Results Report 2011-13 - Oxfam IBIS global/ibis... · 2018-05-01 · IBIS Results Report 2011-13...

Results Report 2011-13

IBIS Results Report 2011-13 Page II

CONTENT

Table of figures and tables................................................................................................................................................. III List of Key Acronyms .......................................................................................................................................................... IV Executive summary ............................................................................................................................................................. 1 1. introduction – performance 2011-2013 ......................................................................................................................... 2 2. organisational setting ..................................................................................................................................................... 4

2.1 Re-energising Vision and Mission ............................................................................................................................. 4 2.2 Revised strategies and structure .............................................................................................................................. 4 2.3 Programmatic approach – The Change Triangle ....................................................................................................... 7 2.4 Creating room for innovation ................................................................................................................................... 8 2.5 Monitoring and Evaluation approach ....................................................................................................................... 8 2.6 Country Focus ......................................................................................................................................................... 10 2.7 Review key findings/recommendations and management response ........................................................................... 14

3. Global partnership strategy – results ........................................................................................................................... 19 3.1 Introduction to strategy .......................................................................................................................................... 19 3.2 Building Partnerships and Organisational Capacity ................................................................................................ 21 3.3 Coordination with other International NGOs/Alliance2015 partners ........................................................................... 22 3.4 Facilitating synergy between partner organisations for joint advocacy initiatives ................................................ 22 3.5 Assumptions and risks ............................................................................................................................................ 23

4. Democratic governance strategy – results ................................................................................................................... 24 4.1 Introduction to the strategy ................................................................................................................................... 24 4.2 Empower civil society to engage in advocacy ......................................................................................................... 26 4.3 Participation and influence of civil society in democratic development ................................................................ 28 4.4 Advocacy for equitable access to natural resources .............................................................................................. 30 4.5 Assumptions and risks ............................................................................................................................................ 33

5. Education for change strategy – results ....................................................................................................................... 34 5.1 Introduction to Strategy ......................................................................................................................................... 34 5.2 Right to quality education – improving learning outcomes .................................................................................... 36 5.3 Support to Education Governance and Emerging Civil Society............................................................................... 41 5.4 Influencing national education policy through advocacy ....................................................................................... 43 5.5 Assumptions and risks ............................................................................................................................................ 45

6. Global and danish advocacy – results ........................................................................................................................... 46 6.1 Introduction to Global and Danish Advocacy ......................................................................................................... 46 6.2 Advocacy on education ........................................................................................................................................... 48 6.3 Advocacy on Capital Flight, Tax Evasion and Extractive Industries ......................................................................... 51 6.4 Advocacy on maintaining engagement in Latin America ........................................................................................ 53 6.5 Assumptions and risks ............................................................................................................................................ 54

7. Popular anchoring in denmark – results ....................................................................................................................... 55 7.1 Introduction to IBIS’ Popular Anchoring ................................................................................................................. 55 7.2. Outreach to the Danish Public ............................................................................................................................... 56 7.3 Focused growth in membership ............................................................................................................................. 57 7.4 Growth in private fundraising ................................................................................................................................. 58 7.5 Assumptions and risks ............................................................................................................................................ 59

8. Financial performance - results .................................................................................................................................... 60 8.1 Introduction to Financial performance ................................................................................................................... 60 8.2 Ensuring a Steady Financial Growth ....................................................................................................................... 60 8.3 Ensuring a solid diversified funding base ................................................................................................................ 62 8.4 Increasing cost-efficiency and effectiveness .......................................................................................................... 63 8.5 Assumptions and risks ............................................................................................................................................ 66 ANNEX1: Evaluations, Reviews, Formative Monitoring and Baselines 2011-13 ........................................................... 67 ANNEX2: Project costs, specified on DAC codes 2011-13 ............................................................................................. 70 ANNEX3: Popular anchoring ....................................................................................................................................... 671

IBIS Results Report 2011-13 Page III

Table of figures and tables Figure 1: IBIS’ Strategy Framework ..................................................................................................................................... 2

Figure 2: Implementation approach builds on the change triangle approach ................................................................... 7

Figure 3: IBIS’ Programme Monitoring and OPS Process .................................................................................................... 9

Figure 4: Total income and total utilisation per year........................................................................................................ 12

Figure 5: Total financial utilisation for 2011-13 per thematic area and programme country .......................................... 13

Figure 6: Percentage of all thematic programme partners with a partnership development plan. ................................. 21

Figure 7: Percentage of programmes with joint programming with other international development organisations.... 22

Figure 8: Percentage of thematic programmes providing funding for partners’ joint advocacy initiatives ..................... 22

Figure 9: Number of partner initiatives and projects supported by ................................................................................. 26

Figure 10: Number of IBIS supported advocacy processes supporting youth and women’s rights ................................. 28

Figure 11: Number of initiatives and projects supported related to extractive industries ............................................. 30

Figure 12: Percentage of education programmes with examples or models of ............................................................... 36

Figure 13: Overview of models and approaches .............................................................................................................. 36

Figure 14: Number of youth participating in IBIS and partner-supported ....................................................................... 39

Figure 15: Number of school governance bodies strengthened ...................................................................................... 41

Figure 16: Percentage of programmes supporting CSOs on national level advocacy activities ....................................... 43

Figure 17: An example of programme linkages and vertical advocacy links .................................................................... 47

Figure 18: Percentage of Danish schools participating in the Danish education for all campaign per year ..................... 48

Figure 19: Number of IBIS press hits in Danish media on "tax and extractive industries" per year ................................. 51

Figure 20: Number of participants in IBIS-supported "Latin America-focused" events in Denmark per year ................. 53

Figure 21: Number of participants in Danish campaigns per year.................................................................................... 56

Figure 22: Number of IBIS members and supporters per year ......................................................................................... 57

Figure 23: Total amount (DDK) raised by private fundraising per year ............................................................................ 58

Figure 24: Total income per year (DKK in millions) ........................................................................................................... 60

Figure 25: Percentage of Danida frame funds out of total income per year .................................................................... 62

Figure 26: Development of key fundraising indicators ..................................................................................................... 62

Figure 27: Turnover per IBIS head, and stable admin cost (2007-2013) .......................................................................... 63

Figure 28: Cost category analysis of IBIS expenditures 2011-13 ...................................................................................... 64

Figure 29: Country-level cost category analyses - Sierra Leone and Mozambique .......................................................... 65

Table 1: Country engagements, country strategies and TPs in the reporting period ....................................................... 10

Table 2: Total financial utilisation for 2011-13 per thematic area and programme country ........................................... 14

Table 3: Partnership intervention matrix ......................................................................................................................... 19

Table 4: Danish “Education for All” campaign results per year ........................................................................................ 48

Table 5: IBIS’ brand recognition per year ......................................................................................................................... 57

Table 6: Fundraising related to Corporate Social Responsibility per year ........................................................................ 59

Table 7: Key financial indicators 2010-2013 (in thousands DKK) ...................................................................................... 61

Table 8: Number of IBIS global staff, 2007-2014 .............................................................................................................. 63

