 2,3 2,8 3,4 2,8 3,5 2,8 3,0 2,7 3,0 3,3 2,7 2,6 2,7 3,1 3,3 3,0 3,3 3,0 3,2 2,3 2,8 4,0 2,5 2,0 3,5 3,3 2,0 3,4 3,3 3,4 3,4 3,2 3,7 3,4 3,5 3,3 3,0

3,1 3,3 2,9 3,7 2,9 2,5 3,0 3,7 3,1 4,0 3,0 3,0 3,4 3,3 3,5 3,3 3,2 3,3 3,5 3,8 3,5 3,4 3,2 3,8 3,3 3,2 4,0 3,0 2,0 4,0 3,5 3,0 3,3 3,7 3,4 3,3 3,3 3,3 3,6 3,5 3,4 3,3

3,0 2,9 2,9 3,3 2,8 2,4 2,9 3,5 2,9 3,8 2,9 3,0 3,0 3,1 3,4 3,0 2,9 3,0 3,3 3,5 3,2 3,3 3,1 3,5 2,8 3,0 4,0 2,8 2,0 3,8 3,3 2,5 3,0 3,5 3,4 3,4 3,3 3,5 3,5 3,5 3,3 3,2

2,9 2,7 2,9 3,8 2,8 2,3 2,7 3,5 3,0 3,5 3,3 3,4 2,5 3,3 3,3 3,6 3,2 3,1 3,3 3,3 3,1 3,3 3,5 3,5 3,3 3,2 3,0 3,1 3,0 3,5 3,3 2,0 3,0 3,7 3,4 3,3 2,8 3,3 3,8 3,5 3,6 3,2

2,8 3,0 2,8 3,2 2,5 2,5 2,7 3,3 2,6 2,5 2,5 2,6 2,8 2,9 3,1 3,0 2,6 2,8 3,0 2,5 3,2 3,0 2,6 3,1 2,3 2,9 3,0 2,9 3,0 3,0 3,0 1,0 2,8 3,3 3,0 3,0 2,0 3,3 3,2 3,4 3,5 2,9

2,9 2,9 2,9 3,5 2,6 2,4 2,7 3,4 2,8 3,2 3,0 3,0 2,6 3,1 3,2 3,1 2,9 3,0 3,1 2,8 3,1 3,1 3,2 3,3 2,7 3,1 3,0 3,1 3,0 2,8 3,2 2,0 3,0 3,5 3,2 3,2 2,6 3,2 3,5 3,3 3,4 3,1

2,8 3,5 2,5 3,5 2,5 2,8 2,8 3,7 2,5 3,5 2,6 2,4 2,4 2,8 2,8 2,4 2,5 4,0 3,0 3,0 2,7 3,0 3,4 3,3 3,0 2,6 4,0 2,4 3,0 2,5 3,4 2,0 3,2 3,5 3,5 2,9 2,8 3,3 2,4 3,5 3,5 3,0

3,3 2,9 3,7 2,8 2,8 3,1 3,3 3,1 3,8 3,2 3,0 3,1 3,2 3,4 2,8 3,3 3,1 3,2 3,4 3,3 3,3 2,9 3,3 2,7 3,0 3,0 2,9 2,0 3,5 3,1 2,0 2,9 3,6 2,9 3,2 3,4 3,3 3,2 3,3 3,0 3,1 2,7

2,9 3,4 2,7 3,5 2,6 2,8 3,0 3,5 2,8 3,6 2,9 2,7 2,8 3,0 3,2 2,6 3,1 3,2 3,1 3,2 3,0 3,1 3,2 3,3 2,8 2,8 3,5 2,8 2,5 3,0 3,2 2,0 2,9 3,5 3,2 3,1 3,1 3,3 2,8 3,4 3,1 3,0

Cen

tral

& E

ast

Afr

ica

CO

NG

O

ET

HIO

PIA

KE

NYA

RW

AN

DA

SOU

TH

SU

DA

N

SUD

AN

UG

AN

DA

Cen

tral

Am

eric

a

EL

SALV

AD

OR

GU

AT

EM

ALA

HO

ND

UR

AS

NIC

AR

AG

UA

Sou

th A

mer

ica

BO

LIV

IA

BR

AZ

IL

PAR

AG

UA

Y

PE

RU

Sou

th a

nd

Cen

tral

Asi

a

AF

GH

AN

ISTA

N

BA

NG

LAD

ESH

IND

IA

KY

RG

YZ

STA

N

NE

PAL

PAK

ISTA

N

Sou

th E

ast

Asi

a

CA

MB

OD

IA

IND

ON

ESI

A

MYA

NM

AR

PH

ILIP

PIN

ES

Sou

ther

n A

fric

a

MA

DA

GA

SCA

R

MA

LAW

I

SOU

TH

AF

RIC

A

ZIM

BA

BW

E

Wes

t A

fric

a

BE

NIN

BU

RK

INA

FA

SO

GH

AN

A

MA

LI

Mid

dle

Eas

t

Gra

nd

To

tal


117

Table 3: Baseline

1.1) the organisation uses information from its PME system and changes strategy/activities in line with latest data and findings1.2) the organisation conducts a gender / environmental / Hiv&Aids impact assessment and adjusts planning to "counterbalance" negative results1.3) the organisation stimulates a learning culture, organizes learning in a systematic way; offers instruments and facilities.Average score

2.1) the organisation has clear, effective and functional procedures and principles2.2) the organisation has motivated staff and a clear, functional HRM policy2.3) the organisation has a diversified resource basis 2.4) the strategy is operationalized into an annual plan of actionAverage score

3.1) the organisation has a PME system that monitors activities and measures output3.2) the organisation has a focus on results and delivers on its objectives Average score

4.1) the organisation is engaged in partnerships, alliances and networks4.2) the organisation pursues downward accountability and participation of target group/beneficiaries in decision-making capability to relate4.3) the organisation promotes diversity in its own ranks, to represent society/target groupsAverage score

