Photo credit: Plan International
Annual Plan 2020
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1 Girls Advocacy Alliance - Annual Plan 2020
Contents
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List of Abbreviations Introduction
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1. 1.1. 1.2.
Advocating for Girlsâ&#x20AC;&#x2122; Rights Goals and objectives Theory of Change
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Strategic Planning of the Girls Advocacy Alliance
2. 2.1. 2.2. 2.3.
Context of the GAA program Changes in the external and internal context The enabling environment for Civil Society Effects on program implementation and outcomes
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3. 3.1. 3.2. 3.3. 3.4.
Strategic choices for 2020 Lobby and Advocacy Capacity Development Learning Collaboration, alliance building and harmonization
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4.
Theory of Change of the Girls Advocacy Alliance
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Financial planning of the Girls Advocacy Alliance
5. 5.1. 5.2.
Financial Planning Revised budget of the Girls Advocacy Alliance Estimated revenues and expenditures 2019
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List of Abbreviations
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ACCA African Coalition for the Corporate Accountability ACERWC African Committee of Experts on the Rights and Welfare of the Child ACRWC African Charter on the Rights and Welfare of the Child ADB Asian Development Bank APC Alliance Programme Committee APT Alliance Programme Team ASEAN Association of Southeast Asian Nations AU African Union BoD Board of Directors CBO Community based Organisation CEDAW Convention on the Elimination of All Forms of Discrimination against Women CM Child Marriage CRC Committee on the Right of the Child CSEC Commercial Sexual Exploitation of Children CSO Civil Society Organisation CSR Corporate Social Responsibilities CSW Commission on the Status of Women DCI Defence for Children International DCI-ECPAT Defence for Children â&#x20AC;&#x201C; ECPAT Netherlands EAC East African Community EC European Commission ECOWAS Economic Community of West African States ECPAT End Child Prostitution, Child Pornography and Trafficking of Children for Sexual Purposes EE Economic Exclusion EU European Union FGM/C Female Genital Mutilation/Cutting GAA Girls Advocacy Alliance GBV Gender-Based Violence GMACL Global March against Child Labour HLPEE High Level Panel on Economic Empowerment HLPF High Level Political Forum on Sustainable Development HRC Human Rights Council IATI International Aid Transparency Initiative ICT Information Communication Technology ILO International Labour Organisation IMF International Monetary Fund INGO International Non-Governmental Organisation L&A Lobby & Advocacy LGBTQ Lesbians, Gays, Bisexuals, Transgenders and those Questioning their gender identity or sexual orientation MFA Ministry of Foreign Affairs MoGCSP Ministry of Gender, Children and Social Protection MoH Ministry of Health MoJ Ministry of Justice NACG National Action and Coordination Groups to End Violence against Children NGO Non-Governmental Organisation OH Outcome Harvesting OHCHR Office of the High Commissioner for Human Rights PM Permanent Mission PME&L Planning, Monitoring, Evaluation and Learning REC Regional Economic Communities RNE Royal Netherlands Embassy SAARC South Asian Association for Regional Cooperation SACG South Asia Coordinating Group on Violence against Children SAIEVAC South Asia Initiative to End Violence against Children
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SDGs Sustainable Development Goals SIGI Social Institutions and Gender Index S4YE Solutions for Youth Employment TdH Terre des Hommes TVET Technical Vocational Education and Training UN United Nations UNDP United Nations Development Programme UNESCO United Nations Organisation for Education, Science and Culture UNFPA United Nations Population Fund UNGA United Nations General Assembly UNGC United Nations Global Compact UNHQ United Nations Head Quarters UNICEF United Nations International Children’s Emergency Fund UNSP United Nations Special Procedures UN Women United Nations Entity for Gender Equality and Empowerment of Women UPR Universal Periodic Review USAID the United States Agency for International Development WB World Bank WHO World Health Organization WRO Women’s Rights Organisation
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4 Girls Advocacy Alliance - Annual Plan 2020
Introduction The Girls Advocacy Alliance (GAA) is a 5-year joint effort (2016-2020) of Plan International Netherlands, Terre des Hommes Netherlands and Defence for Children - ECPAT Netherlands. The GAA is led by Plan International Netherlands and is implemented in strategic partnership with the Dutch Ministry of Foreign Affairs under the Dialogue and Dissent framework. Goal of the program is that, by 2030, governments and private sector actors make sure that girls and young women in Ghana, Ethiopia, Kenya, Liberia, Sierra Leone, Uganda, Bangladesh, India, Nepal and the Philippines no longer face Gender-Based Violence and Economic Exclusion. To this end, the GAA aims to influence key stakeholders in governments, the private sector and civil society organizations (CSOs) as well as community leaders to initiate lasting changes in their society that will benefit girls and young women. Most notably, we enable CSOs in their lobby and advocacy work, so that they can influence their governments for strengthened accountability, more inclusive growth and development, and a reduction of the inequality faced by girls and young women in their countries. We also support CSOs to make private sector players more accountable for their contribution to the economic empowerment of girls and young women. Whenever possible we involve the Dutch Government as a strategic partner in these efforts.
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At the same time, the program mobilises key traditional and religious leaders to address harmful social norms and values. These norms and values often keep citizens from demanding justice and from playing a positive role in the protection of girls and young women from harmful practices and from motivating them to explore their full potential. And lastly, the program also addresses the government and private sector in the Netherlands and uses regional and international accountability mechanisms in support of the efforts in the ten program countries. Strategic choices for 2020 This Annual Plan describes the strategic choices for the final year of the program, based on observed changes in the programâ&#x20AC;&#x2122;s external context, and on reflections on the effectiveness of the program thus far. These observations and reflections have also fed a more in-depth review of the overall Theory of Change of the alliance, as outlined in section 4 of this Annual Plan. With the end of the current program nearing, the alliance wishes to focus on the sustainability of its outcomes, and on further strengthening those capacities of partner organisations that are essential to continue effective advocacy for girls and young women after 2020. Major shifts in strategy or approach are not foreseen; the alliance organisations foremost in 2020 continue to build on results and strategic choices from previous years â&#x20AC;&#x201C; including the greater emphasis on supporting, involving and organising youth advocates, as a means to ensure legitimacy, inclusiveness and sustainability of our advocacy work. A financial planning for 2020, reflecting these choices, is included in part II of this document. Planning process For this Annual Plan 2020, the 14 Alliance Program Teams each held a two or three-day planning meeting, based on a common agenda and methodology prepared by the alliance desk. Developments in the external context and signs of changes collected during the first six months of 2019 were jointly reviewed and analysed, and strategic choices and plans developed. At the overall alliance level, strategic choices will be consolidated by the Alliance Program Committee and fed back to the Alliance Program Teams as input for the fine-tuning of their annual (action) plans.
