File n: 104.N.251.a. ANNEES Thematic Review f CARE Denmark with a special fcus n partnerships, mnitring & evaluatin and n financial and rganisatinal management List f Cntent Annex A Overview f the Review's recmmendatins and suggestins 1 Annex B Organisatinal Structure, Branding and Public Cmmitment 3 Annex C Prcedures, Frmats and Guidelines 6 Annex D Financial Overviews 2008-2012 11 Annex E Table with partnerships and cntracts 13 Annex F Visit prgramme in Nepal 12-19 June 2013 16 Annex G CARE Denmark: SWOT analysis 18
Annex A. Overview f the Review's recmmendatins and suggestins RECOMMENDATIONS 1 Danida shuld undertake regular assessments-cum-reviews f rganisatins with framewrk agreements such as CARE Denmark. 2 CARE field ffices shuld imprve their attentin t cntinuusly updating the cntext analyses, which includes relevant trends, factrs and stakehlder assessments related t the rle f civil sciety within the verall areas f CARE Denmark supprted prgrammes. 3 CARE Denmark shuld cntinue the n-ging effrts t prmte genuine partnership agreements with Suthern partners (including financial cmmitments fr the full prgramme perid) - in which CARE Denmark, as a minr member f CARE Internatinal, can cntribute by setting cncrete examples, thus influencing the wider CARE Internatinal family in the same directin. This als seems highly relevant t the implementatin f the Visin 2020 strategy. 4 Danida shuld cntract IIED r a similar rganisatin with slid experience f strategic partnerships t undertake a Study cmplementary t this Review in rder t dcument the CARE Denmark partnership apprach in Niger. 5 CARE Denmark shuld cntinue t develp its human rights-based apprach in the prgrammes, including the implementatin f indigenus peples rights accrding t ILO Cnventin 169, and finalise its guidelines n supprt fr indigenus peples. 6 CARE Denmark culd benefit frm strnger linkages between its prgrammes in the Suth, the invlvement f its partners in advcacy at the internatinal level, and CARE s wn advcacy and infrmatin wrk in Denmark. 7 With the aim f reducing transactins csts, CARE Denmark shuld step up effrts fr further harmnisatin with ther members f CARE Internatinal n shared planning, mnitring and reprting. Furthermre, CARE Denmark culd, tgether with strategic partners, explre the scpe fr increased jint cre funding based n alignment t partners strategic plans, relying n its partners gvernance structures, annual wrk plans and reprts t their wn annual assembly r bard. 8 CARE Denmark shuld cntinue its engagement at the lcal level and make strnger effrts t ensure that the plicy dialgue between its partners and their authrities is based n slid evidence linking the lcal t the natinal level.this is in particular relevant in states in fragile situatin such as Niger, Nepal and Nrthern Uganda. 9 In rder t enhance the quality f CARE Denmark s prducts and develpment results CARE Denmark shuld develp frmal prcedures fr appraisals and quality assurance. As part f an appraisal prcess screening ntes based n safeguard plicies shuld be develped in relatin t Human Rights, including Indigenus Peples' Rights and Gender, and n Climate Change. In rder t internalise the new prcedures, intensive staff training and fllw-up (i.e. feedback frm management) are needed. 10 CARE Denmark shuld cntinue t use its staff cmpetences, e.g. when secnded staff needs feedback n specific areas. CARE Denmark s headquarters shuld be rganised s as t allw fr quick and direct cnsultatin with subject matter specialists. 11 CARE Denmark shuld take immediate steps t assess if their secnded staff is cvered by the relevant prcedures fr persnal security, fcusing n reducing risks during travel. Persnal security issues include the risk f carrying cash, mving alne in htspt cnflict areas, being abducted, driving in the dark and catching diseases, as well as the need fr carrying emergency equipment (satellite telephne) and fr staff reprting t the Danish Embassy/Cnsulate when 1
arriving in a cuntry. 12 CARE Denmark shuld insist n its cautius apprach t the implementatin f Pamdzi and cntinue t fcus chiefly n dnr reprting. Mrever, it is recmmended that CARE Denmark, as part f its screening f partners, make an in-depth assessment f partners administrative and financial management abilities. 2
