January 2006
PROGRAMME PLANNING GUIDE
Guidelines for developing Rights-Based Programme Documents
PROGRAMME PLANNING GUIDE: 2. Developing Rights-Based Programme Documents January 2006
TABLE OF CONTENTS
0.
Cover page
1.
Introduction
2.
Programme Context Analysis
3.
3.1
3.1.1
3.1.2
3.1.3
Programme Strategy
Programme Focus
Main Problems/Rights Issues Addressed Primary
Rights-Holders and Duty-Bearers
Geographical Focus
3.2
Defining Programme Objectives and Indicators
3.3
Programme Focus Areas/Intervention Areas
4.
Programme Cohesion
5.
Programme Time Frame
6.
Programme Funding Strategy
7.
7.1
7.2
7.3
Programme Partners and Alliances
Partner Platform
Partner Organisations
DanChurchAid
8.
8.1
8.1.1
8.1.2
Programme Activities
Partner Programme Activities
Ongoing Partner Projects
Partner Projects in Pipeline
8.2
8.2.1.
8.2.2.
8.2.3.
DanChurchAid’s Activities Under the Programme
Advocacy, Information and Networking
Cross-Cutting Capacity-Building
Other Activities initiated by DCA
9.
9.1
9.2
Programme Reviews and Evaluations
Programme Monitoring
Programme reviews and evaluation
10.
Risks and Assumptions
11.
The Programme Budget
2.
PROGRAMME PLANNING GUIDE: 2. Developing Rights-Based Programme Documents January 2006
0.
3.
Cover page (1 page)
The cover page must unequivocally state the country involved, the full programme title, and
the programme period (always a number of full calendar years).
1.
Introduction (1 page)
The task in this section is to:
Place the programme within the DCA Country Programme and DCA’s historical
engagement in country.
To describe the manner in which the programme has been developed.
The following are some guiding questions to help in the development of this section:
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How long has DCA been working in the country?
When was the DCA office established?
What other programme types does DCA work on in the country?
Is this programme a new focus area for DCA or one where we have a historical
interest and experience?
 Have there have been any major evaluations of DCA’s support within this Programme
Type? If yes, explain how the recommendations have been included in the
programme development?
 How does this Programme broadly fit into the problems the country faces and/or why
has DCA chosen this programme type in this country?
 How was the programme developed? In particular, describe the manner in which
partners have been involved in the programme’s development.
2.
Programme Context Analysis ( max. 25 pages)
The Programme Context Analysis provides the overall justification for the strategic choices
that will be taken in the Programme document and for the areas that DanChurchAid will
support during this programme period. The Context Analysis should therefore be inserted
in full in the Programme Document.
The Programme Context Analyses should provide adequate detail but not too many details
that lead to confusion instead of clarity. It should be an analysis as opposed to a collection of
data that allows for the following:
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An identification of the most vulnerable, where they live and the rights violations and
deficits they face
An understanding of the reasons for their vulnerability (immediate and structural
causes) to rights deficits/violations
An identification of what opportunities exist in the external environment that
DanChurchAid can make use of in its strategic planning (the opportunities)
An understanding of those with human rights responsibilities and power to address the
main structural causes identified and prioritised
An understanding of what other actors are doing to address the problem
An identification of where DCA and partners have a comparative advantage
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(Separate Guidelines for supporting the development of Context Analyses are under
development).
3.
Programme Strategy (8 pages)
The task in this section is to:
Describe and justify the choice of the main rights deficits/violations to be addressed
in the programme
Describe and justify the choice of the primary rights-holders that will addressed in the
programme
Describe and justify the choice of the main duty-bearers that will be the secondary
target of the programme
Describe and justify the choice of the geographical focus of the programme
General Considerations before starting with this Section:
Describing the Programme strategy and focus should follow naturally from the Programme
Context Analysis i.e. the focus of the programme should be able to be traced to problems
raised in the Programme Context Analysis.
Before initiating the Programme Context Analysis certain strategic choices may have been
made. (This is particularly important in Political Space Programmes – See Guidelines for the
Strategic Development of Political Space Programmes). However, where the Context Analysis
results in a broad analysis the following is suggested as questions that can help guide the
decision on future focus:
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Who are the most vulnerable/whose rights are most violated?
Where do they live (geographical focus), if not identified earlier?
What has been assessed as DCA and it partners comparative advantages for
addressing the problems named? (See Context Analysis)?
 Are there possibilities for synergy with other DCA Programmes in country in terms of
choice of primary rights-holders, thematic focus and or geographical focus?
 What is not adequately covered by other donors?
 What focus areas/intervention areas can DCA support in view of the relevant DCA
Programme Type Strategy?
If not already done earlier in the process, one can also use problem trees to assist in
prioritization through understanding problem-cause-effects relationship, identifying what are
immediate, underlying and more structural and root causes, and also seeing where many
problems identified may have the same root causes e.g. discrimination (passive or active) and
are related to rights issues. (See Guidelines-LFA Programme Planning).
3.1
Programme Focus
The Programme Focus should be defined in terms of:
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the rights issues/problems to be addressed
the primary rights-holders to be targeted
the planned geographical focus of the programme.
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Specific intervention areas need not be described here but are included under section 3.3.
3.1.1
Main Problems/Rights Issues Addressed
The main prioritized problems that have emerged from the Context Analysis as those which
DCA and partners should focus on should be developed here. Where possible, it should be
explained how the particular problems relate to specific rights issues.