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1. Advocating for Girls’ Rights 1.1. GOALS AND OBJECTIVES The Girls Advocacy Alliance (GAA) envisions a world wherein all girls and young women enjoy equal rights and opportunities, and benefit equally from development outcomes. The long-term goal of its program ‘Advocating for Girls’ Rights’ is to ensure that girls and young women are free from all forms of gender-based violence and are economically empowered. To achieve this, the GAA applies a broad spectrum of Lobby & Advocacy interventions to increase public support, to seek implementation of effective legislation and public policies, to improve practices of government actors to prevent and eliminate gender-based violence and economic exclusion, and to improve policies and practices of private sector actors. At the same time, the GAA focuses on strengthening capacities of CSOs and networks (in particular organisations of girls and young women) to influence government and private sector actors to address genderbased violence and economic exclusion. The program is implemented in ten countries in Africa and Asia. The program moreover addresses gender-based violence and economic exclusion at regional and international policy levels and at the level of Dutch public and corporate policies. 1.2. THEORY OF CHANGE
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The Theory of Change (ToC) of the GAA describes how the alliance expects change towards its long-term goals to happen. It describes the conditions and the stakeholders that must change to achieve these goals and it indicates the causal relationships between the various steps in these pathways of change. The underlying assumptions are made explicit. The GAA ToC aims at the elimination of gender-based violence and economic exclusion of girls and young women. The program pays particular attention to gender-based violence, Commercial Sexual Exploitation of Children (CSEC), sexual violence and abuse, Female Genital Mutilation/ Cutting, child trafficking, child marriage, economic exclusion, access to post-primary education and vocational training, decent work and female entrepreneurship. The GAA ToC is structured around four strategic goals in support of the elimination of genderbased violence and economic exclusion of girls and young women: 1. Effective implementation of legislation and public policies and improved practices of government actors; 2. Improved policies and practices of private sector actors; 3. Increased public support; 4. Increased influence of CSOs and CSO networks on government and private sector. The pathways of change each address one of these goals, yet they are intertwined and mutually supportive. Each of the strategic goals is associated with a key stakeholder in gender-based violence and economic exclusion: governments and intergovernmental bodies; private sector actors; traditional, religious and community leaders; and CSOs and CSO networks. The GAA expects that three different stages can be distinguished in these change processes: °° Agenda setting: the generation of public and political attention to certain issues °° Policy change: adoption or revision of laws and policies °° Practice change: effective implementation and follow up of laws and policies by key stakeholders; only policies and laws that are effectively implemented and enforced generate positive, concrete effects in the lives of girls and young women. In 2016, the Alliance Programme Teams (APTs) each developed their own ToC. These 14 adapted ToCs describe the specific goals, pathways of change, key actors and underlying assumptions about change in a particular context. The envisaged pathways of change are regularly compared
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with actual changes as observed by the APTs. Where relevant, ToCs are adapted or updated. This half-yearly process forms part of the Planning Monitoring Evaluation & Learning (PME&L) cycle of the GAA. The overall GAA Theory of Change is also regularly assessed, based on these reflections. A more thorough review of the overall ToC took place in 2019. The overall logic of the ToC and its assumptions were found to remain relevant, but a number of critical observations were recorded that contributed to deeper insights in the change processes at hand. Main findings from this review process are included in section 4 of this document.
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-I- Strategic planning of the Girls Advocacy Alliance
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Photocredit DaniĂŤlla van Bergen
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2. Context of the GAA program 2.1. CHANGES IN THE EXTERNAL AND INTERNAL CONTEXT During the first nine months of 2019, no major changes occurred in the contexts where GAA implements its advocacy. In various GAA countries, economic development and growth are hampered by rising levels of inflation. Coupled with the consequences of natural disasters caused by climate change â&#x20AC;&#x201C; standards of living deteriorate, particularly for the poorest. Girls and young women often suffer most. Declining household incomes increase the pressure on parents to take their daughters out of school, to arrange an early marriage or to send them off for work. On top of lagging economic growth and poverty alleviation, some GAA countries (Ethiopia, Kenya, Uganda, Bangladesh) face huge influxes of refugees. These countries are confronted with increased pressure on already limited social services, potential social unrest and ethnic tensions. In terms of policy and practice changes, some positive initiatives were observed, e.g. the adoption of Domestic Violence legislation in Liberia by the government of President Weah. 2.2. THE ENABLING ENVIRONMENT FOR CIVIL SOCIETY
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Perspectives for the civil society environment in GAA countries and at regional and international level are not very positive. Many GAA partners report new government measures that further shrink spaces for CSOs. In the Philippines, Memorandum Circular No.15 of the Securities and Exchange Commission claims to protect NGOs from money laundering and terrorist financing. But according to CSOs, governments can use it to control and persecute opponents. CSO partners from Sierra Leone mention the National NGO Policy Regulation, which subjects CSOs to increasing government oversight and intervention by requiring NGOs to sign agreements with the government, to re-register every two years and to comply with stringent and detailed reporting requirements. In India, civil society is hurt by the stringent application of the Foreign Contribution and Regulation Act. By raising barriers to access international funding, this type of regulation particularly affects grassroots CSOs, as these already struggle to comply with donor requirements and have limited capacity for resource mobilization. Legislation that restricts their access to foreign funding increases their vulnerability and threatens their existence. The same trend is observed at regional and international level. In Africa, space for civil society engagement with the AU and the Regional Economic Communities (REC) is shrinking. Regional CSO networks have been further challenged by the lack of democratic decision-making and difficulties to obtain external funding. At international level, influence of (semi) authoritarian governments openly challenging international agreements and norms around girls and womenâ&#x20AC;&#x2122;s rights, particular sexual and reproductive rights, continues to grow. These states often operate in collaboration with conservative non-state actors. Luckily there are also encouraging signs. In Ethiopia, the Civil Society Proclamation Bill has been reformed, removing many restrictions on CSOs. The reforms by prime minister Abiy have sparked a new wave of collective action. But it has also led to instability, ethnic rivalry and renewed claims for regional independence. Another positive trend is the increased level of political activism and mobilization. We have seen many examples in GAA countries as well, of citizens marching the streets to show their discontent with current policies and politicians. Violent response by (non-) state actors are no exception. Often civic protests relate to specific issues: corruption, inability of political elites to address the climate crisis, high prices and lack of employment. Sometimes protesters specifically claim their political right to be heard and participate in democratic decision-making. Whatever the specific issue at hand, protest movements are increasingly headed by young people.
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2.3. EFFECTS ON PROGRAM IMPLEMENTATION AND OUTCOMES Like previous years, policy environments remained predominantly positive for advocacy on GAA themes in 2019. Still, in many countries as well as at regional and international levels, the political and socio-economic climate does not favour gender and inclusiveness. This has prompted GAA organisations in Uganda, Kenya and Nepal to step up their efforts to advocate for budget allocation for GAA issues by national and local governments. In response to shrinking spaces for civil society, GAA organisations in the Philippines, Kenya, Uganda and Ethiopia, but also at the regional level in Asia have, for shorter or longer periods of time and to varying degrees, felt the need to take an apolitical stance, to keep a low profile and/or to dissociate from overt advocacy. The notable exception is Ethiopia, where GAA organisations in 2019 for the first time since the inception of the program have openly referred to advocacy. In other countries, GAA organisations, often as part of NGO networks, have voiced their concerns towards governments by means of declarations, in bilateral contacts and meetings and sometimes in marches.
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3. Strategic choices for 2020 Below, the main strategic choices for the program period January â&#x20AC;&#x201C; December 2020 are outlined. These choices are based on the progress towards envisaged outcomes as assessed during the Outcome Harvesting meetings in September 2019 and reflect the strengths of the GAA organisations and their partners, as well as the opportunities and challenges shaped by recent developments in the external contexts of the program components. The choices outlined below have been taken into account in the strategic plans for 2020 by the Alliance Program Teams. Fine-tuning of action plans based on the strategic choices will take place in November - December 2019 and early 2020. 3.1. LOBBY & ADVOCACY In 2020, GAA organisations and partners will continue to advocate for better implementation of public and private sector policies on gender-based violence and economic empowerment of girls and young women. In this quest, they will continue to target government actors at national and local levels, community leaders, intergovernmental bodies, corporate actors and CSOs and CSO networks.
