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Partnership Guidelines Child at Venture Empowerment through Entrepreneurship August 2010

Child at Venture Foundation Binckhorstlaan 36 2516 BE Den Haag The Netherlands www.childatventure.org


Partnership Guidelines Child at Venture

Content 1. Introduction ..................................................................................................... 3 1.1 Child at Venture’s mission and working principles .......................................... 3 1.2 Child at Venture’s way of working ................................................................ 3 1.3 Aim and scope of the partnership guidelines ................................................. 4 2. Principles of partnership.................................................................................... 5 2.1 Definition, purpose and goal of partnership ................................................... 5 2.2 Principles of effective partnership ................................................................. 5 2.3 Limitations .................................................................................................. 6 3. Practice: making the partnership work ............................................................... 7 3.1 Phases of cooperation ................................................................................. 7 3.2 Partner choice and project choice criteria ...................................................... 7 3.3 Working in partnership ................................................................................ 9 3.4 TEASE: objectives and responsibilities ........................................................ 10 3.5 Starting capital .......................................................................................... 12 3.6 Duration of a partnership ........................................................................... 13 4 Planning, monitoring and evaluation (PME) ....................................................... 14 4.1 Principles of PME ....................................................................................... 14 4.2 Project Cycle Management (PCM) ............................................................... 14 4.3 The logical framework approach to PME ..................................................... 15 4.4 Monitoring (checking that we are on track) ................................................. 15 4.5 Evaluation (knowing what difference we’ve made) ...................................... 16 ANNEX 1 Dimensions of effective partnership ....................................................... 17 ANNEX 2 Explanation Formats Project Proposal .................................................... 18 ANNEX 3 Format Partner Agreement ................................................................... 19 ANNEX 4 Format Quarterly Progress Report ......................................................... 25 ANNEX 5 Evaluation Report ................................................................................. 31

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Partnership Guidelines Child at Venture

1. Introduction Empowerment through Entrepreneurship Child at Venture stimulates entrepreneurship among young adults (+/- 15-24 years) in developing countries. We focus on marginalized and disadvantaged youth. We always cooperate with local partner organizations to achieve our mission.

1.1 Child at Venture’s mission and working principles Child at Venture supports local projects which focus on small-scale entrepreneurship. In most developing countries, young adults can hardly make a living. Especially for marginalized youngsters it is often impossible to find a job. We believe that starting their own business, apart from generating income, will stimulate these young adults to be creative, self-confident and responsible. Our approach of empowerment through entrepreneurship, gives the youngsters experience and practice to be agents of development in their community. We want to contribute to the youth’s personal qualities, attitudes and skills so they can create and seize opportunities in their own community. Creating new businesses will contribute to the development of local economies as well. The projects and activities of Child at Venture are guided by the following principles: •

Participation Youngsters are the manager of their own development process and they participate in all phases of the project. Also, they are the owners of the businesses they are starting. Empowerment The capabilities and qualities of youngsters should be strengthened so their own personal choices and efforts contribute to a positive development of themselves and their community. Entrepreneurship Starting a business and creating an income by using creativity and skills and the willingness to take risks.

1.2 Child at Venture’s way of working Child at Venture cooperates with local social institutions to increase the independency of young adults through entrepreneurship. The ideas and input of the youngsters and social institutions are essential in developing entrepreneurship projects. Child at Venture provides the young entrepreneurs with: • • •

Training in Entrepreneurial Attitudes, Skills and Economics (TEASE); Starting capital to set up the business; Coaching and business advice to establish a successful enterprise.

We encourage the youngsters to develop a market-oriented approach on identifying business opportunities, to use their creativity and to distinguish their businesses from others. Besides cooperating with social institutions, we also work with both local and Dutch business people to support the young entrepreneurs and social institutions with coaching and advice.

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Partnership Guidelines Child at Venture

This enlarges the network of the youngsters and stimulates transfer of knowledge and joint learning. Accordingly, this will maximize the chances for successful businesses.

1.3 Aim and scope of the partnership guidelines The Partnership Guidelines define roles and responsibilities of Child at Venture and its partner organizations and describe the ways of working in a joint project. With the guidelines we aim: • to ensure that the combined and complementary efforts in the partner relationships contribute to the development of the youth we are working with and increase their independency. • to establish a transparent relationship and effective cooperation between Child at Venture and its partners. Structure of the guideline This guideline outlines the principles of a partnership (chapter 2), sets out how Child at Venture intends to make a partnership effective (chapter 3) and provides a framework for the planning, monitoring and evaluation of our projects (chapter 4). The annex section of the guideline includes the dimensions of effective partnerships (annex 1) the explanations of the formats for the project proposal (annex 2), the partner agreement format (annex 3), the required format for quarterly progress reports (annex 4) and the basic structure of an evaluation report (annex 5).

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Partnership Guidelines Child at Venture

2. Principles of partnership Cooperation between Child at Venture and social institutions are the main key to achieve our mission. Child at Venture’s partner organizations are recognized and respected locally. They have a wealth of local essential skills and knowledge, ranging from speaking local languages, knowing local customs and understanding local government. Furthermore, they are strong embedded in the communities and know local needs. Child at Venture provides training, coaching, business advice and financial means complementary to the social institutions. Other parties involved in the entrepreneurship projects, like local and Dutch business people, offer knowledge and expertise on specific business aspects (e.g. finance and marketing).

2.1 Definition, purpose and goal of partnership Child at Venture and its partner organizations work together to achieve our shared goal: to increase the independency of young adults through entrepreneurship. Definition Child at Venture partnership: A formal relationship between Child at Venture and one (or more) parties for the purpose of stimulating entrepreneurship among young adults in developing countries in order to achieve entrepreneurial youth who are self-reliant and can create and seize (income generating) opportunities in their own communities through profitable businesses. To achieve this win-win situation, it’s important that the purpose and goal, mutual expectations and responsibilities of both parties are clear. This ‘businesslike approach’ is therefore based on shared goals, obligations and risks.