5.1) the organisation includes RBA and HIV&AIDS1 as issues relevant to their work and organisationcapability to achieve coherence 5.2) the organisation has a vision, mission and related strategy which are interrelated and form the backbone to its work / interventionsAverage score

BU

RU

ND

I

CO

NG

O (D

RC

)

ET

HIO

PIA

KE

NY

A

RW

AN

DA

SUD

AN

UG

AN

DA

TO

TAL

EL

SALV

AD

OR

GU

AT

EM

ALA

HA

ITI

HO

ND

UR

AS

NIC

AR

AG

UA

TO

TAL

KY

RG

YZ

STA

N

TAJI

KIS

TAN

TO

TAL

BO

LIV

IA

BR

AZ

IL

PA

RA

GU

AY

PE

RU

SUR

INA

M

TO

TAL

AF

GH

AN

ISTA

N

BA

NG

LAD

ESH

IND

IA

NE

PA

L

PA

KIS

TAN

TO

TAL

CA

MB

OD

IA

IND

ON

ESI

A

MY

AN

MA

R

PA

PU

A N

EW

GU

INE

A

PH

ILIP

PIN

ES

VIE

TN

AM

TO

TAL

AN

GO

LA

MA

DA

GA

SCA

R

MA

LAW

I

SOU

TH

AF

RIC

A

ZIM

BA

BW

E

TO

TAL

BE

NIN

BU

RK

INA

FA

SO

GH

AN

A

LIB

ER

IA

MA

LI

SEN

EG

AL

TO

TAL

LA S

UB

RE

GIO

NA

L

MID

DLE

EA

ST

OP

T (I

NC

L. I

SRA

EL)

WO

RLD

WID

E

TO

TAL

GR

AN

D T

OTA

L

cap

abili

ty t

o a

dap

t an

d s

elf r

enew

cap

abili

ty t

o c

om

mit

an

d a

ctca

pab

ility

to

del

iver

on

d

evel

op

men

t o

bje

ctiv

esca

pab

ility

to

rel

ateo

bje

ctiv

esca

pab

ility

to

ach

ieve

co

her

ence

CENTRAL & EAST

AFRICA

CENTRAL

AMERICA

CENTRAL

ASIA

SOUTH

AMERICA

SOUTH ASIA SOUTH EAST ASIA SOUTHERN

AFRICA

WEST AFRICA

2,0 2,3 2,8 2,4 2,5 2,3 2,4 2,4 2,6 2,5 2,8 2,2 2,0 2,4 2,4 2,6 2,4 2,8 2,7 2,9 2,4 1,6 2,5 3,1 3,3 2,3 3,1 2,7 2,6 2,8 2,6 2,8 2,6 2,6 2,6 2,6 2,4 2,6 2,2 3,2 2,7 2,7 2,1 2,4 2,6 2,6 2,7 3,0 2,6 2,7 2,0 3,2 2,9 2,9 2,6

3,5 2,7 2,8 2,4 2,8 2,2 2,2 2,5 2,4 2,7 3,1 2,3 2,2 2,5 2,3 2,3 2,3 2,6 2,8 2,9 2,3 1,8 2,5 3,0 3,1 2,6 2,9 2,4 2,7 2,9 2,7 2,4 2,6 2,3 2,9 2,6 2,5 2,8 2,2 2,7 2,8 2,6 2,6 2,3 2,3 2,5 2,7 3,3 2,5 2,7 1,0 2,8 2,8 2,7 2,6

2,0 2,8 2,9 2,6 2,8 2,5 2,6 2,7 2,2 2,9 2,8 2,3 2,4 2,6 2,9 3,1 3,0 2,8 3,0 3,1 2,6 1,9 2,7 2,9 3,1 2,7 3,2 2,9 2,8 3,3 2,9 2,8 2,4 2,5 3,2 2,8 2,8 2,8 2,3 3,2 2,9 2,9 2,6 2,4 2,6 3,0 2,8 3,0 2,7 3,7 1,0 3,4 3,2 3,3 2,8

2,5 2,6 2,8 2,5 2,7 2,3 2,4 2,5 2,4 2,7 2,9 2,3 2,2 2,5 2,5 2,7 2,6 2,7 2,8 3,0 2,4 1,8 2,6 3,0 3,2 2,5 3,1 2,7 2,7 3,0 2,7 2,7 2,5 2,5 2,9 2,7 2,6 2,7 2,2 3,0 2,8 2,7 2,4 2,4 2,5 2,7 2,7 3,1 2,6 3,0 1,3 3,1 3,0 3,0 2,7

2,0 2,4 2,8 2,3 2,7 2,3 2,3 2,4 2,7 2,6 2,7 2,1 1,7 2,3 2,1 2,1 2,1 2,6 2,9 2,8 2,5 1,6 2,6 2,9 2,9 2,4 3,1 2,4 2,6 2,8 2,4 2,3 2,3 2,4 2,9 2,5 2,1 2,6 2,1 3,3 2,7 2,7 2,5 2,7 2,4 2,0 2,7 2,5 2,5 3,0 1,0 2,4 2,8 2,6 2,5

1,0 2,2 2,7 1,9 1,8 2,2 2,2 2,2 2,4 2,4 2,2 1,5 1,5 2,0 1,5 1,8 1,5 2,3 2,3 2,4 2,2 2,6 2,3 2,3 2,9 2,3 2,7 2,4 2,4 2,4 2,2 2,0 1,9 1,5 2,9 2,1 2,1 2,6 2,5 2,9 2,6 2,6 2,3 2,3 2,0 2,2 1,7 2,5 2,0 2,7 2,0 2,3 2,7 2,5 2,2