IBIS 15. September 2014

Vesterbrogade 2b, 1620 København V

[email protected], www.ibis.dk

Foto front page: William Vest-Lillesøe

mailto:[email protected]

http://www.ibis.dk/

IBIS Results Report 2011-13 Page IV

List of Key Acronyms AAP Africa Against Poverty ACE Alliance for Complementary Education ANCEFA Africa Network Campaign on Education for All CBO Community based organisation CECs Chiefdom Education Committees CISU Civil Society in Development Association CO Country office COP Conference of the Parties CSO Civil Society Organisation CSR Corporate Social Responsibility ECHO European Commission's Humanitarian Aid Office ECOWAS Economic Community of West African States EAPI Quality Education Against Poverty and Inequality EfC Education for Change FFM Formative Monitoring Mission FPIC Free, Prior and Informed Consent GCE Global Campaign for Education GPE Global Partnership for Education HO Head Office INEE Network for Education in Emergency ICT Information and communication Technology LAPI Latin America against Poverty and Inequality OD Organisational Development OPS Organisational Performance System M&E Monitoring and Evaluation MDG Millennium Development Goal MoE Ministry of Education NGO Non-Governmental Organisation PTA Parent Teacher Association PANT Participation, Accountability, Non-discrimination and Transparency PTAs Parent Teacher Associations PDP Partnership Development Plan REDD+ Countries' efforts to Reduce Emissions from Deforestation and forest Degradation, and foster

conservation, sustainable management of forests, and enhancement of forest carbon stocks SB School Board SMC School Management Committee SRHR Sexual and Reproductive Health and Rights ToC Theory of Change TP Thematic Programme TVSD Technical vocational skills development UN United Nations WAHRD West Africa Human Rights and Democracy Programme

IBIS Results Report 2011-13 Page 1

EXECUTIVE SUMMARY

IBIS has undertaken significant organisational changes that have improved the effectiveness and efficiency of the organisation while maintaining a very high level of activity and delivering substantial results in line with the civil society strategy. An organisational strategy has provided the overall framework for the changes. The organisational changes include: 1. closing the regional offices and establishing a

two-tier system (head office-country offices); 2. strengthening the vertical advocacy linkages

through a new head office department and a regional advocacy programme;

3. prioritising institutional and private fundraising in the office setup;

4. phasing out four country programmes and opening a new country programme;

5. revising a number of the key policies and strategies to guide our work.

The organisational changes have meant that the annual financial turnover per IBIS member of staff has doubled while our administrative costs have hardly increased, that the Danida frame grant is now down to 44% of total annual financial turnover, and that the amount of funds spent on direct programme activities and partner transfers has gone up.

The organisational changes are appreciated by our local, national and global partners as our increased focus on vertical linkages adds value at all levels, resulting in joint advocacy initiatives with greater programme impact for both IBIS and our partners. The country offices have the mandate to act and adjust to the local context within the strategic framework established in the country strategies and thematic programmes. Our Organisational Performance System and Global Groups ensure that lessons learned are shared across the organisation and with partners.

In the field of education, our interventions have tested innovative models which have subsequently become models adopted by the given government. Mother tongue education in Bolivia and complementary basic education in Ghana are such examples. We have been a clear voice in advocating quality education at a time when quantity rather than quality was the driver in development circles. We also take some credit for the Danish government’s increased financial support to education, a doubling from 2010 to 2012.

In the field of governance, our work with girls’ and women’s empowerment and with tax and extractive industries stands out. Our policy decision that thematic programmes include a gender focus and our strong local partnerships with gender rights groups have paid off, resulting in significant numbers of women being trained and later assuming leadership positions. Our work with extractive industries and tax issues, based on a number of well-researched position papers, has generated serious attention. This has enabled IBIS and our partners to influence national legislation related to extractive industries, and the examples from our partner countries have in turn proved important in the Danish and European debate on the same issues.

Our popular anchoring and advocacy in Denmark is closely linked to programme priorities. While the number of members dropped from 2011 to 2012, the number of people involved in our campaigns has increased and surpassed 200,000 in 2013. Our focus on strategic partnerships with private companies paid off, exemplified by an innovative partnership with Claus Meyer in Bolivia, and our private fundraising result has doubled in the period. Hence, the overall status of the organisation is healthy, as most financial and programme targets have either been reached or surpassed.


1. INTRODUCTION – PERFORMANCE 2011-2013

In 2011-2013, change once again proved itself to be the only constant for IBIS. However, the real success is not the change itself. The real success is our continued deliverance of good, even impressive results, while undergoing strategic changes that aim to secure IBIS’ future added value and effectiveness for the benefit of the poor and marginalised. This positive view of IBIS’ performance, as reflected in this report for 2011-2013, is supported throughout the recent IBIS Thematic Review (August 2013) where the overall conclusion was:

“ …that IBIS is administering programmes in agreement with the framework agreement and that it is operation with a focus which is in alignment with the strategy for Danish Support to Civil Society.

IBIS has systems and procedures in place for sound implementation of the programmes and is working with the stated organisational frameworks. IBIS is focused on continuously developing its methodology and programme approach and seeks to ensure learning and improving practices in its works.”

This report has been produced under the new “Resource Allocation Model”, addressing the outlined performance standards as best possible and taking into account the fact that these standards were not known at the start of the reporting period. The Performance Standards 9-24 have been addressed in different chapters as an integrated part of the report.

Figure 1: IBIS’ Strategy Framework

The reporting of development results is designed around our main areas of intervention, with selected key (global) indicators showing an aggregated progress from 2010 (baseline year) to 2013. IBIS perceives the aggregation of the key global indicators to illustrate a valid and reliable trend of achievement within each area.

The data collection and evidence has primarily been based on our Organisational Performance System (OPS) combined with direct country programme log-frame reporting. This means that definitions are not uniform but context specific, reflecting differences in country interventions.


We have supplemented the key global quantitative indicators with selected case result narratives, again using OPS as the primary source. The narratives are included both to better inform on actual changes for rights holders and duty bearers and within policy processes, and to address the different aspects of the performance standards. The OPS setup is described in chapter 2.

This report and the results reported have been structured around our strategic frame as illustrated in figure 1 below. In Chapter 2 we present our organisational mandate and scene for delivering results. Then, in chapters 3-6, we document our development results based on our main strategic interventions: Partnership, Governance and Education, followed by our

cross-cutting advocacy both globally and in Denmark. Finally, we return to the organisational strategy focus areas to include our Danish popular anchoring in chapter 7 and conclude in chapter 8 with a demonstration of our financial sustainability.

The reporting years 2011, 2012 and 2013 have been chosen because 1) it follows the period where IBIS has worked with a new country-level strategy after closing of the regional level, 2) several regional programmes and four country programmes were closed in 2010, and 3) in 2011 IBIS adopted a new vision and mission for the organisation.


2. ORGANISATIONAL SETTING

2.1 Re-energising vision and mission Within the first year of this reporting period, IBIS undertook a thorough participatory process with questionnaires, working groups and social media discussions to re-energise our organisational vision and mission, thus setting the scene for the results we want to achieve in the future. IBIS’ new vision and mission were approved by the general assembly in November 2011:

IBIS’ Vision IBIS works for a just world in which all people have equal access to education, influence and resources.