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Cutting across advocacy efforts at all levels is the ambition to make sure that the positive changes to which the program has contributed thus far, will remain after the programâ&#x20AC;&#x2122;s end in 2020. As a crosscutting sustainability strategy, GAA organisations plan to invest in 2020 in linking active champions of change at various levels (notably communities, but also local and national government, CSOs and the private sector) into supportive networks, in connecting them with existing networks and multi-stakeholder fora, and in further strengthening their capacities to influence and to spark and sustain positive change. Specific focus in this context will be placed on supporting youth advocates, especially to connect and organise themselves, and to link them across communities and districts. In addition, impetus to sustainability will come from strategic choices in Capacity Support to contracted local CSO partners. This latter result area of the program is outlined in section 3.2 below. Government In 2020, GAA organisations and their partners build on strategic choices made after the Mid Term Review in 2018. Several countries, including Uganda limited the number of targeted policies, laws and national action plans, and will continue to focus their advocacy efforts on these, notably for national-level policy advocacy. In all program countries, national level policy advocacy will concentrate on those policy initiatives that are expected to be ratified or formalised within the remaining program period. In general, no new advocacy initiatives (policies, issues and/or actors) will be taken on board in the coming year. In the final year of the program, strengthening the implementation of (existing) policies and legislation will be an important focus. In Uganda, Kenya and Nepal for example, partners will step up advocacy for budget allocation by responsible ministries and departments for the implementation of targeted policies and action plans for girls and young women. In Liberia, Kenya, Bangladesh and Nepal focal persons in various ministries and departments will be trained and supported to form task forces to monitor the implementation of policies and regulations that have been (or are expected to be) ratified (partly) as a result of GAA advocacy in the past years. The focus on practice changes is also reflected in an overall shift to advocacy actions aimed at local government agencies, including the judiciary system, police, education institutions and labour inspection. A notable exception is Ethiopia, where changes in the political context have opened up new opportunities for GAA and other CSOs to address the national government. Traditional and community leaders Work with traditional and community leaders will continue in 2020, with a particular focus on securing the support of the most active champions, for example by linking them in supportive networks, by strengthening their capacities to promote and sustain positive social norms and values among their constituencies, and by concluding Memoranda of Agreement. In Ghana,
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Sierra Leone and Nepal as well as at the regional level in Asia, GAA organisations expressly work through existing formal and informal networks of traditional and/or religious leaders for greater leverage. To consolidate positive shifts in social norms and values at community level, GAA organisations will continue in 2020 their efforts to support communities and their leaders to affirm these shifts in byelaws – and to ensure the compliance thereof -, with specific attention for (gender) inclusiveness and equality. Broader awareness raising and mobilisation at the level of communities will also concentrate on consolidation of positive changes, with special attention for the mobilisation of boys and men. In many countries, GAA organisations plan to strengthen these efforts through media communications and media campaigns – as part of the implementation of the program but also as a result of awareness raising, dialogue and advocacy with journalists and media agencies. No new communities will be entered in 2020. Support will be provided to community structures formed in the past years of the program, such as Anti-Harmful Traditional Practices Committees, Counter Trafficking Committees and Child Marriage Prevention Committees. More than in previous years, the focus will be on linking these groups with (local) government agencies and with other CSOs, and on strengthening their capacities to continue functioning after the end of the program.
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Civil Society strengthening Work with civil society actors in the coming year builds on the strategic shift towards like-minded organisations – rather than a broader range of child rights organisations (2016 and 2017). GAA organisations will also continue their strategy of forming, supporting and strengthening networks of like-minded CSOs. Joint advocacy is observed to be more effective (at national and local levels), and GAA organisations are well placed to link, coordinate and support collaboration and joint actions. In several countries, including Liberia, Sierra Leone, Uganda and the Philippines, the increased focus on CSO network building is also driven by the shrinking of spaces for civil society. A joint voice is a stronger voice, and addressing sensitive issues as a network can reduce risks of harassment, intimidation and prosecution for individual organisations. As in 2018 and 2019, GAA organisations will continue in 2020 their efforts to facilitate collaboration between CSOs, government agencies and/or the private sector in multi-stakeholder platforms for the monitoring of policy implementation and compliance, and for alignment of roles and tasks in the provision of services for girls and young women. In Kenya for example, GAA organisations will support linkages and collaboration between national and county level CSO networks and Technical Working Groups on Gender, Sexual Exploitation of Children and other policy areas. In the Philippines, GAA supports the inclusion of CSOs in Local Councils for the Protection of Children (LCPCs). Youth advocates Throughout the program, further emphasis will be placed in 2020 on work with youth advocates. This includes training, coaching, mentoring and supporting youth groups at schools and communities, with a focus on existing groups (rather than forming new ones). Youth groups will be supported to organise themselves and to mobilise resources. Efforts will be stepped up to connect them with existing (youth) organisations and networks, such as national Children’s Parliaments, and/or to establish national networks of youth advocates. In Bangladesh, Kenya, India, Uganda, Nepal and Liberia, youth advocates will also be supported to participate in the Voluntary National Review (VNR) processes planned for 2020. Facilitation of meaningful participation of girls and young women in decision making and advocacy fora at various levels will also continue. Notable events in 2020 include the High Level Political Forum (July 2020) and the sixty-fourth session of the Commission on the Status of Women (March 2020) in New York, but there are many more opportunities at regional, national and local levels, such as the celebration of the International Day of the Girl (including girl take-overs of key positions at large corporates, ministries and other public agencies) and 16 Days of Activism Against Gender-Based Violence, the Asian Youth Forum 202, AIESEC Youth Speak events, as well as consultations, inter school debates, community dialogues and meetings with traditional leaders, local government agencies and private sector representatives organised through the program.
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Inclusiveness, meaningful participation, safeguarding and care form leading principles in all GAA-led and supported actions with and for youth advocates. For example, a buddy approach is used during advocacy events at national and international levels, whereby more experienced advocates team up with younger peers. A comprehensive safeguarding package forms part of GAA’s involvement with youth advocates at all levels. Private sector engagement GAA organisations will continue in 2020 their efforts to influence private sector actors to address gender-based violence in their operations, to protect young women from economic exploitation and to support their economic empowerment. Despite limited previous experience with working with the private sector of many GAA organisations, positive relationships were established in this field since the inception of the program in 2016. Especially in African contexts, these pertain foremost to local Small and Medium Enterprises and the informal sector, such as boda-boda drivers (Uganda), local hotels, bars and tour operators (Ethiopia, Ghana, Philippines), telecom (Liberia) and ICT companies and cybercafés (Bangladesh). In many countries, GAA organisations moreover managed to involve branch organisations and other private sector interest groups for greater leverage, such as the Transport Licencing Board (Uganda), Chambers of Commerce (Ethiopia), the Kenya Association of Manufacturers, Tourism Authorities (Sierra Leone, Ghana, Philippines, Nepal), media organisations (Bangladesh, Philippines) and hotel and trekking associations (Nepal). GAA organisations will continue to build on these contacts in 2020. In most cases, concrete practice changes are envisaged, for which foundations were laid in previous years. For example the finalisation, ratification and implementation of Codes of Conduct, the monitoring of compliance with government policies on gender-based violence and decent work, appointment of women in supervisory and management positions, and offering employment and/or internship opportunities to young women. In India, GAA partners work with a variety of corporate actors to increase the share of CRS spending on gender-related issues.
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In Bangladesh and Nepal, GAA organisations will continue to focus their advocacy towards the private sector on the readymade garment (RMG) industry and the tourism sector respectively, in coordination with the GAA Netherlands programme team. In Bangladesh, targeted RMG companies are expected to align, by 2020, their HR policies and Codes of Conduct with the prevalent High Court Guidelines, notably on sexual harassment and equal wages. Collaboration with Change Associates, a local NGO specialised in advocacy with the RMG sector, since 2019 will be extended into 2020. Linking with two important networks of manufacturers is foreseen in 2020: The Bangladesh Garment Manufacturers and Exporters Association (BGMEA) and the Bangladesh Knitwear Manufacturers and Exporters Association (BKMEA). In Nepal, work will continue with the Hotel Association Nepal (HAN) and Trekking Agencies’ Association of Nepal (TAAN) to ensure endorsement of Policies and Codes of Conduct, the adoption thereof by both associations’ members, and the monitoring of the implementation. Private sector in the Netherlands A revised strategy for engagement with the private sector in the Netherlands was developed in April 2018 for greater focus and linkage with GAA programme countries. In line with this strategy, the GAA will continue in 2020 its engagement in various Responsible Business Conduct Agreements (IMVO covenants), advocating for the inclusion of gender equality in agreements and the subsequent inclusion of a gender lens in due diligence. Important gains during 2019 are the reference to gender equality and child rights in the Metal Sector covenant agreement, the increased awareness and knowledge on gender discrimination of Food Products covenant signatories, and the concrete skills and knowledge that have been built among signatories of the Garment and Textile Covenant to address gender discrimination. Within the steering and working groups of these IMVO covenants, as well as with stakeholders of the Dutch outgoing tourism sector, GAA coordinates and aligns its actions with other NGOs involved. GAA members have learned that influencing IMVO stakeholders on gender sensitive due diligence is a complex and lengthy process. Three challenges stand out: °° For NGO stakeholders involved in the IMVO covenant it is difficult to monitor the concrete due diligence actions carried out by companies. Risks of gender discrimination and child rights violations may have been included as priorities in the covenant but due to the
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confidentiality requirements, it is almost impossible for NGO stakeholders to track how companies are actually conducting their due diligence °° The Dutch government has been reluctant to play a proactive and more demanding role towards signatories with regard to the inclusion of a gender lens in due diligence processes °° Effective influencing of gender due diligence practices requires a strong, coordinated, lobby by NGOs involved in the IMVO covenants. But aligning actions of different NGOs, as for example between the members of the WO=MEN working group, is a time-consuming process. Taking into account these learnings and the experiences gained within each IMVO covenant, the GAA organisations will continue their advocacy for more effective gender-sensitive due diligence processes. During 2020, we will remain active in the Metal Sector, Food Products and Garment and Textile covenants. As the mid-term evaluation of the Agreement on Sustainable Garment and Textile (AGT) reveals, there is a continuous need among companies for concrete and specific tools and instruments for due diligence. GAA will work with others, such as WO=MEN and Win Win Strategies as well as other NGOs participating in IMVO covenants, to produce a useful and user friendly instrument that enables companies to adequately integrate the gender lens into due diligence. In cooperation with WO=MEN members, GAA will further strengthen the capacity of the secretariat of the Dutch Social and Economic Council (SER) to promote the adequate uptake of gender in IMVO due diligence. With regards to the garment and textile sector, GAA and Fair Wear Foundation will continue their joint efforts in providing advice and training to textile brands. This will be a follow up of the two gender trainings organized during spring 2019. Finally, GAA will contribute (through Terre des Hommes’ membership of the Dutch IMVO Platform) to the preparatory discussions around the set-up of the IMVO covenants evaluation which is due at the end of 2020.