2,0 2,4 2,5 2,2 2,7 2,4 2,4 2,4 2,7 2,6 2,3 2,2 1,9 2,3 2,4 2,9 2,5 2,8 2,3 2,2 2,5 1,8 2,4 2,8 2,6 2,2 2,8 2,4 2,4 2,7 2,2 2,3 2,5 2,1 2,3 2,3 2,1 2,1 2,1 2,9 2,5 2,5 2,3 2,8 2,6 1,8 2,6 2,5 2,5 2,7 2,0 3,0 2,9 2,9 2,4

3,5 2,6 2,8 2,6 2,7 2,3 2,4 2,6 2,8 2,9 3,0 2,3 2,2 2,6 2,2 2,2 2,2 2,6 2,8 2,8 2,4 1,7 2,5 2,9 3,2 2,5 2,9 2,4 2,6 2,9 2,6 2,4 2,4 2,1 2,9 2,5 2,3 2,8 2,2 3,0 2,7 2,7 2,4 2,8 2,4 2,3 2,4 3,0 2,5 2,8 1,5 2,7 3,2 2,9 2,6

2,1 2,4 2,7 2,3 2,5 2,3 2,3 2,4 2,7 2,6 2,6 2,0 1,8 2,3 2,1 2,3 2,1 2,6 2,6 2,6 2,4 1,9 2,5 2,7 2,9 2,4 2,9 2,4 2,5 2,7 2,4 2,3 2,3 2,0 2,8 2,4 2,2 2,5 2,2 3,0 2,6 2,6 2,4 2,7 2,4 2,1 2,4 2,6 2,4 2,8 1,6 2,6 2,9 2,7 2,4

2,0 2,4 2,8 2,3 2,7 2,4 2,4 2,5 2,7 2,6 2,7 2,1 1,7 2,3 2,1 2,1 2,1 2,6 2,9 2,8 2,5 1,6 2,6 2,9 2,9 2,5 3,1 2,4 2,7 2,8 2,4 2,3 2,3 2,4 2,9 2,5 2,1 2,6 2,2 3,3 2,7 2,8 2,5 2,7 2,4 2,0 2,7 2,5 2,5 3,0 1,0 2,4 2,8 2,6 2,5

3,0 3,0 3,1 2,7 3,2 2,8 2,9 2,9 3,2 2,9 2,8 2,7 2,5 2,8 2,9 3,6 3,1 2,9 3,0 3,3 2,7 1,6 2,8 3,6 3,3 3,0 3,4 3,0 3,2 3,4 3,0 2,8 3,0 2,8 2,8 3,0 2,6 2,9 2,5 3,1 3,2 3,0 2,9 3,2 2,8 2,4 3,0 3,0 2,9 3,7 2,0 3,6 3,1 3,3 3,0

2,5 2,7 3,0 2,5 3,0 2,6 2,7 2,7 3,0 2,8 2,8 2,4 2,1 2,6 2,5 2,9 2,6 2,8 3,0 3,1 2,6 1,6 2,7 3,3 3,1 2,8 3,3 2,7 3,0 3,1 2,7 2,6 2,7 2,6 2,9 2,8 2,4 2,8 2,4 3,2 3,0 2,9 2,7 3,0 2,6 2,2 2,9 2,8 2,7 3,4 1,5 3,0 3,0 3,0 2,8

4,0 2,8 2,8 2,5 3,0 2,4 2,5 2,6 2,5 3,1 2,9 2,3 2,5 2,7 2,7 2,4 2,6 3,2 3,2 3,0 2,9 1,3 2,9 3,0 3,1 2,6 3,1 3,0 2,8 3,2 3,1 3,5 2,6 2,7 3,0 3,0 2,9 2,8 2,3 3,0 3,1 2,9 2,6 2,7 2,5 3,0 2,9 2,5 2,7 4,0 2,0 3,7 3,3 3,5 2,9

2,0 2,6 2,7 2,5 2,3 2,3 2,5 2,5 2,5 2,8 3,2 2,1 1,5 2,4 2,5 1,7 2,3 2,9 2,8 2,8 2,2 2,9 2,6 2,8 2,9 2,5 2,8 2,3 2,6 2,9 2,6 3,3 2,6 2,5 3,1 2,7 2,0 2,8 1,7 2,9 2,9 2,6 2,6 2,0 2,3 2,4 2,4 4,0 2,4 2,0 2,0 3,0 2,7 2,8 2,6

4,0 2,6 2,7 2,4 2,3 2,3 2,5 2,5 2,6 2,6 2,6 2,3 2,1 2,4 2,6 2,4 2,5 2,4 2,8 2,8 2,3 2,3 2,5 3,3 2,9 2,3 2,9 2,3 2,6 2,4 2,8 2,5 2,8 2,0 2,8 2,5 2,1 2,8 2,3 2,9 2,7 2,6 2,9 2,2 2,1 2,2 2,4 3,0 2,3 2,3 1,0 3,2 2,5 2,8 2,5

3,3 2,7 2,7 2,5 2,5 2,3 2,5 2,5 2,5 2,8 2,9 2,2 2,0 2,5 2,6 2,2 2,5 2,8 2,9 2,9 2,5 2,2 2,7 3,0 3,0 2,5 2,9 2,5 2,7 2,8 2,8 3,1 2,7 2,4 3,0 2,7 2,3 2,8 2,1 2,9 2,9 2,7 2,7 2,3 2,3 2,5 2,6 3,2 2,5 2,8 1,7 3,3 2,8 3,0 2,7

2,0 2,8 2,8 2,6 2,5 2,5 2,9 2,7 2,0 2,0 2,8 2,2 1,6 2,1 2,3 1,1 2,1 2,4 2,5 2,6 2,0 1,5 2,3 2,3 2,6 2,7 3,3 2,3 2,6 2,5 3,1 2,3 2,5 1,7 2,5 2,5 2,5 2,6 2,1 3,0 3,0 2,8 1,8 1,4 2,0 2,2 2,6 2,0 2,1 2,3 1,0 3,7 2,7 3,0 2,5