IBIS’ Mission Together with partners, IBIS combats global inequality and poverty:

Locally: We strengthen individual rights and opportunities to take part in society by ensuring access to knowledge and good education;

Nationally: We support democratic development that promotes collective rights and popular participation in policy decisions that benefit poor and oppressed groups;

Globally: We defend poor people’s interests and find intelligent solutions to structural problems that cause global economic inequality and poverty.

As shown above, a rights-based approach is inherent to IBIS’ overall vision and mission. Applying a rights-based approach to IBIS’ work offers an opportunity to frame poverty as a symptom of injustice and the approach emphasises that marginalisation, discrimination and exploitation are structural causes of poverty. It allows IBIS and its partners to address the power relations which serve to uphold poverty and inequality. Our approach, common language and added value are detailed in the still valid Board approved Position Paper from 2007: “IBIS and Rights-Based Approaches”.

To operationalise the new mission and vision, we developed a strategic framework, as illustrated in Chapter 1, and revised a number of central strategies. IBIS’ strategic framework in 2011-2013 involved three key thematic strategies—governance, education and partnership—underpinned by an organisational strategy (2012-15) that sets out our basic mandate, operating structures and financial targets in line with our vision and mission.

2.2 Revised strategies and structure With the new vision and mission, we formulated a new organisational strategy, thereby defining the direction for a comprehensive strategic revision and focus to ensure alignment and enable effective spaces to deliver development results. Overall, we have successfully completed this process, with only a few elements still

unfinished, within the reporting period. Relevant development goals for IBIS’ organisational setting from the Organisational Strategy 2012-2015 are addressed below while others are covered in the following chapters:


Development Goal: IBIS’ work is guided by a set of clear policies, strategies and principles Strategies:

Objective: Revised Democratic Governance Global Strategy

Objective: Revised Education for Change Global Strategy

Objective: New Denmark Country Strategy Policies and Position Papers:

Objective: New Youth Position Paper

Objective: New Climate Change Policy

Achievement Status

Democratic Governance, Citizens’ Rights and Economic Justice thematic strategy approved 2012

Completed – being used to formulate new programmes

Education for Change thematic strategy approved 2012 Completed - being used to formulate new programmes

Denmark Strategy approved 2012 Completed – being used to implement Danish advocacy activities

IBIS Position Paper on Youth approved 2011 Completed – being used to formulate new programmes

Climate Change Policy approved in June 2012 Completed – being used to formulate pilot projects on the area

Process and lessons learnt

Democratic Governance strategy: The revised strategy is based on a number of evaluations at programme level and feedback from the Global Group on Governance1, combined with a thorough context analysis. Key adjustments include:

Strengthening of vertical links from local to national and international levels, incl. global programmes

Promotion of multi-stakeholder cooperation (international organisations, private sector, government entities)

Focus on fewer thematic areas in order to build global expertise, produce high quality evidence and learning and improve opportunities for fundraising

Requiring a clear result/change orientation of IBIS’ programme interventions One expected added value is to bring partners’ issues to a wider national and global relevant audience. Another is to help mainstream learning, knowledge sharing and action among partners to improve the relevance of issues and the ability to influence changes on national and international policies. Education for Change strategy: The revised strategy builds on the recommendations of an external evaluation of the former strategy, through active participation of the Global Education Group and in dialogue with other relevant stakeholders in programme countries as well as from IBIS’ HO/Board. Key aspects/adjustments:

Maintaining a strong focus on quality education

Education Policy and Financing is a new overall goal and strategic line of action

1 IBIS has an education global group and a governance global group. A global group is composed of staff in the organisation working

within the same area or theme and the purpose of the group is to promote peer learning and professional development in order to

have constant focus on improvements and relevance.


Strengthened focus on youth

Integration of Education in Emergencies in the global strategy

Strengthened focus on civil society capacity development and advocacy

Enabling links vertically (national, regional, global) and horisontally (between education and governance)

Highlighting importance of documentation of evidence and results, especially of ‘modelling’ and advocacy activities

One expected added value is to maintain our focus on quality education via the use of pilots and models, thus enabling replication by other stakeholders and/or institutionalisation by government. Another is to help bring local issues and knowledge to the attention of national and global education stakeholders. Denmark Strategy: The new strategy aims to further define IBIS’ political profile in the Danish development debate, and to strengthen the engagement of Danes in IBIS’ work and aims (vision and mission). It defines the thematic advocacy focus of communication as quality education for all and the global dimension in teaching, maintaining a Danish focus on Latin America as well as the structural causes of poverty, specifically tax havens, capital flight and the extractive industry. Youth Position Paper: With the position paper, youth is systematically integrated as a theme in the country strategies and in the revised global thematic strategies, and thus in new thematic programmes since 2011. Previously, youth was often not treated as a group in their own right, but rather as a part of programming for children/adults or civil society in general. IBIS sees young people as potential change agents both within their country and globally. We want to support them to take this role upon themselves through targeted education and/or capacity development for advocacy. Climate Change Policy: The policy provides guiding principles and thematic issues for new and existing programmes and advocacy. It allows for flexibility to enable country offices to focus on areas most relevant to the national context and local partners. As climate change is a new area to IBIS, the ambition is to start with pilots with realistic goals and then build on the experience.

Development Goal: IBIS’ role and mandate for interventions in fragile settings is clarified internally and the organisation convinces the main donor to support this line of work

Objective: IBIS enhances the cooperation within Alliance 2015, focusing on South Sudan and Somaliland

Objective: IBIS develops its niche within education in fragile settings, with a focus on teacher training

Achievements Status

Cooperation with Alliance 2015 members has been enhanced, e.g. by participation in an ECHO-funded project in Somalia implemented by Alliance 2015 partner CESVI (2013-2014) and in a joint fact-finding mission to Syria with Alliance 2015 partners.

Completed

A review of Education in Emergencies activities was conducted in 2011, and the area was fully integrated into the revised Education for Change thematic strategy.

In progress


Process and lessons learned

A pre-condition was to achieve humanitarian partnership agreements with ECHO and with Danida. While the application for an ECHO FPA has been completed concerning organisational, financial and administrative aspects, the policy aspect remains outstanding. The agreement with Danida is also outstanding. The internal project to achieve these goals is coming to an end this year, and it will be concluded with an internal lessons learned study. During the period, IBIS has been an active member of the International Network for Education in Emergencies (INEE), has participated in a working group on education in fragility, and has contributed to the development of a set of minimum standards for Education in Fragility. IBIS also contributed to the development of a conflict-sensitive education package launched by INEE in 2013. IBIS now uses this package in South Sudan.

2.3 Programmatic approach – The Change Triangle

Figure 2: Implementation approach builds on the change triangle approach

To effectively deliver on strategies, IBIS has adopted an overall programmatic approach best visualised in “The Change Triangle”, which was published by Fagligt Forum with strong IBIS involvement in 2010.

Hence, IBIS’ overall intervention approach is to link thematic competencies, organisational capacity and advocacy targets right from the planning phase of a partnership or project with one or more civil society organisations or institutional change agents. The logic is that the

change potential of a CSO, an NGO or an alliance of organisations, is only as strong as the interaction between the three elements. Instead of working separately with different local organisations, IBIS sees it as an added value that we bring these elements together for an individual organisation, or a set of local civil society organisations. The sum becomes more than the individual members.