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International accountability mechanisms The GAA will continue and build on its engagement with the High Level Policy Forum (HLPF) and the Sustainable Development Goals (SDG) monitoring process. The governments of Nepal, Liberia, Bangladesh and Uganda (among other countries) have committed to submit a VNR report in 2020 (in Liberia, this was in part an outcome of advocacy by GAA). GAA organisations in these countries will be supported to gather inputs from CSOs and youth advocates, to lobby with ministries in charge of the national VNR reports to include GAA issues and girls’ and young women’s rights, and to facilitate CSO and/or youth representation during the HLPF in New York in July 2020. The GAA will also continue its engagement with the Human Rights Council (HRC) and the Committee on the Rights of the Child (CRC), including youth-led CRC reports from the Philippines and Liberia and youth-led Universal Periodic Review (UPR) processes in Kenya and Nepal. In addition, in 2020, the GAA will engage with the Commission on the Status of Women (CSW). The twenty-fifth anniversary of the Fourth World Conference on Women and the adoption of the Beijing Declaration provides an important and much needed opportunity to advocate for gender equality and the empowerment of girls and young women. The GAA will engage at the level of program countries, supporting CSOs and especially youth advocates to include their voices in the review and appraisal of the implementation of the Beijing Declaration during the sixty-fourth session of the CSW in New York (March 2020). Collaboration on the Beijing +25 review is also sought with the Netherlands’ Ministry of Foreign Affairs. In 2020, GAA’s regional partners in Africa will continue to influence the African Union (AU) bodies on their responsibility to improve monitoring and accountability of the AU Ending Child Marriage Strategy. It is important to sustain the momentum and political commitment on ending child marriage, particularly as the attention may slow down due to other emerging policy initiatives (such as the new FGM continental campaign). Secondly, at AU level, GAA partners will keep on pushing for the domestication of the Maputo Protocol by African member states. Through a network of sub-regional and national CSOs, GAA partners will further promote the use of the Maputo Protocol scorecard instrument. At the level of the Regional Economic Communities (REC), and particularly at Economic Community of West African States (ECOWAS) and East African Community (EAC), GAA will focus its advocacy actions on two major issues. First, in WestAfrica, and through the DCI members, GAA will advocate for the full implementation of the ECOWAS Child Protection Framework. In East-Africa, GAA partners will influence the EAC and
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Intergovernmental Authority on Development (IGAD) bodies in order to achieve the enactment of the Regional Anti-Trafficking Bill and the IGAD Migration Protocol. At the regional level in South and Southeast Asia as well, GAA organisations will build in 2020 on outcomes of advocacy work in previous years, and focus on ensuring that the GAA agenda is taken forward beyond 2020. Through a network of sub-regional and national CSOs, GAA will continue its advocacy towards the development of a declaration against sexual exploitation of children by the ASEAN Commission on the Promotion and Protection of the Rights of Women and Children (ACWC), the adoption of a regional strategy on sexual abuse and exploitation and a Regional Action Plan against Child Marriage by the regional inter-governmental South Asia Initiative to End Violence Against Children (SAIEVAC), the incorporation and operationalisation of gender equality and economic empowerment in the Asian Development Bank (ADB) strategy for 2030, and the institutionalisation of youth participation by the ADB. Engagements with regional associations, networks and chains in the RMG, hospitality, travel and tourism sectors will also be extended in 2020. Advocacy towards the RMG sector will be supported by a business case study that was finalised in 2019. It is expected that in 2020, important steps will be made towards the acknowledgment of responsibilities by these associations, and a more active role in mobilising their members to realise decent work principles of fair income, equal opportunities and safe workplaces for women. 3.2. CAPACITY DEVELOPMENT OF CSO PARTNERS
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Capacity Development in the context of the GAA Theory of Change refers to the strengthening of organisational capacities of direct CSO partners of the GAA, formally contracted for the implementation of the GAA programme. In 2020, the alliance will continue its focus on further strengthening the organisational capacities of its direct CSO partners on 2 or 3 core capacities that enable these organisations to continue and further strengthen their advocacy work beyond the current GAA program, notably networking, financial sustainability and strengthening work with youth advocates and inclusiveness. The process of contracting will only be finalised in December 2019, but at the time of reporting, the GAA organisations expect to continue their collaboration with the same (local) CSO partners involved in the program in 2019. For 2020, a total number of 46 CSO partners is expected to be contracted for the implementation of the program in the ten program countries and at regional and international level. 3.3. LEARNING AND PME Since the beginning of the GAA program, the Alliance Program Teams have gathered a bulk of evidence in answer to the central learning questions of the GAA Learning Agenda. These learning questions relate to the key assumptions underlying the GAA Theory of Change and pertain to three major areas of interest: (1) social norms change; (2) the role of civil society in advocating for gender equality; and (3) the link between gender-based violence and economic exclusion. Methods used vary from exchange visits and peer reviews to research assignments with external knowledge institutes. Sharing and reflection on these and other learnings is an integral part of the agenda of the half yearly Outcome Harvesting meetings of all APTs – with regional learning meetings convened in Africa and Asia early 2019 for cross-country sharing, learning and reflection. After collecting and analysing of the learning outcomes of all APTs in 2019, the alliance plans for 2020 to round up its Learning Agenda trajectory with the production of a booklet based on these learnings. Additional literature research and interviews are foreseen to complement the findings of the APTs. In addition, the alliance considers to further investigate in 2020 the ToC assumption that “Lobby and advocacy strategies, at all levels, have to be substantiated and supported, if not carried out, by a substantial part of the group they are supposed to benefit”, to substantiate our case of the added value of youth-led advocacy and meaningful participation by girls and young women to achieve our goals. This will be done through a separate research trajectory.
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15 Girls Advocacy Alliance - Annual Plan 2020
Depending on available resources, a learning event on the role of (social) media in advocacy is also an option. In line with the subsidy decision for the GAA program, an external Final Evaluation of the program will take place in 2020. Also in line with the grant decision, an External Reference Group has been installed to advise the GAA Program Committee throughout the evaluation process. The final evaluation report is expected to be submitted by 1 December 2020. 3.4. COLLABORATION, HARMONIZATION AND COMMUNICATION At national, regional and international levels, GAA organisations will continue to collaborate and ally with a wide range of specialist and expert organisations for joint or aligned advocacy, technical inputs and advice on specific and specialist topics. Examples include the Uganda Women Entrepreneurship Association (UWEAL), Girls Not Brides (Liberia, Ghana, Bangladesh, Nepal), UNICEF (Liberia, Asia, Netherlands), the National Teaching Service Commission (Sierra Leone), the Thailand Institute of Justice and the IECD Youth Career Initiative. In the Netherlands, GAA organisations will further strengthen their cooperation with other stakeholders involved in Responsible Business Conduct Agreements (IMVO covenants) like Fair Wear Foundation, UNICEF, NGOs involved in WO=MEN and the trade unions (FNV and CNV). The alliance will also build in 2020 on relationships with the Netherlands Embassies in Accra (also in relation to Liberia and Sierra Leone), Ethiopia, Uganda, Bangladesh and the Philippines. Collaboration has been most concrete with the RNE in Accra, including support to reach out to the national house of Chiefs President and the King of Ashanti. Apart from the sharing and exchange of information, the alliance will continue to explore opportunities for concrete collaboration with the Embassies in Uganda, Kenya, Bangladesh and the Philippines as well.