4,0 2,8 3,0 2,5 2,8 2,5 2,4 2,6 2,8 2,9 3,2 2,5 2,4 2,8 2,4 2,4 2,4 2,7 2,9 2,8 2,4 2,4 2,6 3,0 3,1 2,7 3,0 2,3 2,8 2,9 2,8 2,5 2,6 2,4 3,0 2,7 2,4 2,8 2,3 3,0 2,6 2,7 2,6 2,9 2,5 2,4 2,7 3,3 2,7 3,2 2,5 2,9 3,2 3,1 2,7

3,0 2,8 2,9 2,6 2,7 2,5 2,7 2,7 2,4 2,5 3,0 2,4 2,0 2,5 2,4 1,8 2,3 2,6 2,7 2,7 2,2 2,0 2,5 2,7 2,9 2,7 3,2 2,3 2,7 2,7 3,0 2,4 2,6 2,1 2,8 2,6 2,5 2,7 2,2 3,0 2,8 2,8 2,2 2,2 2,3 2,3 2,7 2,7 2,4 2,8 1,8 3,3 3,0 3,1 2,6

MP TABLESANNEX 4:


119

MDG 1 Private Sector and Agriculture

1) the business environment has improved

Base 01- 2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

In 10 countries a more equitable access to sustainable and inclusive value chains has been established

01 (15) 41 (9) 6 14 20 142 2 15 20 30

In 16 countries initiatives have been taken to improve the enabling environment for inclusive value chain development

01 (20) 11 14 19 20 20 11 20 25 31

2) the local/regional market has further developed

Base 01- 2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

20 BDS providers operate on private sector terms

1 31 38 41 50 54 13 27 71 78

250 POs are independent and sustain-able

584 47 60 386 551 796 80 130 313 492

700 POs have improved business performance

241 362 524 1.117 1.433 1488 350 2572 921 1.595

100 Business Development Organiza-tion (private or NGO) are strengthened

1233 112 190 224 279 2265 125 1072 244 272

60 of these BDS suppliers have upscaled their services.

24 63 87 134 134 176 30 67 109 160

3) the international market access has improved

Base 01- 2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

120 profitable Producer Organizations connected to (inter)national value chains

13 n.a.6 16 226 226 407 25 n.a.4 244 410

50 women led enterprises connected to Dutch businesses

0 n.a.7 10 5 7 7 10 18 25 50

1.500 emerging Producer Organiza-tion supported towards profitability/ sustainability/Gender sensitivity (the cumulative target for 2015 is 3.300)

18.286 2.164 2.920 4.085 5.031 45688 1.828 11.277 2.346 48499

10 networks of women led enterprises 4 210 7 8 13 13 6 9 7 10

4) Value chains have been made sustainable

Base 01- 2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

100.000 employees - linked to prof-itable POs - have improved income (50% female)

F 145 666 n.a. 1.740 3.785 3.977 1.100 11.808 18.305 18.305

M 270 661 n.a. 1.848 3.890 4.381 1.200 25.448 2271511 23.815

Gender not specified 79.595

75.000 small producers - con-nected to POs that have become profitable and sustainable with CSD support-have improved income (male/female)

F 6.194 19.376 19.376 26.367 26.367 69.923 100012 27.512 57.187 58.549

M 7.202 22.972 23.003 42.312 42.581 56.714 11.000 76.919 629928 80.191

400.000 small producers (50% female) - which are connected to emerging, not yet profitable PO’s - have improved their income

F 142.514 90.064 156.803 187.097 239.614 309.020 150.000 6.680.612 207.479 239.665

M 127.475 152.659 222.659 248.212 281.286 397.255 140.000 11459313 215.415 281.258

500 women led enterprises im-proved business skills and outreach

F 0 n.a. n.a. 548 548 548 150 315 548 548

1.000 employees (50% female) have improved income

F 0 n.a. n.a. 350 350 350 50 165 400 500

M 0 n.a. n.a. 250 250 250 50 95 280 500


120

5) Agriculture has further developed / food security has improved

Base 01- 2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

280.000 households targeted by the program alliances have improved food security and have improved/ strength-ened resilience

81 n.a.14 95.344 177.155 261.998 318.628 82.000 162.954 218.314 305.172

52 partners implement holistic and inte-grated FS interventions in 21 countries (sustainable Agric. practices, sustainable financial plans, participation of women, inclusion of nutrition)

34 3315 79 119 137 145 43 92 12416 16213

6) The Financial sector has further developed17

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

5.000.000 clients/small producers reached (male/female)

F 1.226.724 342.02518 468.743 2.846.951 2.836.668 3.204.443 1.500.000 1.209.589 1.254.879 3.537.79619

M 0 55.31114 n.a20 135.277 622.683 6.012026 1.500 34.055 21.554 1.300.128

210 rural enterprises, POs and MFIs receive financial services

42 81 128 249 257 414 85 195 205 326

37.500 new clients (>50% female) have been reached with new, in-novative or adapted products

F 0 49.874 n.a. 116.903 115.980 128.364 1.500 48.640 32.946 137.71415

M 598.975 20017021 n.a16 612.401 146.235 146.468 1.500 34.055 21.554 150.48815

In 10 countries the equitable access to (micro) finance has improved

0 9 10 10 10 10 2 13 12 14

20 social investors/banks provide fin. services to VC actors &MFIs

4 6 14 61 622 6 8 31 31 64

75 innovative, new or adapted products have been developed

5 22 24 38 38 99 15 69 61 127

65 MFIs have developed new in-novative adjusted products

13 30 33 57 106 106 20 66 97 108

In 14 countries initiatives have been taken to improve the enabling environment for inclusive financial sector development

2 11 19 9 10 11 5 14 14 16

MDG 2 Education

1) Increased participation in formal and non-formal (basic) education

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015*

Number of children (both boys & girls) enrolling in schools in intervention area

girls 156.326 104.69723 153.460 166.486 219.092 227.203 157.460 132.11424 158.883 205.866

boys 155.849 1.080.251 159.683 171.447 218.230 235.656 155.468 1.421.642 164.720 210.939

Average number of school years (for both boys & girls)

girls 3,8 3,6 3,6 3,6 3,6 3,7 3,0 3,5 3,6 3,8

boys 3,8 3,5 3,7 3,6 3,6 3,7 3,0 3,5 3,7 3,8

75 partners have improved performance on quality and access of their educational service (OP)

n.a. n.a. n.a. 91 8425 91 n.a. n.a. n.a. n.a.