2.2 Principles of effective partnership Child at Venture partnerships are based on an international context. To establish a valuable and effective partnership, our partner relations are guided by the following principles: •

Empowerment and ownership In all our projects, the young adults (guided by the social institutions) are primarily the initiators. Based on their business ideas, a project proposal will be formulated. Child at Venture and the partner organization ensure that the youngsters we work with are directly and actively involved in the planning, implementation and evaluation of our projects. Stimulating entrepreneurship requires local commitment, participation, decision making and leadership of all the people we work with. In this respect, it’s essential to strengthen people’s capacity to work for positive changes in their lives based on their own efforts and decisions. Child at Venture provides its partner organizations and the young entrepreneurs both financial aid and entrepreneurial training. Additionally, we give advice to make the business a success. Child at Venture never becomes the owner of the entrepreneurship projects we support; ownership always remains with the youth with assistance of the partner organizations. In our projects we aim for profitable businesses which guarantee the continuity and sustainability after Child at Venture’s support. 5


Partnership Guidelines Child at Venture

Business approach A business approach combined with working for the benefit of marginalized and disadvantaged youth is fundamental in our partnerships. As opposed to charity and dependence, Child at Venture stands for independence and strength. Activities are realistic, result oriented and designed for local conditions. Establishing successful small-scale enterprises requires a long-term strategy, analyzing opportunities and risks, setting realistic business goals and a plan for reaching the goals. In all our projects we work objective-oriented. This means that business and social targets are formulated and planned, and progress towards those targets is monitored and reported.

Openness, trust and respect The partnership is based on equality and confidence; having respect for and trust in each other’s good intentions, in the integrity of the other; the willingness to be open and transparent; share information, knowledge, experience; have mutual reflection and being able to learn, deal properly with concerns and enable each other to improve our performance. It is vital to establish good forms of communication and dialogue. Communication is a two way process and should be based on mutual understanding to maintain an effective partnership for the benefit of the youth; inform and consult each other about important developments and changes; and joint learning and networking. Entrepreneurship requires a flexible and proactive attitude, analyzing business opportunities and threats and act accordingly.

Complementarity A partnership with Child at Venture is based on shared goals and values. Each partner contributes different capacities and resources to the partnership. Child at Venture and its partners work complementary to achieve their common goals. The added value of working together and the different roles and responsibilities are clear and recognized by all partner organizations. Besides cooperating with social institutions, we also work with both local and Dutch business people to support and advice the entrepreneurs. Other stakeholders are also involved within the projects like local government, network and/or community organizations and sometimes universities and other donors. Child at Venture stimulates and promotes joint forces, sets up business networks and stimulates cooperation and exchanges between the different partner organizations.

Accountability All parties involved in the partnership are accountable for the effective and efficient utilization of the resources involved. It is a joint responsibility for both Child at Venture and its partner organizations to design accountability and transparency into information and reporting systems and build effective checks and balances.

2.3 Limitations Even when all parties work with the best of intentions, in line with the principles and the roles and responsibilities are clear, there are some limitations in a partnership. It’s good to be aware of these limitations and it is important to be flexible in the understanding that processes of establishing and running a business are complex and not simply can be

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achieved. Such processes require long term commitment, taking risks and a proactive approach.

3. Practice: making the partnership work Child at Venture has developed different processes, tools and means to make the partnership work during the different phases of cooperation.

3.1 Phases of cooperation If a social institution wishes to pursue collaboration with Child at Venture, the business ideas of the youth and the intentions of the organization will be discussed. If this seems a fruitful basis for cooperation, a field visit by Child at Venture will take place to get to know each other and to explain our working principles and cooperation requirements. If both parties agree there are good opportunities to start an entrepreneurship project together, the local organization will be asked to fill in Child at Venture’s project proposal form 1 & 2 (see annex 2). To identify the business opportunities and interests of the participating youth, we recommend to organize a brainstorming session with the potential young entrepreneurs and in some cases even their families to discuss different business opportunities. If needed Child at Venture assists in organizing a 2-day introduction workshop for the interested youth. We expect the local partner organization to use the input of the youngsters as the foundation of the project proposal. The next steps to establish the partnership are discussing the proposal, and after approval of Child at Venture, formalizing the partnership by signing a partner agreement. After this agreement has signed, there a Training in Entrepreneurial Attitudes, Skills and Economics (TEASE) developed by Child at Venture (see also § 3.4) will be organized. As part of this training, the young adults work on a business plan. Soon after the training, the business plan will be finalized by the youth with assistance of the partner organization and Child at Venture. After approval of the business plan by the partner organization and Child at Venture, starting capital can be provided by Child at Venture to set up the enterprise (see also § 3.5). Furthermore, we provide tailor-made business consultancy as much as possible to the young entrepreneurs and (the coordinator of the) social institutions on how to make the business a success. Is it also expected by Child at Venture that the local partner selects a project coordinator who is committed to the project from beginning to end and is willing to make effort to involve local experts or business coaches who are willing to support the youth on a business level.

3.2 Partner choice and project choice criteria Child at Venture has developed general criteria and procedures for partner organizations: • Non political, non profit and works for the benefit of marginalized and disadvantaged youth; • Transparent management and proper organizational and administrative structures in place; • Efficient, effective and accountable (track records and reference check); • Process oriented, learning capacity and open for cooperation/networking; • Good reputation (reference check) and embedded in the community; • Legally registered.

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Partnership Guidelines Child at Venture

Clear vision on the business activities to be conducted and/or willing to stimulate entrepreneurship among young adults (e.g. by facilitating in organizing TEASE and cooperating in providing the startup capital to the young entrepreneurs); Staff members are sufficiently professional and have (the potential to develop) adequate capacities, knowledge and experience to undertake business activities and/or stimulate entrepreneurship among young adults;

Conditions for Child at Venture’s support for entrepreneurship projects are that: • The proposed project fits within Child at Venture’s policies and regional focus areas; • The proposed project should be based on a comprehensive proposal; • The youth are considered as the owners of the business(es), the social institution as their coach in the process throughout all the phases of the project. Child at Venture’s criteria to provide startup capital to set up small-scale businesses are: • A thorough business plan, including feasibility study and market analysis; • Affordable investment needed to start the enterprise; • The prospective of establishing a profitable business; • Motivated, capable and skilled entrepreneur(s), being able to succeed in setting up and running the small-scale enterprise; • By financing small-scale businesses, Child at Venture supports persons in making steps towards economic independence and improve life for themselves, their family, and their community. Business activities will not be financed, if we suspect that civil, political, social, economic or labor rights are being abused. How to check the criteria areas: Elements for assessment of the organization

Identity, foundation date, constitution, formal registration, organizational structure, internal regulations Main activities and track record (annual reports and reference check) Vision and plans (year plan/ strategic plan) Networks and alliances Composition and role of board Staff composition, professional qualifications of key staff Internal decision-making systems Participation of stakeholders, including beneficiaries, in decision-making processes Overall financial information, and accounting systems Planning, Monitoring and Evaluation procedures