Annex B. Organisatinal Structure, Branding and Public Cmmitment The CARE Internatinal (Fundatin) is established and lcated in Geneva, Switzerland, 1 and is a glbal cnfederatin f 14 independent natinal rganisatins (including tw affiliate members). 2 Each member rganisatin is an autnmus nn gvernmental rganizatin and implements prgram, advcacy, fundraising and cmmunicatins activities in its wn cuntry and in develping cuntries where CARE has prgrams. 3 In 2012, CARE carried ut prgrammes in 84 4 cuntries and ran cuntry ffices in each f these cuntries. The majrity f cuntry ffices are run by CARE USA; the rest by either CARE Canada r CARE Australia. Organisatinal structure CARE Denmark is gverned by a Bard, which cnsists f 12 members selected by a Cuncil f Representatives. A ttal f three cmmittees are assciated with the Bard, namely a Prject Cmmittee, a Bard f Supprt Assciatin and a Crprate Cmmittee. These cmmittees are advisry t the Bard and management f CARE Denmark, but d nt have any decisin-making pwer. All psitins n the Bard and Cmmittees are unpaid and based n vluntary wrk. Table. Organisatinal structure gvernance 1 The CARE Internatinal Cde, updated June 2011, Statues f CARE Internatinal, revised June 5, 2010 Article 1 Name and Oversight, page 2. 2 http://www.care-internatinal.rg/abut-us/glbal-netwrk.aspx 3 http://www.care-internatinal.rg/abut-us/glbal-netwrk.aspx 4 CARE Denmark s framewrk funding frm Danida ges t the fllwing cuntries: Nepal, Ghana, Vietnam, Tanzania, Mzambique, Niger and Uganda. All f these cuntry ffices are run by CARE USA (except Vietnam which is run by CARE Australia). 3
The day-t-day management f CARE Denmark is cnducted by a Secretariat with the fllwing structure: Table. Organisatinal structure the Secretariat The CARE Secretariat is run by the Natinal Directr (Generalsekretær), wh has held this psitin fr ver 20 years. His deputy is the Prgramme Directr, wh has been in the rganisatin fr ver eight years. In additin t these tw, the management cnsist f the remaining three Department Directrs (Finance, Cmmunicatins and Fundraising). The rganisatinal set-up has nt recently been subject t any majr change, besides the ne in 2010, when the Cmmunicatins and Fundraising Department was split int tw separate entities in rder t strengthen the fundraising effrts. Please refer t sectin Fejl! Henvisningskilde ikke fundet. Fejl! Henvisningskilde ikke fundet.. Branding and Public Cmmitment CARE Denmark has, in its wn wrds, a relatively small brand. 5 There are several reasns fr this, e.g. CARE Denmark nt being a relief aid rganisatin. This excludes them frm majr natinal bradcasting events, which serve t brand an rganisatin t a majr extent. Shrt f changing its fcus t relief aid, CARE Denmark has strategically sught t bst its weak brand. As stated abve, a new department slely fr fundraising was established in 2010. In relatin t branding and public cmmitment (flkelig frankring), CARE Denmark has initiated several initiatives: Membership base The present dnr database has limited capacity. Hence, CARE Denmark is in the prcess f implementing a new dnr database Raisers Edge, were all CARE members, dnrs, crprate partnerships, fundatins, vlunteers, bard members, netwrks, etc. can be registered. It is expected t be fully implemented in the autumn f 2013. All infrmatin and agreements f CARE Denmark with members and dnrs can be incrprated int the new database. The new database als makes it pssible t tailr CARE Denmark s fundraising activities and cmmunicatin t special members and dnrs. In 2012, CARE Denmark had 15,472 members and 25,092 dnrs in its dnr database. Apprximately 95% f members have signed a direct debit agreement with CARE Denmark. Belw is an verview f the develpment in cntributrs and members frm 2008 t 2012.6 5 Interview with CARE Denmark s Head f Fundraising n 6 June 2013. 4