National and
international standards should be used as a reference frame for describing the rights
deficits/violations at stake. In this respect, comments from, inter alia, UN treaty bodies on the
normative content of particular rights can offer guidance.
Examples of problems/rights issues could be:
 Land-grabbing and/or limited access to land – land rights
 Harmful negative cultural practices particularly sexual abuse – reproductive rights
 Stigmatisation – freedom from discrimination
 Limited access to information – right to information
Example from Draft Malawi HIV/AIDS Programme Document
Gender Discrimination and Gender-Based Violence
As the Programme Context Analysis has revealed gender-based discrimination contributes
significantly to increasing vulnerability and susceptibility to HIV/AIDS. Lack of access to
information about HIV/AIDS prevention or property law (right to information), violence against
women (right to security of person), and inadequate access to HIV care and treatment (right to
health) are the human rights violations that are increasing women’s risk of infection and their
vulnerability to HIV/AIDS in Malawi. The stigma attached to HIV/AIDS and assumptions about
causes of infection frequently undermine women’s status and their ability to claim their rights at
both household and community levels.
Women’s social, cultural, economic and legal inequality has resulted in the fact that in Malawi
women and girls have higher HIV/AIDS prevalence rates than their male counterparts. Unequal
access to information put women and girls at increased risk. Furthermore, young women and girls
are not adequately informed to make informed choices with regards to sexual partners,
particularly in relation to specific harmful cultural practices and beliefs. Generally, women are not
adequately informed on matters related to sexual and reproductive health rights due to the taboo
that surrounds this issue in Malawi.
However, even when informed, as the Programme Context Analysis reveals, women may not
change their behaviour because they are socialised to please men and to defer to their authority,
especially in sexual matters. Fear of violence prevents many women in Malawi from negotiating
safer sexual behaviour with their partners. Harmful sexual and cultural practices particularly affect
women and girls, exposing them to sexual abuse from an early age. Women and girls also face
greater discrimination than men in their families and in health-care settings. Women are often
afraid to reveal their status for fear of being victimised and/or deserted. In-laws often blame
women, when their sons become infected with HIV. Women and girls also frequently bear a
disproportionate burden of caring for those who are ill. Women and girls are often
disproportionately affected when a male head of household becomes ill, as they are often forced
to seek other sources of income, leading them at times into risk-taking behaviour.
The Convention on the Elimination of Discrimination Against Women (CEDAW), which Malawi
has ratified, is clear on states’ responsibilities in matters of gender discrimination and gender
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based violence: States must “modify social and cultural practices of conduct of men and women
with a view of achieving the elimination of prejudices and customary and all other practices”2.
Although the Malawian Constitution and certain government policies do recognise gender equality
and the need for women’s empowerment, current legislation does not sufficiently provide for the
protection of the rights of girls and young women.
3.1.2
The Primary Rights-Holders and Duty-Bearers
Rights-Holders
In strategic rights-based programming, the rights-holders are those facing barriers and
constraints in accessing and enjoying basic rights. It is important that efforts are made as far
as possible to target the most vulnerable/those whose rights are most violated under the
particular programme type. This does not mean that the programme needs only to address
this group but the description under this section should show evidence of understanding who
are the most vulnerable/whose rights are most violated in related to the identified
problems/rights issues.
The following are some guiding questions for describing the rights-holders that will be the
primary target of the programme:
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What is their economic situation?
Do they belong to a certain ethnic group/race/caste/religion?
What is their health situation e.g. are they HIV positive
What is their main source of livelihood?
What is the effect of this problem on their lives
Are men and women equally affected? If not, which men and women are most
affected?
Example from Draft HIV/AIDS Malawi Programme
The Primary Rights-Holders
Women and girls
Women, and in particular young women and girls in the rural areas, belong to the most vulnerable
groups in Malawi in relation to vulnerability and susceptibility to HIV/AIDS. The HIV/AIDS
prevalence rates within this group are higher than within their male counterparts. HIV infection
rates for females aged 15-24 is 4-6 times higher than for males of the same age group. The main
source of transmission of HIV/AIDS in Malawi is unprotected heterosexual sex, which due to
engrained social and gender norms places females in a disadvantaged position and increases
their vulnerability to HIV/AIDS. Women and girls often bear the economic burden of HIV/AIDS
due to inadequate access and control of productive resources and opportunities at household and
community level. Women and girls are particularly affected by stigma and discrimination that
often directly affects their opportunities for accessing dignified and accessible care and treatment.
With the main emphasis on young women and girls, the following groups will also be targeted:
Female-Headed Households
2
Convention on the Elimination of Discrimination Against Women (CEDAW)
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Women head approximately 25% of all Malawi households. In this programme, attention will be
given to those female-headed households headed by poor women who have been widowed or
divorced (and may be ill) and with a number of dependents.
Child- Headed Households
Child-headed households will be those households headed by children who have lost both
parents, have one resource extremely poor parent (who may also be ill), or are living with the
elderly. Children who lose a parent suffer from great disadvantage whether in terms of the loss of
a breadwinner or parental care: both essential in preventing HIV/AIDS. The loss of parents
means that agricultural skills may not be passed on from one generation to the other. Many of
these households are socially-excluded and severely affected by poverty. Poverty and exclusion
is particularly acute for girls in these households. Their precarious economic situation can lead to
their involvement in risk-taking behaviour.