Number of schools in under-serviced intervention areas

primary 920 1.232 1.332 1.888 195226 1952 925 1.413 1.636 2.121

non-primary

73 n.a.27 n.a. 145 174 174 76 n.a. 120 217

Percentage of qualified teachers in schools

primary 60% 79% 75% 67% 72% 74% 55% 65% 68% 73%

non primary

77% 100%28 86% 57% 61% 63% 94% 57% 54% 63%

Pupil/teacher ratio 38 39 39 42 37 40 33 45 44 44

*The target for 2015 (80% IA) refers to: 80% of intervention areas has increased educational performance. See under section 2) Improved quality of education.


121

3) Increased relevance of education (improved connection to the labour market)

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 201531

Number of pupils that earn sustainable income 6 months after leaving school / training

1.098 1.557 2.343 3.474 10.350 11.773 2.024 3.064 5.452 8.993

Number of MoUs between private sector and (public) education providers related to joint action plans

3632 25 2133 93 94 94 28 34 31 101

Number of vocational training programs developed with private sector

909 55 57 99 101 103 90 52 60 103

Number of pupils/students as appren-tices in private sector

53 562 588 1.713 79434 1097 5835 791 657 1.775

2) Improved quality of education

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015*29

80% of intervention areas with increased educational performance

n.a. n.a. n.a. 65% 69% 77% n.a. n.a. n.a. n.a.

Number of children finishing school (with diploma)

15.288 15.288 27.645 57.690 56.96130 80.694 41.835 26422 6 32.550 65.255

Number of schools in under-serviced intervention areas

primary 920 1.232 1.332 1.888 1952 1952 925 1.413 1.636 2.121

non-primary

73 n.a.7 1.006 145 174 174 76 n.a. 120 8 217

Percentage of qualified teachers in schools

primary 60% 79% 75% 67% 72% 74% 100% 65% 68% 73%

non-primary

77% 100%8 86% 66% 61% 63% 100% 57% 54% 63%

Average scores in O-scan or EAT

2,0 1,8 2,5 2,9 2,8 2,9 2,0 2,6 2,6 2,9

4) Engagement, participation and influence by representatives of parents, children and teachers have increased

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 201536

Percentage of (representatives of) tar-get groups stating to have an increased say in decision-making, planning and implementation

12% 51% 47%37 68% 76% 79% 17% 47% 56% 67%

Number of education entities / actors / structures supported for monitoring access and quality, like PTA’s, SMC’s, consultative meetings at district / national level

640 910 1.241 1.767 2.208 2.208 749 1.208 1.380 1.944

*The target for 2015 80% IA

MDG 4, 5, 6 Health

1) Improved access to preventive measures, treatment and or care

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

80% of partners show improved access to basic health and health-related services for vulnerable groups.

36 47 50 60

(61%)

76

(70%)

106

(77%)

n.a. 62 70 6938

90% of partners are capacitated to develop strategies to positively address unequal access to basic health and health-related services for vulnerable groups.

0 4 6 6

(67%)

6

(86%)

16

(94%)

n.a. 38 18 14

70% of our health partners have a staff policy in place that contributes to the sustainability, accessibility and quality of the health system at large

3 1239 13 41

(80%)

42

(70%)

43

(75%)

n.a. 12 19 50


122

4) More equal access to health for men, women, minority groups and underprivileged

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

In 4 countries health or health related policies have been changed in favour of the rights of these specific vulnerable groups (inclusion: access & availability)

2 2 3 4 6 7 2 5 10 7

In 5 program countries governments have become more transparent on the implementation of, and their budgets for, realizing pro poor policies

446 247 2 3 3 3 4 4 8 7

In 7 countries program coalitions together with interest groups lobby for inclusive health policies and programs based on equal rights of people living with HIV and/or with a disability

3 4 5 6 6 9 5 7 8 7

In 9 countries program coalitions are active in L&A and work on increased ac-countability of the government related to the implementation and financing of pro poor health policies

88 748 8 8 8 10 8 8 11 10

2) Increased use of public and private health care

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

80% of (partner-)projects showing improved health (proxy) indicators amongst vulnerable groups

20 26 36 44

(42%)

58

(57%)

76

(69%)

n.a40 38 55 67

80% of partners show improved access to basic health and health-related services for vulnerable groups

36 47 50 60

(61%)

76

(70%)

106

(77%)

n.a.30 62 70 69

3) Improved knowledge and / or practice related to HIV/AIDS and reproductive health among youth

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 201541

Number of pupils and number of teach-ers showing better knowledge, changed attitudes and relevant skills that contribute to self-protection against HIV / STI transmission and unwanted pregnancies

1.098 1.557 1.26642 8.016 4.589 9.772 1.224 3.064 5.236 5.236

Number of projects showing concrete evidence of change agents who have been able to positively influence factors that play a role in the silence and stigma related to SRHR and HIV, disability, and stigma