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The alliance will furthermore in 2020 continue its efforts to reach a wider audience of â&#x20AC;&#x2DC;informed stakeholdersâ&#x20AC;&#x2122; in the Netherlands with results and learnings from the programme, and to support the Ministry to develop and share the narrative of the Dialogue & Dissent framework.
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16 Girls Advocacy Alliance - Annual Plan 2020
4. Theory of change of the girls advocacy alliance Based on ongoing reflection on the contextualised Theories of Change by all Alliance Program Teams, a number of key lessons learned emerge on how change works in policy and decision-making processes around GAA issues of gender-based violence and economic empowerment: 1.
The three-staged model of agenda setting-policy change-practice change has been, throughout the program, often perceived as a linear process. The model suggests that once an issue has been placed on the public and political agenda, policy makers and legislators will be pressured to develop laws and public policies on it. Consequently, once laws and policies have been adopted, policy makers will translate them into effective actions, services and budgets. In reality however, the policy making process is far more messier than we assumed. In countries with authoritarian governments and a weak democratic tradition, politicians and policy makers are much less prone to respond to public claims and pressure emanating from civil society. Policy and decision-making in many non-Western democracies is much more informal, and institutions often function according to personalized rather than impersonal logics. Opportunities for policy change appear to emerge from the informal spaces where local leaders, political party representatives, key policy makers, traditional and religious leaders and civil society coalitions manage to forge a consensus around a specific issue.
2.
One of the key challenges of the GAA program is the lack of implementation of existing policies addressing gender based violence and economic exclusion. How this so called ‘implementation gap’ can be bridged, remains a bit opaque in our current ToC. Based on the practice of the GAA program, we have gained new insights. We learned that government agencies at local level, which are responsible for the implementation of public policies, are often more willing to adjust existing plans of action and budgets in order to improve public service delivery. Bringing young people, especially girls and young women, into local policy-making spaces has led to greater awareness and commitment of local officials. The role of traditional and religious leaders is also important in this regard.
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3.
How change processes evolve depends also on the context and the issue at stake. For example, states that are governed by a dominant ruling coalition – one that has less concerns about strong competitors challenging their hold of power – provide better conditions for developing longer-term and more ‘developmentalist’ policies. These States are also better placed to deliver legislative change and move towards implementation more rapidly than their counterparts in competitive political settlements. The lack of parliamentary opposition and a stronger grip on the public bureaucracy are important factors. The specific configuration of political power thus determines what the process of change looks like. What matters is also the specific issue that is at hand. Some issues, such as child marriage and domestic violence, touch upon deeply rooted religious beliefs and norms. Efforts to change laws and norms around these issues may counter greater resistance from political and social actors than other issues, such as child trafficking and child labour, which are less rooted in religious doctrine and tradition.
4.
Although considered a contextual factor, outside the sphere of influence of the alliance, shrinking civic space and the changing international political climate have had a greater impact on change processes and possibilities for advocacy than anticipated at the time of ToC development. This was felt clearly at the level of international and regional institutions, where we encountered reluctance and resistance from conservative forces to address gender issues, but also at national levels, for example in the Philippines, Ethiopia, Bangladesh, Liberia and India. Expectations from progression in certain areas had to be adjusted to a more realistic target of maintaining the status quo. In other cases, advocacy for positive change had to be re-strategized to opposing negative change or mitigating consequences thereof.
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17 Girls Advocacy Alliance - Annual Plan 2020
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5.
The practice of GAA implementation has confirmed our assumption regarding the strong influence of traditional and religious leaders on social norms underlying gender inequality and discrimination. However, changes in the community pathway do not happen in the unidirectional way in which it may be interpreted from our ToC. Our original assumptions seem to be correct but the overall ToC picture is too general and misses some important steps. For example, the processes of dismissing old norms and the internalization of new norms are not adequately included in the ToC. Another important aspect of social norms transformation is the interplay between customary law and formal law, or in other words, between traditional and religious leaders and (local) political actors. Although our current ToC acknowledges the fact that both actors do influence each other, it does not make clear how this happens. We know that these interactions are also context specific. In some countries, traditional authorities enjoy a much greater autonomy towards the State to decide on a range of cultural and economic matters. In these settings, formal authorities will be less inclined to adopt policies and laws that are in conflict with the interests of traditional actors.
6.
Much has been learnt as well on evolvement of change processes in the private sector. Decision making – and hence influencing these processes - in small, informal businesses is basically different from larger, formal establishments. Likewise, branch associations and membership-based networks of private sector actors require a different approach than individual companies. Most notable is the apparent lack of response by larger corporates to business cases that outline the gains (in profit, HR retention and/or productivity) that can be made by realising decent work principles of fair income, equal opportunities and safe workplaces for women. Rather, risks for image damage and consequent losses of profit and/or productivity seem a stronger driver for change from the part of corporate actors.
7.
Finally, the ToC of the GAA program is rather silent on the role of youth advocates. During the past years, the GAA program has invested a lot in the mobilization and meaningful participation of girls and young women advocates. Experience shows that girls and young women, in collaboration with boys and young men, are able to strengthen civil society’s advocacy towards governments. First of all, they have shown their capacity to involve young people in collective action by investing in peer-to-peer awareness and expanding local groups and networks. Secondly, in their engagements with policy and decision-makers they are putting forward their own demands in new, fresh and creative ways. This has happened at local, national, regional and even international policy spaces. Thirdly, youth advocates who are mobilizing are not only advocating for changes in specific policies but have put forward their more fundamental claim that young people should be fully included in public decision-making, in public (government) spaces as well as in civil society organisations and at community level. The struggle of young people claiming their political right to be heard and to participate has become even more relevant in a world wherein liberal and democratic values are increasingly being undermined by states and non-state actors.
The insights outlined above constitute an important enrichment to the GAA Theory of Change. Awareness of the nuances with regards to the change levels (agenda setting-policy change-practice change) and the unpredictable and complex nature of advocacy and social change featured in discussions on plans for the coming period and can be seen in the strategic plans for the coming year, e.g. in the stronger emphasis on youth advocates and the engagement with the Commission on the Status of Women (CSW). The outcomes of the ToC review process will be discussed and consolidated with the Alliance Program Teams during the Outcome Harvesting Meetings in February/March 2020. Also, the acquired insights will form important inputs for the development of a Theory of Change for a second phase of the program in the coming months. Reflection and analysis on the 10 assumptions of the Theory of Change, also as part of the GAA Learning Agenda (see section 3.3), moreover inspired plans to further investigate in 2020 the assumption that “Lobby and advocacy strategies, at all levels, have to be substantiated and supported if not carried out by a substantial part of the group they are supposed to benefit”, and to further explore the role of the media in our advocacy work (assumptions 3 and 9) - also see section 3.3. on Learning and PME.
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18 Girls Advocacy Alliance - Annual Plan 2020
For the current program, the original Theory of Change still serves its main purposes. It is a suitable communication tool to explain the program and it outlines the underlying view on change processes. As an overall umbrella, it effectively supports the steering of the alliance at the highest level, and it demarcates the main strategic approaches and areas for implementation. Against this background, the alliance will not develop a full new ToC narrative and ToC visual for the remaining period of the current GAA program. Instead, to support consolidation and further discussion, a â&#x20AC;&#x2DC;discussion pieceâ&#x20AC;&#x2122; will be developed (with the collaboration of an illustrator) which integrates the main outcomes of the review process with the current ToC visual - notably the influence of context and the role of youth advocates; two elements that were found to be lacking from the current visual.