Street Children
Growing poverty and the breakdown of family structures have placed more children on the streets
where they find themselves at risk of mistreatment, sexual exploitation, and physical and
emotional abuse. Most children on the street come either from very poor families or are orphaned
children. These children are prone to sexual abuse and need to be supported, protected and
counselled.
People living with HIV/AIDS
The rural and very poor, yet living with HIV/AIDS, will be targeted due to the scarce access to
quality medical services and related HIV/AIDS support. PLWA will also be targeted with an aim
to reduce stigma and discrimination. The programme will work towards greater involvement of
PLWA in formulation of policies, programmes and projects.
The Duty-Bearers
The duty-bearers described here should be those who DCA and partners intend to target
either for advocacy or for strategic capacity-building or awareness-activities under the
programme.
Who can be a duty-bearer under a programme?
The national state and its institutions have the principal legal responsibility in
international human rights law for respecting, protecting and fulfilling/facilitating the
enjoyment of rights. Context Analyses must always assess the manner in which the
national state is living up to its human rights obligations, identifying where there are gaps
that are important for the prioritised problems affecting the targeted rights-holders. The
national state and its institutions are therefore always an important target in rights-based
programming.
In keeping with its human rights obligations, the national state may have legislation in place
ensuring human rights legal obligations for individuals and non-state actors. These actors
can therefore have legal responsibilities under national legislation. Where they are not
living up to their obligations, they can also be important targets for the programme as a
duty-bearer e.g. where a traditional leader is condoning the sexual abuse of minors in
contravention of national legislation on this issue.
However, human rights are universal: all have duties to exercise their rights responsibly
and duties to their communities. Other duty-bearers that can be targeted in strategic rightsbased programming are those in positions of power or influence over the distribution of
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resources and rights in a given country/community/household. These actors can be found
at the household level, at the community level or at the international level.
The following are some guiding questions for describing the duty-bearers to be targeted:
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Describe the duty-bearer as specific as possible. It is not enough to say the state as
the duty-bearer, but the programme should try to be specific on which levels will be
targeted (local, regional and national) and also
which particular government
units/departments.
 Describe why they have been chosen as a particular target of the programme and in
particular their responsibility and power in relation to the programme’s focus areas
 Divide the targeted duty-bearers into governmental and non-governmental and where
possible indicate their legal responsibilities in relation to the programme’s focus areas
Example
Excerpt from the Malawi HIV/AIDS Programme
Primary Duty-Bearers to be Targeted
District Assembly
These are decision makers at the district level. They are the custodians of the District
Development Plan, and therefore are responsible for identifying local level priorities and allocating
resources for implementation. The District Assembly is responsible for raising funds for local
level initiatives and custodians for the development funding from Government. The District
Assembly also has the mandate to create by-laws for the district, and can guide development of
good practice in service delivery. The District Assembly is also involved in distribution of
deceased estate, and responsible for resolution of land conflicts alongside the Magistrate Court.
This is an entry point to ensure that widowed women and orphans are able to access property at
the loss of a spouse or parent.
District AIDS Coordination Committees (DACC)
The District AIDS Coordination Committee is responsible for ensuring that each district has a
district level response plan for HIV/AIDS. This committee is established under the DEC, and is
responsible to ensure that there is HIV/AIDS mainstreaming in all development interventions
within the district. They also undertake the capacity building and coordination of all agents
working in HIV/AIDS within the district. With the mainstreaming policy, District Assemblies would
normally put aside a percentage of their District Development Fund (DDF) towards HIV/AIDS
interventions. The funds would be used to sponsor HIV/AIDS related interventions. The DACC
would be involved in identifying and appraising such interventions. The DACC has structures
infiltrating to community level from the district level.
Village Headmen
Village Headmen are the custodians of the tradition and ensure that customary practice is
respected. They are particularly important in relation to issues concerning behavioural change.
They are also responsible for land distribution, and are primarily responsible for distributing
deceased property to customary law heirs.
Line Ministry Representatives/Extension Staff
These include teachers and extension staff (such as Health Surveillance Assistants, Agricultural
Advisors, Community Development Workers, Social workers, and Police(wo)men). They serve
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as community level opinion leaders. They ensure implementation of policies at the lowest level of
community. They advise traditional leaders on various issues.
Non-Governmental at District Level
Traditional Initiators, Traditional Birth Attendants, Traditional Healers
These are structures/services at community level, taking up their role as traditional service
providers. They exert considerable influence in terms of attitudes and practices, which can be
either harmful or beneficial in the context of HIV/AIDS. These traditional leaders can influence
harmful practice by providing wrong advice or using infected tools to carry out procedures such
as circumcision. Since they are opinion leaders at grassroots level, their structures create an
opportunity to spread awareness raising and appropriate advice to village members.
3.1.3
Geographical Focus
Under this section, the particular geographical focus of the programme should be defined.
Where this is not immediately possible, this section should describe the proposed strategy
over the programme period for increasing geographical focus. The following are some
guiding questions:
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Which districts/states are covered by this programme? Why?
How does the choice relate to the geographical areas where the problem is greatest?
How does this relate to DCA’s overall geographical focus in country?
Is the focus on rural as opposed to urban areas?
(It is important to highlight that a geographical focus on particular districts and states
does not exclude advocacy at regional/national or even international levels but
represents the communities with which DCA and partners will focus their work.)