2.4 Creating room for innovation The above programmatic approach allows room for innovation through an increased level of synergy, as we can develop and test models within one setting and then provide the same capacity building support to a number of partners. Similarly, by bringing different organisations together in a partnership situation or collaboration, IBIS assists mutual learning, creating a space for innovation and alignment of issues that civil society might focus on in a particular location and country. IBIS might not select the particular issues but, by bringing organisations together, we can assist an advocacy issue analysis and decision-making process. IBIS’ added value contribution is that we enter into partnerships and collaborations with these alignments and advocacy focuses right from the beginning, and with experience from other places and countries, and perhaps before a local partner sees the importance of advocacy versus a needs-based approach.

Another space for innovation is created by our clear focus on two thematic areas combined with our change triangle implementation approach and supported by our organisational structure and strategies. The combination allows IBIS to

create, assist and work with vertical links on a local partner’s specific interventions, programme objectives or advocacy goals in a programme country assisted by a country strategy, and through national level coalitions and networks in a programme country, over regional partners, coalitions and networks to global decision makers in settings such as Brussels, Copenhagen or New York.

The clear thematic focus also allows IBIS to direct the attention of duty bearers at various levels (sub-national, national, regional and global) to issues which we have helped to identify and document directly together with the affected local people as rights holders at their own location.

Overall, IBIS’ work with innovation focuses on creating spaces (structures/processes) that are conducive to the creation of new ideas through mutual learning and the incorporation of new evidence-based approaches. Concepts to limit risks and test development outcomes are developed and piloted with a view to potential future replication if considered successful. Examples are provided in the chapters that follow.

2.5 Monitoring and Evaluation approach The overall conclusion of the latest IBIS Thematic Review carried out by Danida is that we have a “comprehensive and well-articulated process for a monitoring and learning approach to [our] reporting formats. The processes and frameworks are seen to be well implemented although some of the indicators included in the framework could be enhanced”.

Our monitoring system is applied to all IBIS’ programme activity and is as an integrated part of our programme management cycle approach.

The system includes overall guidelines to programme monitoring, a description of a 5-step approach to monitoring at programme level and ten toolbox papers2. These have been gradually developed, tested and adjusted in a participatory process involving head and country office staff and our global programme M&E Group in order to ensure ownership throughout IBIS.

2 The guidelines, 5-step process and tools are accessible

from IBIS’ Global Learning System database and http://ibis-admin.org/ .

http://ibis-admin.org/

http://ibis-admin.org/


Figure 3: IBIS’ Programme Monitoring and OPS Process

All the principles, steps and methodologies concerning the monitoring of projects and activities which IBIS implements directly or supports partners to implement, are used in the annual programme and country level monitoring and learning approach, called the Organisational Performance System (OPS).

A typical thematic programme works with a number of partners, mainly civil society organisations. All projects implemented by partners, or implemented directly by IBIS in fragile contexts, have agreed objectives, indicators, strategies and activities that are continuously monitored in partnership with IBIS and sometimes with the wider group of partners. Our thematic programme setup is, in other words, a platform for joint analyses, implementation and monitoring of development activities and advocacy initiatives among partner organisations sharing the same vision and aspiration for change and concrete results in the fields of education and democratic governance.

The annual monitoring system setup works with both down- and upwards feedback mechanisms and accountability, and involves at

micro-level the local constituency and partners, at meso level the different partners and the country office and at global level head office, IBIS’ board and other external stakeholders.

Hence, at the local project monitoring level, it involves partners’ own monitoring and reporting to IBIS, but also IBIS’ own monitoring of partners’ progress before a joint assessment of progress, challenges and lessons learnt takes place.

At the programme level, there is continuous monitoring involving all partners, through formative monitoring missions and other planning and monitoring interventions such as the annual partnership forums. All programmes are subjected to a final evaluation lead by an external consultant.

Key principles for the monitoring system are:

• Partner participation: Monitoring is a joint activity between partners and IBIS - and target groups, where relevant. Although some donor demands as to monitoring are indispensable, the monitoring of the single projects in the TP should as far as possible be based on the


partners’ own priorities and agreed roles and responsibilities between partners and IBIS.

• Mutual learning: Monitoring methods should promote learning for IBIS and partners. This entails data being accessible to all interested parties and reports being discussed with direct stakeholders before finalisation.

• Sharing of learning: Monitoring results from the Thematic Programme’s many single projects with or without partners should be shared with all partners (for example at the annual Partner Forums).

• Coordination and alignment: Respecting partners’ monitoring systems implies being in constant dialogue with partners in order to enable a merging and alignment of IBIS’ monitoring to partners’ setups. Capacity building of IBIS staff and partners should be prioritised when necessary and, in the case

of multiple donors to one partner organisation, IBIS should support the alignment of reporting, based on the partner’s priorities.

• Keep it simple: Few, good key indicators are preferable to a high number of indicators which are never used or become “information graveyards”. Considerations regarding costs of the monitoring activities in terms of money as well as manpower and opportunity costs are important.

• Verification: If surprising results are achieved, it is important to triangulate the knowledge, e.g. by asking other stakeholders and using other methodologies to verify the results.

2.6 Country Focus IBIS has maintained its focus on Africa and Latin America throughout the reporting period. Table 1 below provides an overview of our programme countries and the relevant country strategies and thematic programmes for each country. For Latin America, after the closure of three programme countries prior to 2011, the strategy has been to develop a smaller but more focused programme to combat poverty and inequality.

The table also shows that IBIS implements its thematic programme activities consistently with local partners in all countries. In 2013, this was done with more than 220 partners, hence on average about 20 partners in a programme country, excluding the regional programme partners.

Table 1: Country engagements, country strategies and TPs in the reporting period

Continent Programme country

Country strategy

Thematic programme Thematic programme period

Number of partners (2013)

Africa Ghana 2012-16 Education 01/2010 - 12/2014 26

Governance 04/2013 - 03/2017 11

Liberia 2012-16 Education 07/2011 - 12/2016 3

Governance 06/2012 - 05/2017 6

Mozambique 2013-17 Education 11/2011 - 09/2016 7

Governance 05/2013 - 04/2018 15

Sierra Leone 2013-17 Education 01/2009 - 12/2014 12

Governance 04/2011 - 12/2014 9

South Sudan 2012-16 Education 01/2014 - 06/2015 4

Latin America Bolivia 2012-17 Education 05/2012 - 04/2017 9

Governance 05/2012 - 04/2017 16

Guatemala 2012-16 Education 04/2012 - 03/2016 20

Governance 05/2012 - 04/2016 23

Nicaragua 2012-16 Education 04/2012 - 03/2016 14


Governance 04/2012 - 03/2016 13

Regional Africa AAP/Advocacy 04/2011 - 03/2014 20

Latin America LAPI/Advocacy 07/2010 - 12/2013 16

West Africa WAHRD/Governance 04/2010 – 03/2015 3

Europe Denmark 2013-16

2.6.1 Adding new programme countries As part of the restructuring of IBIS to a two-layer organisation (cutting out the regional level), country programmes were developed in 2011 and 2012 and, via a strengthened focus on fragility, IBIS’ Board decided to name South Sudan a new programme country in 2012. A country strategy is the first step to framing an IBIS intervention and for South Sudan, this was approved in March 2012. The education thematic programme inception phase was approved in late 2013 to start implementation in 2014. The programme builds on the experience gained by and the recommendations of the IBIS Accelerated Learning Programme (ALP). This programme was implemented in South Sudan in 2007-2012 with support from Danida Humanitarian funds, and

has a focus on both Education in Emergencies and more long-term activities, such as supporting the strengthening of the South Sudanese civil society’s capacity and voice in securing the right to education for all.