Elements for the assessment of the proposed project Key information about target area(s) and target group(s), participation of target group(s)

Summary of the situation analysis/ problem background Feasibility of business idea Market analysis/ assumptions and risks Overall goal, with indicators of impact Specific objectives, with indicators of effectiveness

Activities (key input requirements) and intended outputs Project timetable and milestones

Implementation strategy

Finances: project period, total cost, local contributions, contributions from other donors,

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Partnership Guidelines Child at Venture

and systems

requested contribution. Involvement and commitment of local business people and/or companies

Experience with setting up businesses and/or entrepreneurship projects

Table 3.1: Assessment of the organization and proposed project

The selection criteria are applied to all new partner organizations, but can be applied differently depending on the kind of organization, the size and capacity of the organization and the context in which the organization works. Taken into account organizational differences, we believe that the main elements of success are promising business ideas, motivation of the youth involved and having confidence in the key players leading the project.

3.3 Working in partnership Based on Child at Venture’s ways of working, a partnership is divided in three phases. These phases provide both parties a clear understanding of objectives, tasks and responsibilities. The phases described in table 3.2 are a guideline, the implementation and the continuation of a partnership depend on many aspects like changes in context and projects. The table below illustrates partnership roles distinguished by lead role (marked with an ‘X’) and advising/ support/ facilitating role (marked with an ‘O’) . Phases Phase 1: Establish Partnership

Phase 2: TEASE

Phase 3: Starting

Activities CaV 0

Roles Partner X

Youth X

2. Field visit to potential partner organization

X

0

0

3. Partner choice

X

0

0

4. Identifying youth and their initial business ideas 5. Supplying part 1 & 2 of the Project Proposal and Appraisal 6. Formulating and confirming the partnership by signing the partner agreement.

0

X

X

O

X

X

X

X

0

1. Final selection of the youth participating in training

0

X

X

2. Planning and organizing training

X

X

0

3. Training in entrepreneurship

X

0

X

4. Writing concept business plan

0

0

X

5. Training evaluation and report

X

0

1. Finalizing business plan

0

X

1. Contact, introduction, considering cooperation and discussing the business ideas

Output

Duration

Signed partnership agreement

Varies; depending on visit Child at Venture

Background information/ profile of the selected youth Training agreement

Varies

Concept business plan

8 days

0

Evaluation report

1 week

X

Completed business

1 month

Varies

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Partnership Guidelines Child at Venture

plan

businesses 2. Approval business plan

X

X

0

3. Providing starting capital

X

0

0

4. Setting up small-scale enterprise

0

X

X

5. Running small-scale enterprise

0

0

X

6. Coaching of young entrepreneurs, monitoring and evaluation (including follow up of evaluation recommendations)

X

X

0

Agreement starting capital Money transfer Business connected to social institutions and/or enterprises started by young adults - Profitable business - Progress and evaluation reports

Max. 2 months

Varies, depending on licenses required, purchase goods/ materials etc. 2 years

Table 3.2: Partnership processes

3.4 TEASE: objectives and responsibilities As mentioned before, in phase 2 of the partnership TEASE (Training in Entrepreneurial Attitudes, Skills and Economics) is provided to the youngsters who want to start their own business(es). The participants will learn the basic knowledge, skills and attitudes necessary to make their business a success. We encourage the youngsters to develop a marketoriented approach on identifying business opportunities, to use their creativity and to distinguish their businesses from others. TEASE is developed by experienced trainers with a didactical and pedagogical background. For the business-topics we use input from all kind of business experts in different areas (e.g. financial analysts, entrepreneurs, marketers). Every year the training is updated based on the evaluations of the trainers, the project partners, the young participants and new trends on the different topics to make sure the training is up-to-date and tailor-made. We believe that the quality of the trainers plays an important role in the success of the training. For that reason we choose only to work with our own TEASE trainers. These trainers are selected based on their experience and certifications in working with marginalized youth and their entrepreneurial knowledge and skills. They are trained by Child at Venture to provide TEASE to the young participants by a train-the-trainer program. Objectives of TEASE TEASE is a basic entrepreneurial training in which the young adults learn about basic business concepts. With the use of a lot of exercises the young adults write a basic business plan for their own business ideas. On the last day they present their business plans and receive a certificate. One of the fundamental concepts of TEASE is the participatory approach in order for the participants to express their ideas, experiences and feelings. Building selfesteem is an important part of TEASE. Because the level of understanding can be very different from group to group, TEASE consists of exercises from low to high level. After TEASE the trainers can advise Child at Venture and the partner organization to provide the youth with extra training on different topics. Child at Venture can provide the youth with coaching and business advice and also extra training when needed.

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Partnership Guidelines Child at Venture

Because the level of understanding is very different from group to group, a general overview of the day to day topics is difficult to summarize. The target is to discuss during a 8-15 day training are: Introduction The main goal is to create a save and positive environment where the participants feel comfortable enough to share ideas, opinions and ask questions. This includes an introduction in entrepreneurship, entrepreneurial skills needed to be a successful entrepreneur and the business concepts the participants are about the learn in the training. Communication This is important for the participants to make them aware of what communication is, how they can influence the message they want to pass on and to be aware of their body language and tone of voice. Besides that, practicing communicational skills can be a way to empower the participants to express themselves and to have a greater self-esteem because of that. Intrapersonal skills We believe that the success of a business depends largely on the personal qualities of the entrepreneur. It’s very important for the participants to come into terms with their own qualities and potential. Intrapersonal skills refer to the knowledge about the self and the ability to view oneself. Marketing Marketing is a very important component of the business plan and essential in starting a business. Marketing is how to make sure customers come to you and how the concepts of demand and competition work. This topic will be introduced by doing a real market research and making a marketing plan. Finance This is an introduction in business capital costs, operating costs and the calculation of the start-up costs of their own business to include in their business proposal. The participants learn what profit is, how they can calculate this and how they can make use of their profit in order to improve their business. Depending on the level of understanding of the group, also the topics bookkeeping, daily cash flow, sales forecast can be introduced. Business plan The participants start making their business plan using all the information they gathered in the previous training days. They think of a name and logo, make a SWOT analyses and make an action plan for the next future. The participants have the time to work on their business plan and preparing for their presentation on the final day. They show their presentation and use the feedback to improve the business plan and presentation. The participants present their final business plan on the last day of the training. They can invite their family, friends or acquaintances. After the presentation they receive their certificate. Responsibilities Child at Venture’s aim is to make TEASE a successful experience for everyone. For that reason we want to divide the responsibilities between the partner organization and Child at Venture. The most important responsibility of the partner organization is the selection of the youth involved. In all the projects of Child at Venture, the young adults are primarily the

