decentralisation and climate change and climate change programme 2018 - 2019 5 executive summary the...

Decentralisation and Climate Change Programme 2018 - 2019

15 June 2017

DecentralisationandClimateChangeProgramme2018-2019

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TableofContents

Abbreviationsandacronyms.......................................................................................................4

ExecutiveSummary.....................................................................................................................5

1 BACKGROUND.....................................................................................................................61.1 Theexistingprogramme..........................................................................................................6

2 RESULTS,LEARNINGSANDREFLECTIONS..............................................................................82.1 Keyresultsandoutcomes........................................................................................................82.2 Keylearningsandactiontaken.................................................................................................9

3 STRATEGICORIENTATION..................................................................................................123.1 Thechallengesaddressedbytheprogramme.........................................................................123.2 TheSustainableDevelopmentGoals......................................................................................123.3 Performingthroughpartnerships...........................................................................................133.4 Geographicalfocus.................................................................................................................14

4 PROGRAMMATICAPPROACH.............................................................................................164.1 Generaloutlineandapproach................................................................................................164.2 Targetgroups.........................................................................................................................184.3 TheTheoryofChange............................................................................................................214.4 ResultsFramework................................................................................................................234.5 Summariesofcountryprogrammes.......................................................................................264.6 Managementset-upincludingfinancialmanagement............................................................304.7 Programmaticcommunicationplatform-“Takeclimateaction”............................................314.8 Popularsupportanddevelopmenteducation........................................................................32

5 MONITORINGFRAMEWORK..............................................................................................345.1 SEdrivenmonitoringevents..................................................................................................345.2 LevelsofMonitoring..............................................................................................................355.3 Keymonitoringtools..............................................................................................................365.4 Riskmanagementframework................................................................................................38

6 BUDGETS...........................................................................................................................40

ANNEXES...................................................................................................................................411.CountryProgrammeMozambique..................................................................................................412.CountryProgrammeKenya.............................................................................................................413Resultframeworkwithcountryspecificindicators...........................................................................414.Internationalstrategy.....................................................................................................................415.Monitoringguidelines....................................................................................................................416.PartnerManualoverview...............................................................................................................417.Fundraisingstrategy......................................................................................................................418.Overviewofoutcomes2014-2016.................................................................................................419.ClimateCampaign–‘TagKlimaansvar’............................................................................................4110.Reviewresponsematrix...............................................................................................................4111.Budget..........................................................................................................................................4112.Folkeligforankring........................................................................................................................41


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AbbreviationsandacronymsADEL LocalEconomicDevelopmentAgencyofSofala,BeirabasedCSOCISU CivilsamfundiUdvikling(CivilSocietyinDevelopment,networkofDanishCSOs.

AdministratingafundingmechanismforDanida)CSO CivilSocietyOrganisationCREPP CommunityRehabilitation&EnvironmentalProtectionProgramme(CSO)COP ConferenceoftheParties,UNFrameworkConventiononClimateChangeDANIDA DanishInternationalDevelopmentAgencyDKK DanishKronerEU EuropeanUnionGiZ GermanInternationalCooperationHRB HumanRightBasedIPAJ InstituteforLegalAssistanceandRepresentation

INGO InternationalNGOsLFA LogicalFrameworkAnalysisLivaningo MaputobasedenvironmentalCSO,

MFA MinistryofForeignAffairs,DenmarkMuleide Women’sAssociationforLawandDevelopment

NDC NationalDeterminedContributionsNGO Non-GovernmentalorganisationsNNV Naturvernforbundet/FriendsoftheEarthNorwayNRM NaturalResourceManagementNRMC NaturalResourceManagementCommitteesODA OfficialDevelopmentAssistanceOsienala FriendsofLakeVictoria(NGO)PANT ParticipationAccountabilityNon-discriminationandTransparencyPPA ProgrammeandProjectActivitiesPRO ProgramOplysningsmidlerSE SustainableEnergySDG SustainableDevelopmentGoalsSusWatch SustainableWatch(CSO)ToC TheoryofChangeUmandeTrustURAIATrust

NewDawn(CSO)Citizenship(CSO)

VIREDInternational VictoriaInstituteforResearchonEnvironmentandDevelopment,independentresearchinstitute

WWF WorldWildlifeFund


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ExecutiveSummary

Theprogramme’DecentralisationandClimateChange’ismanagedbySustainableEnergy(sustainableenergy.dk).ItcomprisesoftwoindividualcountryprogrammesinCentralMozambiqueandWesternKenya.Incommonforthecountryprogrammesarethattheyoperateonissuesarounddecentralisednaturalresourcemanagementandclimatechangeimpactsinruralareas.Thestrategicorientationoftheprogrammeisonthemobilizationofvulnerablegroupsaffectedonewayortheotherbyongoingclimatechanges.Frequentlythesamegroupsarecaughtin-betweenambitiousbutfailinglocalgovernmentstructures,localenvironmentalconditionsunderstressandlatelywarmerandmoreunpredictableweathersystems.Theprogrammeisimplementedbytwosetsofconsortiumshaving4to5smallormediumsizedcivilsocietyorganisationsasmembers,matchingeachotherwithsetsofcomplementaryskills,experienceandtalents.Theconsortiumswillworkatdifferentlevelsofbothlocalcommunitiesandgovernment.DonorfundsadministeredbySustainableEnergyareusedasstrategicinvestmentsdesignedtoattractexistingdecentralisedgovernmentfundsand‘green’privatesectorcompanies.Thiswillhappenthroughevidencebasedadvocacycampaigns,examplescreatedfromclimatesmartlivelihood/naturalresourcesprojects,effectivetransparentcommunityplanningandgeneralcapacitybuildingofbothdutybearersandrightholders.Byworkinginconsortiums,thecivilsocietypartnersareexpectedtogainsufficientcapacity,insightsandstrengthtoadvocateforandupholdbasichumanrightsaroundafocusedpro-pooragenda–locallyandnationallywhenrelevant.Apartfromprovidinginspirationtodecisionmakersatprovinceanddistrictlevelsandattractingfurtherdecentralisedgovernmentrevenuestheprogrammeisexpectedtodirectlyinfluencethedraftingoflocalclimatechangepoliciesandstrategiestowardsgreatercitizentransparencyandaccountability.Overatwoyearperiodanestimated55,000peoplewillbereached,25communityplansmadeandforwardedforfurtherdecentralisedfundingand6solidadvocacycampaignscarriedoutcontributingtodocumentedstructuralchangesatdistrictandprovincelevels.TheClimateChangeagendaprovidesforauniqueopportunityforsmallerCSOstomeetacrossborderstodiscusseffectivewaysandmeanstoadvocateforbothlocalandglobalclimateaction.Tocaterforthisaprogrammaticcommunicationplatformwillbefacilitated.Theplatformwillcompriseofmembersfrompartners’communicationdepartments–includingtheoneofSustainableEnergy-andassuchcontributetoimportantaspectsofthegeneralcapacitybuildingofparticipatingpartners.TheplatformwillhavethepotentialtofurtherdeepenandstrengthentheinterconnectionsbetweenSustainableEnergy’sworkinDenmarkandininternationalfora.SustainableEnergyisinastrongpositiontosuccessfullyimplementtheambitionsoftheprogramme.SustainableEnergyhasbeenpresentinKenyasince2005andinMozambiquesince2004andisthereforewell-connected.DecentralisationhasalwaysbeenatthecoreofSustainableEnergy’sapproachesandvalueswhetherconcerningasustainableenergysupplyorenvironmentalissuesinDenmarkorinternationally.TheglobalClimateChangeagendafitsnaturallyintomoretraditionalSustainableEnergyworkingareaslinkingourwork,staff,volunteersandmembersinDenmarktotheinternationaldevelopmentwork.


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1 BACKGROUNDThisprogrammebuildsontheexperiencesofSustainableEnergy’s(SE)firstframeprogramme‘Energy,EnvironmentandDemocraticDevelopment’,2014–2017,fundedbyDanida.ItisaresponsetothechangingaidmodalitiesoftheMinistryofForeignAffairs(MFA),Denmark,andisguidedbytheInformationnotefromCISUentitled‘HowFrameworkorganisationscanapplyforaPrograminaStrengthenedCSFProgrammodality’,April2017.Thedocumentstartswithbriefhistoryofthecurrentprogramme.Thisissucceededbyachapterlookingatvariouskey-lessonsgeneratedoverthepast3yearsandhowtheselessonshaveinfluencedthedesignofthenewprogrammebeingappliedforhere.Chapter3givesanoveralloutlineofthestrategicorientationincludingtheearmarkingofwhichsustainabledevelopmentgoalstheprogrammenavigatearound,itsgeographicalfocusandashortdescriptionofhowdeliverablesaremadethroughclosecollaborationswithinpartnerconsortiums.Chapter4isafurtherbreakdownoftheprogrammeapproachwiththetheoryofchangeandresultframeworkbeingpresented.Thechapterendswithadescriptionofthemanagementset-upbehindtheprogrammeaswellasabriefonhowitwillworkwithpopularengagementanddevelopmenteducationoftheDanishpublic.Chapter5isdedicatedtotheintroductionofthemonitoringframeworkguidingtheset-up.Afinalbudgetoverviewcompletesthedocument.Thedocumentisaccompaniedbyacomprehensivesetofannexesprovidingfurtherdetailsandbackgroundstotheunderlyingstrategiesaswellasdetailedcountryprogrammedocuments.

1.1 Theexistingprogramme

Initiallythecurrentprogramme‘Energy,EnvironmentandDemocraticDevelopment’operatedinthreecountries:Mali,MozambiqueandKenya.Itreliedon‘old’andtestedcompanionshipswithfourwellestablishedcivilsocietyorganisations(CSO)andbuiltfurtherontheexperiencesgainedwithfourlong-termclassicprojectinterventions.TheannualbudgetoftheprogrammewassetatDKK10milandformulatedaroundaresultframeworkwiththefollowingobjectives:Developmentobjective EnergyandEnvironmentalconditionshaveimprovedinlow-income

communitiesinthetargetcountries.Immediateobjective1 Inthetargetareaspoliciesandplanningeffortsareincreasinglyreflectingthe

energyandbasicenvironmentalneedsoflow-incomecommunities.

Immediateobjective2 Inthetargetareas,tangibleimprovementsregardingsustainableenergyproductionandconsumption,NRM,basicfacilitieslikecleandrinkingwater,sanitationandproperwastemanagementareimplementedbythecommunities.

Theobjectivesweresupportedwithoutputswithin1)Empowermentandcapacitybuildingofcommunities;2)Capacitybuildingoflocalauthoritieswithinparticipatorydevelopment;3)Gendermainstreaming;4)Nationalnetworkingand5)Long-termpartners’advocacyworkThefirst3yearsoftheprogramme(2014–2016)builtondetailedindividualcontractswithpartnerscommittingtheorganisationstodeliverwithinwell-definedindicatorareassupportingordeliveringintothejointresultareasoftheoverallframeprogramme.


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Aimingattransferringincreaseddecisionmakingpowerstopartnersandwishingtopursueaclearermutualityagenda,partnerorganisationswereencouragedandsupportedtooperatewithintwostipulatedbudgetfacilities:Firstly,acorefundingfacilitywasearmarkedtoeachpartnerdirectly.Thecorefundingcomprisedofactivitieswithinoutput4and5andconcernednationalnetworkingandadvocacyactivities.Withinaflexiblecontractualframe-workitgavepartners(withfacilitatingsupport)anopportunitytoformulateandpursuerelevantlocalnetworkingandadvocacyagendas.Thecorefundingmodalityfurthermoreincludedsalariestokeystaffmembers,administration(7%ofthetotalbudget)andlocalauditingcosts.ResultsgeneratedbytheCorefundingregimewasevaluatedandadjustedonceeveryyear.Secondly,amorerigidprojectfundingfacilitywasdesignedtocaterforcontractualdeliverableswithinprogrammeoutput1(Empowermentofcommunities),2(Localauthorities)and3(Gender).Withintheguidingprinciplesoftheprogrammeandasetofmanuals,partnerswere‘setfree’toformulateandimplementshortermoredynamicinterventions.Whilstrespectingemerginglocalopportunitiesrequiringattentionandfunding,projectdesignsandambitionlevelshadtobepassedfirstbyaprojectapprovalcommitteesittingwithinSE.Whiletheapproachinatleasttwoofthecountriesyieldedinterestingresults,andledtonewandsharpercapacitybuildingconversationsandrelationshipsbetweenpartnersandSE,themodel(withtheavailablepartnercomposition)alsohaditsflawsandproblems.Pleaserefertochapter2forafurtheranalysisofthis.In2015inconnectionwiththegeneralcut-backandrestructuringoftheDanishODAtheframeprogrammewasreducedwith25%downtoatotalDKK7.4mil.Insteadofspreadingthereducedfundingover3countriesandtherebyincreasingthetransitioncostsandlikelyhavingsmallerimpactsitwasdecidedtophaseoutoneoftheframeprogrammecountries,Mali,andconcentratetheprogrammefundingonKenyaandMozambique.ThemainargumentsforphasingoutMaliincludedthefactthatSE’soneandonlypartnerinthecountry,MaliFolkecenter,wasinastrongpositiontooperateindependentlyfromSE.Nearly10yearsofintensivesupporthadpropelledtheorganisationintobecomingoneofthemostrespectedenvironmentalCSOsinMaliandgraduallyreducedthedependencyonSEfundingfromover50%toonlyabout8%.Also,unlikeinKenyaandMozambiqueSEhadnotyetstartedaprocessofexpandingthenumberofpartners,leavingitlesscomplicatedtophaseoutremainingsupport.AlthoughSEprogrammefundingtoMaliceasedininDecember2016collaborationwithMaliFolkecenterisstillon-going(June2017)throughasmallerclimatefundfacilityaswellasthroughacontinuousscanningofEUprojectpossibilities.Athematicreviewinearly2016recommendedthattobetterreflectthenewfundingrealitiesoftheframeandthesubsequentphaseoutofMaliaswellastheslimmerandreformulatedcountryprogrammes,theoriginaloutputsandindicatorsofthe2014programmeneededtoberevisitedtobetterreflectthenewrealities.Subsequentlyduringtheremainingpartof2016anewinternationalstrategyandarevisedresultsframeworkoverarchingthemoredetailedcountryprogrammesweredraftedwithpartnersandfinallyapprovedbyDanidainJanuary2017.AspartofthepreparationofthetransitiontoCISU’sprogrammefacilitysomefurtherchangeshavebeeneffectuatedtothepreviousresultsframework.Acurrentratherheavyoutcomeframeworkwithtwoobjectivesincombinationwithoutcomechallengesandindicatorshavebeenabandonedinthisnewprogramme.Theoldstructurewaswellsuitedtocapturetheabove-mentionedmodalitywithcorefundingcombinedwithamultitudeofminorprojectsbutlesssuitedtothenewprogrammestructurecomprisingoftwopre-definedcountryprogrammes.Ascanbeseenfromchapter4.3theobjectivesofthetwocountryprogrammesarenowreflectedasoutcomesintheoverarchingresultsframework.