Example:
Excerpt from Ethiopia Food Security Programme
Ethiopia is a huge country of 71 million people with close to 60 million (85%) of them living in
rural areas dependent on agriculture for their survival. With the exception of the risk to natural
disasters and conflicts, the living conditions of rural households are similar. The outlying
geographic areas inhabited by pastoralists are relatively better endowed naturally and
sparsely populated when compared to the central highlands which are home to the majority of
the population. DanChurchAid has amassed good experience concerning the challenges of
the highland rural poor to meet their immediate and long-term food needs over the years
through its support to integrated rural development and relief assistance interventions in
partnership with LWF-DWS/Ethiopia and EECMY. DanChurchAid has still ongoing projects
with LWF and EECMY on the ground in the two highly populated and vast regions of Amhara
and Oromiya regional states. These regions account for the majority of the population, land
mass and bulk of food grain production in the country. Also on absolute terms the majority of
rural poor are found in these two regions (see Context Analysis). DanChurchAid relies on
these underlying facts to start its food security programme within selected woredas of
Amhara and Oromiya regions. The food security activities in these areas will be connected
and integrated with the work under other DanChurchAid programme types
3.2
Defining Programme Objectives and Indicators
The task in this section is to:
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Formulate one development objective that represents the main solution to which
the programme will significantly contribute
Formulate immediate objectives that are achievable within the programme
period.
Formulate objectives related to DCA’s role (Added Value)
Formulate outcome indicators
General Considerations
Wherever possible, the objective and indicator framework for programmes should be
discussed and agreed with partners before submitting the programme document to the
Programme Committee. If this has not been possible, it is important to ensure partner
ownership, e.g. starting with joint agreement on objectives and indicators, once the
Programme has been approved and a Partner Platform has been established.
Central to rights-based strategies is that they
aim both at:
 increased political empowerment
and inclusion of the most vulnerable
rights-holders, and:
 strengthened accountability and
responsiveness of the relevant dutybearers (particularly the state) to the
interests and rights of these rightsholders.
The programme’s objective/indicator
framework should therefore reflect both an
envisaged change in the lives of the rightsholders and envisaged change within
identified duty-holders in relation to the
identified problem (even if only partial). This
can either be reflected in the objectives or in
the indicators.
Objectives should be specific in relation to
the rights-holders that will be targeted in
programming (See example on the right).
Once the immediate objectives have been
formulated, at least one objective related to
DanChurchAid’s role in the programme
should be formulated (See Immediate
Objective 5 in the example on the right).
These can for example relate to actions for
creating synergy within the partner group,
building capacities of partners, and include
Example
Rights-Based HIV/AIDS Programme
Objectives
Development Objective
The poor, especially girls and young women,
are enabled and protected to claim and
access their rights for reducing their
susceptibility to HIV/AIDS
Immediate Objective 1
The poor, especially young women in
vulnerable households, have increased
access to and control over economic and
productive resources.
Immediate Objective 2
Girls and young women have increased
access to justice from abusive cultural
practices and sexual and economic
exploitation.
Immediate Objective 3
The youth, in particular young girls, have
increased access to sexual and reproductive
health and rights.
Immediate Objective 4
Churches have strengthened their role as
responsible change agents for the reduction
of stigma and harmful cultural beliefs.
Immediate Objective 5
Partners identified and capacity,
PROGRAMME PLANNING GUIDE: 2. Developing Rights-Based Programme Documents January 2006
accountability measures that DCA needs to
take towards partners3.
11.
collaboration and networking strengthened
especially relating to HIV/AIDS, RBA and
gender
The following check-list can be used when you have formulated your objectives:
Check list for Objectives
Does the development objective relate to rights and/or to rights principles (equity,
accountability, non-discrimination, empowerment/participation)?
Is the development objective clear on the particular rights-holders to be addressed?
Do immediate objectives reflect the problems raised in the Programme Context Analysis as
the most relevant for the targeted rights-holders?
Do immediate objectives embody or reflect activities (e.g. within indicators) that address
prioritized structural causes, including any policy and legislatives changes needed?
Is there at least one objective related to DCA’s role in the programme?
Are there no more than five immediate objectives?
Are immediate objectives realistically achievable within the programme period?
Indicators
Indicators within the programme framework should predominantly be outcome indicators.
Outcome indicators illustrate the changes the produced outputs are expected to bring about.
Outcome indicators are directly related to the output and are linked to the achievement of the
immediate objective In this way outcome indicators play a strategic function linking the actual
implementation with the immediate objective. Outcome indicators should therefore be
formulated on the basis of evidence that can be assessed or measured in order to illustrate
how i.e. right-holders/ duty-bearers take the produced outputs into use with emphasis on the
changed practices.
Tips on Indicators
Indicators should reflect the rights principles specified in the immediate objectives (see above
example).
It is advisable to select only a few indicators per immediate objective that reflect the significant
changes expected as a result of the related programme outputs/intervention areas.
3
In cases where partners have not been involved in discussing these issues before the approval of the programme,
the indicators on capacity building activities, advocacy and networking can only be tentative. Adjustments may be
necessary as partners get more ownership of the programme.
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The source of information should be feasible and the collection of data should be possible and
practicable. The measurement and interpretation must be clear.