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initiators. To make the project successful, the youth should meet the following criteria in order to participate in the training: • • •

The target group of Child at Venture is marginalized youth between 15-24 years old. For the effectiveness of the training the ideal number of participants is between a minimum of 10 and a maximum of 20 youngsters. The youth should be very motivated and willing to start their own business and they should have some ideas of what kind of business they want to start and be prepared to work very hard in order to succeed. We exclude young adults from participating who have been in conflict with the law for serious crimes and they should be free of drug addiction and/or psychiatric problems. The training is most successful if the level of education or development of the participating youth is not too different from each other.

Besides the selection of the youth, the partner organization is responsible for: • Sending a small profile of the selected youth to Child at Venture in order for the trainers to prepare for the training (based on a format of Child at Venture). • Making the arrangements for a venue for the training, preferably a venue of the partner organization itself. • The transport of the youth and the trainers. • Arranging accommodation for the trainers (not the expenses). • Making a budget (based on local costs) of organizing and facilitating TEASE and send that at least 3 weeks in advance of the training to Child at Venture. Child at Venture is responsible for: • Arranging and coordinating the training: TEASE trainers, manuals, certificates, training materials. • Transfer the approved training budget 2 weeks in advance of the training to the partner organization in order to make the preparations for the training.

3.5 Starting capital Child at Venture provides starting capital for the businesses as follows: 1. Individuals starting a business Child at Venture provides starting capital to individual youth. In this respect however, the social institutions are intermediary in financing the start-up costs. For this purpose, a grant is given to the social institutions to install a revolving entrepreneurship fund. With this fund, the social institutions are able to offer starting capital on terms of an intermediate-term loan (repayment within a time-bound period). The repayment of the loan by the entrepreneurs, will be used to finance new entrepreneurial projects of other individual youth . This increases the number of young adults being able to start an enterprise. The conditions and terms on which starting capital is provided will be specified in an agreement between the social institution and the young entrepreneur(s). 2. Business linked to social institutions Based on the business plan, Child at Venture financially supports occasionally the social institutions to set up a business, linked to their institution. For the startup capital, a grant is given to the social institutions to install a revolving entrepreneurship fund. With this fund, the social institution can finance the business on terms of an intermediate-term loan (repayment within a time-bound period). The repayment of the loan by the business, will be

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Partnership Guidelines Child at Venture

used to finance new entrepreneurial projects . The conditions and terms on which starting capital is provided will be specified in an agreement between the social institution and the newly started business. This form of entrepreneurship can only be an option if the youth are considered as the owners of the business. It’s not meant to be solely a learning facility for the youth where they earn a salary as employees. The reason for this can be found in the challenges such a construction can face in terms of motivation, responsibility and ownership. Child at Venture supports entrepreneurship!

3.6 Duration of a partnership Cooperation with social institutions/ young adults setting up an enterprise is time-framed. The time needed to prepare for starting the business (e.g. acquiring licenses and purchasing goods) varies due to differences in business type and context. But once the business activities have started and the enterprise is officially opened, the intention for continuing the partnership is limited until 2 years. Ideally, the business is profitable within one year which guarantees the sustainability of the project. During this period Child at Venture supports the partner organizations with consultancy, coaching and if necessary, additional training. Child at Venture also attempts to connect a Dutch company directly to a project. Approximately six times a year, employees of the Dutch will solve a business case to help the young entrepreneurs. Their expertise and skills can be used on specific issues and sometimes the employees involved visit the project. Furthermore, the partner organizations will work on getting the young entrepreneurs in touch with local businessmen, to develop a local network they can rely on for coaching and expertise. The last year of the partnership, the intensity of the cooperation will gradually diminish. After two years, the project will be evaluated. Based on the evaluation, we will decide whether the partnership will be continued or finished. Continuing or ending a partnership after two years depends on different aspects. Ideally it ends after this period when the goals are achieved and the businesses turn out to be profitable or at least cost-covering. Only in exceptional cases, Child at Venture ends a partnership within the agreement period. Reasons for immediately ending are fraud, misbehavior, unwillingness to execute the project etc. Warning signs of fraud will be treated seriously. Proven instances of fraud can result in termination of the partnership and reclaiming of all funds as well as all costs of recovery. Child at Venture writes a closing letter of each ending partnership for the record of Child at Venture and its (former) partner organization. To stay informed about the business after the partnership, Child at Venture will receive brief yearly updates during a three-year period.

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Partnership Guidelines Child at Venture

4 Planning, monitoring and evaluation (PME) Child at Venture has developed a PME-system to follow and demonstrate progress of the entrepreneurship projects and to report to donors and the public at large. It allows involved parties to learn from every project to improve their future work. This chapter provides insight in Child at Venture’s principles, methods and instruments for planning and implementing entrepreneurship projects, as well as (joint) monitoring and evaluation. Furthermore, this chapter provides our partner organization guidance on how to undertake project reviews.

4.1 Principles of PME The PME system used by Child at Venture and its partner organization promotes: Transparency Learning Accountability Autonomy Mutual understanding Empowerment Efficiency Shared ownership Effectiveness Sustainability Table 4.1: Principles PME-system1

4.2 Project Cycle Management (PCM) Child at Venture and its partner organization use the Project Cycle Management (PCM) methodology to develop, plan, monitor and evaluate the projects. Figure 4.1 shows that the way in which projects are planned and carried out follows a sequence beginning with an agreed strategy, which leads to a business idea, which then is formulated, implemented, and evaluated with a view to improve our way of working and further action.