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-II- Financial Planning of the Girls Advocacy Alliance
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Photo credit: Plan International
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20 Girls Advocacy Alliance - Annual Plan 2020
5. Financial Planning 5.1. REVISED BUDGET OF THE GIRLS ADVOCACY ALLIANCE Below budget is an update of the revised budget that was presented in the Annual Plan 2019 in December 2018, and that was approved by the Ministry of Foreign Affairs by letter of 1 April 2019. It includes budget neutral adjustments to the budgets for implementation of program components by alliance organisations Plan International Netherlands, Defence for Children ECPAT and Terre des Hommes Netherlands in 2020. For 2016, 2017 and 2018, actual expenditures are included as determined in the GAA Annual Reports for these years. For 2019, the expected expenditures are presented as indicated by the alliance organisations, based on their realised expenditures for the period January – June 2019 plus an estimate over the second half of the year. The revised budget presented below is hereby submitted to the Ministry for approval. Expected expenditures 2019 The alliance expects to spend €10.5 mio in 2019; 96% of the approved annual budget for 2019. Adjustment of the GAA budget After an extended inception phase, the pace of program implementation increased steadily in 2017, 2018 and notably 2019, making up for most of the delays incurred during the start-up. Unspent amounts from 2016, 2017 and 2018 were reallocated to the budgets for remaining years of implementation. This has been done in each year’s annual plan.
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The forecast for 2020 is €561K higher than the approved annual budget for 2020 due to the reallocation of an expected unspent amount of the 2019 budget. Overall, the forecast for 2020 remains lower than the expenditures in 2018 and 2019, reflecting the fact that activities by local implementing partners will be finalised by the end of the third quarter of 2020 to allow for timely conclusion of the overall program in line with the subsidy conditions. The alliance expects to spend its total budget as awarded by the grant decision TFVG-411/15 activity number 27548 (25 November 2015) by the end of 2020, plus an amount of €10K of interest received in 2016, with the exception of an amount of €106K for the finalisation of alliance-level synthesis financial and narrative end reports, including an external audit – which is expected to be spent and accounted for by the end of April 2021. These latter costs are presented in the revised budget of the Girls Advocacy Alliance below in the column ‘forecast 2021’. At the level of the overall 2016 – 2020 program budget, one notable shift is foreseen at the level of program components: the program in Bangladesh is not expected to realise the scope foreseen at the onset of the program, resulting in a downward adjustment of the forecast for the corresponding program component of €400K. At the level of the program outcome categories, less activity is expected to take place in the field of Knowledge & Research, reflected in a decrease of almost €500K of the forecast for this outcome category. These shifts are reflected in adjustments to the budget for 2020 and are explained below. The overall grant budget for the GAA programme 2016 – 2020 remains equal. Hourly rates and overhead costs calculations have not changed as compared to the original subsidy request and budget (August 2015). Shifts between 2020 budget and forecast at the level of program components Most adjustments to the 2020 budget follow from the reduction of the budget for the implementation of the program by alliance organisation Plan International in Bangladesh. In the past three years, counterparts and partners of Plan International in Bangladesh have not been able to implement the program as planned. Several factors contributed to a consistently lower level of expenditures. Besides the delays experienced at the start of the program, difficulties were faced in selecting CSO partners and to build the necessary relationships with key actors in the
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21 Girls Advocacy Alliance - Annual Plan 2020
Ready Made Garment industry, which is in itself a socially and politically sensitive setting. The initially selected partners did not have sufficient leverage. In 2018, a new, more experienced and better positioned partner organisation was selected and brought onboard. This change took a toll however, in the form of delays and low expenditures, exacerbated by changes of staff within Plan International in Bangladesh. Considering the large amount of budget remaining for the last year, Plan International made the decision to adjust the budget into a more realistic forecast. This downward adjustment allowed Plan to reallocate budget to other countries and program components to seize specific opportunities for influencing in 2020: °° In Nepal, an additional investment in multi-stakeholder meetings with international, national and local tourism companies and operators is expected to lead to stronger private sector practices of ensuring young women’s economic empowerment in the sector. °° Changed socio-political conditions or opportunities and the opening up of the civic space in Ethiopia present new opportunities for partners to strengthen girls and young women’s groups at local level and to intensify engagement with government agencies at national level. °° In Ghana, the upcoming presidential elections offer an interesting platform for mobilizing citizens to demand the elimination of gender based violence °° In Sierra Leone, alliance organisations foresee important gains from stepped up efforts to address social norms, notably at the level of communities. °° At the international and regional level in Asia, several opportunities emerge to further strengthen connections between GAA country level and international level advocacy. The CSW in 2020 (on the Beijing +25) and the HLPF also generate opportunities to promote the voices of girls and young women in global spaces. Finally, in 2020, additional efforts will be made to promote stronger linkages between youth advocates from various GAA countries.
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Other shifts between 2020 budget and forecast at the level of program components reflect fluctuations in expenditures and delayed effects of reallocations in previous years. Notably in Liberia, consistent delays due to organizational and administrative challenges at the local counterpart of Plan International, in combination with the particular conditions of the country, led Plan to downward adjustments of the budget (2018 and 2019). Due to the postponement of a research planned for 2019, considerable under expenditure is expected on the (reduced) budget for 2019. The research is expected to take place in 2020 however, which results in a relatively high (but in absolute amounts moderately increased) forecast for 2020. Shifts between 2020 budget and forecast at the level of budget lines As in previous years, the alliance expects to spend in 2020 less on activities related to Knowledge & Research than anticipated. At the onset of the program, all program teams reserved budget for this outcome area. Without explicit instructions on the operationalisation of the learning agenda, exhaustion of this budget lagged behind. In many cases, also, researches and other activities that contributed to learning were labelled as advocacy. Overall, the alliance expects that by 2020, more resources than initially foreseen will have been allocated to Lobby & Advocacy and Capacity Development – the two key outcome areas of the program.