Quantitative indicators are typically formulated on basis of: Units, numbers, proportions,
percentage, rate of change (i.e. average of household, income over the reported period, etc.)
scoring and ranking (scores on a scale from 1-5, etc.)
Qualitative indicators are typically formulated on basis of:
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Satisfaction: The level of satisfaction,
Standards and performance: The extent to which training has resulted in increased
standards and performance,
/Cont…
Practices and behaviour: The ways practice and/or behaviour has changed because of
an activity, Institutional change: Improved accountability because of initiatives among
i.e. NGOs, CBOs, etc.
Advocacy indicators are typically identified by focussing at the changes that are expected to
occur from the audience who will receive the message, the actions that are expected to take
place, processes to be initiated, etc.
Capacity building indicators are typically identified by focussing at the changes that the
capacity building is expected to bring about, i.e. improved standards in a given case,
improved performance, more active participation, and the like.
Consistency and keeping track of long term changes can be ensured by outcome indicators.
However, during implementation some unintended developments may occur or some
indicators may prove irrelevant. In order for the programme to take the real situation into
account, there may be a need for adjusting and/or adding new indicators during
implementation.
Example (Extracted from Draft Zambia Political Space Strategy)
Immediate Objective 1
Discriminatory and inadequate legal policy and implementation frameworks for protecting and
facilitating women's increased participation and access to resources are challenged and
amended.
Indicators
1.1
Women's rights are better protected in the new Constitution
currently being revised, and under other relevant acts
1.2
Increased number of women participating in elections and being
elected within governance and political structures
1.3
Number of new legal and policy provisions aimed at enabling the
implementation and domestication of the SADC Declaration, CEDAW and CRC
Immediate objective 3
Civil society organizations and communities are strengthened to monitor transparency and
accountability for the equitable distribution of resources at all levels.
Indicators
3.1
Number of communities aware of allocation of resources in their
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districts and monitoring expenditure
3.2
Number of communities providing their input into the CSPR
3.3
Number of inputs and proposals from civil society
included in Zambia's 2nd poverty reduction framework (2006-2010)
3.3.
Programme Focus Areas/ Intervention Areas
The task in this section is to:
Describe the primary intervention areas
Describe how proposed combination of intervention areas meets the needs of excluded
groups, men and women
An intervention area is a particular type of action or thematic focus that groups a number of
different project activities. DCA has already formulated a number of intervention areas in its
global Strategy papers for the various Programme Types and these provide the overall
framework for the selection.
Important in the combination of focus areas in the programme strategy is the following:
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4.
That they are directly attributable to problems raised in the Programme Context
Analysis and prioritized earlier in the Programme Document
That they include actions addressed to targeted rights-holders and actions addressed
to duty-bearers. In other words, programmes should a)strengthen the poor and their
organizations to claim their rights/dialogue with duty-bearers b)work for an enabling
environment (including policy and legislative frameworks) for relevant rights protection
That the total of the intervention areas will significantly contribute to the achievement
of the overall development objective and reflect proposed programme activities
That issues of discrimination and inequity, most notably gender-related, have been
addressed in the intervention strategies
That the prioritized rights violations and structural constraints are addressed at the
necessary and possible strategic levels (local, national, international)
That the intervention areas are in keeping with DCA’s Global Programme Strategies of
what DCA can and cannot support
That partners be informed, once the partner platform has been established, about the
strategic intents underpinning the linking of the intervention areas
Programme Cohesion
(1/2 – 1 page)
The task in this section is to:
Describe the intended strategy for making intervention areas mutually
supportive
Describe the manner in which programme cohesion will be strengthened and
sustained during the programming period
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Programme cohesion relates to the manner in which individual projects are selected and coordinated in order to maximize impact. It is DCA’s role, together with the partners, to build up
the cohesion over time. This cooperation generates the “glue” in the programme, linking
projects within and across intervention areas and from micro to macro level.
The description of this cohesion is important in DanChurchAid’s strategic move from project
support to a programme framework. Although it is not expected that all programmes will be
able to show solid programme cohesion in these first programme documents, this section
should provide reflections on the manner in which DCA intends to develop and strengthen
programme cohesion during the programme period.
The following can contribute to programme cohesion:
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Focusing on a particular rights-holder eg. Dalits, women
Focusing on a particular theme eg. access to justice
Focusing on a geographical area eg. Western Honduras
Focusing on strategic interventions at different levels (local, national, international)
Ensuring synergies between the different programme types in country
Advocacy on common issues
Programme cohesion does not come of itself. It calls for a pro-active strategy by
DanChurchAid to see the links and develop the links between partners and between partners
and other actors.
This section should describe DanChurchAid’s strategic intents in this regard. However, the
particular activities that DanChurchAid will carry out for ensuring this programme cohesion
should be developed under Section 8.2.
Example:
Excerpt from Cambodia Food Security Programme
The two intervention areas nutrition and promotion of sustainable livelihood systems address
food insecurity in Cambodia on a more technical level primarily at community or household
level through the introduction of different techniques for agricultural and nutritious
improvements, income generation and micro credits. However accountability measures aimed
at duty bearers, primarily the government institutions, are a crosscutting perspective at all
levels. This implies a close exchange of information and coordination. At the same time, it
gives DCA the basis for facilitating an inter-active support in terms of identifying best
practices, of coordinating the advocacy work and of documenting rights violations at the
community, provincial and national level, thus enhancing horizontal synergy. It is the intention
that the focus area regarding mobilisation and empowerment can be further strengthened by
linking this intervention with the grassroots democracy component of the Civic and Political
Space programme, thus ensuring a linking of poverty reduction, democratisation, mobilisation
and empowerment. The review of the Civic and Political Space programme in December 2005
will address this issue and make recommendations to DCA.