IBIS’ mode of intervention in South Sudan has gradually shifted from self-implementation and working closely with the duty bearers (District Authorities, officials, teachers etc.) in the humanitarian setting to a stronger focus on civil society and right holders with a view to long-term development. Depending on the context and a close monitoring of risks, IBIS carefully selects the most appropriate partners and designs the partnerships to meet the defined goals.

Organisational Development Goal: The structure of IBIS must be conducive to working effectively together and interacting well with relevant stakeholders and partners in developing countries and in Denmark and Europe Organisational Strategy 2012-2015 Objectives:

Country strategies for all IBIS countries have been approved by the end of 2012 and are the basis for the thematic programme development.

New countries. The programme in South Sudan fully developed in 2012-2013. The investigations in francophone West Africa lead to a decision in 2012-13 about a new programme country (Mali or Burkina Faso) and to the start of programme activities in the chosen country late 2013.

Achievements Status

All programme countries had updated country strategies at the end of 2012

Completed

The country strategy and an education thematic programme were in place in South Sudan at the end of 2013. Due to the violent conflict in Mali in 2013, Burkina Faso was chosen and programme activities started in the shape of a joint project application with BørneFonden to CISU in 2013.

Completed


Narrative discussion and lessons learned: In 2011, four IBIS offices were closed (Angola, Peru, Ecuador and Honduras). The closures were part of a wider restructuring of IBIS from a three-layer organisation (country, regional and head office) to a two-layer organisation (country and head office). The rationale for the new structure was to further empower the South in line with the Paris Principals and the Accra Declaration and the consequent devolution of aid budgets to the South. Furthermore, the country and head office model is a logical consequence of IBIS’ decentralisation policy, which encourages greater local involvement and accountability. The recent Danida Thematic Review assessed the new setup positively, underscoring that: “…in general the new setup is working well and is appreciated by all involved”.

One of the weaknesses of the new generation of country strategies and programs, which is clear from IBIS’ internal assessments as well as from the Danida thematic review 2013, is the low level of risk analysis and risk management measures. This weakness can potentially jeopardise the ability to steer the strategies and programs. However, this has been addressed since late 2013 when developing new thematic programmes.

IBIS’ strategic decision to strengthen its presence in West Africa led to the approval of Burkina Faso as a new programme country in December 2012. A programme strategy is to be developed. A country analysis has been concluded, exploring possible partnerships and alliances, amongst others with Welt Hunger Hilfe, the German Alliance 2015 member. A joint proposal with Børnefonden regarding “Strengthening of local partnerships to improve the quality of primary

school education in Banzega province, Burkina Faso” was submitted to CISU in December 2013 (approved in 2014).

In late 2013, IBIS received notice from the Bolivian government to leave the country by early 2014. A task force was set up to react to this sudden and surprising announcement.

2.6 Programmatic Financial Overview In the period 2011-2013 IBIS total spending was 683,9 mi. DKK. During the period, there was a markedly increase, as the annual spending was 200,5 mi. DKK in 2011, 206,7 mi. DKK in 2012 and

276,6 mi. DKK in 2013. The increase corresponds well with the levels of total income over the period. Chapter eight provides more information on the income side of our results.

Figure 4: Total income and total utilisation per year

The increase in overall spending during the period took primarily place on activities within the two thematic focus areas, education and

governance. These experienced both an increase in spending from 2011 to 2013 of about 50%.

The programme country with the highest financial spending in the three-year period was

211,8 202,2

277,3

200,5 206,7

276,6

0

50

100

150

200

250

300

2011 2012 2013

Income

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Bolivia with 125,3 mi. DKK followed by Mozambique with 112,1 mi. DKK. After these two countries, there is a group of programme countries consisting of Ghana, Guatemala and Nicaragua that each has about half of the financial spending as compared with the first two countries. These three countries are followed by

Liberia and Sierra Leone who both has an overall spending of about 40 mi. DKK. As South Sudan only got a country strategy in 2012, it predictably has the lowest financial spending among the eight programme countries with about 20 mi. DKK for the three year period.

Figure 5: Total financial utilisation for 2011-13 per thematic area and programme country

In the reporting period, IBIS has primarily worked within its two thematic areas, education and governance, and, using OECD’s DAC codes to disaggregated the overall spending in the period, the analysis shows that the financial utilisation is almost even between the two sectors. The education thematic area used 277,0 mi DKK, while 288,0 mi. DKK was spent within the governance sector.

The figure below shows that the distribution between the two thematic areas was relative even for each of the three years. In 2013 there was a beginning of a small gab. This was primarily the result of an increased spending in Mozambique and Nicaragua in 2013 as compared to previous years.

Figure 6: Total expenditure for the Education and governance thematic areas per year

125,3

54,8 60,0 45,6

112,1

61,5

39,7 19,4

-

40,0

80,0

120,0

160,0

Totalspending

70.000.000

80.000.000

90.000.000

100.000.000

110.000.000

120.000.000

2011 2012 2013

Governance Education


The table below shows the financial spending by country and thematic area. It shows that Mozambique is the programme country with the highest financial utilisation with the governance area, whereas Liberia was the programme

country with the highest utilisation in the education area. For Liberia, the table also reflects that its governance thematic programme only started mid-2012.

Table 2: Total financial utilisation for 2011-13 per thematic area and programme country

Education Governance HIV Other Total

Bolivia 34,517,786 20,196,515 70,618,348 - 125,332,649

Ghana 32,698,936 22,095,127 - - 54,794,063

Guatemala 19,028,048 39,726,382 4,246,874 - 63,001,304

Liberia 40,419,562 4,148,635 995,078 - 45,563,274

Mozambique 27,456,398 84,674,244 - - 112,130,642

Nicaragua 8,381,586 52,871,169 219,416 - 61,472,171

S. Leone 23,858,556 15,859,415 - - 39,717,971

S. Sudan 19,222,340 174,750 - - 19,397,089

HO 71,370,128 48,303,721 612,158 42,164,688 162,450,694

Total 276,953,338 288,049,958 76,691,872 42,164,688 683,859,856

It is also worth noting that IBIS and HIVOS were jointly in charge of the administration of the Global Fund financed grant to fight AIDS, tuberculosis and malaria in Bolivia and Guatemala. These HIV /AIDS activities are part of our Alliance 2015 joint programming. Lastly, the

spending under the category “other” for HO relates to activities like fundraising and smaller individual projects supported through HO. Se Annex 2 for further details on financial programme spending.