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2 RESULTS,LEARNINGSANDREFLECTIONSThischapterfirstprovidesabriefoverviewoftheresultstheprogrammehasbeenabletobringaboutatoutcomelevelduringits3yearsofimplementation.Forafullerandmoredetailedaccountofprogressregisteredinrelationtotheprogrammeatoutcomelevelpleaserefertoannex8.Amajorpartofthechapterisdedicatedtoreflectinguponfivemajorlearningsofthepastthreeyearsincludinghowtheyhaveinfluencedearlyadjustmentstotheon-goingprogrammeaswellasthedesignofthisnewprogramme.Atamoredetailedlevelthelearningsareincorporatedintothecountryprogrammes,attachedasannex1and2.

2.1 Keyresultsandoutcomes

Threeyearsdownthelinethecurrentframeagreementhasmanagedtodeliversubstantialresults.Inallthreeparticipatingcountries,thecommunityenvironmentalplanningcombinedwithasustainedpressureonlocalauthoritiesdeliveredco-fundingfrompublicfundsaswellassucceededinattractingotherdonorsintoexistingprojectsandprogrammes.Abilityofpartners’programmestoattractespeciallyfurthernationalfundsgeneratedfromscarcelocalrevenueresourcesareinterestingtokeepaneyeonintermsofjudgingthesustainabilityprospectsandlocalperceivedqualityofsupportedinterventions.InKenya,approximatelyDKK170,000wereraisedfrompubliccoffersforanumberofneighbourhoodassociationsandyouthgroups;inMaliandMozambique,bothcountrieswithverylimitedprovincialanddistrictlevelpublicfundsavailable,programmeswerecombinedcapableofattractingmorethatDKK600,000.Astheindividualcountryprogrammesstartedtodeliveratoutcomelevelsitalsomorelatelystartedtoattractco-fundingfromanumberofotherdonorsandbusinessentities:InKenya,thepresenceofacoherentcountryprogrammecomprisingofanetworkofCSOssparkedtheinterestofVestasandtheDanishTechnicalUniversitytoinviteSEintoacollaborationaroundthedevelopmentofanewmini-gridwindmillprototype.Theprojectwasinspring2017approvedbyDanidaunderthemarketdevelopmentpartnershipplatform.AlsounderthesameprogrammeMerkurcooperativebankfounditinlate2016worthwhiletosupportthecollaborationbetweenaprivateKenyancompanysellingsolarhomesystemsandtheCSOsorganisedinaconsortiumundertheprogramme.InMozambique,theprogrammewasin2016capableofattractingtheinterestofEUbyfundingavaluechainproject.Theprojectistodayfullyintegratedintothecurrentcountryprogramme.OtherdonorslikeGIZ,WWFandNNVfromNorwayhavelikewisebeenattractedtotheeffortsoftheconsortiumplayingasecondaryyetimportantchanneloffurthercomplementaryfundingtoprogrammeactivities.AnotherindirectresultofthetwocountryprogrammesworthwhilementioningisitsabilitytogenerateinspirationtotheDanishclimatecampaignspearheadedbytheVolunteerwingofSE.Anoutlineofthecampaignisattachedasannex9.Havingfinalizedthethirdyearofprogrammeimplementation(2016)annex8presentsearlysignsofachievementsofplannedoutcomes1.

1FollowingthethematicreviewoftheprogrammeinFebruary2016theoutcomematrixwasslightlyrevised.Thematrixshownintheannexistherevisedversion.


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2.2 Keylearningsandactiontaken

Regardlessofthesubstantialresultsachievedduringthefirstthreeyearsofprogrammeimplementationseveralkeylearningsandreflectionsemergedduringthefirstthreeyearsofimplementation,allpointingtowardsaneedtoadjusttheimplementationmodalitiesandoverallstrategy.Themainconsequencesofthelearningshavebeentodesignanewimplementationframework;increasethenumberofpartnerswhilesimultaneouslymovingtowardsworkingwithandthroughpartnerconsortiumsandfinallytoshiftfocusfromcapitalcitiestoremoterprovinces.Thefirstlearningappearedgraduallyduringthefirstyearofimplementation:Oldandtrustedpartners’capacitytoformulateprojectsfittingtoprogrammeambitionshadbeenoverrated.Havingdrafteddetailedcontractswithpartnersinlate2013outliningtheexpectedlevelsofdeliverablesbasedonclearindicators,projectsforwardedforapprovalweredelayedwith4to5monthsandofasurprisinglowquality.TheproposalswereweakinadheringtoPANT/HRBprinciplesandasprojectportfolioslackedinbeinginterconnectedandsupportiveofeachother.Thestrategyofleavingabout50%ofindividualpartnerbudgetstocorefundingschemesmeanttocoverbasicoperatingcostsoftheorganisationsandgivingthemanopportunitytoreactquicklyonemergingadvocacypossibilitieswithouthavingtogothroughalengthyprojectorcampaignapprovalproceduredid,withafewnotableexceptions,notworkconvincingly.Inotherwords,wherebudgetsforsalariesandtransportwerespentmeticulouslyeverymonththeabilityordesiretoformulateandimplementinnovativecampaignsandprojectswerelessimpressive.This,combinedwithanincreasingdonorpressuretodeliverfasterandmoretangibleresultsledtotheconclusionthatthecorefundingmodalitywouldhavetoberethought.Thesecondlearningappearedtowardstheendof2014:Alargerrobustnesstowardsvaryingpartnerperformanceswasneeded.Thecollectivecapacitiesofavailablepartnerswerenotenoughtodelivertheplannedresultswithsufficientqualityintotheframeagreement.Thiswasfurtheraccentuatedbythefactthattheframeagreement,unliketheoldprojectagreements,didnotallowforannualbudgetingwithlimitedpossibilitiestocarryun-spendfundsforwardtothefollowingyear.AtemporarylackofperformanceandunderspendingofonepartnerincountryAwouldnownegativelyaffectotherpartnersincountryBandCquicklyunderminingthefinancialbaseoftheprogramme.StartingwiththeKenyaprogrammeadecisionwastakentoexpandthenumberofcloserprogrammepartners.Anadvantageofthiswouldprovideforagreatervarietyofpartners’experiencesandbackgroundsandifhandledcorrectlyofferaricherinternallearningenvironment.Withaprogrammefocusontheabilitiesofpartnerstoworkwithdifficultadvocacyandgovernanceissuesthephilosophyofworkingforaninspirationalenvironmentinwhichpartnerscanexchangethoughtsanddiscussexamplesofbestandworstpracticeshadbecomemoreimportant.Inlate2014andearly2015effortswerethereforemadeto1)expandthenumberofoperationalpartnersfrom4to9and2)withthenewandoldpartnersinitiatetheplanningandformulationofmorecoherentcountryprogrammeswithindecentralisation,climatechangeandnaturalresourcemanagementsectorsupport.TheinceptionperiodoftheKenyanprogrammestartedinlate2015.Duetothegeneralcut-backsintheDanishODAandapersistentviolentconflictinMozambiquetheformulationofthenewcountryprogrammewasonlyfinalisedinlate2016.Section4.4providesasummaryoftheprogrammes.Thetwofullcountryprogrammedescriptionsareattachedasannex1and2.Thethirdlearningconsideredgeographicalpresenceandthebalancebetweenthemodestsizeofprogrammeandparticipatingpartnersanditscombinedabilitytohaveanimpactondecisionmakersandtheenvironmentingeneral.In2015,simultaneouslywithfreshcountryprogrammeformulationsamove


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beganofphasingoutallactivitiesincapitalcitiesseekingoutintoremoterdistrictsandprovinces.Dutybearersareeasierinfluencedhereandsmallerorganisationscanwiththerightsupportgaingreaterimpactandaclearersayatloweradministrativelevelsofgovernment.Also,seenfromarightholders’perspectivethereisadisproportionatelargenumberofNGOsandINGOsoperatingwithinthesafeperimetersofcapitalringroads.Thetransitionwascompletedinthebeginningof2017andallprogrammeactivitiesarenowconcentratedintwodistinctcountiesalongLakeVictoriainKenyaandwithintheSofalaProvinceinMozambique.Thefourthlearningconcernedthepartnershipmodalityandourwayofengagingpartners.Anassessmentoftheresultsthataonetoonemodelhadyielded,i.e.SEasanorthernorganisationsupportingalikemindedorganisationinthesouthwithcapacitybuildinginstrumentsshowedonlylimitedevidencepointingtowardsthatsuchcollaborationmodalitiescouldbeattributedtothecreationofsustainableindependentorganisations–withthenotableexceptionofthecollaborationswithMaliFolkecenter.Thecorefundingmodelwaspartlydesignedtonowcapitalizeonthisheavycapacityinvestmentbutlookingatthereturnstheyweredisappointinglymeagre.Often,itturnedout,aftermanyyearsofintensiveandperhapswithtoomuch‘SEhandsonsupport’inlargerstand-aloneprojects,weretheorganisationsstillcentredaroundafewindividualsthathaddifficultiesrecruitingandespeciallyretainingtalentedindividuals.‘Capacityceilings’withinsuchorganisationsarereachedfairlyquicklymakingmonitoringofimpactanddisseminationofsuccessesdifficult.Furthermore,andemphasizingtheurgencyfororganizationslikeSEtofindnewwaysofcollaboratingtomaintainrelevance,wasthefactthatmanysouthernCSOsingeneralduringthelast5to10yearshavebecomeincreasinglybetterconnectedandbetterinformedaboutthechallengesfacingtheirlocalenvironments.Thejobtherefore,intheeyesofSE,morebecomesamatteroffindingwaystounleashtheknowledgeandenergyalreadypresentinmanylocalsettingsbyfacilitatingthecollaborationsofamultitudeofindividualtalents,organisationalpromisesandexistingtechnicalknowledge.ThistaskisoftenbestsolvedwhencombiningcomplementaryCSOsallowingthemtojointlyleveragetheirweightconstructivelytowardstherightleveloflocalgovernmentwhilstencouragingcollaborationswiththeprivatesectortointroduceappropriatetechnologyintotargetcommunities.Therefore,thecurrentcountryprogrammesofbothKenyaandMozambiquearedesignedaroundseveralexistingandnewCSOplatforms.Theprogrammesbindtogetherpartnersthatotherwisewouldeitherhavebeencompetingagainsteachotherarounddwindlingdonorfundsorforotherreasonswouldnothavefoundtogetherintoworkingrelationships.Insuchconstellationspossessingthoroughsectoralknowledge,agoodglobaloverviewandbeingwellfoundedinrightsbasedapproachesSEfindsthatitcanaddacriticalvaluetothepartnerships.Afifth‘setoflearnings’wasfacilitatedbytheexternalthematicreviewundertakeninFebruary2016.Thereviewtookitspointofdepartureinthethenbarely2monthsoldcountryprogrammeinKenya.Thefullsetofrecommendationswithmanagementresponsesareattachedasannex10.Keyamongtherecommendationsweretoadjusttheoverallprogrammetonewfundingrealities(referringtothe25%ODAcutbackinOctober2015)andtodetailfurtherthepartnershipapproachusedinarevisedinternationalstrategy.Othermoresecondarylearningsthatinfluencedthedesignofthepresentedprogrammehasincluded:Creationofafacilitycapableofgeneratingsynergiesbetweenthecountryprogrammes:Ascountryprogrammeshastakenshapeandstartedtodeliveritbecameapparentthatarenewedfocusonpotentialsynergiesbetweencountryprogrammesneededattention.Althoughcontextandabilitiesofpartner


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consortiumsvariesthereareareaswithinforinstanceadvocacyapproachesanddocumentationofresultswheremutualinspirationcanbemeaningfullyfound.CloserinvolvementoftheDanishpartofSustainableEnergy(volunteers,YoungEnergyandcommunication):ThereisanacknowledgedneedtofurtherinstitutionallinkagesbetweentheDanishpartoftheorganisationandoursouthernpartners.Thenewprogrammeseekstodothisinseveralways.Oneexampleishavingasharperfocusonpossibilitiesforelevatinglocalclimatechangeissuesexperiencedatcountrylevelsintoaprogrammaticcommunicationstrategythatinvolvesalargerpartoftheorganisation.Anattempttooperationalizethisisforinstancethecurrentnationalclimatechangecampaign(reftoannex9).Thecampaignisfundedbytheavailabledevelopmenteducationfunds(PRO)andrunsover3years.ItinvolvesvolunteersandemployeesofSEusingcountryprogrammepartnersasresourcepeople.LikewisethereisacontinuedneedtobettermarketthefinancialandadministrativecapacitiesofSEtowardstheadministrativeunitswithinpartnerorganisations.