5.
Programme Time Frame and Timetable for Further Programme
Development (1/2 page)
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15.
The task in this section is to:
Present the duration of the programme
Present any steps immediately envisaged
development



6.
for
furthering
programme
What time frame have you envisaged for this programme?
Are there any particular reasons why you have chosen this particular time frame?
Have you planned any concrete steps to further develop this programme?
Programme Funding Strategy (1/2 page)
The task in this section is to
Describe the funding strategy DCA has planned for this programme and the
rationale for adopting this strategy
The programme is DanChurchAid’s strategy for the particular programme type in country
regardless of funding source. Under this section, it should be described what particular
funding strategy DCA will employ under this programme. The following are some guiding
questions:


What are the main sources of funding for this programme type to date?
Describe plans for diversifying funding sources during this programme period?
While the previous sections outlined the overall strategic framework of the programme,
the following sections provide more specific details on the actors and implementation
mechanisms and methods that the programme will utilise.
7.
Programme Partners and Alliances
(2-3 pages)
The task in this section is to:
Describe the manner in which DCA intends to co-operate with partners
Describe in particular how partners will participate beyond presenting projects for
funding
Describe DCA’s role in the programme
Describe DCA’s co-ordination with other external actors, in particular other Aprodev
agencies
7.1
Partner Platforms
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It is foreseen that partner platforms in some way are a necessary structure to build DCA’s
programme development on. If they do not exist, DCA runs the risk of developing a
programme that partners do not feel committed to. Structures are, however, context related,
dependent on the number of partners, their capacity, burning issues for advocacy, the
already existing configurations of civil society, etc.
Guidelines will be developed for platform models and ways of cooperating, based on
experiences already acquired with existing partner platforms
Following are some guiding questions for completing this section:
 Describe the cooperation structures that you assume will facilitate the building up
of a cohesive programme
 Describe how DCA will facilitate a partner platform
 Describe what role/mandate the platform will have? How often should it meet?
 Describe what kind of activities that the platform should develop, i.e. sharing of
experiences, identifying best practice, joint visits to partner projects, joint
capacity building activities related to the programme type (specificeres i afsnit
8.2.2), advocacy, programme adjustments, joint reporting procedures, etc.
(Some of these tasks may eventually become part of the platform agenda at a
later stage and need not be specified now.)
 Describe what kind of partner representatives you would like to see in the
platform, i.e. general secretaries, programme staff, advocacy staff, etc.
 Describe how the programme will ensure the influence and the participation of
the rights-holders in the programme (May be left out to later stage)
 Describe what DCA’s tasks are in relation to the partner platform. (Is DCA the
coordinator all the way through, or could you envisage a shared responsibility
with partners? (May be left out to later stage)
Example (fictive)
It is the intention of this programme to establish an HIV/AIDS Partner Platform. The
expected role of the platform, as defined by DCA partners will primarily be to (i) facilitate
networking and collaboration among HIV/AIDS partners (ii) to share best practices and
lessons learnt, and (iii) to facilitate joint capacity-building and exposure initiatives. The
platform will also be a mechanism for monitoring, reviewing and amending where necessary
DCA HIV/AIDS programme during the programme period.
Representation in the forum will be of all DCA HIV/AIDS partners. Certain resource
institutions will periodically by invited to participate depending on the meeting agenda. The
HIV/AIDS platform will develop links with the Political Space Platform for joint advocacy
activities around gender discrimination in view of upcoming legislation on this issue.
The platform is expected to meet at least every six months. Partners will appoint the Chair
of the Platform. DanChurchAid’s Regional Office will facilitate platform activities and coordinate with other Aprodev sister agencies active in HIV/AIDS in country, promoting joint
ecumenical activities wherever possible. It is DCA’s intention to involve the partners in this
platform with partners in the Political Space Platform where opportunities for joint activities
give meaning.
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7.2
17.
Partner Organisations
In describing partners under this programme the following guiding questions can be used.
Please note that all questions do not need to be answered but are provided here as
inspiration.
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What is DanChurchAid’s history with the partner?
What is the partner’s role in the programme?
Are there any perceived challenges for co-operation/partnership under this programme?
What rights-based experience does the partner have, including any advocacy experience?
Does the partners have experience in working in networks/alliances?
Does the partner have any institutional relationships with government agencies?
Example:
Adapted from the Ethiopian Food Security Programme
Organisation X has a long and strong presence in rural Ethiopia since the time of the report
of the first large scale famine in Ethiopia in 1974. Its entry into the country was facilitated by
Y in view of X.s competency in relief and development activities. During the first two
decades of its presence in Ethiopia, X’s main focus was relief and rehabilitation activities with
the objectives of saving human lives and reducing vulnerabilities. Within the last decade
mainly following the change of state policy towards relief/development, X has been engaged
in extensive Soil and Water Conservation projects in drought-affected areas.
X brings wide knowledge and experience pertaining to communities living in marginal areas,
strong competency and capacity in small scale irrigation and construction interventions,
proved approaches in community mobilization/organization and reliable capacity to respond
to emergency situations in the country.