2008 2009 2010 2011 2012 Number f cntributrs 23.176 20.721 19.246 20.755 25.092 Number f members 7.790 7.041 9.486 12.837 15.472 Table. Develpment in cntributrs and members 2008 2012. The RT finds bth the cntributins and the increasing number f members very impressive. Public Cmmitment An integral part f CARE Denmark s strategy is t ensure cntinued supprt amng the Danish public fr the rganisatin s missin, thus realising its visin f remaining the Danes favurite develpment rganisatin when it cmes t supprting lng-term sustainable develpment. This is als a significant element f CARE s Visin 2020, and it is included in the detailed reprting t Danida. CARE Denmark takes a hlistic apprach t increasing public supprt by cmbining its prgrammatic and plitical fcus areas with effrts within advcacy, public infrmatin and cmmunicatin. CARE Denmark uses a number f cmmunicatin platfrms, including scial media, web, magazines (distributed t private dnrs) and reprts, as well as strategic media wrk and a netwrk f partly vlunteer strytellers. An imprtant tl t strengthen CARE Denmark s public supprt is cllabratin with a variety f dedicated and cmmitted netwrks, including private cmpanies, ther rganisatins, educatinal institutins and individuals. CARE Denmark seeks t integrate netwrks in the implementatin f campaigns and wrk with netwrk alliances in advcacy (e.g. Cncrd, the 92 Grup, NGO Frum/Wrld s Best News, DIIS), with cmpanies (e.g. Cp, CSR Awards, Initiative fr Ethical Trade), with private netwrks and individuals (e.g. CARE strytellers, gdwill ambassadrs, Rtary/Inner Wheel), the media and within the CARE family. CARE Denmark states that there are difficulties in enhancing its cperatin with private cmpanies. Once a large cmpany becmes assciated with an NGO, ther large cmpanies tend t say it s cmpany s NGO, hence we are nt supprting it. 7 Disseminatin f Results In rder t enhance availability f infrmatin abut CARE Denmark, a new redesigned and restructured website was launched in March 2013. The new structure fcuses n easy access t relevant infrmatin fr all target grups dnrs (private dnrs, crprate partners and public dnrs), netwrking partners, vlunteers and the media. The website mainly targets a Danish audience. With the website s imprved design and easy-t-use structure, CARE Denmark priritises access t infrmatin and dcumentatin f CARE s wrk frm the landing page (i.e. hw we wrk / where CARE wrks (inf graphic) / hw we spend the mney (inf graphic with links t annual reprts) and news ). CARE Denmark has sught t integrate the website with scial media and ther electrnic frmats, including newsletters. Unique hits have grwn frm 30,747 in 2009 t 81,772 in 2012. An analysis f traffic and user behaviur n the new website will be carried ut at the end f 2013. Cnclusin The RT finds that it is a strategically wise decisin t fcus n develping and bradening CARE Denmark s brand. It is nted that there has been a significant increase in membership, which is a psitive sign f a brader brand and public cmmitment. 6 Presented t the bard f CARE Denmark April 2013. 7 Interview with the chair and deputy chair f CARE Denmark n 4 June 2013. 5
Annex C. Prcedures, Frmats and Guidelines CARE Denmark generally has the relevant prcedures, frmats and guidelines which can be demanded f an NGO f CARE Denmark s size and scpe f wrk. Besides frm the issue n persnal security (which is described in the main reprt), the RT has paid special attentin t the fllwing: Anti-crruptin plicy and ethical cdex CARE Denmark pursues the anti-crruptin plicy stated in Danida s administrative guidelines fr Danida framewrk rganisatins. The anti-crruptin clause is included in all agreements with Cuntry Offices and partners. The clause is in English. It is nt clear t which degree CARE Denmark rganises curses and staff develpment in anti-crruptin. UN s and EU s Terrr List CARE US requires all Cuntry Offices t assure that partner rganisatins d nt feature n the fficial EU and UN list f terrrist rganisatins. Furthermre, as part f cntract management in the new finance system (Pamdzi), it has becme standard prcedure t check partner rganisatins against the fficial EU and UN list f terrrist rganisatins and it has als been included in the cntracts with the CARE cuntry ffices. Financial guidelines Guidelines, frmats and manuals are available n financial management (CARE Danmark Accunting, May 2009). The divisin f tasks and respnsibilities is set ut bth in jb descriptins and in mre detail in a separate dcument (måneds- g kvartalsrapprtering, januar 2009), utlining respnsibilities fr tasks t be carried ut fr mnthly and quarterly financial reprting. Overview f CARE Denmark prcedures (in Danish) Belw is an verview f the different prcedures etc. implemented by CARE Denmark. The verview is in Danish: Table Overview f Prcedures, Frmats and Guidelines Emnemråde Indehlder bl.a. Ja Nej Kmmentarer 1 Organisatin Er der et frmelt rganisatinsdiagram? Er der en beskrivelse af rller g ansvarsfrdeling mellem medlemmer, generalfrsamling, bestyrelse, ledelse, g menige medarbejdere? Offentliggøres regnskaber, referater fra bestyrelsesmøder etc.? Årsberetningen inkl. resultatpgørelse g balance pgørelse er ffentliggjrt på CAREs hjemmeside. 6