2.8 Review key findings/recommendations and management response In August 2013, a Thematic Review commissioned by Danida was completed. The review covers the current reporting period well but timing has only allowed us to draft and receive approval of our

management response. Action to follow up and change practices etc. will be included in the next strategic plan.

An overview of other reviews, evaluations and formative monitoring missions is provided in Annex 1.

Recommendations IBIS response and follow-up plan

Strategic framework and approach

1. IBIS should initiate a process where policies and strategies with different time spans are updated, aligned and combined into an overall simplified strategic framework that also indicates how key priorities and result areas are to be monitored and be complementary to addressing some of the more specific recommendations highlighted in the review.

IBIS will re-visit the strategic framework with the purpose of ensuring a better coherence between objectives, time frames and other interrelated issues. IBIS agrees with the need for specifying how to monitor the strategy level. This revision process will be included in the annual plans for 2014 and is expected to be concluded before the end of 2014 with the approval of the Board. That said, IBIS will continuously adjust the strategies in order to remain responsive towards contextual changes.


2. The Partnership Strategy should be updated to include some of the recent lessons learned from partnership-based change, with increased reflection of IBIS’ added value to partners with standardised benchmarks and indicators developed. Both partnership assessments and the partnership development plans should follow more clearly the principle of ‘mutuality’ where IBIS’ own performance and commitments are also regularly assessed as a basis for dialogue with partners on joint strategies, support modalities and objectives.

IBIS will start a specific process related to the Partnership Strategy, which was developed before the development effectiveness principles were agreed. This process will include how to work methodologically with a concept like added value. The revision of the Strategy will also reflect relevant outcomes of the on-going Review of Global Planning Processes and Tools in the thematic programmes. Throughout 2014-2015, IBIS will implement partner risk assessment based on self-assessment as a tool for increased ownership and mutuality, e.g. through MANGO Health Check.

3. IBIS should continue to develop its human rights-based approach by integrating key concepts of rights and rights fulfilment into the Change Triangle and applying an empowering approach to programme monitoring where beneficiaries are more actively involved in data gathering that can also be used for monitoring government commitments and evidence-based advocacy.

Over the next year, IBIS will address the explicit need for a joint re-examining of the Rights-Based Approach Paper and the Change Triangle. IBIS agrees with the need to be more specific on evidence-based advocacy, and how data is provided, and would like to study different approaches as to how partners can involve their constituencies in monitoring.

Organisational structure & management

IBIS is recommended to pursue its on-going efforts to review human resources and its global personnel policy and manuals in view of the recent shift to the Country Focus Model, paying particular attention to the area of finance and administration where country offices have taken on a larger responsibility since the re-organisation.

IBIS will continue to develop the basic concepts, areas of responsibilities / cooperation as well as global guidelines for strengthening human resources (HRD and HRM) at HO and in partner countries. As part of the planned review of the CO structures in 2014, IBIS will consolidate and/or amend the CO structures, including finance and administration in 2014-2015.

Governance as a thematic focus

It is recommended that IBIS defines some key indicators for each objective area in the governance strategy so that lessons learnt, and similarities and variances in what works under what conditions are tracked more systematically across countries in the IBIS governance portfolio. Identifying constructive entry-points for addressing governance failure in fragile contexts (in line with the often extensive and detailed context analyses), with more attention paid to the effects of interventions on social norms and fabrics in the on-going monitoring and risk management, is also recommended.

IBIS will put the issue of establishing key indicators on the agenda of the Global Governance Group to strengthen the ownership of the follow-up on this recommendation. The Global Governance Group is a key player both in agreeing on indicators, and as a learning hub for tracking lessons learnt for what works under what conditions. The group (composed of governance programme managers and HO senior governance staff) will in 2014 be assigned the task of analysing and developing minimum requirements for indicators, data collection / use of global index, and monitoring formats. Decisions on the recommendation will be taken at the end of 2014. IBIS agrees with the need for entry-points for addressing governance failure in fragile contexts, and will develop this – also learning from the development of IBIS’ education and fragility approach.


IBIS should clearly define the interface between HO and CO at the national level, i.e. between the global programmes and country programmes. This ensures that country offices assume the main responsibility for IBIS’ activities in their respective countries, thereby focussing global programme capacity on the linkages to country programmes and provision of selected technical capacity to partners in the country programmes.

A separate review was conducted of the AAP/LAPI programme, providing a more in-depth analysis of the programmes, incl. the interface between HO and CO. In general, strategic partners who can receive ‘core funding’ have linked up and must continue to link up directly with HO to guarantee the linkages from the national to the international level. Local partners, who are supported with more traditional capacity building initiatives, are the main responsibility of the CO. Exceptions to the latter can be made if a local partner is involved in a very sensitive case, as the HO link, all things considered, provides more protection from politically motivated reactions.

Monitoring, evaluation & learning

IBIS should identify a number of indicators which reflect the strategic objectives of IBIS and report on them consistently over the period of the strategic plans (This should be considered in connection with a

streamlining of the strategic framework as outlined in the section

on strategic frameworks ), allowing for aggregation across

countries. In addition, a few targeted indicators could be selected to illustrate performance on areas of particular attention.

During 2014, IBIS will work on qualifying the result framework, including continuing the on-going process of improving the annual objectives. The strength of the monitoring framework is expected to facilitate a more strategic use of indicators. The question of aggregation is valid, but also very difficult, not only in technical terms, but also because, by looking for a few targeted indicators, we run the risk of losing important information about the complexity of the whole picture.

IBIS should define more clearly what it regards as good capacity development. It should also establish both standards for the support given, and measurable objectives which can be reported on over a period of time in order to better track performance in terms of developing capacity for advocacy.

IBIS will engage in a process of defining good capacity development; furthermore, the proposal of defining standards should be considered, but must be balanced against the different organisational strengths of partners in Latin America and Africa.

Danida should engage with IBIS in defining acceptable indicators for delivery of capacity to local partners, thereby focussing on IBIS’ added value. This type of indicator may differ from what Danida has usually focussed on in terms of acceptable results reporting.

This recommendation is directed towards both Danida and IBIS. IBIS will design a process with partners to pin down and define more precisely the added value.

Risk management

IBIS should include a risk section in Country Strategies and programme documents that identifies significant internal and external risks and prescribes general risk management procedures and mechanisms. Such risk management plans should consider explicitly potential impact of risks on programme performance and should prioritise risks in terms of consequence and likelihood.

IBIS will by the end of 2015 have developed and implemented a global, institutional approach, methodology and procedures regarding risk management and planning, including definition, mitigation, monitoring and reporting of risks. Furthermore, IBIS will update and strengthen the existing global template for national contingency / security plans in 2014.

IBIS should report consistently on the selected risks with a forward-looking approach, formalise risk management procedures (reactive and proactive) and consider developing an integrated risk and results

As above. In 2015, IBIS will have developed, formalised and implemented global procedures for risk management, including planning, monitoring and reporting.


monitoring framework through which results and developments in selected risks are monitored to make it clear how risks influence performance.