Figure 4.1: PCM

PCM helps to ensure that projects are supportive of Child at Venture’s mission; projects are relevant to an agreed strategy and to the real problems of target groups; projects are feasible, meaning that social and business objectives can be realistically achieved; and the entrepreneurship projects are profitable and thus sustainable. PCM represents a continuous process in which each stage provides the foundation for the next. Child at Venture stresses Figure 4.2: the importance of organizational learning at all levels. Through Organizational learning PCM, we support learning from the successes and challenges of the projects. In practice this means that identifying new projects draws on the results of monitoring and evaluation as part of a structured process of feedback and organizational learning. Improving and developing our activities and services (e.g. business consultancy and TEASE) is a nonstop learning process, guided by the needs of the young entrepreneurs. 2 3 1

“Building bridges in PME” published by ICCO (P.O. Box 151, 3700 Zeist, the Netherlands) on behalf of the 14 organizations involved in the joint PME project 1996-99. 2 European Commission (March 2004): Aid Delivery Methods. Project Cycle Management Guidelines. 14


Partnership Guidelines Child at Venture

4.3 The logical framework approach to PME The Logical Framework Approach is a core tool used within Project Cycle Management. Child at Venture and its partner organizations use the Logical Framework (log frame) as a methodology to develop, plan, monitor and evaluate our projects. Through the objectively verifiable indicators, progress towards achieving the objectives can be measured.4 The log frame is a way of presenting the substance of a planned project in a comprehensive and commonly understandable form. Drawing up a Logframe has two stages: • The Analysis Stage, in which the situation is screened and analysed, to select the strategies that will be applied to improve the independency of the target group through entrepreneurship. • The Planning Stage, in which the strategy is further developed into a practical project plan ready to be implemented. The log frame is drawn up, and activities and resources are defined and scheduled. Each project proposal developed by the partner organization in cooperation with Child at Venture contains a log frame as well as a timetable, milestones and a budget (see also annex 2).

4.4 Monitoring (checking that we are on track) Monitoring involves the collection, analysis, communication and use of information about the project’s progress. It has accountability as well as learning aspects. The objectives of monitoring are to assess whether the project is implemented according to plan, to analyze whether the activities contribute to achieving the objectives (the effectiveness of the project) and to assess whether the project spending has been done according to the approved budget. Furthermore, monitoring provides Child at Venture insight on how to enhance the capacity of our partner organizations and the youth involved. The monitoring tools address the progress of the project applying the indicators listed in the log frame. The requirements for reporting are included in the partner agreement. The following monitoring instruments are used by Child at Venture and its partner organizations: • Regular contacts (in most cases weekly) through e-mail, telephone, skype etcetera. • Quarterly progress report (See Annex 4) • Project visits Child at Venture staff will visit the projects at least once a year. During such a field visit the progress of the projects will be monitored but also issues such as organizational development and capacity building (e.g. consultancy and training) will be addressed. Of these visits a report will be included in the project file. • Business Review In some cases the partner organizations are asked to further reflect on their business and send an in-depth Business Review to Child at Venture. The partner organization will conduct an evaluation, sometimes with external assistance of local or Dutch business people. The purpose of this business review is to improve the business and to identify needs for support by Child at Venture or business consultants. Through this set of instruments Child at Venture gets a clear picture of the progress towards the agreed objectives and the quality of the partnership. Child at Venture will analyse the 3

Directorate-General for Humanitarian Aid – ECHO (June 2005): Manual Project Cycle Management.

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monitoring reports and provides the partner organization and young entrepreneurs with feedback, focussing on the lessons learned and recommendations for the next period of project implementation.

4.3 Evaluation (knowing what difference we’ve made) An evaluation should provide information that is credible and useful, enabling to learn from experience for both the partner organization and Child at Venture. An evaluation will take place after two years and leads to the decision whether a partnership will be continued or finished (see also $ 3.6). Project evaluations are usually executed in the form of joint evaluations. The indicators agreed upon in the approved project proposal and business plan play a major part in the assessment of the achievements. The joint evaluation involves wide stakeholders participation, e.g. staff and management of the partner organization, beneficiaries (and in some cases also their parents), local business people and other stakeholders. Objectivity will be achieved by using an external evaluator. The Terms of Reference (ToR) for the evaluation will be drafted by Child at Venture in cooperation with the partner organization.

Terms of Reference evaluation studies The exact content of the ToR will vary depending on the project, but in general the TOR include: 1. Background to the assignment 2. Study/mission objectives 3. Issues to be studied/ question to address 4. Methodology (data collection and analysis methods) 5. Expertise required of the investigator(s) 6. Work plan and timetable 7. Reporting requirements (final work plan, preliminary and final reports) 8. Deliverables

A comprehensive final evaluation report will be produced (annex 5 outlines the main elements of an evaluation report). It will document key achievements; draw lessons and provide clear and forward looking recommendations for both Child at Venture and its partner organization.

Monitoring

Status Formal reports

Responsible Partner organizations

Report Quarterly progress reports (financial & narrative) Business Review

Partner organizations Project visits Child at Venture Field Visit report Evaluation Joint evaluation Partner ToR, Evaluation Organization, Report Child at Venture, External Consultant Table 4: Child at Venture Monitoring and Evaluation system

Timeframe 4 * Year

Optional 1* Year After 2 years

Child at Venture will present the results of the evaluations to external parties such as donors and the general public.

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ANNEX 1 - Dimensions of effective partnership For all Child at Venture partnerships and interventions it’s important to: •

Understand the context In order to cooperate effectively it’s important to understand the context in which we work. For both Child at Venture and its partner organizations, this means analyzing the different issues concerning the youth we work with (youth with disabilities for example face other challenges than youth living in orphanages), knowing the business opportunities and threats, as well as knowing and understanding other business factors and actors that might interfere. Child at Venture and its partner organizations have the obligation to inform and consult each other.

Focus In order to be effective Child at Venture focuses its business support on a limited number of countries in Africa and Asia and a limited number of partner organizations. Child at Venture supports small-scale businesses linked to social institutions as well as individuals starting a business.

Work complementarity Joint efforts of social institutions, young adults and other stakeholders aimed at establishing a successful business environment are based on a process that need initiative, ownership and different roles of the involved parties. Ownership implies the ability to create, assess and implement the process and decide what is necessary in terms of input and resources. The young entrepreneurs are the owners of the enterprises, the partner organization the coordinator and coach. Child at Venture accepts part of the responsibility in terms of capacity building (training of the potential entrepreneurs and business advice) and providing the start-up capital.

Learning & Networking Joint learning is essential in establishing successful businesses. This means that Child at Venture and its partner organizations have to work complementary, share their experiences, be flexible and take risks and joint responsibility in order to achieve their goal. This implies that Child at Venture needs to be flexible in terms of the operational space of its partner organizations, whilst the partner organizations need to be transparent in their successes and failures.