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3 STRATEGICORIENTATIONThischapterbrieflyoutlinesthegeneralstrategicorientationoftheprogrammeincludingthegeographicalandthematicfocusareasandtheapproachusedwhenengagingwithpartners.Thesustainabledevelopmentgoalstheprogrammewilldeliverdirectandindirectresultsunderismentioned.Thecompleteinternationalstrategyisattachedasannex4.

3.1 Thechallengesaddressedbytheprogramme

Theprogrammeengageswithpovertyalleviationwithintheenvironment,naturalresourcesandrenewableenergysectors.Withinthesetwosectorson-goingclimatechangesandtheirimpactsonalreadyvulnerablecommunitiesandlocalauthoritieswillformtheback-dropofallcountryledactivitiesandusedasaleveragetoworkwithlocalgovernance,evidencebasedadvocacycampaignsandimprovedresourcemanagement.Theprogrammeshouldbemeasuredonitsabilitytocombinenationalpovertyreductionintentionswithconcreteandrelevantenvironmentprotectionandclimatecompatibledevelopment.Gettingthisbalancerightisafirstprerequisiteforlongtermimpactandsustainability.

3.2 TheSustainableDevelopmentGoals

ThisprogrammeandtheinternationalworkofSEingeneralprimarilyorientitselftowards5SustainableDevelopmentGoals:Goal7(AffordableandCleanEnergy)andgoal13(ClimateAction)areourfirstpointsofdeparturewhilecarryingoutprogramsandcollaborationswithpartners.Ourprimecompetencesliehere.SEappliesarights-basedapproachtodevelopmentandmanyoftheprinciplesforthisarerepresentedwithinour2ndlevelSDGgoals.Goal1(Nopoverty)goal5(genderequality)goal16(peace,justiceandstronginstitutions)andgoal17(Partnershipsforthegoals)arecrosscuttinggoalsinallouractivitiesandwaysofworkingwithpartners.Othergoalsnotmentionedinthematrixbelowareinherentlyalsoworkedwithasin-buildvaluebasedapproaches.Forinstance,goal10(reducedinequalities)expressesthemerereasonforSEinthefirstplacetoengageininternationaldevelopmentwork.However,whensupportedtheywillcontributetoachievingoneorsomeofthementionedprimarygoals.


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1stlevel:AreasofworkthatdistinguishtheworkofSEandwherewestrivetodelivertangibleresults.Prioritisedequallybybothnationalandinternationaldepartments.

Goal7:AffordableEnergy

Goal13:ClimateAction

2ndlevel:Areasofworkthatareimportantandhencecrosscuttingormainstreamedinallactivitiesorapproaches

Goal1.NoPoverty

Goal5:GenderEquality

Goal16:Peace,Justiceandstronginstitutions

Goal17:PartnershipsfortheGoals

ExamplesofhowweworkwiththeindividualSDGsareprovidedintheannexedinternationalstrategy.

3.3 Performingthroughpartnerships

SEworkswithsmalltomediumsizedCSOsthatalreadyhavearespectedtrackrecordwithintheirfieldofexpertiseand/orwithintheirconstituency.Wecollaboratewiththreemaincategoriesofpartners:Operationalpartners,StrategicpartnersandNetworkpartners.

OperationalpartnershavelongtermagreementswithSEandwillalwaysworkunderasetofmutualcontractualobligations.TheyarecrucialpartnerstoSEandplayasubstantialrolewithinourcountryprograms.Theoperationalpartnersinthisprogrammeincludesthefollowingorganisations:CREP,Suswatch,OsienalaandUmandeTrust(allKenya),ADELandLivaningo(bothMozambique).Theoperationalpartnersworkwithinahumanrightbasedapproachandareallwellrespectedlocaladvocacyorganisationshavingtheirowntechnicalareasofexpertise.

Strategicpartnersareattachedtoprogramsinagreementswiththeoperationalpartnersandonaregisteredcapacitybuildingneedbasis.Thesearerespectedinstitutions/organisationspossessingspecificknowledgearounde.g.devolutionissues,advocacyorclimatechangeissues.Thecollaborationwithstrategicpartnersismorefluidandexistonanagreedon/offbasis.Knowledgebasedinstitutions,organisationsactingastemporalexternalmonitorsandnationalprofessionalnetworksareallexamplesofcategoriesofstrategicpartners.Current(2017)strategicpartnersincludeMuleide(gender),IPAJ(Lawyersassociation),andanetworkofenvironmentallyconcernedjournalists(allMozambique)andVIREDInternational(CSOcomprisingofuniversitylecturersinWesternKenya)andURAIATrust(civiceducationincludingissuesarounddecentralisation)bothKenyabased.

Thisprogrammeisdesignedaroundtwocountry-basedconsortiumsofCSOscomprisingofnationaloperationalandstrategicpartners.Selectedconsortiumpartnersareautonomousorganisationsandhavetheabilityandwillingnesstosupplementeachotherwhilecollaboratingaroundspecifictechnicalandadvocacyissues.LocalauthoritiesareoftenhandlingCSOsonaonetoonebasis.Whenactingfromtheplatformofaconsortiuminagreementwitheachother,consortiummemberswillbeabletoleveragealargerinfluencetowardsdecisionmakers.Thishappenswhenpresentingjointpositionstodutybearersand


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whenfrequentlyappearingtogetherinmeetingswithauthorities.Also,whenmeetingaroundanagreedprogramdocumentandplantheconsortiumsareexpectedtocontributewithsignificantcapacitybuildingofeachotherasCSOs.Thisissystematicallyhandledbyfrequently(inKenyaonceamonth,inMozambiqueonceeveryquarter)discussingbestpractices,mostsignificantchangestoriesandmosteffectivewaysofengaginglocaldutybearersatbothcommunityandprovinciallevels.

Togearourstrategicinvestmentsintotheconsortiums,whenfeasibleandinalignmentwithprogrammepriorities,partnersareencouragedtoworkcloselywithlocalprivatesectoroperators.ExamplesofthisincludesD.LightlimitedinKenya(SolarHomeSystems)andTCTDalmann,Mozambique(timberproducts).

3.4 Geographicalfocus

TheprogrammeencompassestwocountryprogrammesbasedinWesternKenyaandthemiddlepartofMozambique.KenyaSEhasbeenpresentinKenyasince2005andhassince2016focuseditsattentiononcountiessituatedalongLakeVictoria.TheLakeVictoriabasinitselfsupportsthelivelihoodofabout12millionKenyans.Despitetheregion’shighagriculturalpotential,recentsoildegradationhasledtoincidencesofabjectpovertyfor30to50%oftheruralhouseholdsandcurrentnaturalresourcemanagementpracticesarenolongeradequatetomeetfoodneedsormaintaintheresourcebaseintheregion.PopulationdensitiesarehighinlargepartsoftheadjacentcountiestoLakeVictoriaandsomeruralareascaninpartsbestbedescribedasperi-urbanwiththespecificplanningandresourcechallengethisentails.Kenyahasrecentlyintroducedadevolvedgovernancesystemempoweringthecountieswithdecentralisedbudgetstructuresandinmanysectorsahighdegreeofself-determination.Thiscombinedwithanewlyapprovedclimatechangebillandinsomecountiesnewdepartmentsdealingwiththeclimatechangeagendaopensnewopportunitiesandchallengesforthecivilsociety.OurprograminKenya(November2015toDecember2019)engagesanumberofestablishedandwellrespectedNGOsinaconsortiumworkingwithboththeopportunitiesofthedecentralisationactandtheincreasingfocusontheclimatechangeagenda.TheprogrammewillreceiveinspirationfromtwootherKenyanbasedclimateandenergyprojectsbothmanagedbySE:I)aregionalengagementwithlargernationalNGOsinKenya,TanzaniaandUgandafocusingonadvocatingfortheimplementationoftheNationallyDeterminedContributions(NDCs)undertheUNframeworkonclimatechange2.And,II)incollaborationwiththeDanishwindmillproducer,Vestas,andtheDanishTechnicalUniversity(DTU)SEwillduringtheprogrammeperiodparticipateinthedevelopmentofcommunitybasedmini-grids3.Finalapprovalofthemini-gridprojectisexpectedinSeptember2017.MozambiqueSEhasbeenpresentinMozambiquesince2004andhasovertheyearsestablishedgoodworkingrelationshipswithanumberofnationalCSO’sandINGOs.About51%ofthelandareaiscoveredbyopennaturalforests.Around80%ofthepopulationdependsheavilyonnaturalresources–includingespecially

2’PromotingImplementationoftheParisAgreementinEastAfricawithafocusonpro-poorlowemissiondevelopment’(PIPA),CISUklimapuljen2016.3’Supportingsustainablemini-griddevelopmentandproductionofwindturbinesinKenya’,Danidamarketdevelopmentpartnerships,2017-2020.


15

forestresourcesfortheirlivelihoods,forestbasedagriculture,timberharvesting,firewood,charcoalmakingandhunting.Exploitationofnaturalresourcesthereforecontributessignificantlytoreducingfoodinsecurityandpovertyandplaysapivotalroleinaddressingclimatechangeconcerns.Thecountryprogram(January2017toDecember2019)isfocusedintheSofalaprovinceinthetwodistrictsGorongosaandMaringue.Thesedistrictswerein2015to2016takenhostageinapolitical–militaryconflictbetweentheGovernmentandtheRenamo4whomanagedtore-establishamilitarystronghold.Fortunately,anewpeaceprocessinitiatedinDecember2016hasmadeitpossibleforprogrammepartnerstoreturntothearea.Thesituationintheareaisstillfragileandthepopulationdeprivedofmuchsupportfromgovernment.Followingtheleave-no-one-behindprincipleitisveryrelevantworkingareastobepresentin.Thestrategicorientationoftheprogrammeisdirectedtowardsseveraltargetednaturalresourcemanagementcommittees,advocatingfortheirfullandtransparentaccesstonationalrevenuebaseddevelopmentfundsanddevelopingbestpracticecasesdemonstratinghowthesefundsarebeingputmostrelevantintouseatcommunitylevels.Despiteitsrelativelimitedsize,itistheexpectationthattheconsortiumofpartnersimplementingtheprogrammewillbeabletocontributesignificantlytogettingthequestionofsustainableNationalResourceManagementandconsequencesofclimatechangehigherupontheprovincialandnationalpoliticalagendas.ToincreaseincomesandresilienceofcommunitiesanEUfundedprojectworkingwithvaluechainsinruralareasisanintegralpartoftheprogram5.

4TheMozambicanNationalResistance-RENAMOisamilitantorganizationandpoliticalmovementinMozambique.

5Programadedesinvolvimentoeconomicolocal(Prodel),2016


16

4 PROGRAMMATICAPPROACHWithinthetwobigheadingsofdecentralisationandclimatechangethischapterfirstdescribesthegeneralapproachthatwillbeapplied.AschematicToCisthenpresentedandcoupledtotheoverallresultbasedframeworkindicatingthetargetstheprogrammeplantoreachbeforetheendof2019.FromtheprogrammefacilitylevelthesectionthenbrieflyintroducesthecontentofthetwocountryprogrammesincludingtheprofilesoftheCSOpartnersparticipatingintherealisationofthegoals.Abriefmanagementoutlineisfollowedbytwosectionsdetailingthetwomaincommunicationchannels:OnethroughaprogrammaticcommunicationplatformconnectingparticipatingCSOsacrossbordersandtheotherexplaininghowthePROfundsareplannedtobespendtowardstheDanishpublic.