Financial management

Acknowledging the fact that IBIS has taken measures to become more cost aware in its operations since the last review, the RT recommends that tools and mechanisms are further developed to have a closer link between programme and finance monitoring so that levels of investment comparable to results are regularly tracked and analysed.

Bearing in mind that IBIS has implemented a 46% reduction in staff per million DKK turn-over since the last review and the fact that IBIS has implemented a model for cost distribution which is widely praised, IBIS is continuously working to strengthen cost-efficiency. In 2014-2015, IBIS will, in close relation between programme and finance, develop and implement methodologies and tools with the intention of systematically planning, monitoring, documenting and analysing costs and investments compared to results achieved, with a particular focus on development of unit cost concepts.

It is recommended that IBIS continues to pursue a simplification and streamlining of administrative systems for financial management to make them more transparent and user-friendly for both financial and programme staff.

IBIS will implement more user-friendly administrative systems, including a web based time registration system in 2014 and a financial management and reporting tool for financial and programme management staff by the end of 2015.

In relation to the use of external auditors, the RT recommends tendering for a new external auditor every 3-5 years and notes that IBIS plans to tender in 2014. Concerning performance audits, it is important to have the external auditor utilising internationally recognised auditors from the countries in question to ensure good understanding of the country context. This applies specifically to Sierra Leone (IBIS in Sierra

Leone is following up in order to assist in finding local qualified

auditors.).

IBIS will conduct a tender for the institutional external auditor in 2014. IBIS is aware of the Danida formal requirements concerning auditors. However, the present auditors in SL (Deloitte) are not performing well and the CO gets complaints from partners on this. An alternative is being sought.

The RT urges IBIS to continue its rollout of a whistle-blower package with increased outreach to staff at all levels on how to use its provisions in case of suspected anomalies.

IBIS will continue to implement the whistle-blower policy for all staff at HO and national levels in 2014.


3. GLOBAL PARTNERSHIP STRATEGY – RESULTS

Global Partnership Strategy

IBIS’ Vision IBIS is workingworks for a just world in which all people have equal access to education, influence and resources. Together with our partners, IBIS combats global inequality and poverty

Partnership: overall strategic goal To strengthen the capacity of civil society organisations to claim and use individual and collective rights to improve the lives of underprivileged people

Selected Global Result indicators Year 2010 - Baseline Year 2013 - Result

% of Thematic programme partners with Development Plans based on Partner Assessments

55% 85%

% of Thematic programmes providing funding for joint advocacy initiatives with partners

50% 79%

% of IBIS Thematic programmes which held annual partners forums 71% 79%

3.1 Introduction to strategy IBIS defines partnership as a relationship between parties where a mutual agreement has been established, committing each organisation to a set of agreed principles and actions over a defined period of time.

IBIS believes that the success of a partnership depends on the extent to which ownership, commitment and power are shared by the partners. Although IBIS takes the final decisions regarding financial issues related to programme implementation, IBIS consciously seeks the highest possible degree of mutuality, participation and commitment between IBIS and south partners and between partners, and equality in decision-making, rights and responsibilities. All IBIS’ Education and Governance programmes worldwide are guided by the content and methodologies established in the Global Partnership Strategy.

A partnership needs to take its point of departure in a shared overall claim for rights, social change and a shared understanding of the specific objective and strategies related to the programme or project level if IBIS is to engage into it. However, IBIS profoundly respects that a partnership builds on diversity in visions, histories and cultures and that the strengthening of a

partner’s own organisational identity, mission, strategies and values is crucial for the success and sustainability of a partnership.

Figure 7: Partnership building

The partnership must respect differences and at the same time be able to work on common areas as illustrated above.

One of IBIS’ crucial roles is to facilitate synergy and collaboration between different types of civil society organisation and other innovative stakeholders that hold different and complemen-tary skills and knowledge in order for them to jointly advocate for change. The different types of actors that IBIS will typically establish partnerships with are as follows:

Constituency based organisations, e.g. movements, community groups, traditional structures, trade unions, student groups and

IBIS Partner

Partnership

Activities


networks/alliances, these being local, national or international, are considered as the primary and legitimate agents of change.

NGOs, e.g. local or national NGOs providing services, capacity building or supporting advocacy, research institutions and other actors, can be agents of change and important supporters of constituency based organisations.

Government institutions, local or national level state institutions and other government entities, and international institutions can be

important operational partners if conducive to the promotion of citizens’ rights and participation and to the delivery of services.

Today, all IBIS’ programmes and projects in Africa and Latin America are organised in close partnership with more than 220 different civil society organisations and national and local government institutions. The matrix below illustrates that the partnership approach and mode of intervention vary according to the specific context.

Table 3: Partnership intervention matrix

Context Weakly organised civil society Emerging civil society Well-established civil society

Main partners (in prioritised order)

• National and local government institutions

• International NGOs

• Emerging national and local CSOs, CBOs and networks

• CBOs and CSOs

• INGOs as intermediaries

• National and local government institutions

• Networks and Alliances

• Constituency-based CBOs and CSOs

• Networks and Alliances

Inter-vention mode

• IBIS implements directly, but in close collaboration with government institutions

• Close coordination with INGOs

• Incipient activities with emerging NGOs and CBOs

• Funding to well-defined partner projects implemented in close facilitation by IBIS

• Organisational and programmatic capacity development of partners

• Core funding to partners’ own strategic plans

• Partner to partner capacity building supported by IBIS Focused capacity building in specific IBIS competency areas

In choosing who to enter a partnership with, IBIS works with three overall selection areas:

Basic alignment and performance

Strategic programme alignment

Financial performance

Within the first selection area, IBIS uses a number of standards among which respect for basic human rights, plurality, gender equality, transparency and the overall PANT principles are among the most important. However, a partner also has to be willing to engage in sharing of information and mutual learning. The second selection area evaluates the strategic programme fit between a partner and IBIS. Here IBIS wants to engage in partnerships with partners who are - or have the potential to become - change agents on social and economic justice issues which contri-

bute positively to our own development goals. IBIS wants to engage with a good number of partners in a thematic programme, typically around 10 to 15 partners, and looks for a good plurality of different kinds of organisations (local CSOs, national associations or networks, research institutions, government agencies etc.) as well as new and innovative organisations. Lastly, we look for partners who can act together and contribute to links between different programme levels within a thematic programme.

If these two selection areas have been positive for both the partner and IBIS, IBIS conducts a financial due diligence of the partner’s organisation to see if and how a financial partner-ship with the partner is possible, including the involved potential financial risk to IBIS.


The operationalisation of a partnership is expressed in a Partnership Development Plan (PDP). IBIS has developed a simple and flexible participatory partner assessment process to assess strengths and weaknesses related to all important internal and external organisational aspects of a partner. Based on the outcomes of this assessment and closely related to the specific advocacy or change objectives of the partner organisation, a specific PDP is agreed between IBIS and the partner organisation, consisting of selected organisational and professional capacity building items necessary to achieve the planned results within a specific period of time.

A clear division of tasks and responsibilities between IBIS and the partner on how to implement the PDP is a crucial part of the plan itself. The plan includes the estimated cost, timing, participants and responsibility for delivering the specific processes and results for each capacity building element.