Emnemråde Indehlder bl.a. Ja Nej Kmmentarer Det detaljerede regnskab med samtlige nter, regnskabsprincipper g pengestrømspgørelse er ikke lagt ud på vres hjemmeside, men vi skriver på hjemmesiden at regnskabet kan rekvireres. Referater fra bestyrelsesmøder kan rekvireres. 2 Regnskabsmanual Er der en regnskabsmanual? Indehlder den eller er der separate beskrivelser af: Regnskabsprincipperne? Regnskabsprincipperne fremgår på side 8 i årsregnskabet Regnskabssystemet? CARE Danmark Accunting, May 2009 Interne kntrller? Bghlderi/regnskabsførelse? Budgetprcedurer g pfølgning? Financiel rapprtering? Ansvar fr g kntrl af kntantbehldning, bankknti, inventar etc.? Separate dkumenter g instrukser frefindes på f.eks. følgende mråder: Betalinger g gdkendelsesprcedure Håndtering af kntantkasser Måneds- g kvartalsafslutning Diverse afstemninger Månedsafslutning i medlemsdatabase Beregning af administratinsbidrag g hensættelser 3 Indkøbsmanual Er der en indkøbsmanual? Indehlder den eller er der separate beskrivelser af : Gdkendelsesprcedurer fr indkøb? På det enkelte landekntr er der en natinal indkøbsmanual (prcurement guidelines) fr at beskrive g sikre at prcedurerne verhldes, herunder regler fr indhentning af tilbud, gdkendelsesprcedurer g kvalitetssikring af indkøbet. 7
Emnemråde Indehlder bl.a. Ja Nej Kmmentarer Indhentelse af tilbud? Vurdering g gdkendelse af tilbud? Indkøb fretages af de implementerende landekntrer. Generelt er der i CARE Danmarks prjekter ikke de stre indkøb, da prjekterne handler mere m kapacitetspbygning g rettigheder. 4 Tidsregistrering Er der nedskrevne prcedurer fr tidsregistrering? Indehlder de eller er der separate beskrivelser af: Tidsregistreringssystemet? Beregningen af intern knsulentbistand? Fakturering af prjekter g prgrammer? Vi har flg. vejledninger: Vejledning til anvendelse af tidsregistreringssystemet (Achiev) Vejledning til prettelse af kategrier Vejledning til gdkendelse 5 Partnerudvælgelse Er der nedskrevne principper fr identificatin g valg af partnere? Indehlder de eller er der separate beskrivelser af: Faglig screening/appraisal? Finansiel screening/appraisal? Krydscheck imd EU s g FN s terrrlister? Er de versat til relevante sprg? 6 Partnerskabsmanual Er der en partnerskabsmanual fr udlevering til lkale partnere? Indehlder den eller er der separate beskrivelser CDK har verrdnede principper fr udvælgelse af strategiske partnere. (CARE Danmark Prgramme Plicy, April 2013). I Nepal har landekntret udviklet egne partnerudvælgelsesværktøjer, sm indehlder både faglig screening g finansiel screening (due diligence) Det er et krav fra CARE US at alle deres landekntrer skal checke deres partnere p imd EU's g FNs terrrlister. Dkumenterne findes på engelsk, sm er arbejdssprget i både CDK g CARE Nepal. Centrale tls g dkumenter versættes til nepali. CDK har udarbejdet en Partner Finance Guideline, pdateret i januar 2013. Den deles med partnerne g indehlder beskrivelser af de fem punkter. CARE Nepal har mere detaljerede 8
Emnemråde Indehlder bl.a. Ja Nej Kmmentarer af: Reglerne fr lkalt indkøb? Bghlderi/regnskabsførelse? Rapprtering? Mnitrering g pfølgning? Reglerne fr ekstern revisin? guidelines fr de enkelte punkter, sm partnerne trænes i g sm vedlægges partnerskabsaftaler. De fleste guidelines har ufrmelle versættelser. Oversat til engelsk Er den versat til relevante sprg? 7 Antikrruptin/Business Integrity Manual e.l. Er der nedskrevet et etisk kdeks? Er der retningslinier sm indehlder: Hvrdan der sker anmeldelse? Indrapprtering til Udenrigsministeriet? Handling/knsekvens? Opfølgning? Både CDK g CARE Nepal har et etisk kdeks. Det fremgår af både IPIA g Partner Finance Guidelines, at enhver mistanke m krruptin/mismanagement af midler skal indrapprteres til CDK, sm herefter anvender Danidas frmater fr indrapprtering til UM. Samarbejdet med en partner stilles i ber, indtil sagen er undersøgt g afsluttet. Findes på engelsk Er de versat til relevante sprg? 8 Persnalehåndbg Er der en persnalehåndbg? Indehlder den eller er der separate beskrivelser af: Organisatinelle kerneværdier? Løn g ansættelsesvilkår? Omkstingsbevidsthed? 9