Good donorship Besides the aspects already mentioned above, good donorship also involves a partner friendly approach. This means that Child at Venture is open about its motives to support or not support; open about the expectations, responsibilities and tasks of both parties; living up to promises; open about when Child at Venture support is coming to an end; being attentive and taking concerns of partner organizations into account; be flexible in a changing context; keeping procedures and give feedback and input within reasonable time constraints.

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Partnership Guidelines Child at Venture

ANNEX 2 - Explanation Formats Project Proposal If both Child at Venture and the local organization agree there are good opportunities to start an entrepreneurship project together, the local organization will be asked to fill in Child at Venture’s project proposal forms. The writing of the project proposal consists of four steps: 1. Format Documentation Partner Organization This document is part 1 of the project proposal to be filled in by the partner organization. Goal of this document is to give information about the organization itself, the people involved and the activities done. Child at Venture uses this background information in its decision to start a partnership with the local partner organization based on the partner choice and project choice criteria as stated in this document. 2. Format Documentation Project This document is part 2 of the project proposal to be filled in by the partner organization. Goal of this document is to give information about the entrepreneurial project that the partner organization wants to start, the entrepreneurs that are involved, how the project will be organized and the financial plan. Child at Venture uses this information in its decision to start a partnership with the local partner organization. Also, this information is used for our fundraising activities to find financial support for the project. After approval of document 1 and 2 we will start looking for sponsors for this project. Child at Venture attempts to connect a Dutch company directly to a project. Approximately six times a year, the Dutch employees will solve a business case to help the young entrepreneurs. Their expertise and skills are used on specific issues and sometimes the employees involved visit the project. If we have found a sponsor we start with providing the TEASE training. After the TEASE training we will continue with the following steps. 3a. Format Final Documentation Project This document is part 3a of the project proposal to be filled in by the partner organization. Goal of this document is to give information about the entrepreneurial project, after the TEASE training has taken place. Who are the entrepreneurs that have completed the training, how will the project be organized and what is the final financial plan. Child at Venture uses this information to have a detailed overview of the actual startup funding needed to start the business(es) and to have an up to date version of the activities to come. 3b. Format Final Business Plan This document is part 3b of the project proposal to be filled in by the youth. After the TEASE training the youth should fill in this format which needs to have a final approval before we can financially support the business(es). Also, this business plan is a tool for the youth to stay focused on their business and the financial sponsor is able to advice the youth in detail based on the business plan. After step 4 we will prepare an official agreement which needs to be signed by both parties (annex 3).

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Partnership Guidelines Child at Venture

ANNEX 3 - Format Partner Agreement Partner Agreement AGREEMENT Between [Partner organization, address, country], herewith duly represented by its [Title], hereinafter referred to as: ‘[Name Partner organization]’ or ‘you’ and Child at Venture, with its registered office at the Binckhorstlaan 36 (2516 BE) The Hague, the Netherlands, herewith duly represented by Ms. J. Goewie and Ms. L. Gort, hereinafter referred to as: ‘Child at Venture’ or ‘we’, Jointly referred to as: ‘Parties’ for the period [day-month-year till day-month-year]

Child at Venture and [Partner organization] (hereafter referred to as ‘the Project Partner’) have agreed to work together on the execution of the [title Project] (hereafter referred to as ‘the Project’) as per the Project Proposal dated [insert date of proposal] and approved on [insert date of approval], (‘the Project Proposal’). Reference is made to the Project Proposal of [Partner organization] attached as ANNEX 1 of this agreement, titled [Project title] starting [day-month-year] till [day-month-year]. The Project Proposal is attached to and incorporated in this agreement and integrally part of thereof. However, parts thereof, namely the topics that are covered in annex 2 & 3, shall be subject to Child at Venture’s final approval in order to be binding. This agreement also incorporates Child at Venture’s Partnership Guidelines, which describes Child at Venture’s working principles and requirements of cooperation. By joining in a partnership together with Child at Venture, the Project Partner declares to abide to Child at Venture’s Partnership Guidelines. The Project Partner acknowledges that it thereto received a copy of Child at Venture’s Partnership Guidelines. The estimated total costs, as stated in the Project Proposal, are [€ xxxx.xx, xxxx Euros].These estimated total costs cater for all activities stated in the Project Proposal, e.g. TEASE (Training in Entrepreneurial Attitudes, Skills and Economics), starting capital to set up the business(es), coaching of the young entrepreneurs, Project coordination, monitoring and evaluation. Based on the estimated total costs, a detailed training budget will be completed by the Project Partner at least 3 weeks in advance of the training, identifying all costs related to planning and organizing TEASE. Parties shall agree on the content thereof. The agreed training budget will be attached as ANNEX 2 to this agreement. Although Child at Venture may unilaterally decide to give one or more advance payments to cover for the start up phase, only amounts stated in annex 2 will be final and binding.

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Based on the business plan(s) to be agreed between Parties, a detailed budget of the starting capital needed to set up the business(es) will be determined. The starting capital budget to be agreed upon by Parties (including the costs for Project coordination, monitoring and evaluation) will be attached as ANNEX 3 of this agreement. Although Child at Venture may unilaterally decide to give one or more advance payments to cover for the start up phase, only amounts stated in Annex 3 will be final. This Partner Agreement is established as a framework of cooperation between Child at Venture and the Project Partner. It is agreed that commitment for support from Child at Venture only covers for the costs stated in annexes 2 & 3 and that financial support exceeding the estimated total costs of â‚Ź xxxx.xx is excluded. Child at Venture is a charitable organisation, registered in the Netherlands at the Amsterdam Chamber of Commerce under number 34238293. We rely on funding from the Dutch public and through individual and cooperate sponsorship. Child at Venture has to account for the utilisation of these funds by means of reports to the sponsors and, publicly, through official audit reports. For this reason we request you to abide strictly by the terms and conditions outlined below:

1. Funds Utilization This grant is provided on the basis of the Project Proposal and budget mentioned above and attached. Funds therefore may solely be used as specified in the approved budget. It is not permitted to change the utilization of funds under this grant without prior written approval from Child at Venture. In case the grant is (partly) used to install a revolving fund, it is established under the condition of providing starting capital to young entrepreneurs for a period of at least five years. The Project Partner is obliged and committed to distribute loans to stimulate entrepreneurship among young adults in order to achieve self-reliant and economically independent youth. The approval states an amount in Euros. This amount is based on the budget as outlined in the Project Proposal in [local currency] and on the exchange rate occurring at the time of approval. Due to fluctuations in exchange rates the amount actually received by the Project Partner in [local currency] might be higher. In that case the excess amount shall be returned to Child at Venture directly or on upon first demand. In case the value is significantly less, you may apply for supplementary funds. However, this additional amount is not guaranteed. Please note that all funds used for any other means as set out in the Project Proposal as well as all costs of recovery shall be reclaimed without prior notice, unless this is explicitly and previously agreed upon in writing between Parties. Any part of this grant unspent at the end of the grant period shall be returned to Child at Venture upon first written request, unless the Project Partner has previously obtained written approval from Child at Venture to utilize the balance. The Project shall not sell, transfer or otherwise dispose of, or change the utilization of any movable or immovable asset created by this grant without prior approval in writing from Child at Venture.