Due to these innate qualities, X has historically been a strong and dependable partner in
relief and food security projects. There are, however, certain challenges, for future cooperation with X under this programme. These are (i)X has developed its own country
strategy in cooperation with Y which in some aspects differs from the strategies of
DanChurchAid, (ii)X has developed its competency and capacity around strong engineeringoriented service delivery approach which, at times, shows little flexibility to adapt to changing
funding, development concepts etc. Even though the overall progress in adopting and
adapting a rights approach is catching up in the country, implementation of development
assistance still is focused on service delivery. X has shown interest in integrating human right
issues in new programmes.
X is a member of the following networks in Ethiopia and has working relationships with the
following government agencies…
N.B
Where DanChurchAid has identified areas in the programme where additional partners are
sought, this section can also include the particular focus areas/competencies that DCA will be
seeking in potential new partners.
7.3.
DanChurchAid
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It is important that DanChurchAid co-ordinates its programme activities with other relevant
actors and organizations active in the country on similar activities. In particular, where
specific national co-coordinating/harmonisation mechanisms exist for relevant sectors
covered by the programme, it is important that DanChurchAid and/or relevant partners
actively participate in these fora.
Some guiding questions for completing this section include:

Describe how DCA intends to enhance coordination with APRODEV sister organizations
in relation to this programme
 Describe how DCA intends to enhance coordination with other networks and alliances in
relation to this programme
 Describe how DCA intends to enhance coordination with government institutions in
relation to this programme
 Describe how DCA intends to enhance coordination with relevant donor governments in
relation to this programme
8.
Programme Activities (2-3 pages)
The task in this section is to
Present all partner acvities under the programme
Present all DCA activities under the programme
8.1.
Partner Programme Activities
8.1.1
Ongoing Partner Projects
A very short description of each project (max. 1/2 page) under this programme should be
included under this section. The following are some guiding questions for completing this
section.
 What are the main objectives of the project?
 What are the main activities under the project and to to which intervention areas under
this programme will the project contribute?
 What is the time frame for the project?
Adapted Excerpt from Cambodia Food Security Programme
Project Name:
Strengthening Grassroots Advocacy
Partner (s):
PACT, ADHOC and LWF Cambodia
Project Objectives: Create a national advocacy campaign model that grounds
advocacy interventions in real grassroots level issues and demonstrates how various
organizations, officials, organizations and individuals can collaborate to achieve mutual
goals.
/Cont…
Intervention Areas Advocacy, Capacity-Building of Local Government Officials
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Time frame:
8.1.2.
19.
December 2004 to December 2005
Partner Projects in pipeline
Similar to 8.1 to the extent possible
8.2
DanChurchAid Activities Under the Programme
Under this section, activities that would complement the activities undertaken by the partner
platform i.e. those activities where DCA has a clear initiative should be described. In particular
DCA activities in Denmark or internationally related to this programme should be described.
8.2.1.
Advocacy, Information and Networking

What networks/alliances will DanChurchAid (Denmark/international/programme country
level) participate in to support this programme? Describe the manner in which
participation in these networks will support the programme?
 What information work does DanChurchAid have planned around this programme?
 What particular advocacy plans does DanChurchAid have for supporting this programme
or elements in the programme either in Denmark, internationally or in country?
8.2.2.
Cross-cutting Capacity-building
Under this section, the capacity building activities that the programme will undertake should
be described. If the partners have already been involved in defining their needs, this should
be described in terms of plans. (At a later stage it would be relevant to set up goals, time
frame and indicators for the capacity-building plan).
If the partners have not yet been involved in defining the needs, it should be phrased
accordingly, e.g. DCA considers it necessary to initiate joint capacity-building activities
regarding…
Here are some guiding questions for completing this section:

What specific capacity-building initiatives are planned under this programme for all
partners?
 Why have these been chosen and what is the expected outcome of these initiatives?
 What particular methodologies will be applied for capacity-building (if already known)?
 What is the time frame for the capacity-building plans?
8.2.3. Other activities initiated by DCA
Under this section, any other related activities not mentioned above, can be included. The
following are some guiding questions for this sub-section:

Consider the relevance for placement of DCA volunteers as well as student interns within
the programme framework
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20.
Are there plans for including some of the programme activities in any of DCA’s major
fundraising campaigns e.g. parish collection
 Consider what particular best practices the DCA office may wish to have documented
within this programme period

9.
Programme Monitoring, Reviews and Evaluation (2 pages)
The task in this section is to:
Describe DCA plans for ensuring adequate monitoring of the programme
Describe DCA plans for mid-term reviews of the programme
Describe DCA plan for the final evaluation of the programme
Under this section, the reviews and evaluations planned for the programme should be
described. The following are some guiding questions:
9.1
Programme Monitoring
DCA is in the process of developing Programme Reporting Guidelines which includes:




Programme reporting, format and guidelines
Reporting frequency and deadlines
Handling incoming project data under the programme framework
DCA project monitoring check list
Once these guidelines are in place, they should be used to assist in the development of this
section. In the meantime, the following guiding questions are offered to assist in describing
DCA monitoring, review and evaluation plans:






What will be the means of verification of the programme cohesion aspects? (with ref. to
point 4.)
How will baseline data be established for measuring outcome?
How will the baseline data be dealt with?
How will gender specific and other relevant forms of disaggregated data be collected and
analysed?