Emnemråde Indehlder bl.a. Ja Nej Kmmentarer Jbbeskrivelser? Ansættelsesprcedurer? Kntraktvilkår? 9 Mnitrering g evalueringshåndbg (M&E) Er der en Mnitrerings g evalueringshåndbg? Indehlder den eller er der separate beskrivelser af: Ansvaret fr M&E? Indsamling g behandling af data? Mnitrering af resultater? Validering af resultater. Rapprtering g deling af resultater? Brug af resultater. (hvrdan g til hvem)? Er der et dedikeret (sftware) M&E system? CDK har Guidelines fr mnitrering, reprting and evaluatin f Danida frame-wrk funded prgrammes, Nvember, 2008, sm er under revisin i takt med reviderede krav m resultatrapprtering fra Danida. CARE Nepal har et PIM, Prject Infrmatin Mnitring system, sm dækker alle CARE Nepal prjekter. I det nye CDK prgram vil der blive arbejdet med et skræddersyet mnitreringssystem fr hver af de strategiske partnere. Mnitrering g validering af rapprter g resultater ligger hs prgramkrdinatren. Resultater sendes til de respektive dnrer. Resultater anvendes gså i bearbejdet frm i plysningsarbejdet, kmmunikatins- g indsamlingsarbejdet verfr medlemmer, bidragydere g den brede ffentlighed. I CARE Nepal I CARE Denmark 10
Annex D. Financial Overviews 2008-2012 This annex describes and assesses several dimensins f CARE Denmark s funding and spending: 1) an verview f funding surces, 2) a descriptin and assessment f hw funds are used. Overall funding and breakdwn by surce and cst CARE Denmark's ttal turnver in 2012 was DKK 118 millin. The fllwing is an verview f surces f funding 2008-2012: Assigned funds fr prjects, prgrammes and infrmatn In 1,000 DKK 2012 2011 2010 2009 2008 Danida framewrk 44.861 40.194 40.157 40.221 38.906 Danida prjects 11.061 7.523 23.900 16.677 19.219 The Eurpean Unin 10.903 7.998 8.635 10.168 15.455 Other public funds 14.619 12.545 9.242 7.483 5.692 Private dnatins and gifts 6.921 8.591 9.746 8.175 7.195 Incme 88.365 76.851 91.680 82.724 86.467 Other funds 2012 2011 2010 2009 2008 Private dnatins and gifts 18.060 16.943 15.859 16.671 13.492 Administratin fee 5.542 4.936 5.856 5.553 5.887 Other 6.526 5.536 5.055 1.914 3.092 CARE Internatinal 0 0 0 0 0 Incme 30.128 27.415 26.770 24.138 22.471 Ttal incme 118.493 104.266 118.450 106.862 108.938 Table: Overview f CARE Denmark s funding 2008 2012 :8 Breakdwn f expenses Lking at the breakdwn f expenses, the fllwing picture emerges with regard t funds assigned t prjects etc. and ther funds: Assigned funds fr prjects, prgrammes and infrmatn In 1,000 DKK 2012 2011 2010 2009 2008 Prgrammes 83.666 88.706 87.264 85.443 66.621 Dissminatin 170 0 11 639 0 Ttal 83.836 88.706 87.275 86.082 66.621 Balance -1.203 1.942 1.705-18 67 Table: Overview f funds assigned t prjects etc. 2008 2012: With regards t ther funds, the fllwing verview accunts fr the spending: 8 Excluding administratin fee. 11
Other funds 2012 2011 2010 2009 2008 In 1,000 DKK Prgrammes 4.380 3.174 4.291 2.491 1.689 Infrmatin/PR 731 832 836 653 787 Cllectin/fundraising 7.870 6.756 5.775 4.381 6.021 Administratin 15.372 16.191 15.359 14.210 14.120 Extrardinary expenses 125 0 0 390 271 Expenses 28.478 26.953 26.261 22.125 22.888 Balance 1.650 462 509 2.013-417 Table: Overview f spending f ther funds 2008 2012: The cmbined results are as fllws: Result In 1,000 DKK 2012 2011 2010 2009 2008 Transferred t Avaiable equity 1.650 462 509 2.013-417 Transferred t Assigned equity -1.203 1.942 1.705-18 67 Ttal 447 2.404 2.214 1.995-350 Table: Overview f result 2008 2012: Cnclusin The verall assessment f CARE Denmark s expenses shws an rganisatin with sund financial management which has the breadth f view necessary t ensure a reasnable match between incme and expenses. This is als expressed in the increase in equity, which is stated belw: Equity In 2007 the financial audit cnducted by DMFA (KVA) nticed a relatively lw equity9, which has since imprved significantly, as shwn in the table belw: Equity 2012 2011 2010 2009 2008 Ttal equity 10.413 9.966 7.561 5.349 3.354 Table: Overview f result 2008 2012. The equity has increased significantly frm app. DKK 3 millin in 2008 t mre than DKK 10 millin in 2012. Cnclusin The level f equity f mre than DKK 10 millin is satisfactry and meets the requirements f DMFA.10 9 DMFA, Ntes frm financial audit 24 January 2007 and DMFA, audit reprt frm financial audit carried ut 17 December 2008. 10 Interview with DMFA, KVA n 7 June 2013. 12