4.1 Generaloutlineandapproach

AsalreadystatedtheprogrammecomprisesprimarilyoftwoindividualcountryprogrammesbasedinWesternKenyaandintheSofalaProvinceofMozambique(annex1and2).Incommonforthecountryprogrammesarethattheyoperateonissuesarounddecentralisednaturalresourcemanagementandclimatechangeimpactsandchallengesinruralorperi-urbanareas.Overallguidance,monitoringandcollectionandsharingofexperiencesare,however,cateredforbythevisionandobjectivesofthisprogramme,(seeTheoryofChangeandresultframework,4.2and4.3).Asbrieflymentionedinsection3.3thecountryprogrammesarebuilduparoundtwoconsortiumshaving4to5CSOsasmembers,matchingeachotherwithsetsofcomplementaryskills,experienceandtalents.Theconsortiumsaresupportedbyseveralnationalstrategicpartnersgivingspecialisedinputsone.g.monitoringmethods,independentreviewadviceorcommunityapproaches.Suchstrategicpartnerstypicallyoriginatefromtheuniversities,fromsmallspecializedconsultingfirmsorfromstrongernationalclimatechangenetworks.Incommonforbothprogrammesarealsothattheyseektotapintoalreadyavailabledecentralisedrevenuesgeneratedbythestate.DonorfundsadministeredbySEareusedasmerestrategicinvestmentsdesignedtoattractfurtherinterestfromlocalauthoritiesand/ortheprivatesector.Modern legislation on decentralised governance and slow but sure increasing efficiencies of governments to generate revenues are important handles of the programme. This can be from either direct natural resource exploitation (Mozambique) or as is the case in Kenya through a gradual budgetary and human resource mobilization at county and district levels. The programme will work through these new pieces of legislation taking advantage of the possibilities and challenges this brings with it. Important catalysts for unlocking the best parts of the potentials of decentralised governance are CSOs and CBOs living and working within the vicinity of the target population. The consortiums of CSOs mentioned in section 3.3 are the crankshafts of both programmes to make this happen. By working from a consortium platform on selected advocacy issues, considerable leverage is generated towards local authorities to deliver meaningful support to communities and invite private actors with ‘green products or methods’ to take an interest in areas where they normally would not operate. Our strategic orientation on the beneficiary level is on the mobilization of disadvantaged groups affected one way or the other by ongoing climate changes. Frequently the same groups are caught in-between ambitious but failing local government structures, local environmental conditions under stress and lately warmer and more unpredictable weather systems. Both programmes have at their core a purpose of generating and using evidence based advocacy cases evolving around environmental challenges experienced by the target group, either directly induced by


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climatic changes or indirectly further aggravated by such changes. Whereas the attention around the global climate change agenda mostly is centred on COP meetings and high level negotiations between governments, the attention of this programme is at a much lower level. It is based in provinces and districts where thousands of ordinary people on a daily basis are adapting and coping with new and old climatic challenges. The programme takes advantage of the fact that experienced climate change is a global concern shared by most people. As such it provides for a unique opportunity for smaller CSOs to meet across borders to discuss effective ways and means to advocate for both local and global climate action. To cater for this a programmatic communication platform will be facilitated. The platform will comprise of members from partners’ communication departments and as such contribute to important aspects of the general capacity building of participating partners. Please refer to section 4.6 for a further description of the platform. The communication platform is one of several means of generating synergies between the two country programmes. Others include an overall shared reporting and guidelines system including ‘how to do’ examples within for instance baseline collection in remote communities, making community mapping and profiling and miscellaneous training manuals of relevance to the programme. Physical exchange of CSO staff attached to the country programmes will when feasible happen in connection with the semi-annual review missions or in connection with specially designed effectiveness reviews where partners might lend staff out to assist with the review. The human rights based approach is in-build in several PANT sensitive indicators and further enforced during semi-annual review visits discussing progress reports, consulting and supporting the continued propulsion of the country programmes. The approach to sustainability includes 1) relationships to partners, 2) the nature of supported interventions, 3) focus on signs of lasting impacts and 4) clear contractual agreements with partners on how to phase in and how to phase out:

1. The relationship to partners are guided by SE’s partnership approach (ref to annex 4, the international strategy) stipulating general principles for our collaborations. Being successful on creating strong bonds and working relationships between complementary local CSOs motivated to continue collaborating also after programme closure is an important part of the sustainability concerns. Partnerships are usually terminated in connection with the expiration of a contract. In such cases a planned phase-out period precedes the termination of the collaboration. Partnerships can also be terminated by either partner with a three months’ notice in case of serious breaches of trust between the partners or if sudden changed access to sources of funding occurs.

2. The investments carried out by the programme are spend as seed money with an acceptable

calculated risk of its ability to attract further funds from more sustainable sources, e.g. public allocated budgets generated from revenue collection mechanisms or investments from private businesses seeking to make a further profit.

3. As a measure of sustainability, the programme is more keen on registering for instance partners ability

to work smarter together or partners desire and ability to undertake profound advocacy campaigns than registering whether partners individual actions in the field all cater for appropriate sustainability assessments.

4. National programs and regional climate change networking projects all start phasing out activities and

documenting change 6 to 12 months prior to their planned termination. Partner contracts and program documents clearly mentions their expiry date. All current consortia partners are capable of sustaining themselves independently of the support and attention they receive from SE. A specific


18

indicator in the frame program agreement expresses the expectation of a gradual and increasing further independency of all organisations collaborating with SE.

4.2 Targetgroups

Thetargetgroupsoftheprogrammearedividedintotwocategoriesofrightsholdersanddutybearersbeingcitizensindifferentlayersofsociety.Primarytargetgroups6include29communities(Mozambique15+Kenya14)basedinruralsettingswithingeographicallywell-definedareas.Thetargetgroupsarefrequentlyexposedtogeneraleconomicmarginalization,alackofaccesstobasicservices,publicbudgetsandopportunitiesfordevelopmentofresourcesaswellassocialandpoliticalmarginalizationintermsofpooraccesstoparticipationanddecision-making.Incommonforallcommunitiesengagedbytheprogrammeisthattheyaredependentonnaturalresourcesandownabilitiesofmanagingtheirresourcesinclimatechangeaffectedareas.Anyimprovementsorevenmaintenanceoflocallivelihoodsstandardswillthusdependontargetedcommunities’collectivecapacitiestoadapttoachangingclimate.Furthermore,alltargeteddutybearershaverecentlybeensubjectedtonewandcomplexnationallegislativeinstrumentsconcerningredistributionofcollectedrevenuesfromlocalnaturalresourceexploitationaswellasextensivedecentraliseddecisionmakingmodalitiescarryingwithitnewresponsibilitiesofatransparentallocationanduseofregionaldevelopmentbudgets.Consortiapartnersisanotherprimarytargetgroupthatthroughcapacitybuildingandintroductiontonewcivilsocietyallianceswillbenefitfromtheprogrammeintermsofbecomingmorerobustandknowledgeableofclimatechangeanddecentralisationissues.Theprogrammewillengagedirectlywith9CSOs.InKenya,theprogrammewillfurthermoreinfluenceanumberoflocalcivilsocietyplatformsthroughparticipationincoordinatingadvocacyactivities.Thesecondarytargetgroup7atdutybearerlevelswillincluderelevantprovincialgovernmentaldepartmentschargedwithe.g.strategydevelopmentandgeneraldistrictbudgetallocationsandissuingofbye-laws.Throughthegoodexampleandclearcasestheprogramexpectstobeabletoinfluencekeydecisionmakersupuntilprovinciallevels(reftotablebelow).Secondarytargetgroupsatcommunitylevels(neighbouringcitizensandcommunitiesaffectedorinspiredbytheprogramme)willincludeaminimumnumberof55,000individuals.Thetablebelowgivesanoverviewofthevarioustargetgroups.Furtherdetailsareprovidedintheindividualcountryprogrammedocuments.

6Primarytargetgroupisdefinedbybeingindirecttouchwiththeprogrammethroughtrainingsandsupportivepilotprojects.Theprimarytargetgroupisinfrequenttouchwithprogrammestaff.7Secondarytargetgroupincludesthewidercommunitythatindirectlywillbeaffectedbytheprogrammee.g.throughnationaladvocacycampaigns,theweb,gettingsecondhandinspirationfromprogrammeinterventionsandactinguponthenewknowledgeacquired.


19

Primarytargetgroups Secondarytargetgroups

Rightsholders

directlyinvolvedand

benefitting(andlocal

dutybearersinthe

caseofthe

committee

members)

Mozambique

Stakeholdersworkeddirectlywithinprogrammeactivities:

• 370committeemembersin

15committees(22%women

/78%men)

• 700honeyproducersand

associationmembers(40%

women/60%men)

Mozambique

Stakeholdersbenefittinginvariabledegreefromprogrammeimpact:

• Approximately30.000adult

communitymembers(50%women,

50%men)in15targetcommunities

• 1.300membersofASCAs(60%

women/40%men),inandoutsidethe

laboratoryarea

Kenya

• Communitygroupmembers

in:

o Wang’Chiengward

o Aheroward

o Kogwenowardo Wawidhiward

o Kochogoward

o ChuoweBeach

o ObariaBeachGroupmembersworkingdirectly

withtheprogrammeactivities.

Theywillreceivetrainingandare

capacitatedtodisseminatetheir

knowledgetotheentire

community.Eachgrouphas2-300

members,where60%are

women.

Kenya

• Allcommunitymembersinthe7

targetwards

Eachcommunityconsistsofapproximately

2.000inhabitants.25.000community

memberswillindirectlybeinvolvedinthe

programme.

• CSOnetworksinWesternKenya

• OtherCSOallies

• Learninginstitutions

Dutybearers

reachedthrough

advocacyand

networking

(forinstitutionbehindabbreviation

Mozambique

Stakeholdersworkeddirectlywithinprogrammeactivities:

• Privatecompaniesandforest

concessions(approximately

40)

Mozambique

Stakeholdersworkedleastintensivelywith:

• Provincialgovernment:o DPASA

• NationalLevel:


20

refertostakeholderanalysisinthecountryprogrammedocuments)

• Localauthorities:

o 4SDAEoffices*)o 4DistrictGovernment*)

• Provincialgovernment:o SPFFB;

• NationalLevel:

o MITADER

o MASA

o CAEA

Kenya

• Localauthorities(sub

counties):

o Nyandoo RachuonyoSouth

o RachuonyoNorth

• BeachManagementUnits

(BMUs)

• Provincialauthorities

(counties):

o Kisumu

o HomaBay

• Countyexecutivesforthe

departmentofGreenEnergy

andClimateChangein

Kisumucountyandthe

MinistryofWaterServices

andEnvironment,HomaBay

County.

• Countyexecutivecommittee

members

• Privatecompanies(providers

ofSolarHomeSystems)

Kenya

• Nationalgovernment:

o MinistryofEnvironmentand

NaturalResources

• Publicrevenueandco-funding

mechanisms:

o CommunitydevelopmentFund

o WomensDevelopmentFund

o YouthDevelopmentFund

• MembersCountyassemblies

• Privatesector

• Localmedias,radios,journalistsand

bloggers

• Stakeholders,ministries,institutions,

universities.

Consortiapartnersfromthecivilsociety

KenyaSusWatch

CREPP

Osienala

UmandeTrust

CSOplatformsinKisumu:

• PlatformonDevolutioninKisumu

Countyconsistingof:

o Cordaid

o Concernworldwide

o TheCivilSocietyOrganization

NetworkforWesternandNyanza

Province(CSONetwork)


21

o KMET

• CooperationonDevolutionand

GoodGovernanceinKisumuand

HomaBaycounties:

o FriderichEbertStiftung

o TransparencyInternational

Mozambique

Livaningo

Adel

Muleide

Ipaj

Journalistsenvironmental

network

4.3 TheTheoryofChange

ToreachtheVISIONintheprogramme,theToCrunsintwoparallellines:

1. Oneconcernspreconditionsthatarenecessarytocreatewithinthetwocountryprogrammes2. Theotherlineisconcernedwithpreconditionsnecessarytocreateinordertoestablisha

collaborationbetweenthetwocountryprogrammesandSE’sDanishactivitiesleadingtoamutualunderstandingofclimatechangeanditsimpactonthedevelopmentagenda.

Thepreconditionsaresupportedbyseveralidentifiedassumptions.TheassumptionsaresubjecttoSE’sregularmonitoringandtheToCassuchworkasacontinuousrealitycheckonhowcollaboratingpartnersperceivechangetohappen.Adjustmenttotheperceptionofhowchangehappenswillhaveanimmediateimpactonhowtheaccompanyinglogicalframeworkanalysis(LFA)isputtogether.TheToCanditsassumptionsareregularlydebatedwiththeconsortiumsintheprogrammesand‘darlings’areremovedwhenmonitoringandreviewsprovideuswithnewknowledgeleadingtonewassumptions.TheToCisthusareflectiveanddynamicinstrument,andastheprogrammeprogressesnewassumptionsandpreconditionswillappearandtheToCberevisedaccordingly.TheuseoftheToCintoalargermonitoringframeisdescribedinannex5,Monitoringguidelines.