2143 16 25 48 53 84 n.a.44 31 52 67

Number of schools including HIV&AIDS education

19145 153 208 702 606 637 191 276 435 832

Number of partners working through and capacitating change agents

31 40 49 62 73 77 n.a. 48 72 76

MDG 7 a Ensure a Sustainable Environment

2) increased use of renewable energy by the poor

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

400.000 households make use of renew-able energy, energy efficiency devices for private/ family use

61.060 126.014 n.a.49 165.260 232.662 366.246 152.000 395.683 39701450 551.069

50 partner organizations support ‘mitiga-tion to climate change’-projects (sustain-able energy use, energy efficiency and increase in CO2-absorbtion capacity

5751 16 19 53 74 78 17 56 61 84


123

3) adaptation to climate change by the poor and a reduction of biodiversity loss

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

25.000 households that become less vulnerable to the consequences of climate change via adaptation interven-tions (OT)

0 0 n.a52 18.300 81.113 82.071 25.500 n.a. 2735053 41.400

25 partners implement adaptation to cli-mate change programs (in food security and/ or humanitarian assistance) (OP)

0 0 2 5 7 7 5 454 3 26

MDG 7 b Forests and Biodiversity

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

100.000 households that have gener-ated an income through carbon credit chain interventions

6.500 n.a55 n.a. 109.900 179.001 366.246 60.000 n.a. 61250 164.150

40 civil society organizations strengthen capacity and methodology in carbon credit value chain development

4956 13 17 27 38 49 8 24 36 45

BZ-theme Fragile States

1) A more safe society for all citizens, especially women

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

70% of our partners defending and supporting victims of sexual and Gender based violence are successful (as contri-bution to the implementation of UNSC Resolution 1820)

2157 n.a.58 10 32 3259 30 n.a.60 65 70

Number of women and girls that are assisted/supported and have improved life perspectives

9.211 17.347 20.162 21.206 23.375 23.417 42.334 24.058 25.371 28.484

In 5 countries the design and implemen-tation of national action plans on UNSC resolutions 1820 and 1325 reflect the views and needs of marginalized women target groups

0 3 5 10 14 861 5 10 127 16

20 partners actively defending and supporting women and girls who have become victims of sexual and Gender based violence (as contribution to the im-plementation of UNSC Resolution 1820)

2162 22 36 50 69 81 33 46 68 87

20 partners have initiatives to influence the design and implementation of na-tional action plans on UNSC resolution 1820 and 1325

6 20 2163 21 37 37 36 3264 29 36


124

3) People experience more clearly the advantages of stability

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

70% of targeted marginalized groups (in particular women and youth) have a recognizable contribution in building sustainable conditions for conflict transformation

2.39965 50666 8.246 12.718 14.326 22.494

(170%)

2.411 118.910 8.267 14.800

70% of our partners training police, armed forces and prison staff are successful in reducing the violation of political and civil rights and conflicts by policy, army and prison staff

n.a.67 27 28 28 31 31

(56%)

0 113 54 76

7 program coalitions and networks have initiatives to empower marginalised target groups (in particular women and youth) to build sustainable conditions for conflict transformation

512 8 19 28 28 30 20 26 31 35

50 partners have initiatives to empower marginalised target groups (in particular women and youth) to build sustainable conditions for conflict transformation

4.168 82 119 151 151 175 74 139 138 197

30 partners training staff of police, armed forces and prison staff on respect for political and civil rights, conflict and sexual abuse

1255 16 18 29 34 46 n.a. 34 37 49

4) Living standards / environment has improved and employed increased

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

Number of Internally Displaced Persons (IDPs), refugees and ex-combatants (re-) integrated in communities

2840069 249 578 (15.578)70 16.145 16.185 700 1.040 1.445 16.44556

25 partners actively supporting Inter-nally Displaced Persons (IDPs), refugees and ex-combatants to (re-) integrate in communities

8 16 21 32 41 43 12 29 3671 47

BZ-theme Good Governance & Civil Society Development

1) Democratisation/voice /accountability: participation and voice of non-governmental actors in political processes at various levels

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

50% of marginalized target groups exer-cise their rights and have a recognizable contribution in political decision making processes

680 693 1.501 1.857 3.817 5499

(54%)

n.a.72 952 1002373 10.966

50% of women targeted are actively participating in political decision making processes at local and/or national and/or international level (as contribution to the implementation of UNSC Resolution 1325)

103774 274 294 549 1.189 1.854

(156%)

125 707 110160 1.387

In 5 countries program coalitions and net-works contributed to a more democratic society and accountable government

0 5 6 14 14 14 n.a 13 1760 20

1.000 marginalized target groups (in particular women and youth) are empowered / mobilized to exercise their rights and to participate in political decision making

4.16875 3.798 n.a. 8.699 11.633 39.811 n.a. 4.893 8.640 10.524

1.000 women are empowered to partici-pate actively in political decision making processes at local and/or national and/or international level (as contribution to the implementation of UNSC Resolution 1325)

76662 403 547 3.691 9.491 11.098 856 1.429 441076 6.582

35 partners succeeded to put issues related to accountability of (local) state actors and/ or corruption high on the political and/or social agenda

0 77 84 113 133 2977 n.a. 90 13963 140


125

2) Rule of Law: people receive clear information on and have access to justice / rights

Base 01-2011

Achieved 2011

Achieved 2012

Achieved 2013

Achieved 2014

Achieved 2015 end

Planned 2012

Planned 2013

Planned 2014

Planned 2015

In 8 countries the program coalitions and networks contributed to improve-ments regarding human rights of marginalised target groups

0 4 12 19 21 1878 n.a. 13 19 23

50% of the targeted marginalized groups have been successful in claiming their right to land and / or other natural resources

114579 80 221 1.081 1.081 5372

(492%)

192 135 150 150

18 program coalitions and networks developed lobby initiatives and/or advocacy campaigns for an improved human rights situation of marginalized target groups

11480 11 23 27 27 31 n.a 40 49 5181

15 (8) program coalitions and networks supported target groups to demand compliance of (international) corpora-tions and governments to (inter)national standards on land and natural resources

n.a.24 12 18 18 18 22 n.a. 22 32 36

50 partners supported target groups to demand compliance of (international) corporations and governments to (inter)national standards on land and natural resources

n.a. 63 68 68 81 98 n.a.82 96 69 92

(FOOTNOTES)1 The baseline and results 2011 have been adjusted in 2012. The earlier baseline and result values were based on MFSI agreements (in between brackets). The corrected

results in 2011 and 2012 show the increase compared to the baseline. In most cases the target 2015 has been adjusted according to the results achieved in 2013 and planned results in 2014. The original target for 2015 can be found in the description of the result in the left hand column.