Annex E: Table with partnerships and cntracts Nepal Vietnam Partnerships in ld generatin f prgrammes befre 2011-2012 Frm 2009 t 2013 with tw strategic partners and five subcntracts prviding inputs t CARE s CHULI prgramme. A three-year MU has been signed. Financial cmmitments are made fr ne year at a time. Frm 2010 t 2012 (three years) with six partners. MU signed fr three-year perid. Ghana Frm 2009 t 31 May 2013 with ne strategic partner and ten subcntracts prviding inputs t CARE Denmark s ANR II prgramme (which encmpasses the LEAD, PERFORM and Kasa initiatives). Partnerships in new generatin f prgrammes frm 2013/2014 Frm July 2013 with three strategic partners fr six years (in tw phases). MU fr 3 years. Financial cmmitment fr hw many years? (new cntract mdel) Frm 2013-2015 (three years) with three cre partners, ne research partner and ne bridging partner. MU signed fr three-year perid Frm 1 June 2013 the single strategic partner will cntinue int the new prgramme. And thrugh strategic dialgue, ne mre strategic partner and ne emerging strategic partner will be identified. Altgether the prgramme will cnsist f three strategic partners. Financial cmmitment fr 3-4 years (new cntract mdel) MU fr 3-4 years. Niger 10 partners as sub-cntractrs One reginal pastral netwrk, ne large natinal pastral assciatin and ne small pastral rganisatin fcusing n Definitin f strategic partnership in new prgrammes The partner is a Nepali rganizatin and part f Nepalese civil sciety. having a brad membership base representing their impact grups. Partner definitins changed t reflect the nature f the partnership with a fcus n cre (strategic) partners, which are genuine Vietnamese NGOs wrking with the impact grup. The bridging partner links NGOs and gvernment in relatin t advcacy. The research partner fcuses n applied research and n prducing evidence fr advcacy Strategic partnerships are seen as a lng-term cmmitment between CARE and the partner rganisatins based n shared interest and verall bjectives in relatin t the sectr interventins. Strategic partnerships entails the existence f wn agendas that are supprting the aims and bjectives f the CARE Prgramme, and have the ptential t engage with gvernment r private sectr and ensure a vice fr lcal cmmunities A partner with a cnstituency, a mandate as a rights defender and an ability t legitimately represent members in high-level 13
pastral water issues. plicy dialgue. Partner selectin at natinal level: CARE DK has wrked in pastralism since 1998 in Niger and therefre has knwledge f the different natinal civil sciety actrs. The selectin f partners was based n experience rather than a civil sciety study. AREN was the natural chice fr the CDK prgramme, as it is the nly pastral assciatin with a natinal reach and a representatin in Diffa. The prgramme is rights based and therefre the natinal human rights assciatin als with a representatin in Diffa was chsen, t help strengthen the rights wrk f AREN (ANDDH is put n hld as a partner due t recent cases f mismanagement f funds with ther partners and serius gvernance prblems). DEMI-E is a small rganisatin specialised in pastral water and have access t ther spaces than AREN, wh is perceived as much mre plitical in its apprach. In additin water is a key strategic issue t securing pastral mbility and therefre imprtant t all pastral grups as a lbby issue. At the reginal ECOWAS level there are three main CS netwrks representing small scale prducers, nly ne representing pastralists, s there was nt much f a chice at this level. MU fr the perid 2012 2017 The prgramme started its phase in January 2012. Uganda Frm 2009 t 2012, CARE Denmark wrked with 16 rganisatins as part f REPA. Fur rganisatins tk part in Frm August 2012 t June 2013, a partner selectin prcess tk place. A call fr expressins f interest in cllabrating in the CARE Internatinal in Uganda is cmmitted t supprting civil sciety and building strategic partnerships t nurture, 14