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Partnership Guidelines Child at Venture

The funds will be transferred in [#] instalments. After approval of the training budget, the first instalment of € xxxx.xx will be transferred on [day-month-year] in order to prosecute the training in entrepreneurship. The second instalment will be transferred after approval of the business plan(s) and the detailed budget for starting the business (including the starting capital needed). The money will be transferred from Child at Venture directly to the Project Partner: Account name: […] Account number: […] Name of financial institution: […] Address of financial institution: […] Account type (local currency, US$, €): […] Swift code: […] As soon as the funds are received by the Project Partner, the Project Partner is required to send a confirmation to Child at Venture. The Project Partner shall provide Child at Venture with a copy of a bank statement as proof of the actually received amount within 30 days after the money transfer was made by Child at Venture.

3. Project Implementation The Project will be implemented as described in the Proposal attached hereto and this shall be binding. The Project Partner is responsible for the overall implementation of the Project, whereas Child at Venture provides TEASE and entrepreneurial expertise at its own initiative as well as upon first request of the Project Partner. Joint learning is essential in establishing successful businesses. Therefore, Child at Venture stimulates and promotes linking and learning. It is a joint responsibility of Child at Venture and the Project Partner to share experiences and to cooperate with other stakeholders (e.g. local and Dutch business people, network and/or community organizations and different Partner organizations).

4. Communication All correspondence should be directed to Child at Venture in The Hague. Child at Venture Binckhorstlaan 36 2516 BE The Hague The Netherlands Telephone: +31 70 385 8421 E-mail: info@childatventure.org The Project Partner is obliged to inform Child at Venture immediately of any change that might affect the correspondence, i.e. changes in address, telephone numbers, fax, e-mail and officer in charge. The Project Partner is obliged to inform Child at Venture of any important issues that will have impact on the Project. E.g. changes in staff, board and operational policies etc. will be

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mentioned and explained to Child at Venture, as well as any liquidation of or appointment of a trustee at the Project Partner. The Project Partner mentions the name and mission of Child at Venture and its contribution to the entrepreneurial activities in all communications and publicity concerning joint activities. The Project Partner will obtain Child at Venture’s authorization before utilizing its name, descriptions, logo or any other symbol. Child at Venture shall not unreasonably withhold such authorization.

5. Monitoring and Evaluation For the duration of the Project, we expect the Project Partner to forward quarterly progress reports in writing (counting from the start of this agreement) to Child at Venture. This should be a detailed report on the implementation of the activities based on Child at Venture’s format for quarterly progress reports (see annex 5 of Child at Venture’s Partnership Guidelines). At the end of the financial/annual year, the entire accounts of the Project Partner with respect to this agreement should be audited by a registered and fully certified audit firm. A copy of this Audit Report should be sent to Child at Venture. Within 60 days after the completion of the joint activities, we request that the Project Partner submits a final financial report of the activities, stating in detail the actual expenditure and balances corresponding to the approved budget. The report should be verified and signed by the appropriate authority within [name Partner organization]. Child at Venture shall be given the possibility of co-monitoring the Project during the effectuation of the joint activities as well as within 180 days after termination thereof. Project visits will be scheduled in close cooperation with the Project Partner. However, Child at Venture reserves the right to carry out its own evaluation without announcing so. After this two-year agreement, the Project will be evaluated. To stay informed about the business after the two-year partnership, the Project Partner will send brief yearly updates during a three-year period.

6. Reasons for termination of this agreement This agreement may be terminated and the grant withdrawn or suspended upon the happening of any of the following events: - If the Project Partner conducts itself in material disregard of the terms and conditions of the grant. - If the Project Partner is unable, upon request, to provide a suitable explanation or to account for the monies provided under the grant. - If the Project Partner utilizes the funds provided under the grant for purposes other than those for which they are provided without first obtaining the prior written consent of Child at Venture. - If any of the officers of the Project Partner are convicted for a criminal offence. - If Child at Venture has solid reasons to believe that the Project Partner is guilty of corrupt practices which term includes preferential or other dishonest application or use of resources

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Partnership Guidelines Child at Venture

for the benefit of individuals other than those intended to be helped. - If the Project Partner is removed, suspended or de-registered for any reason touching on misuse of funds. - If the Project Partner becomes at Child at Venture’s sole discretion ineffective, dishonest or shows signs of becoming unable or unwilling to execute the Project. - If the execution of the Project becomes illegal by reason of any act or order of the government or is prohibited by any lawful authority.

7. Miscellaneous In case the Project Partner does not comply with any part of this agreement, Child at Venture shall be entitled to reclaim this grant as well as all recovery costs and all costs of judiciary procedures related thereto. In any such case Child at Venture shall be entitled to inform other relevant development aid foundations about the non-compliance of the Project Partner with this agreement. Parties may not transfer any of the benefits, rights or obligations under this agreement without the other Parties prior written consent. This agreement and all disputes arising therefrom shall exclusively be subject to Dutch law. In case of any legal procedures, they shall be brought for the competent court in Amsterdam. In case any of the agreed clauses shall be declared void, Parties shall redefine a substitute clause which shall be in line with the previously agreed clause as much as possible. No part of this agreement may be changed, except when in writing and signed by both Parties. Any notifications shall only be lawfully done by fax, e-mail or by registered mail at the official address of Parties as stated in this agreement. Child at Venture reserves the right to unilaterally cancel this agreement in case of unforeseen circumstances.