2 In 2014 double counting took place – this is corrected.

3 The value “Planned 2013” is incorrect; it should have been close or higher than the “results 2011”. For some obvious reasons planning data for Mali could not be collected at that time; planning data for some other countries were also missing. In the planning for 2014 these countries will be included. See also under “main introduction notes” above, in particular Note 4.The baseline values in 2011 are the total results of MFSIIMFSII on that indicator by the end of 2010 (01-2011). The drop of results in 2011 is due to the phasing out of partners.

4 The baseline values in 2011 are the total results of MFSII on that indicator by the end of 2010 (01-2011). The drop of results in 2011 is due to the phasing out of partners.

5 Corrected figure

6 These values appeared to be incorrect and are therefore deleted. Baseline and achievement in 2012 are correct. Reason: this result should be linked to the NON-GRANT program. Apparently, that was not always clear to our staff. This error has been identified June 2013 and therefore corrected.

7 Outcome indicator: first reporting is due 2013 as agreed with the Ministry.

8 Corrected figure.

9 The baseline figure is based on the end-result 2010. The cumulative total till 2015 is 4.216 of which 2.716 are new POs.

10 This value is incorrect and due to underscoring/late reporting by some projects in 2011. The value was more likely to be 4, as the results of the following year (7) suggest.

11 The planned results for 2014 are lower than those for 2013, as planning for 2013 appeared to have been too ambitious.

12 The planning data is incorrect, since it should be higher than the baseline. This mistake had been corrected for the following year.

13 The value “Planned 2013” was incorrect, since it – for obvious reasons – left out Mali and a number of other countries.

14 Since this is an outcome indicator, no reporting was required until 2013. ICCO uses the HFIAS methodology. Baselines are conducted at the start of each program in a country. Data from 2012 shall be considered as “guestimates”.

15 The FNS program continued to work with a group of partners of MFSII. We had expected for 2011 a more significant increase. The small drop in ‘2011 results’ is due to the fact that some partners were phased out by the end of 2011.

16 The planning data for 2014 and 2015 have been increased, based on the results achieved in 2013 already.

17 For a number of indicators in the financial sector there has been a particular problem with the cumulative nature of the system. Results of 2013 and 2014 have been aggregated in these cases. This holds the risk of double counting in a number of cases.

18 The baseline figures are the total result of MFSII, i.e. end 2010; the results as achieved in 2011 shows the increase compared to the baseline.


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19 The targets for 2015 are increased based on the achievements of 2013. The original targets for 2015 you will back in the description of the indicators/result areas.

20 The results on outcome are for most indicators only available from 2013 onwards.

21 The baseline figurers are the total result of MFSII, ie. End 2010; the results as achieved in 2011 shows the increase compared to the baseline

22 This refers to: Oikocredit, Triodos, CBE, BoA, RBF and ICCO-Investments; in the past individual projects have been counted instead of # of social investors.

23 The drop in ‘2011 Result’ is due to a serious budget cut in programs in 2011. By the end of 2011 the program worked with far less partners and funding. Therefore schools (and children) that were included, have been deleted from counting in Result 2011.

24 The low target for 2013 might seem strange, but explainable. Since planning for the following year is earlier in time than the reporting of the actual year, the planned target might be lower (in case of a conservative estimation). In this case the planned result for 2012 was thought too high (September 2012), and as a result the planning for 2013 had been conservative (and even lower). However, ‘2012 results’ were good instead.

25 There is a slight decline in number of partners – this is due to the fact that contracts with a number of partners have ended. Nevertheless, the total amount of partners with improved performance is still above the MFSII target.

26 This includes functional literacy groups (e.g. in Mali).

27 No data for non-primary schools were collected.

28 The high score in 2011 and the changes in percentages are due to the small number of schools that reported in 2011. In 2012 and following years more partners will report on this indicator. The percentage will most likely drop.

29 75 partner organizations are targetted, except for the improvement in EAT scores (50 partners).

30 These are unique values – in this case figures are not cumulative.

31 This refers to the following targets: • 60% of selected intervention areas pupils have improved access to work and sustainable income, due to training. • 60% of the intervention areas for TVET activities private sector and (public) education providers cooperate. • 50% of the intervention areas the cooperation between the public and private sector led to improved learning opportunities.

32 The baseline values in 2011 are the total results of MFSII on that indicator by the end of 2010 (01-2011). The drop of results in 2011 is due to the phasing out of part-ners. That had lowered the results for 2011 and following years significantly.

33 This indicator has appeared to be challenging for staff. Quality checks have led to qualify earlier results and baseline as invalid. That explains the decrease from 25 to 21.

34 These are unique pupils for 2014, so this indicator is not counted in a cumulative way.

35 The value of the planned target of 2012 appeared to be too low. For 2013 the planning has been corrected after data became available from 2011.

36 This refers to the following targets: • 80% of the intervention areas target groups have an increased say in decision-making, planning and implementation. • 80% of the intervention areas mechanisms in place to promote participation of the target group in education policy and implementation.

37 The percentages are based on a rather small number of target groups. Therefore a drop in 2012 took place when more partners were scoring on this indicator. It is expected that in the coming years (with the “N” stable) the percentage will grow towards the targeted 80%.