Mzambiq ue calitins and netwrks, while three nn-netwrk rganisatins were invlved in building capacity f lcal cmmunities t cnduct mnitring f crruptin incidents in the natural resurce sectr and in public service delivery in general. Fur rganisatins were invlved in evidence-based advcacy t influence plicy at natinal level. Frm 2009 thrugh 2012 with n strategic partners and tw implementing partners. Partners implemented separate yet cnnected cmpnents f the FAPIM prgramme. Partner MUs were initially in frce fr tw years. Financial cmmitments were initially made fr tw years, with subsequent extensins. NRM sectr was sent t 30 rganisatins. Of these seven were selected t take part in prgramme design using defined criteria. Strategic partnerships are nw being frged with five rganisatins. These are: ne media-specialised East African NGO (PANOS); tw anticrruptin, envirnmental advcacy and gvernance NGOs (ACCU, ACODE); ne envirnmental and gvernance specialised NGO wrking at district level (JESE) and anther at natinal level (EA), adding capacity building fr lcal CSOs in this area f wrk. In 2012 negtiatins were cnducted with three CSOs n inclusin as strategic partners in a new PACT prgramme during 2013. Lng-term MUs have been drawn up (ne f which is ready t be signed, thers still under develpment). One-year financial cmmitments have been made using the amended CARE partnership agreement mdel (ne f which is ready t be signed, while thers are being negtiated). supprt and facilitate lcal scial mvements, rganisatins and grups f citizens, wh share ur missin t serve the prest individuals and families. As part f this missin we are seeking t develp partnerships that build lcal capacity, mainly in the civil sciety sectr, t fight pverty, intlerance and injustice and which will enable an imprvement in the scale, scpe and impact f this prgramming. Partners f the FOREST prgramme are being assessed using the Quality Assurance Mechanism criteria develped by Deniva and the Uganda Natinal NGO Frum. Prgramme dcument is still under refrmulatin, which will add definitin f strategic partners. Agreement that the partner cncept will refer t natinal r prvincial level CSOs that defend the rights f impact grups and wrk with advcacy either at natinal r prvincial level. 15
Annex F. Visit prgramme in Nepal 12-19 June 2013 Date Itinerary Place Wednesday 12 June Thursday 13 June Arrival 12.25 in Kathmandu 15.00-17.00: Late afternn meeting at the Summit Htel. Purpse: g thrugh prgramme fr the week in details. Frm CARE Nepal: CARE DK advisr Maria Plug Petersen and prgramme crdinatr Chiranjibi Adhikari. 9.00-11.00: Team t meet CARE Nepal management (Assistant Cuntry Directr/Prgram Directr Cathy Riley). 11.00-12.00: Meeting with CARE Nepal partnership crdinatr 12.30-13.00: Meeting with Santsh abut analysis fr scial actin and cmmunity based mnitring, as well as internal accuntability 11.30-16.00: Mikael Keller t meet: CARE Nepal finance and admin (frm CARE Nepal: Keshav, Bimal, Sabita, Kishre, Dilip) 14.00-15.00: Hans Peter and Elsebeth meeting with Nepal Frum f Envirnmental Jurnalists (NEFEJ with Laxman Upreti) 15.30-16.30: Hans Peter and Elsebeth meeting with Lawyers Assciatin fr Human Rights f Nepalese Indigenus Peples, LAHURNIP (Shankar Limbu) Summit Htel CARE ffice Kathmandu Friday 14 June G t Janakpur 1 st flight (10:00) Janakpur 11:00-13:00: Meeting with CHULI Team fr presentatin f prject. Meetings with Janakpur based partners: Ratauli Yuth Club (RYC): 14.00-15:30 Rural Develpment Fundatin (RDF) : 15:45-16
Saturday 15 June Sunday 16 June Mnday 17 June Tuesday 18 June Wednesday 19 June Thursday 20 June 17:00 7.30-15.00 Field visits t CHULI sites. Purpse: fllw up n final evaluatin findings. Incl. Partner visit Sahaygatmak Samaj (SAHAS ffice) 1½ hur 15.00. Time fr wrking in the ffice r the htel. CARE team will be available fr clarificatins if needed. Meetings with CHULI partners at the CARE Nepal ffice (t save time) 8:00-9:30 Federatin f Cmmunity Frest Users Nepal, (FECOFUN), district chapter, Dhanusha 9.30-10.00 Clarificatin with Janakpur team Return t Kathmandu with 11.00 flight 14.00-16.00: Meeting with Cmmunity Self Reliance Center (CSRC) land right rganisatin 16.15-17.30: Meeting with Natinal Farmer s Grups Federatin (NFGF) new partner 9:30-11:30 Meeting Right t Fd netwrk 12.00: Meetings with Natinal Federatin f Indigenus Natinalities NEFIN 14.00-16.00 Afternn meeting with the Danish Embassy, HUGOU prgramme Mrning preparatin time fr debriefing Afternn debriefing at CARE Nepal Team reprt writing Team returns t Cpenhagen CHULI sites Summit Htel CARE ffice 17