22

Thetwoconsortiumpartners

andSE(Int.dep.,YoungEnergy

andvolunteers)collaborate

andshareexperiencesfrom

thetwoprogrammeswhereby

theymutuallywidentheir

understandingand

perspectivesofaspectsof

climatechangeinrelationto

developmentagendas

SEdelivertimelyandrelevant

enablerstopartnersinthe

establishmentofconsortiums

Partnersrespondstothe

supportandvalueinprinciple

theideaofworkingin

consortium

Monitoringsystems

areinplaceandused

tocaptureand

analysechange

VISION

Climatechangeadaptationinterventionsareintegratedintoon-goingdevelopmentandgovernanceprocessesandaddressedlocallythroughpublicandprivateinvestmentsbenefittingvulnerablegroupsinMozambiqueandKenya.InDenmark,thereisagrowingresponsivenesstotheunequaldistributionofthenegativeeffectsofclimatechanges.

Targetgroups

includingbothrights

holdersandduty

bearersrespondtothe

supportandadvocacy

activitesprovidedby

theprogrammes

Partnersaredelivering

relevantandtimelysupport

totheprogrammesandthe

targetgroups?

SEdelivertimelyand

relevantenablerstopartners

toorganizeprogrammatic

work

SEand

Young

Energy

successfully

carryouta

“takeAction”

climate

campaignin

Denmark

Consortium

partnersfind

relevancein

sharing

experiences

withSEand

other

partners

KEY:

Assumption:Somethingthatisaccepted

astrueorlikelytohappen

butthereisnoproof(yet).

Assumptionsunderpinour

understandingofhow

changeworks,andwhythechosenprogrammatic

prioritiesfunctionsbetter

thanothers.Explicit

assumptionshelpidentify

gapsandunmetneeds.

Practicalworkandtestingof

approachesinprogrammes

settingsarecarriedoutby

consortiumpartners

CSOpartnerswith

complementing

competencesareorganised

inprogrammeconsortiums

toleveragecommonagendas

Aboveline:contribution

Below:attribution

Livelihoodoftargetgroups

isimproveddueto

programmeinfluenceand

indirectlythroughnetwork

andadvocacyworkbasedon

evidenceandfindingsfrom

theworkintheprogrammes

SEhasworkingexperience

withthein-countryCSO

environmentandhasa

networkofcontactsatduty

bearerandrightholders’

levels

Authorities’approaches

towardsrightsholdersare

PANTimprovedandbetter

resourcedaffectingtarget

groupspositively

Authoritiesare

constantlykeptinthe

loopandnursedand

involvedin

developmentofthe

programme

Precondition:Conditionsthatmustbeinplacefor

youtoreachthegoal.Onecondition

leadstothenext.IFthisisinplace

THENetc.

GraphicpresentationoftheToCoftheprogramme


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4.4 ResultsFramework

Theresultsframeworkintegratestheobjectivesofthetwocountryprogrammesasoutcome1and2,bothcontributingtotheimmediateprogrammeobjective.ThegeneralcontentoffivegenericoutputsfromthepreviousDanidaframeagreementhavebeenmaintained.Atthedetailedlevel,theyhavebeenadjustedandupdatedwithaccompanyingsetsofindicators.TheoutputsreflectprioritiesandapproachesoftheInternationalStrategy.Theyareformulatedwithingeneralareasofconcernandcapableofcatchingandretainingaggregatedoutcomeshappeningatoutputlevelswithinthetwocountryprogrammes.Annex3givesafurtherspecificationofhowthecountryprogrammeoutputsarelinkedtotheoverallprogrammeoutputs.Programmedevelopmentobjective

Climatechangeadaptationinterventionsareintegratedintoon-goingdevelopmentandgovernanceprocessesandaddressedlocallythroughpublicandprivateinvestmentsbenefittingvulnerablegroupsinMozambiqueandKenya.Asaspin-offofprogrammeresultsandexperiencesacontributionismadetoagrowingDanishpublicresponsivenesstotheunequaldistributionofthenegativeeffectsofclimatechanges.

Immediateobjective1

CommunitygroupsandLocalAuthoritiesinthetargetedareascollaborateonclimatechange,environmentanddevelopmentagendaswherebylivingconditionformarginalisedrightholdersareimprovingandmodelsforreplicationaredevelopedandpromoted.Inthetargetedprogrammeareas,aqualifiedCSOenvironmentispresenttoupholdandfurthercultivatetheachievementsandinspirationallinkagesareestablishedtoDanishandinternationalcivilsocietyactors.

Outcome Indicator MeansofverificationOutcome1VulnerablepopulationsinKisumuandHomaBaycountiesatriskofnaturalhazardscausedbyclimatechangeareincreasinglysupportedbypoliciesandprogrammessponsoredthroughthedevolutionfunds(Kenyaprogramme)

Dutybearersfinance/activelysupportprogrammesandprojectsaimingatcommunitiesaffectedbyresultsofclimatechangeAnumberofrightholders’prioritisedclimateadaptationplansareapprovedforfundingbyeitherCountyGovernment’sCommitteeoratwardandsub-countylevel

CountyGovernment’sbudgetsareincreasinglygivingprioritytoclimateadaptationprojects.Reviewofbudgetsatcountyandsub-countylevelinbaselineandatendofprogrammeperiod.�CountyGovernment’swardandsub-countylevelbudgetsandbudgetallocationsatprogrammeendascomparedtobaseline


24

Outcome2Knowledgeisgeneratedabouttheability,effectivenessandefficiencyofnationalandlocaltaxandotherrevenuemechanismsfromsustainablenaturalresourceexploitationatcommunityleveltostrengthentheseandtheiradaptivecapacitiestoongoingclimatechanges.Theknowledgeisusedtoincreaseincomesintargetedcommunitiesandinfluencedutybearerstoimproveaccountableandtransparentdistributionofbenefitstherebycontributingtohighercommunityresilience(Mozambiqueprogramme)

Atprovincialanddistrictlevelauthoritiesshowincreasedabilityinsecuringatransparentprocessingofthe20%taxrevenuemechanismandatnationallevelshowcasesofmalfunctioninghaveledtomoreawarenessaboutthepitfallsinthemechanism.15communitiesexperiencestrengthenedinternalorganisationandresiliencethroughincreasedcontroloverandincomefromsustainablenaturalresourcemanagement.

Qualitativesurvey(repeatedbaseline),externalevaluation,mediaclippings

Qualitativesurvey(repeatedbaseline),externalevaluation,mediaclippings

Output1:TargetgroupsandlocalCSOsareempoweredthroughcapacitybuilding,technicallyaswellasorganisational,viatrainingsandparticipationinprojectswithingovernance,environmentandclimateadaptationtoactas‘agentsforchange’inthecivilsociety.Programindicators

1)Economicactor:Disaggregatednumberofhouseholds/peoplethatarebenefitingfromtheprogram.

55.000peopleareindirectlyinvolvedinorbenefittingfromtheprogrammeactivities–50%arewomen.

2)SocialandEconomicactor:Disaggregatednumbersofgroups/households/peoplethatpracticeparticipatorynaturalresourcemanagement/urbanenvironmentalimprovementprojectsinthetargetareas.

4.550personsofwhich45%arewomenareactivelyusingskillsandtrainingsprovided,eithertoimprovesustainableincomegenerationoraselectedcommunityrepresentatives.

3)Civicactor:Numberofsimpleparticipatorylocalenvironmentanddevelopmentplans(LEDP)/communityplansdesignedanddiscussedwithLocalAuthorities.

25communityplansrangingfromformaldocumentstoassociativebusinessplansorcommunityactionsplansdevelopedandusedinplanningandfundraising.

Output2:Localauthoritiesshowincreasinginclinationstosupportparticipatorydevelopmentprocesses.Thisismadevisiblethroughengagement,officialplansandbudgetallocationstoenvironmentalandclimatechangeadaptationinterventionsatcommunitylevels.Programindicators 4)SElocalpartnerssupportlocalauthoritiesinformulatingplansandstrategiesthatsupportaparticipatoryandtransparentplanningprocesses.

LocalAuthoritiesareincreasinglywillingtoapplyparticipatoryandtransparentplanningprocesses.

5)LocaladministrationsandCSOs/CBOsinthetargetareashaveestablishedcollaborationformsonenvironmentandclimatechangeissuesbuildingonclausesinexistinglawsandregulations.

LocalAuthoritiesareincreasinglyawareofandfollowingexistinglawsandregulationsguidingtheirroleandresponsibilitiesinrelationtocommunities.


25

6)Co-fundinghasbeensuccessfullyestablishedbetweentargetcommunitiesandprivatesectorand/orlocalauthoritiesbasedonthePANTprinciples

Publicrevenuesandco-fundingsuccessfulreceivedbycommunitiesinatleast10welldocumentedcases.Atleasttwocollaborationsestablishedwithprivatesectorcompanies.

Output3:GenderconcernsaremainstreamedinallactivitiesProgramindicators 7)Adequatecapacity,proceduresandsystemsinplaceamongpartnerstopromoteandmakeuseofnon-discriminatoryandgendersensitiveplanning,implementation,andmonitoringandevaluation.

Gendersensitiveplanningandmonitoringmethodologiesbasedondisaggregateddatacollectionareinuseasacross-cuttinginstrumentinallprogrammesupportedinterventions.

8)Womenhavegainedmoredecision-makingpowerinallprojectactivitiesintheprojectareas.

Minimum40%increasedrepresentationofwomenparticipatingandpromotingissueswithincreasingsuccessindecisionmakingbodiessupportedbytheprogrammes.

Output4:National,regional,andinternationalforaandnetworksonenvironmentalissuesrelevantfortheobjectivesoftheprogramareestablishedorjoinedandsupportedandSE’slongtermpartnersdemonstrateincreasingabilitytoperformadvocacywork.Programindicators

9)Relevantconcreteprofessionalcontacts,seminars,workshops,generalcooperationorjointprojectswhereSEpartnerorganisationshaveparticipatedanddeliveredprofessionalinput.

Documentedcontributionstopolicyandstrategybriefs,publicparticipationbillandenergybill.MainpartnersrecognizedamongstpeerswithinenvironmentandclimatechangeissuesasadvocatesforguidingPANTprinciples.

10)Focussedandevidencebasedadvocacyeffortstargetinglocalandnationaldutybearersarecarriedoutinbothcountryprogrammes.

Atotalof6advocacycampaigns(topicsunderidentification)ofwhich4aresuccessfulincontributingtosomedocumentedstructuralchanges.

11)Aglobalprogrammecommunicationplatformcreatesprofessionalconnectionsbetweentheparticipatingpartnersinrelationtoclimatechangeagendas

Monthlyskypemeetingsandoneannualphysicalmeetingbetweenparticipatingcommunicationstaff(SE&partnerorganisations)Visiblecommunicationproductscapableofengagingaglobalcommunityandcontributingtoidentifiedadvocacycampaigns

Output5:SEandpartnersestablishinnovativeandconstructiverelationshipleadingtoincreasedcapacity,legitimacyandautonomybasedonPANTprinciples.Programindicators 12)Partnersworkinginconsortiumsofferaninspirationallearningenvironmentandthepossibilitytoreachoutwith“onevoice”.

Participatingpartnersfinditworthwhiletoremainwithinconsortiumsandtheopinionsandadviceofferedbytheconsortiumsareindemandbybothlocalauthorities,communitiesandawiderCSOenvironment.


26

13)SEpartnershavegraduallydiversifiedtheirsupportbase.

Severalpartnersoftheconsortiumshavebeensuccessfulinobtainingnewfundingopportunitiesduetotheirinvolvementintheprogramme.

14)Partnersdemonstrateincreasingandsustainedtransparencyandaccountabilitytowardsthebeneficiariesanddonors.

IdentifiedPANTshortcomingsaddressedandincorporatedintotheimplementationstrategies.

Keyassumptionsrelatedtotheprogrammestrategy(outcomelevel)Immediateobjective KeyassumptionsCommunitygroupsandLocalAuthoritiesinthetargetedareascollaborateonclimatechange,environmentanddevelopmentagendaswherebylivingconditionformarginalisedrightholdersareimprovingandmodelsforreplicationaredevelopedandpromoted.InthetargetedprogrammeareasaqualifiedCSOenvironmentispresenttoupholdandfurthercultivatetheachievementsandinspirationallinkagesareestablishedtoDanishandinternationalcivilsocietyactors.

• DutybearershaveestablishedanadministrationanddepartmentwithqualifiedofficersdealingwithdevolutionandclimatechangepoliciesinKisumuandHomaBaycounties.(Kenya)

• DisseminationofindepthknowledgeandshowcasesaboutinadequacyincompliancewithnationalNRMlegislationwillbeabletoattracttheattentionofprovincialandnationaldecisionmakers(Moz)

• Provincialanddistrictauthoritieshave,ifnototherwisedistracted,aprofessionalinterestinassistingthecommunities(Moz)

4.5 Summariesofcountryprogrammes

Countryprogram:KENYATheDaCCAprogramwasoriginallysettorunfromNovember2015toDecember2018.Basedonaplannedreview/evaluationinmid2018theprogrammewouldbeadjustedandfurtherextended.However,inconnectionwiththisnew2-yearprogrammeformulationandinordertosynchroniseimplementationandfundingperiods,DaCCAisherepresentedasrunningupuntilend2019.Budgetfiguresfor2019areindicativeandwillbefinallydecideduponaftertheresultoftheplanned2018evaluationisknown.DaCCAseekstotakeadvantageofthepossibilitiesappearinginKenya’snewconstitution(2010)introducingdevolvedgovernanceatbothpoliticalandadministrativelevels.Underthedevolutionact15%ofcentralgovernmentrevenuesareplannedtobetransferredtothecountygovernmentswithanintentionofinstitutionalizingpublicparticipationinplanninganddecisionmakingprocesses.AlthoughthepitfallsaremanythereisageneralagreementamongstcivilsocietyinKenyathatovertimetheactgivesarealopportunityofbringingdemocraticdecisionsclosertothegrassrootsprioritizinglocalneedswhilstaddressingthechallengesofinequalityandpoverty.TheotherpieceoflegislationthattheDaCCAprogramwillleanupagainstisthenewlyapprovedClimateChangeAct.ThebillestablishesaClimateChangeFundthatwillbesourcedfromtheConsolidatedFund(nationalbudget),donations,endowments,grantsandgiftsspecificallydesignatedfortheFund.ThefinancialresourcesmadeavailablethroughtheFundmayberaisedbytheCountyCouncilsforthe


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executionofclimatechangeactivitiesoftheCouncils.TheDaCCAprogramwilltestandfacilitatethewillingnessofauthoritiestocarryouttheintentionsoftheDevolutionActandtheClimateChangeAct.ThevisionoftheprogramistogetanincreasinglyqualifiedCSOsectortoworkcloselywiththemostdisadvantagedgroupsandlocalauthoritiesonclimatechangeadaptationinterventions,e.g.provisionofrenewableenergysystemslikeSolarHomeSystems,constructionofefficientstoves,introductionofdraughtresistantcrops,addressingfoodsecuritybyintroducingsolardrivenirrigationsystemsfor‘all-year’agricultureandhorticultureactivities,establishmentofnurseriesandtreeplantingprojects,a.o.Byempoweringcommunities,CSOsanddutybearerswithrelevantskillsandgoodpracticesonclimatechangeadaptationprojects,theprogramwillthroughadvocacyactivitiesinfluencetheclimatepolicyandbudgetsofthecounties,sothattheyaremoreeffectivelychannelledtowardsthepeopleandcommunitieslivingintheareasmostaffectedbyclimatechange.DaCCAhasbeendesignedinaparticipatoryprocesswith4KenyanCSOs:CREPP,Osienala,UmandeTrustandSusWatch.TheprogramismanagedbyaProgramCoordinatingCommittee(PCC),andlocalclimatechangeprojectsareimplementedinKisumuandHomaBaycounties.ThePCCwillensurecoherence,synergyandlinkagestolocalgovernmentofficials,andlikemindedprogramsandnetworks.ThePCChasthusestablishedstronglinkagestoexistingCSOplatformsworkingwiththedevolutionagendainKisumuandHomaBaycounties.ForafulldescriptionoftheDaCCAprogramseeannex2.OverviewofpartnersintheconsortiumPartner Typeoforganisationandcomplementary

capacitiesSpecificrolesandtasksintheprogram

SusWatchProgramcoordinationandmemberoftheProgramCoordinatingCommittee

Facts:• BasedinNairobi,butwithofficeinKisumu• RegionalnetworkcomposedofCivilSociety

Organizationsengagedinvariedthematicissuescontributingtowardssustainabledevelopment.

• MemberoftheEastAfricaSustainabilityWatch(EASusWatch)formedin2005andcomprisesofnetworksofNGOsfromKenya,UgandaandTanzania.

Corevaluetotheprogram:• Strongnationalandregionaladvocacy

organisation• Experiencefromlargemonitoringand

evaluationassignmentswithinclimatechangeandenvironment

• Headingtheprogramcoordinatingcommittee• Coordinationofworkplans• ClosecoordinationwithSE’scountrycoordinator• Advocacyandnetworkingprimarilyatlocal,district

andprovinciallevels• Liaisonwithstakeholders,localauthorities• Documentationofprogress,factsandfindings,track

ofchanges,monitoringfromthefield.• Collaborationwithexternalknowledgeinstitutionto

boostanalyticalcapacityoftheconsortium

UmandeTrustMemberoftheProgramCoordinatingCommittee

Facts:• BasedinKibera,NairobiwithofficesinKisumu

andNakuru• Establishedin1998andhas34employees.• Isregardedasoneoftheleadingurban

WATSANorganisationsCoreValuetotheprogram:• Strongadvocacyandfundraisingorganisation.• Respectedinunplannedsettlements

• Trainingofcommunitiesandcommitteesinwaterandsanitationissuesinrelationtoclimatechangeadaptation

• Supportcommunitiesinplanningandprioritizationofinterventions

• Planandcoordinateadvocacyefforts• Collaborationwithstakeholdersandlocalauthorities


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CREPPMemberoftheProgramCoordinatingCommittee

Facts:• RegisteredasNon-GovernmentalOrganization

inMarch1997.CoreValuetotheprogram:• Veryexperiencedinissuesrelatedtofood

security,HIV&AIDS,Waterandsanitation,Micro-Enterpriseanddevelopment,Genderequalityandequity,floodsdisastermitigationandPolicyadvocacy.

• Trainingofcommunitiesandcommitteesinagricultureskillsandrelatedtofoodsecurity,e.g.draughtresistantcrops,nurseries,treeplanting


• Planandcoordinateadvocacyefforts• Collaborationwithstakeholdersandlocalauthorities

OsienalaMemberoftheProgramCoordinatingCommittee

Facts:• Establishedin1993asanationalNGOwithits

headofficeinKisumu• Createdawarenesslocallyandinternationally

abouttheproblemsfacingLakeVictoriaCoreValuetotheprogram:• Establishedasawell-knownorganisationinthe

LakeBasinRegionwith• Hasastrongtechnicalandbusinessoriented

knowhowandexperience

• Trainingandorganisingcommunitiesintechnicalissueslike,SolarHomeSystems,renewableenergy,improvedstoves,savinggroups.


• Planandcoordinateadvocacyefforts• Collaborationwithstakeholdersandlocal

authorities.

VIREDInternationalResearchanddevelopmentorganisationandinstitute

Facts:• Registeredin2000,basedinKisumu• Leadingresearchinstituteindisseminationof

informationandsupportofprojectsthatintegrateEnvironmentalConservationandDevelopment.

CoreValuetotheprogram:• Broadknowledgeoftheclimatechangeand

adaptationagenda• Researchandacademicsupportcapacity• “Athirdeye”ontheprogrammesstrategies

andimplementation.

• Assisttheprogrammewithreviews,monitoringofassumptionsandchangeswithintheToCandindicators

• Supportpartnersinstrategicchoicesandfocusonadvocacyissues.

Countryprogramme:MOZAMBIQUETheprogrammeinMozambiquerunsfromJanuary2017toDecember2019andtakesitspointofdeparture

in15NaturalResourceManagementCommittees(NRMC’s)intheSofalaProvince.Thecommitteesrepresentthebestorganizedandpotentiallymostdemocraticrepresentativesofmarginalizedpeopleof

ruralMozambique.Theexistenceofthecommitteesrelatestoaspecificsetofnationallegislationthatensurescommunitiesashareofthetaxrevenuesthegovernmentcollectsfromtheconcessionofnatural

resourcese.g.totimbercompanies.TheMinisterialDiploma93/2005outlinestheso-called20%channellingmechanism,wherebycommunitiesareentitledtoa20%shareofthegovernmentlicensingfees

collected.

However,theimplementationprocessofthislegislationisconfrontedwithsomebottlenecks,includinglack

ofknowledgeofthelegislationbymainstakeholders;systematicviolations;lackofaccesstoinformationregardingcontractsbetweentheStateandtheconcessionaires;lackoftransparencyinthechannellingof

20%revenuesandpracticeofcorruptionjusttomentionafew.Oncommunities’side,apartfromtheweakcapacityoftheNRMC’s,therearerecurringproblemsofmismanagement,lackoftransparencyand

accountability,andpoorinclusionofcommunitymembersincludingwomeninthemanagementanddecisionmakingprocesses.


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Agroupofpartnersworkdirectlywithbuildingthecapacityofthecommitteesandthelocalauthoritiesin

thetwotargeteddistrictsaswellasatprovinciallevel.Thisworkisunderstoodastakingplaceina“laboratory”orworkroomwherefindingsfromthe15communitiesareanalysedandscrutinisedfor

reasonsofmalfunctionorwell-function.Resultsfromthelaboratoryfeedsintotheoverallobjectiveestablishingknowledgewhichwillbeusedtoinfluencedutybearersatvariouslevelstoimprovethe

practiceswithinnaturalresourceexploitationandmanagementinrelationtoexistinglegislation.Onepartnerisspecificallyresponsibleforasystemofregistrationanddisseminationofeffects,constraintsand

opportunitieswiththeambitiontocontributetostructuralchanges.

Alongsidethefocusonnaturalresourcemanagementtheprogrammefocusesongenderaspectsandtheeffectsofclimatechangeandlocaladaptationpossibilities.OverviewofpartnersintheconsortiumPartner Typeoforganisationandcomplementary

capacitiesSpecificrolesandtasksintheprogram8

AdelSofala(A-partner)

Facts:• BasedinBeiraandoneofthemost

influentialenvironmentalCSO’sinSofala• ADELisimplementingprojectsineightof

thetwelveDistrictsinSofala.• ADELwasestablishedin1999andhas25

employees.• MemberbaseconsistingoflocalCSO’s.Corevaluetotheprogram:• Highlegitimacyinthecommunitiesall

overSofalaandwithauthoritiesatprovincialanddistrictlevels.Networkerorganisationwithskilledcommunityanddevelopmentworkers.

• Trainingofcommunitiesandcommitteesintopicslikeinternalgovernanceofcommittees(accountability,transparency),NRM,associativism,communitydevelopmentplans,ASCAgroups.Trainingstobecarriedouttogetherwithotherconsortiummembersoralone.

• Followupmeetings,coachingofcommitteesintheiroperations.

• Disseminationandnetworkingprimarilyatlocal,districtandprovinciallevels

• Documentationofprogress,factsandfindings,trackofchanges,monitoringfromthefield

• FacilitationoflegalizationofNRMC’s• CarryouttheProDELhoneyvaluechainproject

Specificadministrativeroleinconsortium:Tosecurecoordinationamongconsortiumpartners

Muleide–Women’sAssociationforLawandDevelopment(B-partner)

Facts:• Provincialchapterofnationalwomen’s

organisation• Foundedin1991andconsistsof172

individualmembers• Providesassistancetodisadvantaged

womenCoreValuetotheprogram:• Focusongendermainstreaminginall

aspectsoftheprogram.• Potentialaddressnationalagendas

throughnationalbranchinMaputo

• Trainingofcommunitiesandcommitteesingenderaspects(bothwomenandmen)–togetherwithotherconsortiummembersoralone.

• Empowermentofwomenindecisionsmakinginthecommitteesthroughcoachingandfollowupmeetings.

• Takepartinresearchongenderincommunities.• Linkuptoprovincialornationalgenderorganisations

andagendas• ParticipateinJointPartnerReviewmeetings

8TheApartners’specificrolesandtasksarestipulatedinacontractwithVEandtheBandCpartnersinToR/MoUwithADEL


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IpajInstituteforLegalAssistanceandRepresentation(C-partner)

Facts:• Semi-publicinstitution• Wascreatedin1994toprovidethe

constitutionalrighttolegalassistanceandlegalaidtoeconomicallydisadvantaged.

CoreValuetotheprogram:• Secureexpertiseonrelevantlegal

matters,lawsandregulationsintheconsortiumandthecommunities

• TrainparalegalsinlawsandregulationconcerningNRM

• Followupmeetingsincommunitiesandcoachingcommitteesintheirchallenges

• ParticipateinJointPartnerReviewmeetings• Follow-upthroughregularmonitoringvisitstoNRMC’s

JournalistNetwork(C-partner)

Facts:• Establishedapprox.10yearsago,

workedwithADELsince2014• Constitutedbypublicandprivatesector

journalists,involvingwrittenpress,TVandRadio

• Searchanddisseminateevidenceonsustainableorunsustainableexploitationofnaturalresourcesonthelocalleveltonational

CoreValuetotheprogram:• Abilitytoreachprovincialandnational

agendasthroughmassmedias

• Todocumentanddisseminateproblemsthatthenaturalresourcesectorfacethroughmediasthatindividualmembersworkfor

• Canbebroughtintofocussedadvocacyefforts• Promotecommunityenvironmentaleducation

throughthepublicationofarticlesanddebatesintheinformationagencies

• ParticipateinJointPartnerReviewmeetingswhendeemedrelevant

Livaningo(A-partner)

Facts:• BasedinMaputobutengagedinvarious

initiativesinotherprovinces.• Isregardedasoneoftheleading

environmentalwatchdogsinMozambique.

• Livaningowasestablishedin1998andhas28employees.