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22 Girls Advocacy Alliance - Annual Plan 2020
5.2. E6.2. ESTIMATED REVENUES AND EXPENDITURES 2019 Estimated revenues 2016 - 2020
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Funds received MFA 31-12-2015 (1st instalment)
€
4.956.280
Funds received MFA 27-10-2016 (2nd instalment)
€
1.579.668
Funds received MFA 01-12-2016 (3rd instalment)
€
9.079.312
Funds received MFA 31-12-2017 (4th instalment)
€
7.868.928
Funds received MFA 31-12-2018 (5th instalment)
€
9.379.537
Planned instalment MFA 2018 (budget CY 2019)
€
7.932.940
Received interest CY 2016
€
10.554
Received/estimated interest CY 2017 - 2020
€
0
Actuals 2016 expenditures
€
- 4.427.544
Actuals 2017 expenditures
€
- 8.015.030
Actuals 2018 expenditures
€
- 9.748.370
Estimated 2019 expenditures
€
- 10.471.740
New budget 2020/2021 expenditures
€
- 8.556.623
Expected balance per December 2020
€
- 412.088
Liquidity planning as per MFA grant decision no. 27548 (adjusted as per letter dated 22 November 2017)
Instalments Girls Advocacy Alliance 1st
Received
14 December 2015
€
4.956.280
2nd
Received
27 October 2016
€
1.579.668
3rd
Received
1 December 2016
€
9.079.312
4th
Received
31 December 2017
€
7.868.928
5th
Received
18 December 2018
€
9.379.537
6th
Planned
December 2019
€
7.932.940
7th
Planned
2021
€
412.089
€
41.208.754
Total (maximum)
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23 Girls Advocacy Alliance - Annual Plan 2020
Revised budget 2016 - 2020 of the Girls Advocacy Alliance Programme Component
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Actual 2016
Actual 2017
Actual 2018
Budget 2019
Forecast 2019
Country 1 - Ghana Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 50.265 € 225.928 € 77.871 € 14.356 € 368.420
€ 55.292 € 360.015 € 85.625 € 31.926 € 532.858
€ 179.085 € 451.462 € 116.923 € 76.247 € 823.717
€ € € € €
Country 2 - Sierra Leone Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 40.298 € 176.265 € 53.109 € 3.284 € 272.956
€ 84.042 € 196.895 € 105.290 € 15.823 € 402.051
Country 3 - Liberia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 40.018 € 87.489 € 20.345 € 3.341 € 151.194
Country 4 - Ethiopia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
Deviation %
148.984 295.578 156.549 125.869 726.980
€ 56.019 € 377.020 € 206.214 € 19.680 € 658.934
-62% 28% 32% -84% -9%
€ 40.557 € 248.435 € 122.385 € 19.452 € 430.828
€ 53.641 € 238.514 € 108.296 € 10.046 € 410.496
€ 80.418 € 285.147 € 82.267 € 18.046 € 465.878
50% 20% -24% 80% 13%
€ 36.859 € 150.355 € 66.804 € 15.835 € 269.853
€ 78.094 € 255.437 € 99.869 € 15.585 € 448.985
€ 96.556 € 322.736 € 146.736 € 14.922 € 580.950
€ 72.862 € 278.161 € 66.773 € 23.527 € 441.324
-25% -14% -54% 58% -24%
€ 95.624 € 147.557 € 94.019 € 40.983 € 378.182
€ 104.506 € 302.084 € 227.993 € 96.254 € 730.837
€ 91.667 € 556.241 € 244.181 € 107.447 € 999.537
€ 102.906 € 535.029 € 129.703 € 57.643 € 825.281
€ 131.391 € 535.684 € 128.628 € 56.764 € 852.467
28% 0% -1% -2% 3%
Country 5 - Kenya Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 40.475 € 113.400 € 28.157 € 11.496 € 193.529
€ 98.945 € 344.867 € 129.228 € 77.559 € 650.599
€ 119.901 € 578.720 € 102.836 € 75.712 € 877.169
€ 109.707 € 628.862 € 297.228 € 44.233 € 1.080.029
€ 108.828 € 619.539 € 294.564 € 42.901 € 1.065.831
-1% -1% -1% -3% -1%
Country 6 - Uganda Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 41.947 € 83.625 € 86.032 € 75.759 € 287.364
€ 106.015 € 361.759 € 186.290 € 54.563 € 708.627
€ 70.651 € 397.783 € 170.244 € 50.492 € 689.170
€ 71.873 € 577.916 € 218.305 € 54.225 € 922.318
€ 71.387 € 575.813 € 209.735 € 67.998 € 924.934
-1% 0% -4% 25% 0%
Regional Africa Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 44.252 € 116.920 € 8.390 € 20.291 € 189.853
€ 78.013 € 282.706 € 48.946 € 99.005 € 508.669
€ 91.812 € 399.391 € 99.381 € 90.309 € 680.892
€ 86.616 € 493.037 € 181.342 € 72.668 € 833.662
€ 71.374 € 490.271 € 184.414 € 50.151 € 796.210
-18% -1% 2% -31% -4%
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24 Girls Advocacy Alliance - Annual Plan 2020
Revised budget 2016 - 2020 of the Girls Advocacy Alliance Programme Component
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Forecast Deviation Total % 20+21
Budget 2020
Forecast 2020
Forecast 2021
Country 1 - Ghana Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 42.799 € 280.069 € 65.137 € 22.504 € 410.509
€ 82.385 € 322.374 € 54.002 € 3.178 € 461.939
€ 6.000 € € € € 6.000
€ 88.385 € 322.374 € 54.002 € 3.178 € 467.939
107% 15% -17% -86% 14%
€ 367.120 € 1.419.477 € 691.559 € 379.158 € 2.857.313
€ 429.046 € 1.736.798 € 540.635 € 145.387 € 2.851.867
17% 22% -22% -62% 0%
Country 2 - Sierra Leone Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 56.997 € 152.491 € 57.428 € 9.015 € 275.931
€ 54.935 € 193.634 € 59.418 € 10.202 € 318.189
€ 6.000 € € € € 6.000
€ 60.935 € 193.634 € 59.418 € 10.202 € 324.189
7% 27% 3% 13% 17%
€ 283.955 € 1.055.185 € 478.012 € 53.777 € 1.870.929
€ 306.251 € 1.100.375 € 422.469 € 66.807 € 1.895.903
8% 4% -12% 24% 1%
Country 3 - Liberia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 43.640 € 163.254 € 62.025 € 14.439 € 283.359
€ 88.092 € 229.764 € 77.652 € 78.313 € 473.820
€ 5.000 € € € € 5.000
€ 93.092 € 229.764 € 77.652 € 78.313 € 478.820
113% 41% 25% 442% 69%
€ 304.938 € 1.027.610 € 410.704 € 68.841 € 1.812.093
€ 320.925 € 1.001.205 € 331.444 € 136.601 € 1.790.176
5% -3% -19% 98% -1%
Country 4 - Ethiopia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 88.810 € 334.282 € 113.939 € 68.836 € 605.867
€ 67.423 € 465.830 € 144.828 € 53.461 € 731.542
€ 6.000 € € € € 6.000
€ 73.423 € 465.830 € 144.828 € 53.461 € 737.542
-17% 39% 27% -22% 22%
€ 532.264 € 1.932.188 € 821.215 € 381.493 € 3.667.160
€ 496.612 € 2.007.396 € 839.649 € 354.909 € 3.698.566
-7% 4% 2% -7% 1%
Country 5 - Kenya Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 98.045 € 422.612 € 156.151 € 90.026 € 766.833
€ 60.512 € 397.738 € 165.789 € 53.320 € 677.359
€ € € € € -
€ 60.512 € 397.738 € 165.789 € 53.320 € 677.359
-38% -6% 6% -41% -12%
€ 426.913 € 1.984.249 € 728.224 € 311.891 € 3.451.277
€ 428.661 € 2.054.265 € 720.574 € 260.988 € 3.464.488
0% 4% -1% -16% 0%
Country 6 - Uganda Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 69.614 € 327.361 € 149.236 € 50.960 € 597.171
€ 65.244 € 402.723 € 180.555 € 30.997 € 679.518
€ € € € € -
€65.244 €402.723 €180.555 €30.997 €679.518
-6% 23% 21% -39% 14%
€ 355.743 € 1.799.269 € 858.742 € 313.756 € 3.327.510
€ 355.245 € 1.821.702 € 832.856 € 279.810 € 3.289.613
0% 1% -3% -11% -1%
Regional Africa Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 71.598 € 379.308 € 64.400 € 107.825 € 623.132
€ 51.797 € 386.846 € 63.580 € 82.168 € 584.390
€ 6.000 € € € € 6.000
€ 57.797 € 386.846 € 63.580 € 82.168 € 590.390
-19% 2% -1% -24% -5%
€ 340.782 € 1.668.294 € 358.616 € 382.803 € 2.750.495
€ 343.247 € 1.676.134 € 404.711 € 341.924 € 2.766.015
1% 0% 13% -11% 1%
Budget Total
Forecast Deviation Total %
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25 Girls Advocacy Alliance - Annual Plan 2020