Annex G CARE Denmark: SWOT analysis (Kmmentarer fra wrkshp med CARE s prgramafdeling den 7 juni er medtaget) Opsamling på CARE besvarelser af spørgeskemaet I det følgende har Review teamet lavet en psamling af de mdtagne seks (6) besvarelser fra prgram medarbejdere, sm på grundig vis har svaret på spørgeskemaet m CARE DK's arbejde. Struktureret med SWOT, Added Value samt partnerskaber. A. SWOT Analyse af CARE Danmark CARE Danmark: Styrker - Besvarelserne giver udtryk fr, at det er en styrke, at CDK har str erfaring, ekspertise g bred faglig viden med naturressurcer, Klima, diversitet g civilsamfundsstyrkelse. - Ligeledes giver besvarelserne udtryk fr, at det er en styrke at CDK er en del af CI. Svagheder - Besvarelserne giver udtryk fr, at der er svagheder ved kmmunikatin g arbejde på tværs af fagmråder. Refererer dels til, at landeprgrammer er defineret bttm-up ud fra natinal civilsamfundskntekst g at Danida nu frventer, at CDK har et glbalt prgram. Kan gså referere til udfrdringer fr CDK i at kmmunikere plitisk relevante temaer (sm udvindingsindustri, jrdtyveri) mere slagkraftigt, med inspiratin fra Ibis g MS ActinAid. - Udfrdringer ved at dkumenter g indsamle resultater på glbalt plan ift. resultatafrapprtering til Danida - Begrænsede ressurcer både i frhld til penge, tid g priritering af et bredt fkusmråder med flere dagsrdener. Muligheder - Ift. muligheder er der str enighed m at klima g bæredygtighed i stigende grad anses sm en central udfrdring fr fattigdmsbekæmpelse, hvilket kan give mulighed fr indgå i en dialg med en række aktører, herunder den private sektr. - CARE Internatinal Visin 2020. - Det blev diskuteret, hvrfr CARE ikke har gjrt mere ud af CDKs muligheder fr påvirke CI-systemet det er en vigtig tillægsværdi. CDK har eksempler især m at fremme klima i CI, men gså indflydelse fra vres Think Piece. Trusler 18
- Besvarelserne giver udtryk fr at resultatmåling til Danida g skiftende pririteringer/dagsrdener er en udfrding (særligt ift. at det kan knflikte med princippet m lkalt ejerskab, der udgør fundamentet fr de nye prgrammer) - CSO- finansiering rykker til Syd. CARE Internatinal: Styrker - Besvarelserne giver udtryk fr, at man anser det sm en styrke, at CI er en anerkendt g prfessinel rganisatin på glbalt plan, der har strt lande g kntekst kendskab (samt strt internatinalt g lkalt netværk) - Implementere mange prjekter, hvilket muliggør krdinering g links på tværs af prjekter/prgrammer g - Derudver er der delvis enighed m, at det er en styrke, at CI er plitisk neutral uden egen dagsrden i Syd (giver bedre mulighed fr natinale CSOers dagsrden). Svagheder - Besvarelserne peger på bred enighed m, at den decentrale/bureaukratiske struktur er tidskrævende g en udfrdring (f.eks. ift. reginal plitiske beslutninger) - CI er i gang med en større mstruktureringsprces, hvilket kan føre til usikkerhed/uklarhed indtil prcessen er verstået. Dette kan mærkes på landeniveau i de lande, CDK arbejder i. - Generelt er der utilstrækkelig kapacitet g indsigt i advcacy i landene/ci. Muligheder - CI Visin 2020 giver en gd fælles kurs fr det nye CARE (mend kan tlkes frskelligt) - Gde muligheder fr plicy-indflydelse/beslutningsprcesser gennem at være en str internatinal rganisatin. Trusler - Besvarelserne viser, at de største trusler er ændret finansieringsmønster, hvr CSOfinansiering rykker md Syd g faldende finansiering til nrd-ngo. - Care fravælges af stærke Syd partnere, sm fretrækker direct funding. B. "Added Values" frm CDK Styrker i Danmark: - Besvarelserne giver udtryk fr, at CDK er en aktiv aktør i såvel dansk udviklingsplitik g i internatinale miljø- g klimaspørgsmål med specifik faglig g lkal viden - CARE adskiller sig ved at kmbinere menneskelig udvikling, menneskerettighedsg miljødagsrdenen sm arbejdsfelt - CARE Opbygger bred viden m g pbakning til dansk bistand / frhld i Syd inden fr CDKs indsatsmråde gennem kmmunikatin til den brede danske beflkning. Styrker internatinalt/glbalt 19