CoreValuetotheprogram:• Abilitytotargetnationalnetworksand

agendasthroughcommunicationandadvocacy

• Responsibleforregistrationanddisseminationofeffects,constraintsandopportunitiesfromcommunitylevel

• Disseminationatnationallevelthroughforumsandnetworks

• Carryoutthematicinvestigationstogainknowledgeonspecifictopics

• Planandcoordinatenationaladvocacyefforts• Tocollaboratewithexternalknowledgeinstitutionto

boostanalyticalcapacityofconsortium

Specificadministrativeroleinconsortium:ResponsibleforjointreportingtoSustainableEnergy

Knowledge Institution(C-partner)

Facts:Thepartnerisstilltobeattached

• Tobringextraanalyticalcapacityintotheconsortium• Tosecurecontextualrelevancebyhavingup-todate

sectorknowledge

Makinguseofeachoftheircorecompetences,themembersoftheconsortiumcollaborateinthefieldguidedbyspecificMoUswitheachofthe15communities.TwiceayearjointmonitoringanddecisionmakingistakingplaceduringaprogrammepartnerreviewmeetingwhereSEispresentaswell.Forafulldescriptionoftheprogrammeseeannex1.

4.6 Managementset-upincludingfinancialmanagement

SEwillbethecontractholderandwillassuchberesponsibletoMFA.Thelocalpartnersintheconsortiumsinthetwocountryprogramswillinconjunctionwiththetargetgroupimplementthecountryprogrammes.Intheprogrammesthelocalpartnerswillbetheexecutiveagencies,responsibleforalltheactivitiesonthegroundincludingreportingandfinancialaccountability,whereasSEvis-à-visMFA’srequirementswillbe


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responsibleforapplyingitsregularprogrammaticandadministrativemanagementsystemsandprocedures.

SE’sinternationaldepartmentwillbemanagingtheprogrammeandbeoverallresponsibleforcoordination,monitoringandevaluation,qualityassuranceoftheprogrammeanditsprogrammaticandbudgetaryimplementation.Directtechnicaladvicewillprimarilytakeplacewithinorganizationaldevelopment,strategydevelopment,designofcoherentadvocacycampaignsaswellasnecessaryprogrammeadjustments.Thecountryprogrammeshavetheirownindividualprogrammeandfinancialmanagementset-upreferringintotheoverallprogrammemanagementset-up.OnceayearSE’schiefaccountantvisitstheprogrammesas‘controller’,andaudittheannualfinancialstatements.FinancialstatementsaresubmittedtoSEquarterly.Apartfromauditing,thechiefaccountantprovidestechnicaltrainingongrantmanagement,softwareforbookkeepingandfinancialreporting.Themanagementoftheprogrammeisguidedbyapartnermanual.Foranoverviewofcontentpleaserefertoannex6.ThepartnermanualismadeaccessiblethroughasharedDropbox.EachpartneroftheconsortiumshassignedindividualcontractswithSEoutliningtheirparticularroleundertheprogrammeumbrella.Allpartnercontractsdetailminimumrequirementsaroundmanagement,reporting,disputeresolutionandterminationofcontracts.Reportingofprogressatcountrylevelsincludingfinancialreportingaremadeinpre-designedtemplatestailoredtoeachcountryprogramme.Reportsarewrittenbi-annuallyandsubmittedtoSE’scountrycoordinatorpriortohis/herreviewvisits.

4.7 Programmaticcommunicationplatform-“Takeclimateaction”

ThecommunicationchallengesaccompanyingongoingglobalclimatechangeshaveapotentialforbindingCSOsacrossbordersclosertogether.Theprogrammewillthereforefacilitateaclimatechangecommunicationplatformwhereexperienceswithmethodsandmediascanbediscussed.Theplatformwillcompriseofmembersfrompartners’communicationdepartments9andassuchcontributetoimportantaspectsofthegeneralcapacitybuildingofparticipatingpartners.Themainobjectiveofthecommunicationplatformisthroughcollaboration,sharingofexperiencesandproductionofvariouscommunicationproductstostrengthenadvocacyforbothlocalandglobalclimateactionandtoraiseawarenessontheconsequencesofclimatechangeandtheneedforadaptationandmitigation.Assuchthecommunicationplatformwillcontributetoavariedglobalandlocaldiscourseonclimatechangeanddevelopmentinspiringcitizens,civilsocietyactorsanddecisionmakerstotakeclimateaction.Theplatformwillbebasedonthefollowingprinciples:• Testimonialsaboutexperiencedclimatechangecanraiseglobalawarenessaboutitsconsequences-

andencouragetoclimateaction.Thereisapotentialforproducingandsharingtestimonialsfromordinarypeopleabouthowtheyexperienceclimatechangeandcopewiththenewrealities.Bycollectinganddistributingtestimonialsfromdifferentcountriesandregionswecanvisualizeclimate

9BothcommunicationstafffromSE,programmepartnersandtemporaryprojectpartnersfrome.g.ongoingindependentclimateprojectsinWesternandEasternAfricawillbeinvitedtoparticipate.Partnersoutsideoftheprogrammewillparticipatewiththeirownprojectfunds.ExpensesforcommunicationdirectedsolelytowardstheDanishpublicwillbesourcedfromthePROfundsandbepartoftheon-goingclimatecampaign(annex9).


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changeimpactsandgivevariedinsightsintohowclimatechange-ifnottackledandadaptedto-reinforcespovertyandaddstoenvironmentaldegradationandpoorgovernance.Production,sharinganddistributionoftestimonialswilltherebyhavethepotentialofincreasingtheawarenessaroundtheconsequencesofclimatechangeforallinvolvedpartners,includingSE.

• StoriesfocusingonpeoplewhotakeclimateactioninbothNorthandSoutharecapableofconnecting

peoplearoundasharedconcern.Thepoweroftheexamplewillsupplementongoingevidencebasedadvocacycampaigns.Examplesandinspirationsofdifferentwaystoadaptandmitigatewillbeillustrated.Theproductswillbedistributedonforexamplepartners’socialmediaplatforms,websites,asharedYouTubechannelandnewsletterstargetingotherCSO´sandstakeholders10.Inthebeginningthefocuswillbeonproducingstoriesaboutlocalclimateactionandtestimonialsaboutexperiencedchange,buttheparticipantswillperiodicallyevaluate,monitoranddevelopapproachestobetteradvocateforlocalandglobalclimatechangeaction.

• Partnershavedifferentcommunicationskillsandtalents.Iffacilitatedskilfullythisdiversitycanbe

usedtoserveacapacitybuildingpurposebothwithinprogrammesandwithinSEitself.Somepartnersareveryskilledinawarenessraisingactivities,whileothersareinstrategiccommunicationorsocialmedias.Withaprogrammaticcommunicationplatform,itwillbepossibleformembersfrompartners’communicationdepartmentstoshareknowledgeandexperience-andthroughcollaboration,meetingsandconferencesgettheirdifferentskillsintoplay.Assuchtheplatformwillbeasconcernedwithcommunicatinghorizontallybetweenpartnersasverticallytodonors,localauthoritiesandcommunities.

TheplatformwillbemanagedbytheprogrammemanagementteambutfacilitatedandliftedbySE’scommunicationdepartmentinacloseandintertwinedcollaborationwithpartners’respectivecommunicationofficers.Regularcyberspacemeetingswillbethemainmethodtofacilitatecollaboration.Anannualjointphysicalmeetingbetweencommunicationresponsibleofficersoutliningmethodsandgoalsoftheplatformwillsupplementthis.

4.8 Popularsupportanddevelopmenteducation

DetailedbackgroundfiguresandtextregardingSE’s‘Popularsupport’isprovidedforinannex12.Fundsavailablefor‘Developmenteducation’totheDanishpublicfrom‘programoplysningsmidler’(PRO)amountsannuallytoapproximatelyDKK130.000.InordertoprovideforscaleandvisionSEin2015designeda3-yearclimatechangecampaignplancovering2016to2018havingatotalbudgetofDKK390.000.TheplanwasapprovedbyDanidainlate2015andimplementationstartedinearly2016.DesignofthecampaignhastakenfulladvantageoftheexperiencesgainedwiththeclimatecampaignsundertakenbyYoungEnergyin2015.In2015,theprioritywastoincreasetheinvolvementofyoungvolunteersfromYoungEnergy–SE’syouthdepartmentinthecommunicationofSE’sinternationalengagement.ProgressandresultshavesofarbeenverysatisfactoryandPROfundsgeneratedbythisprogrammewillcontinueinthesametrack.Duringthelatterhalfof2018thecampaignwillbereviewedandbasedonthefindingsanewplanfor2019andonwardsdeveloped.Thefollowingprovidesforabriefoutlineofthe

10SEgainedvaluableexperiencesinasimilarapproachduringtheimplementationofaPanafricanyouthproject,YouthBaton,grantedin2014byDanida’s”Innovationfund”.


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climatechangecampaign.Annex9givesamoredetaileddescription(inDanish)ofthecampaign’sintentions.ThemainobjectiveoftheuseofthePROfundsistoincreasepublicawarenessonandsupporttoSE’sinternationalengagementandtheconsequencesofglobalclimatechangesfortheworld’spoorest.Theexpectedoutcomeisthat:Bytheendof2018,SEhasmanagedtoreachoutdirectlytoaminimumof25.000peoplein10ofDenmark’slargercitiesinforminganddebatingtheconsequencesofongoingclimatechangechallengesinthesouth.Indirectly,itisexpectedthatatleast50.000peoplewillhavebeenintouchwiththeactivities.Theoutcomewillbereachedby

• WorkingwithandthroughthevolunteerwingofSE.ThevolunteershaveaccesstomanydifferentsegmentsoftheDanishpublicandmanyareprofessionallyengagedintheenvironmentandcommunicationsectors.Thevolunteerscomprisebothyoungandoldandarealreadywellorganizedandmotivatedinseveralpartsofthecountry.Approximately100volunteerswillbeactivelyinvolvedindevelopingandimplementingtheclimatecampaigns.

• Developinganumberofeffectivecampaignmaterialsand/orcampaignmethodscapableofcommunicatingandvisualizingtheconsequencesofclimatechangeinbothnorthandsouth.Theexactcontentofthecampaignmethodswillbeplannedanddecideduponbythevolunteers.Thesecouldbethedevelopmentoffacetofacearrangements,smartuseofsocialmediaasamobilizationtool,streettheaterevents,findingeffectivewaysoforganizingpeoplearoundtheclimateagendaandorganizingsouthtonorthvisitsbyinfluentialcampaignersactivewithintheprogrammearea.

Thecampaignconsistsofbothnationalandlocalcampaignactivities:pressandsocialmediathatcreatevisibilityandputsclimatechangeimpactsonthepoliticalagendanationally.Simultaneouslythevolunteerswillimplementlocalevents.Allcampaignactivitiesleadtoacampaignwebsite.Duringtheautumnof2017possibilitiesofgearingthecampaignbymakinguseofCISU’spotentialnewEUfundeddevelopmenteducationfacilitywillbeinvestigated.


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5 MONITORINGFRAMEWORKThissectionbrieflyoutlinesthemonitoringframeworkofthecountryprogrammesandthegeneralprogramme.ItfirstdescribeseventsdrivenbySEthatgeneratemonitoringdatashowingtheannualcycleofrepetitiveevents.Itthenlooksatthreedifferentlevelsofmonitoringandintroducesthreedifferentkeymonitoringtoolsthatareappliedduringthevariousmonitoringevents.Monitoringofrisksisaninherentpartofamonitoringframeworkandthesectionthereforeconcludeswithalookatidentifiedrisksatthecountryprogrammelevels.

5.1 SEdrivenmonitoringevents

Programprogressisrecordedinseveraltempiandmoments:1)Programpartnersarerequiredtosubmitbiannualreportsreflectingonprogressand/orregressaroundthevariousoutputsoftheLFA.Atemplateguidingtheprogressreportingisannexedtothepartnermanual.2)SEconduct2annualreviewvisitstoprograms.Thepurposeofthereviewsistotakestockoftheindividualpartnershipcontracts,scrutinizetheindicatorsforprogressandadjustgoalsandbudgetsaccordingtoactualachievementsandplans.Agoodreviewmanagestoestablishasharedpictureoftheactualsituationamongsttheteammembersandagreesontherightlevelofambitionforthecomingyear.Themainparticipantsinthereviewsare:Thedirector,theprogrammanagerandthechiefaccountantfromthepartnerorganisationandone(whenfeasibletwo)programcoordinator(s)fromSE.TheheadoftheinternationaldepartmentandthechiefaccountantofSEwillwhennecessaryparticipateinpartsofthereviews.Thereviewsaredividedinatechnicalandafinancialpartbothcomprisingofdatacollectionandjointinterpretationphases.Itistheresponsibilityofthepartnerorganisationtocollatefinancialandtechnicaldatapresentingfirstcomparisonsagainsttheprogressindicatorsandbudgetsofthecountryprogram.ThedataissharedwiththeprogramcoordinatorfromSEviathebiannualprogressreports–usingapre-designedformat-atleast1weekpriortothestartofthemission.Duringthereview,itisajointresponsibilityofthepartnerorganisationandtheprogramcoordinatorfromSEtoreflectonandcreateknowledgefromthedataandwithinapredefinedceiling,agreeonnextyear’slevelofambitions.DetailedTermsofReferencesandastandardreportingtemplateguidetheannualreview.AfirstdraftreportisfinalisedandagreeduponbetweenthepartnerandSEbeforethedepartureoftheprogramcoordinator.Afinalreportissubmittedtotheprogrampartnersnotlaterthan2weeksaftercompletionofthemission.TemplatesforthereviewreportingandtheTermsforthereviewareattachedtothepartnermanual.3)Regularmailcorrespondencesandskypecallsconstituteanimportantpartofthegeneralmonitoringofcountryprograms.Suchcontactsofeitherageneraloperationalnatureoronmorespecificstrategicissuesprovidesforagoodopportunitytogaugemovementswithinplannedandunplannedprocessesaswellasgradualcapacitybuildingofpartnerorganisations.Alog-book,recordingownandpartners’reflectionsduringtheimplementationandrelatingtoprocessindicatorsandToCassumptionscanbeusedtokeeptrackofmoresubtlechanges.