38 A small number of targets for 2015 have undergone a slight adjustment and are lower than the planned values in 2014.

39 Reset from earlier 8 and 14 (was including 2 NON-MFS partners); still few partners work (and report) on this result area.

40 The targets for 2012 (defined in October 2011) were mentioned in %. Since monitoring takes place in actual numbers, we have deleted the percentages to prevent confusion. The first time we will report in % as well will be for Annual Report 2013, where both % and numbers will be given.

41 This refers to the following targets • 60% of the selected intervention areas pupils and teachers have improved knowledge, attitude, skills contributing to behavior that protects against HIV / STI transmission and unwanted pregnancies. • In 70% of the projects change agents play a leading and constructive role in addressing silence and stigma around disability, HIV and/or SRHR in a Gender sensitive manner • 75 partners have improved performance on quality and access of their educational service. • 70% of partners work in close collaboration with relevant change agents and capacitate them to play a leading and constructive role in addressing the silence and stigma around disability, HIV and SRHR in a Gender sensitive manner.

42 The drop in ‘2012 Result’ is due to budget cut in programs in 2011. By the end of 2011 the program worked with less partners and funding. Results of previously spon-sored partners have been left out.

43 The baseline data present the result of MFSII (with associated targets); in 2011 the content of those targets have been scaled up, which explains a drop in the results for 2011.

44 The targets for 2012 (defined in October 2011) were mentioned in %. Since monitoring takes place in actual numbers, we have deleted the percentages to prevent confusion. The first time we will report in % as well will be for Annual Report 2013, where both % and numbers will be given.

45 The baseline data present the result of MFSII (with associated targets); in 2011 these targets have been scaled up, which explains a drop in the results for 2011.

46 The baseline data present the result of MFSII (with associated targets); in 2011 these targets have been scaled up, which explains a drop in the results for 2011.


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47 Reset from an earlier 4 (minus NON-MFS countries, which were included earlier).

48 Reset from an earlier 9 (minus NON-MFS countries, which were included earlier).

49 The results for 2012 were not available. Since this is an outcome indicator, the first reporting will be in 2013 as agreed with the Ministry.

50 The planned total for 2014 is increased from 391.000 to 397.014 based on adjusted forecasts end 2013.

51 The baseline figure was not correctly interpreted by our staff. Therefore we had to adjust the number into 16 (which probably is a better baseline figure of the program).

52 The results for 2012 were not available. Since this is an outcome indicator, the first reporting will be in 2013. The estimation of a proper number appeared to be too difficult.

53 Based o the relatively low results in 2013, planning for 2014 has been adjusted from 52.500 to 27.350. However, the expected total in 2015 exceeds the 25.000 by large.

54 For 2013 the planning has been a bit down-sized, based on the slow progress made in 2012.

55 The results for 2011 and 2012 were not available. Since this is an outcome indicator, the first reporting will be in 2013.

56 This indicator was misunderstood by our staff. The high baseline number presents the “willing” CSOs instead of number of CSOs that provides quality services in this field. Therefore the achieved number appears much lower.

57 The baseline data present the result of MFSII (with associated targets); in 2011 some partners were phased out due to budget cuts.

58 This is an outcome indicator and shall be reported against from 2013 onwards.

59 %taken from 2013 – number of women/girls (23575) only have been counted.

60 No sensible planning data could be provided by staff, since progress so far is only clear at the end of 2013.

61 Corrected; 2013 and 2014 figures contained double counting.

62 Baseline data present the result of MFSII. Since most partners continued during MFS2 the target (20) shall be seen as the increase compared to the baseline. In fact, the final target value will be 41 and 26.

63 Data have been adjusted (achieved data 2012 by minus 1; planned targets for 2012 and 2013 were too high; for 2014 a lower target has been set). Nevertheless, the target for 2015 still exceeds the initial planned target (20).

64 The number of partners actively supporting women and girls exceeds the planned 20 for 2015 by far.

65 Baseline figure is the total result of MFSII. The results only show the increment.

66 The measuring of results 2011 has led to an underscoring (not all partners scored), partly due to the fact that Outcome Reporting will only be compulsory in 2013.

67 The value of the baseline is incorrect. During the planning and reporting, the correct interpretation of the indicator has been followed as shown above. The Planned target for 2013 was overambitious and downsized to a more feasible 54 for 2014.

68 Baseline data present the result of MFSII by the end of 2010. Since most partners continued in MFS2, the results presented include the earlier achievements. The targets for 2014 and 2015 have been adjusted, since the program is more successful.

69 Baseline figure is the total result of MFSII. The results only show the increment. Therefore planning for 2012 (28.400) has been reset to a more appropriate number (700).

70 The earlier results and planning excluded the Middle East. If included, the total result is 15.578.

71 The planned target for 2014 and 2015 has been increased from 26 to 47.

72 For outcome indicators the data is available only from 2013 onwards. For some indicators data are already available.

73 Planned targets for 2014 and 2015 have been increased based on additional planning data – unavailable in October 2013.

74 Baseline figure is the total result of MFSII. The results only show the increment in numbers.

75 The baseline figure refers to the total result of MFSII; the results 2011 and 2012 show the increase on this indicator.

76 The targets for 2014 and 2015 have been increased.

77 A re-count of partners led to this correction.

78 Corrected based on double counting in earlier years.

79 Baseline figure is the total result of MFSII. The results only show the increment in numbers.

80 The Baseline data is presenting the total of lobby initiatives by the end of MFSII. This has been corrected in the following years, when only coalitions are counted.

81 The target values for 2014 and 2015 have been adjusted according to the latest results (2013).

82 Planning data for most CT&D partners could not be collected in October 2011. Management of most projects was in the process of being transferred from the global office to the regions.

Documents

MFSII PROGRESS REPORT 2015 MFSII SYNTHESIS