Actual 2016
Actual 2017
Actual 2018
Budget 2019
Forecast 2019
Country 7 - Bangladesh Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 51.459 € 174.291 € 112.684 € 70.188 € 408.622
€ 65.680 € 461.264 € 83.091 € 14.670 € 624.705
€ 81.228 € 375.087 € 125.947 € 47.003 € 629.265
€ 81.765 € 413.483 € 310.315 € 44.133 € 849.695
€ 83.687 € 314.303 € 231.669 € 55.925 € 685.583
2% -24% -25% 27% -19%
Country 8 - India Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 34.480 € 173.256 € 23.488 € 39.012 € 270.236
€ 102.679 € 375.250 € 55.488 € 73.137 € 606.554
€ 88.139 € 466.163 € 111.071 € 46.376 € 711.749
€ 100.129 € 550.917 € 217.617 € 56.027 € 924.689
€ 100.250 € 552.320 € 211.723 € 56.304 € 920.596
0% 0% -3% 0% 0%
Country 9 - Nepal Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 36.672 € 52.196 € 22.943 € 989 € 112.800
€ 103.443 € 235.022 € 29.228 € 12.005 € 379.698
€ 114.575 € 287.559 € 70.703 € 10.591 € 483.428
€ 99.431 € 272.727 € 50.435 € 4.709 € 427.301
€ 94.884 € 322.826 € 42.250 € 3.611 € 463.571
-5% 18% -16% -23% 8%
Country 10 - Philippines Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 62.960 € 86.874 € 63.332 € 29.980 € 243.146
€ 60.836 € 422.388 € 135.037 € 46.878 € 665.139
€ 81.070 € 402.146 € 84.807 € 32.902 € 600.925
€ 62.716 € 411.597 € 242.492 € 23.490 € 740.295
€ 69.677 € 413.789 € 243.353 € 22.045 € 748.865
11% 1% 0% -6% 1%
Regional Asia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 45.905 € 135.093 € 12.058 € 23.810 € 216.867
€ 33.563 € 189.044 € 29.103 € 18.248 € 269.959
€ 73.804 € 343.064 € 76.070 € 36.069 € 529.006
€ 49.616 € 435.536 € 84.104 € 43.387 € 612.643
€ 67.187 € 396.736 € 61.626 € 66.047 € 591.595
35% -9% -27% 52% -3%
Netherlands/International Administration + PME NL Lobby & Advocacy Capacity development Knowledge and research Alliance coordination PMEL Overhead recovery Sub Total
€ 183.381 € 264.695 € 16.851 € 55.629 € 222.825 € 590.994 € 1.334.375
€ 189.806 € 544.472 € 24.576 € 68.764 € 167.192 € 670.673 € 1.665.482
€ 259.280 € 771.545 € 5.768 € 15.602 € 170.004 € 621.498 € 1.843.697
€ 256.011 € 846.481 € 20.399 € 77.808 € 203.693 € 549.157 € 1.953.548
€ 166.232 € 871.243 € 24.240 € 67.571 € 177.509 € 549.157 € 1.855.952
-35% 3% 19% -13% -13% 0% -5%
Grand Total
€ 4.427.544
€ 8.015.030
€ 9.748.370 € 10.887.886 € 10.471.740
-4%
Totals per Outcome Administration + PME NL Lobby & Advocacy Capacity development Knowledge and research Alliance coordination PMEL Overhead recovery Total
€ 767.737 € 1.837.589 € 619.280 € 389.120 € 222.825 € 590.994 € 4.427.544
€ 1.119.679 € 4.226.120 € 1.206.699 € 624.668 € 167.192 € 670.673 € 8.015.030
€ 1.369.864 € 5.533.032 € 1.430.185 € 623.788 € 170.004 € 621.498 € 9.748.370
€ 1.174.197 € 6.032.852 € 1.987.456 € 550.570 € 177.509 € 549.157 € 10.471.740
-11% 0% -8% -12% -13% 0% -4%
Programme Component
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€ 1.319.950 € 6.022.410 € 2.163.521 € 629.156 € 203.693 € 549.157 € 10.887.886
Deviation %
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26 Girls Advocacy Alliance - Annual Plan 2020
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Forecast Deviation Total % 20+21
Budget 2020
Forecast 2020
Forecast 2021
Country 7 - Bangladesh Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 75.489 € 500.264 € 139.528 € 55.975 € 771.255
€ 66.761 € 342.643 € 165.006 € 36.409 € 610.819
€ € € € € -
€ 66.761 € 342.643 € 165.006 € 36.409 € 610.819
-12% -32% 18% -35% -21%
€ 352.698 € 1.986.982 € 802.452 € 245.453 € 3.387.585
€ 348.815 € 1.667.587 € 718.397 € 224.196 € 2.958.995
-1% -16% -10% -9% -13%
Country 8 - India Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 121.820 € 335.609 € 61.869 € 124.493 € 643.791
€ 112.075 € 397.387 € 46.351 € 110.859 € 666.672
€ € € € € -
€ 112.075 € 397.387 € 46.351 € 110.859 € 666.672
-8% 18% -25% -11% 4%
€ 391.126 € 1.962.798 € 493.677 € 314.428 € 3.162.029
€ 437.622 € 1.964.375 € 448.120 € 325.689 € 3.175.806
12% 0% -9% 4% 0%
Country 9 - Nepal Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 100.689 € 247.892 € 31.200 € 11.461 € 391.242
€ 81.898 € 213.771 € 23.149 € 1.134 € 319.952
€ € € € € -
€ 81.898 € 213.771 € 23.149 € 1.134 € 319.952
-19% -14% -26% -90% -18%
€ 434.183 € 1.035.192 € 202.609 € 37.466 € 1.709.450
€ 431.473 € 1.111.375 € 188.273 € 28.330 € 1.759.450
-1% 7% -7% -24% 3%
Country 10 - Philippines Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 42.422 € 315.114 € 99.536 € 60.136 € 517.209
€ 48.998 € 359.146 € 102.786 € 5.663 € 516.593
€ € € € € -
€ 48.998 € 359.146 € 102.786 € 5.663 € 516.593
16% 14% 3% -91% 0%
€ 296.703 € 1.646.421 € 667.893 € 218.342 € 2.829.358
€ 323.541 € 1.684.343 € 629.314 € 137.468 € 2.774.667
9% 2% -6% -37% -2%
Regional Asia Administration and PME Lobby & Advocacy Capacity development Knowledge and research Sub Total
€ 35.433 € 315.461 € 54.956 € 41.604 € 447.454
€ 40.226 € 364.940 € 132.759 € 26.911 € 564.836
€ 2.000 € € € € 2.000
€ 42.226 € 364.940 € 132.759 € 26.911 € 566.836
19% 16% 142% -35% 27%
€ 211.725 € 1.459.804 € 218.242 € 173.622 € 2.063.394
€ 262.685 € 1.428.877 € 311.616 € 171.086 € 2.174.264
24% -2% 43% -1% 5%
Netherlands/International Administration + PME NL € 181.893 Lobby & Advocacy € 553.543 Capacity development € 14.765 Knowledge and research € 104.908 Alliance coordination PMEL € 237.404 Overhead recovery € 462.542 Sub Total € 1.555.055
€ 213.863 € 837.469 € 5.000 € 68.882 € 212.239 € 507.529 € 1.844.981
€ 22.644 € € € € 52.368 € € 75.012
€ 236.507 € 837.469 € 5.000 € 68.882 € 264.607 € 507.529 € 1.919.993
30% 51% -66% -34% 11% 10% 23%
€ 973.329 € 2.891.679 € 96.549 € 358.725 € 1.088.591 € 2.911.291 € 8.320.163
€ 1.035.206 € 3.289.424 € 76.435 € 276.448 € 1.002.136 € 2.939.850 € 8.619.499
6% 14% -21% -23% -8% 1% 4%
€ 7.888.808 € 8.450.612 € 106.012 € 8.556.623
8%
€ 41.208.754 € 41.219.308
0%
€ 5.519.329 € 22.543.857 € 6.464.493 € 2.749.643 € 1.002.136 € 2.939.850 € 41.219.308
5% 3% -5% -15% -8% 1% 0%
Programme Component
Grand Total
Totals per Outcome Administration + PME NL € 1.029.249 Lobby & Advocacy € 4.327.259 Capacity development € 1.070.170 Knowledge and research € 762.183 Alliance coordination PMEL € 237.404 Overhead recovery € 462.542 Total € 7.888.808
€ 1.034.209 € 4.914.263 € 1.220.873 € 561.498 € 212.239 € 507.529 € 8.450.612
€ 53.644 € € € € 52.368 € € 106.012
€ 1.087.853 € 4.914.263 € 1.220.873 € 561.498 € 264.607 € 507.529 € 8.556.623
6% 14% 14% -26% 11% 10% 8%
Budget Total
€ 5.271.477 € 21.869.147 € 6.828.493 € 3.239.755 € 1.088.591 € 2.911.291 € 41.208.754
Forecast Deviation Total %
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Plan International Nederland Stadhouderskade 60 1072 AC Amsterdam Tel: +31 (0)20-5495555 www.plannederland.nl
<
Defence for Children â&#x20AC;&#x201C; ECPAT Hooglandse Kerkgracht 17G 2312 HS Leiden Tel: +31 (0)71-516 09 80 www.defenceforchildren.nl
Terre des Hommes Zoutmanstraat 42 -44 2518 GS Den Haag Tel: +31 (0)70-310 5000 www.terredeshommes.nl
The Girls Advocacy Alliance is one of the strategic partners of the Dutch Ministry of Foreign Affairs in the Dialogue and Dissent framework.