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4)Budgetissetasideincountryprogramstoprovideforanindependentlocallearningevaluation/monitoringeverytwotothreeyears.Likewise,resourcesareavailabletoconductadditionalSEsupportmissionsfocusingonacapacitybuildingsubjectoraspecificeffectivenessreview.Bothexercisestakeplacewithfullinvolvementandparticipationofpartnerorganisation.

The table below is an overview of the annual cycle of review visits and collection and compilation of progress documentation. External evaluations are held towards end of program periods.

5.2 LevelsofMonitoring

TotheextentpossibleSEwillfollowpartnersownestablishedmonitoringsystems.Thismeansthatwhereexistingsystemsforcollectionandanalysisisavailablewewillcontributepositivelytotheseandseektodevelopthemfurther.Theprogrammeoperateswiththreelevelsofmonitoringeachapplyingtheirownsetsoftoolstogeneratedataandknowledge.Monitoringofsingleprojectsandinterventionswithinformulatedcountryprogramsconstitutelevelonemonitoring.Thisisusuallydonebythepartnersandtheirassociatesthemselves.Theinterpretationofthedataanditstransformationintoactualknowledgeshouldwheneverpossiblehappeninaclosecollaborationbetweenthepartner/consortiumandSE.Leveltwomonitoringconcernsthelogicalframeworkandthetheoryofchangeofthecountryprograms.Contextrelevantprocedurestoleveltwomonitoringisdescribedinthecountryprogramsandexpectationstoparticipatingpartnerorganisationsinindividualpartnercontracts.PartnerscollaboratingwithinthecountryprogramsparticipatecloselyintheseparateToCmonitoringbuttheprocessitselfisspearheadedbySEandthelocalprogrammecoordinatororbyanexternalorganisationchargedespeciallywithkeepinganeyeonthetheoryofchange.AnynecessarychangestotheToCshouldwhennecessarybereflectedinchangestotheLFA.Levelthreemonitoringconcernsthelogicalframeworkandthetheoryofchangeoftheoverallframeprogramcomprisingoftwo(pre-2017three)countryprograms.SEisprimarilyresponsibleforlevelthreemonitoringbutdependsonbothqualitativeandquantitativedataandinterpretationsfromthecountryprograms.


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Financialmanagementandmonitoringatleveloneandtwoisdescribedinseparatespecificcountryproceduresmanuals.FinancialmanagementandmonitoringatlevelthreefollowsDanidaproceduresandformats.ReportingonthisisattachedtotheannualprogramreportstoDanida.

5.3 Keymonitoringtools

Logicalframeworks,theoryofchangemodels,themonitoringwheelandtheriskmatrixallconstituteimportanttoolstogenerateprogressinformation:Thelogicalframeworksofcountryprogrammesandoverallprogrammearemonitoredwithsetsofqualitativeandquantitativeindicatorsatoutputandimmediateobjectivelevels.Anexampleofthelevelofdetailisprovidedinthetablebelow:

Earlyoutcomemonitoringbasedontheintentionsoftheimmediateobjectivesismadeinanarrativeforminannualprogrammeprogressreportsandinspiredbyevidenceharvestedthroughthelogicalframeworkanalysisandtheprocessguidingreflectionsaroundthemonitoringwheel.

AmonitoringwheelsupplementstheLFAmonitoringwithsubtlerprocessmonitoring.UsedincombinationwiththeLFAitnotonlyinformsaboutprocessmovementsbutalsoinformsabouttherobustnessoftheToCanditsimplicitassumptions.Forinstance,theprogramLFAdoesnotquestiontheadditionalvalueprovidedbySEnordoesitquestionanunderlyingassumptionwithintheToCthatpositsthatpartnershipsaremutual,relevantandhavethecapacityoffurtherdevelopment.Thequestionsaskedwithinthefocusareasofthemonitoringwheeladdressthesebyprobingthemfurthertoassessprocessesandprogressmoreadequately.AlthoughsomeofthequestionsandindicatorsusedinthemonitoringwheelareidenticaltothoseoftheLFA,completingafullcirclewithreflectivequestioningencouragespartnersandprogramplannerstoadjustandcorrectatappropriatelevels.


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Thewheelisdividedintofivesectionsinvestigating:1. theregisteredandperceivedappropriatenessofthedeliveryof“enablers”fromSEtoitspartners,2. partners’abilityordesiretorespondtothesupport,3. partners’abilitytotransformthesupportintomeaningfulandrelevantprogrammeinterventions/

targetgroupsupport,4. thetargetgroupsabilityordesiretoadopt,replicateorrefinetheprogrammeinterventions,onto

finally5. theregistrationoftherealandperceivedlivelihoodchangesatthelevelofthetargetgroup.

Dataforthemonitoringwheeliscollectedprimarilyduringreviewvisits,evaluationsandduringtheyearine.g.log-bookformatswheneventsorsignsoccurthatchangeinrelationshipsoratfieldlevelsgraduallyhappens.Annex5givesafulloverviewofhoweachsectionofthemonitoringwheelisinvestigatedthroughacombinationofqualitativeandquantitativeindicatorspickedfromtheprogrammeLFAaswellasfurtherinspirationalareasofquestioning.SomeofthegeneralassumptionsoftheTheoryofChangebehindtheframeprogramandhowtheyarelinkedtoeachpartofthemonitoringwheelisshowntowardstheendofeachsection.Considerationsaroundattributionversuscontributionarehandledoutsidethismonitoringschemeinspecificprogrammeprogressreports.TheindividualTheoryofChangesofthecountryprogrammesarelookedatindetailtwiceayearduringthereviewvisitsfromSE.UnliketheLogicalFrameworksoftheprogrammestheToCsattemptstosituateprogrammeeffortsinabiggerpictureofchange.SEusetheoutlinedToCstoencouragejointcriticalthinkingandreflectionaboutpathwaysofchangeandlinksbetweenchanges.Aneffortismadetoillustratethelinksbetweenexpectedchangestoarticulateandmakevisibletheassumptionsheldbyindividualpartnersfromdifferentbackgroundsofhowweexpectchangetohappen.KnowledgeorrevelationsgeneratedduringsuchToCdebatescanhaveanimmediateinfluenceontheactivities,outputandbudgetsoftheLFA.

Does SE deliver timely and relevant

enablers to partners?

Are partners responding to the

support?

Are partners delivering relevant and timely support to the programmes

/ target group?

Are target groupsresponding to the support providedby programmes?

Are the responsesof the target

groups leading to improved

livelihoods?


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5.4 Riskmanagementframework

MonitoringofandmanagementaroundidentifiedrisksthatareoutsidetheinfluenceoftheprogrammewillbedonebybothprogrammepartnersandSEinaclosecollaboration.ReportingupontheriskswillbepartoftheannualprogressreportingtoCISU.Theriskmanagementframeworkisdividedintothreemaincategories

• contextual• programmatic• institutional

TheriskswillbemonitoredcloselyandreporteduponinrelationtotheannualprogressreportingtoCISU.

Risk

Riskfactor

Mitigationmeasures

ContextualriskThepoliticalstabilityisfragileinbothcountries,KenyaandMozambique.KenyawillholditsgeneralelectioninAugust2017andformerelectioncampaignshavebeenunpredictable,somebeingstablesomebeingveryviolentwithadverseconsequences.InMozambiquethepoliticalandmilitarytensionsinSofaladuring2016hasreducedthenumberofdistrictswhereCSO’scanworkfreely.Thepotentialriskisthatthetensionswillspreadtoareassofarnotaffected.

M

M

SEandtheprogrampartnershavenomeanstoinfluencethenationalpoliticalstabilityineithercountries.However,thecivilsocietyisalertandnumerousCSOsandgovernmentprojectsworkonmakingthecurrentrelativestabilitymorerobust.SEandthepartnersintheprogramwillactivelyworkforthestabilitybybringingthepoliticalandadministrativesystemandthecivilsocietytogether.

InMozambique,itisexpectedthatthepeacenegotiationprocesswithagroupofinternationalmediatorswillyieldapositive2017.Theprogramareasarenotnecessarilythenumberoneprioritybuthavebeenchosenininsurancethatimplementationinfactcantakeplace,andthe“laboratory”functionoftheprogrammeisnotdependentofbeinginspecificdistricts.


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Riskfactor:L=Low,M=Medium,H=High

ProgrammaticriskThetechnicalcapacityattheCountylevelsinKenyamaycontinuetobelow,bothtechnicallyandintermsofstaffingresultinginlowwillingnesstodevelopideas,makingdevolvedfundsavailabletocommunitiesandsupportforclimateadaptationprojects.Thiswillmaketheaimoftheprogramdifficulttoreach.Moreover,theinnovativemanagementsetupinbothcountryprogramsmaycauseariskasitisthefirsttimethatorganisationsareboundtogetherinaconsortiumresponsibleformanagingaprogram.

LL

Theprogramincludesactivitiesandbudgetsthatwilladdressthisconstraintthroughmeetings,capacitybuilding,seminars,workshopsandactivelyparticipatinginnetworksthatareoccupiedwiththesameagenda.Considerableresourceshavebeeninvestedinthepreparationofthecountryprogrammeswithcloseinvolvementofthecoalitionpartnersincludingapilotprojectheadedbythemost“new”partners.Itisthereforeexpectedthatjointownershipisestablishedandthatthemanagementmeetingswillhelpmaintainthistogetherwiththepracticalcollaborationinthefield.MoU’sandcontractsarewrittenbetweenthepartnersandSEtoguidewherecasesofdoubtarise.

InstitutionalriskThelegislativebasisforbothcountryprogramsareonlyrecentlyendorsedbythetwogovernments.Theprogramsmaybeadverselyaffectedifchangesoccurandslowingdownofimplementationwillhappen.Inefficientlocalgovernmentadministrationduetounclearadministrativestructurescandistractexpectedcooperationbetweenauthoritiesandtheprograms.

MM

SEandthepartnersintheprogramswillactivelyworkforbringingthepoliticalandadministrativesystemandthecivilsocietytogether.Thoughlegislationplaysanimportantrolefortheimplementationofdevelopmentandclimatechangeadaptationinterventions,otherfundingmechanismsarestillinplaceandcanbeutilised.Thiswillslowdowntheprocess,however,advocacycampaigns,publicparticipationandhearings,jointtrainingandcapacitybuildingofadministrativestaffwillmitigatetherisk.


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6 BUDGETSAdetailedbudgetisattachedasannex11.Thetablebelowprovidesasummaryoftheoverallprogrammebudget,2018to2019.Amountsin1000kr.Indtægter Godkendt

budget2017

Budget2018

Budget2019

Note

Programmidler+likvidemidlerfraegenfinansiering 7.710 7.703 7.703 UdgifterProgramogprojektstøtte

Godkendtbudget2017

Budget2018

Budget2019

1.Program-ogprojekstøtte(PPA)2.Program-ogprojektrelateretoplysning3.Øvrigeaktiviteter(Forundersøgelser,Tilsyn&reviews,Eval.4.RevisioniDanmark5.Administration

5.964

119

1.091

75

461

5.645

141

1.385

48

484

5.614

141

1.417

48

484

1,23

Ialt

7.710

7.703

7.703

Note1:Thedifferenceintotalsbetween2017and2018ofDKK305,000isduetoareductioninthetotalDanishsalarylevelofDKK305,000.Note2:54%ofthetotalPPAisdedicatedtoKenya,40%toMozambiqueand6%supportingregionalactivities.Note3:Expectedextraexpensesascomparedto2017areprimarilyduetoplannedexternalevaluationsofthecountryprogrammesinKenyaandMozambique.


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ANNEXES

1.CountryProgrammeMozambique

2.CountryProgrammeKenya

3Resultframeworkwithcountryspecificindicators

4.Internationalstrategy

5.Monitoringguidelines

6.PartnerManualoverview

7.Fundraisingstrategy

8.Overviewofoutcomes2014-2016

9.ClimateCampaign–‘TagKlimaansvar’

10.Reviewresponsematrix

11.Budget

12.Folkeligforankring

decentralisation and climate change and climate change programme 2018 - 2019 5 executive summary the...

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