If you agree to adhere to the above mentioned terms and conditions, please sign the original copy of this agreement and send it to Child at Venture Amsterdam, the Netherlands. The copy is for your records. On behalf of [name Partner organization]: Name: Position: Signed: Date:

Name: Position: Signed: Date:

Please attach proof in writing that the signer is duly authorized to represent the foundation/ corporation (Chamber of Commerce extract and passport copy). On behalf of Child at Venture:

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Partnership Guidelines Child at Venture

Name: Position: Signed: Date:

Name: Position: Signed: Date:

Annexes: Annex 1: Approved Project Proposal Annex 2: Approved training budget Annex 3: Approved starting capital budget

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Partnership Guidelines Child at Venture

ANNEX 4 - Format Quarterly Progress Report QUARTERLY PROGRESS REPORT DATE P ERIOD COVERED BY THIS REPORT NAME ORGANIZATION COUNTRY COMPLETED BY

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Partnership Guidelines Child at Venture

1. The businesses WHICH ENTREPRENEURS HAVE STARTED A BUSINESS? Names & businesses • • • • • • • • • •

WHAT HAS BEEN ACHIEVED WITH THE BUSINESS(ES)?

IMPACT ON THE YOUTH Identify impact to date on beneficiaries. Include examples of observed and verifiable changes as a result of the project changes to date.

SALES

& PROFIT OF THE PERIOD COVERED BY THIS REPORT

Name of Business

Month

Sales

Profit

WHAT IS YOUR EXPERIENCE WITH: The motivation of the youth and teamwork

The skills of the youth: on what areas the youth lack knowledge and need more assistence?

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Partnership Guidelines Child at Venture

2. Business organization & management COMPOSITION OF PEOPLE INVOLVED IN THE BUSINESSES Name

Role and responsibilities

Professional qualifications and experience

Name contact person for this project:

WHAT IS YOUR EXPERIENCE WITH: The selection of the youth involved (what went well and lessons learned)

Coaching and guidance of the youth before the training (what went well and lessons learned)

Coaching and guidance of the youth after the training (what goes well and lessons learned)

Partnership with Child at Venture (what goes well and what needs to be improved?)

OBJECTIVES AND INDICATORS Objectives (what is intended to achieve) # young adults are financially independent

Indicators (what indicates the objective is achieved?)

Evaluation (how is it measured the objective is achieved?)

# young adults are employed5.

# young adults are earning an income # young adults have a savings account # young adults have health insurance Child at Venture strives to provide young adults with “decent work”, as defined by the International Labor Organization: ‘Decent work sums up the aspirations of people in their working lives. It involves opportunities for work that is productive and delivers a fair income, security in the workplace and social protection for families, better prospects for personal development and social integration, freedom for people to express their concerns, organize and participate in the decisions that affect their lives and equality of opportunity and treatment for all women and men.’

5

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Partnership Guidelines Child at Venture The social institution has increased its (financial) independence. # young adults possess entrepreneurial and leadership skills and knowledge.

# enterprises have opened their doors for business.

# young adults and/or the social institution received entrepreneurial coaching and support

The social institution is generating an income through the business connected.

# young adults have participated in the TEASE training.

# young adults have successfully completed the TEASE training. # young adults are empowered and have increased self-confidence. # young adults have acquired entrepreneurial knowledge, skills and experience by working in a business connected to a social institution. # young adults have started a (collective) enterprise. The business connected to a social institution has opened. # local professionals have made themselves available to coach and support the young adults and the social institution.

TIMETABLE PROJECT Start

End

Explanation of the activity

Introduction of the project to the youth Selection of the youth Training TEASE Finalizing business proposals Business start up Coaching of the youth Monitoring Evaluation

HOW IS DEALT WITH PROFITS AND LOSSES?

IF YOU HAVE INSTALLED A REVOLVING FUND , HOW MUCH HAS BEEN REPAID? WHAT IS YOUR EXPERIENCE IN DEALING WITH THE REVOLVING FUND?

PROJECT SUCCESSES List the successes (include any unplanned successes) during this reporting period

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Partnership Guidelines Child at Venture

CHALLENGES AND ACTIONS TAKEN?

List the difficulties encountered during the project’s implementation to date and actions taken to overcome the difficulties Project difficulties

Actions taken

3. Finances of the project EXPENSES BASED ON PROPOSED FINANCIAL PLAN PLEASE FILL IN THE DETAILED CALCULATION IN AN ATTACHED EXCEL SHEET

Budgetted expenses

Real expenses

Surplus/deficit

Introduction of the project to the youth Selection of the youth Training TEASE Finalizing business proposals Business start up Coaching of the youth Monitoring Evaluation TOTAL COSTS

FINANCING PLAN PLEASE FILL IN THE DETAILED PLAN IN AN ATTACHED EXCEL SHEET

Total local currency

In € (EUROS)

Own funds Funding from Child at Venture Funding from others (please mention name) TOTAL FUNDING

4. Future plan NEXT STEPS Based on the results and the lessons learned, please point out the plan of action to successfully implement the project. Provide a brief explanation of the main activities for the next reporting period. Analyze whether it is necessary to adjust the project proposal, in line with future challenges.

ASSISTENCE CHILD AT VENTURE Please indicate if Child at Venture’s assistance is needed on particular concerns.

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Partnership Guidelines Child at Venture

ANNEXES: Photographs and additional information Please include clear and sharp photographs illustrating specific activities covered by the project. Give a separate description on what is happening on the photographs (do not write on the photographs). Any additional information, e.g. letters/ case stories written by staff members and/or the participating youth, information about the local situation etc, will be greatly appreciated.

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Partnership Guidelines Child at Venture

ANNEX 5 - Evaluation Report Key elements of an evaluation report: • •

• •

• • • • • •

Cover (authorship, date of report, reporting period) Executive summary: short description of project, including final and intermediate goals, purpose of the evaluation, overall assessment and conclusions, main findings and recommendations, lessons learnt Table of contents Background of project (start/finish dates, origin of concept, goals (and targets), description of interventions, persons involved; wider context in which project has taken place (including key events likely to have affected the project) Description of evaluation (purpose, design, methodology, outcome/effect measures, implementation measures) Findings/results (identification and appraisal, implementation and monitoring, outcome/effect and impact; achievements and distribution of benefits; beneficiaries) Discussion (including attribution, cost-benefit considerations, potential for replication) Summary of conclusions and lessons learnt Recommendations (to implementing organization, to Child at Venture, for subsequent PME of other projects) Annexes: ToR, itinerary and list of persons consulted, references, methods of data collection, statistical information.

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Partnership Guidelines  

For our Partner Organizations