How will sustainability be assessed?
Are there any plans for assessing impact?
9.2.



Programme Reviews and Evaluation
When will the mid-term programme review take place?
When will the final programme evaluation take place?
Are there specific considerations and criteria which will apply to reviews and evaluations?
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21.
Example (fictive)
Progress on programme implementation will be assessed through a mid-term review in early
2007 and a final evaluation will be conducted at the end of the four years. Both the mid-term
review and the final evaluation will be undertaken by a team comprising of a team leader, as
well as national consultant(s) and representative(s) from a partner organisation involved in
the programme. At least one person in the team should have a solid experience in rightsbased programming. At least one international/regional consultant will be included with a
view to enriching the mid-term reviews and evaluations with experiences from other
countries, bringing concepts and ideas that can benefit the programme.
The team leaders will have the prime responsibility to ensure that the mid-term review and
evaluation fulfil the level of expectation and quality required by DCA. Terms of Reference will
be drafted by DCA and discussed and endorsed by DCA partners.
Given that most of the programme impact is directly related to the impact of projects under
the programme, the programme evaluation will be closely linked and co-ordinated with
significant project evaluations.
Of importance in this first programme evaluation will be an assessment of the added value of
the programme approach and of any synergy created as a result.
10.
Risk and Assumptions (1 page)
The task in this section is to:
Describe the important assumptions on which the programme strategy is based
Describe any potential risks the programme may face
Describe how DCA and/or partners can potentially manage these risks
Under this section the most important factors on which project success depends together with
any risks that can significantly impact on programme implementation should be described.
These can be both external factors but it can also be internal organisational factors. In
addition, it is important to describe any potential risks involved in partners’ advocacy work and
the initiatives that DanChurchAid is prepared to take to support partners.
Example
The country is currently emerging from a period of authoritarian rule and civil society
development is only nascent. Although progress has been consistent over the last few
years, systems remain fragile. There is a risk that upcoming elections may stir up ethnic
tensions and affect the rather fragile peace that has been established. DanChurchAid has
prioritized in this programme support peace and reconciliation components to partially
address this potential risk.
The described programme strategy therefore operates from the assumption that the
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22.
operational environment for CBOs and NGOs remains open and dialogue with government
authorities continues to be constructive. The strategy also assumes that there is not a return
to ethnic violent conflict. The programme funding strategy is also dependent on a stable and
flexible funding base that facilitates the full implementation of the strategies of this
programme.
DCA is aware of the risks taken by partners involved in doing the planned advocacy work
and this may affect the plans. In case threats arise, DCA will take steps with a view to a)
changing plans or b) providing any protection possible.
11.
The Programme Budget4
The programme budget template should be used for presenting the programme budget and
attached as Annex 2. The budget period must coincide with the programme period.
The budget lines of a Programme budget should represent the priorities/intervention
areas/objectives of the programme. To secure some flexibility within the budget it is important
that a general programme budget is not an itemised budget. Generally, 3 to 5 general budget
lines corresponding to the general priorities/intervention areas/objectives of the programme
are appropriate. If specific projects have already been identified at the stage of programme
planning they should be included in the programme budget under one of the general budget
lines at once. Some projects may include elements of several priorities/intervention
areas/objectives. In such cases, the entire project should nonetheless be listed under one
budget line only, according to the main priority/intervention area/objective of the project.
Otherwise accounting will be complicated unduly.
In the section DCA programme costs activities and initiatives organised/implemented by DCA
should be included. These activities often cut across the individual projects and/or budget
lines (intervention areas/priorities/objectives) mentioned in the first section. Such initiatives
could typically be workshops, networking, platform meetings, capacity building, consultancies
etc. All of them may not be relevant for all programmes, and other cross-cutting activities can
be added. (Of course, individual projects may to include more specific capacity building etc.
elements, too).
Please be aware that the budget for implementation support hours and monitoring visits shall
cover all projects of the programme as well as implementation support and monitoring visits at
programme level. Make sure to include implementation support and monitoring visits
performed by Programme Type Advisors as well as PME specialists. As guidance the total
amount of implementation support and monitoring visits are automatically distributed in
proportion to the different donors’ financial contribution. Feel free to change this automatic
distribution to an informed estimate and/or take into account that not all donors cover
implementation support and/or monitoring visits.
It is possible to distinguish between secured and uncertain funding when listing how the
programme is to be financed. Avoid wishful thinking when listing how to finance the
programme. Be realistic and include only serious financing possibilities as uncertain funding.
The uncertain funding should not exceed 20 percent of the total funding needs. Obviously,
projects can not be approved based on uncertain funding. If the funding is uncertain, an
assessment of the uncertainty is recommended. In case funding is earmarked for specific
4
A separate detailed guideline to the programme budget will be available soon.
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23.
activities the earmarking should also be mentioned. The breakdown of funding among
different financing sources is automatically expressed in percentages.
Quality assurance of the programme budget should be undertaken by a Financial Controller5.
The quality assurance is carried out on the final version of the programme budget and before
the programme is presented to the Programme Committee.
ANNEX 1
LFA PROGRAMME MATRIX (See Separate Guidelines)
ANNEX 2
PROGRAMME BUDGET FORMAT (See Separate Guidelines)
Quality Assurance is undertaken by a Financial Controller from Head Quarters unless the authority has been delegated to a Financial
Controller at the local DCA Office.
5