As part of IBIS’ strategic added value to the partnership, IBIS staff directly provides or facilitate specific elements of the capacity building agreed upon in the development plan, while others will be provided through intermediaries or other partner organisations. A second part of IBIS’ added value is our capacity to facilitate contacts and strengthen relationships, information flows and the exchange of experience between our partners both vertically and horisontally within the country, between countries as well as with international organi-sations, networks and research organisations.

The agreed development plan is monitored closely, mutual lessons are learned and the plan is renegotiated annually. The ambition of this circular and systematic approach to partner capacity building, and a third part of IBIS’ added value to the local civil society, is that IBIS’ partners become increasingly autonomous and legitimate drivers of change, capable of adapting to contextual changes and of interacting with other change agents in joint advocacy initiatives for democratic change.

3.1.1 Reflections on the strategy Our partnership strategy is a key human rights-based approach for IBIS. It implements and integrates the PANT principles (participation, accountability, non-discrimination and transpa-

rency) into both our own and our partners’ intervention modes, and in this way it strengthens the institutionalisation of human rights approaches into local institutions in our programme countries.

Through the partnership approach, IBIS supports civil society in holding the state accountable to its citizens, within both education and governance sectors, and realising the rights of marginalised men and women, children and youth and the collective rights of indigenous people. In this perspective, rights are central to IBIS’ work and become the main tool for civil society actors in advocacy vis-à-vis the state.

Our partnership strategy means that our support and work is done through and by partner organisations at different levels. This supports the overall goals of the Danish Civil Society Strategy (2008) in the areas of promotion of local participation and ownership, harmonisation of external support, building local democracy and result-orientedness.

In this way, it has also been our main approach to support organisational and professional capacity among different types of partner organisations, and strengthen partners’ collaboration in order to be able to engage in advocacy and policy dialogue locally, nationally and globally.

The strategy was adopted in 2008 and has not been revised in the reporting period. However, a revision is planned in 2015 as recommended in the recent Thematic Review (2013), which will take into account lessons learnt with strengthening coalitions, involvement of the private sector and results orientation of capacity building, and respond to the review recommendations and the new Danish Civil Society Policy. In assessing the implementation of the strategy in 2011 – 2013, we have chosen to focus on three important aspects: 1) Building partnerships and organisational

capacity; 2) Coordination with other international

organisations/Alliance 2015 partners; 3) Facilitating synergy between partner

organisations for joint advocacy initiatives.


3.2 Building Partnerships and Organisational Capacity The figure below illustrates our achievement in relation to one of three chosen key aggregated indicators: Formulation of Development Plans with all civil society partners in the thematic programmes based on Partner Assessments (OPS 2011).

The Partnership Strategy was implemented together with 85% of all IBIS’ civil society partners

globally in the whole period. The remaining 15% are new partners that have joined us on a continuous basis in the existing programme countries and the initiation of the thematic programmes involves some process time before partnerships become active.

Figure 6: Percentage of all thematic programme partners with a partnership development plan.

Source: IBIS Organisational Performance Reports

3.2.1 Selected results

Global - The capacity development of partners as spelled out in the Partnership Strategy has had a prominent role in IBIS programmes from 2010 to 2013. Monitoring and OPS reports indicate that IBIS’ programmes focus on a variety of capacity building issues, such as rights-based approach training, advocacy skills, strategic planning, internal democracy, programme development, M&E, leadership, proposal writings skills, coalition building, administrative and financial skills, documentation skills, gender equality, and constituency building. Global - In OPS reports from 2010 to 2013, partner organisations and IBIS staff state that the assessment process and elaboration of joint development plans strengthen mutual confidence and learning. The dual focus on organisational and professional capacity building has a positive impact on programme results. Assessments and PDPs are strong instruments to enhance results orientation, to prioritise the support of the partnership, and to establish clarity of roles and

responsibilities between IBIS and the partner organisation.

As a way to promote partners’ financial autonomy, IBIS can demonstrate a very positive tendency towards supporting the strategic plan of both larger NGOs and coalitions in almost all IBIS programme countries. In the partnerships where no strategic plan exists, IBIS supports and facilitates the elaboration of a strategic plan. This is to ensure clarity of, and a sense of ownership in relation to the objectives and advocacy ambitions within the partner organisation, and to be able to define the organisational and professional competencies that are required to achieve them. Sierra Leone - A concrete example of the partnership approach is with our partner, the Knowledge for Community Empowerment Organisation (KoCEPO), who in the reporting period developed strongly in their work with advocacy for youth empowerment. IBIS facilitated capacity building concerning themes such as self-esteem, skills and leadership, support to youth involved in mining operations, and training of local authorities and young people in

0%

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2008 2009 2010 2011 2012 2013


the laws and rights of democratic participation. In 2012, KoCEPO became a focal point for the civil society forum in Kono district. This forum has since this time produced remarkable results based on advocacy campaigns in the areas of transparency and accountability regarding the transfer of infrastructure and health budgets from central to local level and the promotion of women and youth candidates in local elections.

3.2.2 Deviations and lessons learned It is a challenge for some IBIS programmes to

provide adequate support, quality facilitation and close field monitoring in relation to the agreed PDP. Different factors cause this situation: o Too many partners or too few IBIS staff to

actually plan together with the partners

and support the implementation of the PDP, or a combination of the two.

o Partners located in different geographic areas make it difficult to continuously follow up on plans and for IBIS to actually add value to partners’ own development and advocacy processes.

The annual Partner Forum for partners in a thematic programme is referred to in many monitoring reports as an important learning and joint monitoring space that broadens the horisons, builds mutual trust and facilitates innovation between the participating partner organisations and IBIS.

3.3 Coordination with other International NGOs/Alliance2015 partners

Figure 7: Percentage of programmes with joint programming with other international development organisations

IBIS is definitely satisfied with the increasing tendency towards collaboration with other international organisations, as we believe this strengthens our impact and thus ultimately benefits our target groups. We find that our strategic focus on selective collaboration over recent years has strengthened both cost effectiveness as well as quality of outcomes for partner organisations. Knowing that the ambitions of our partner organisations and of our own global strategies to support and capacity build civil society require a strong organisational and financial set-up, IBIS will pursue further coordination in the years to come.

3.3.1 Selected results In the reporting period, coordination with other international organisations at national level has taken on many different shapes, from joint advocacy initiatives to joint project management and sharing of office facilities with other Alliance 2015 members in 60% of our countries of collaboration. Sierra Leone - In 2011, IBIS entered a consortium, consisting of Concern Worldwide (an Alliance 2015 partner), Action Aid International, Save the Children, Plan Sierra Leone and International Rescue Committee, which, during the course of one year, managed to produce a common

43% 29%

57%

71%

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57%

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2010 2011 2012 2013

IBIS education

IBIS governance

IBIS total


concept note and later a formal application in response to DFID’s education priorities. The six organisations are very different: some have a strictly humanitarian approach, some are strictly self-implementing and others (like IBIS) implement mainly through local CSOs using advocacy as an important tool. However, together the six organisations have found they also supplement each another and, through coordination and alignment of priorities, have been able to provide more strategic support to the local Education for All programme. For example, the new common M&E system creates common capacity building and learning opportunities.

Liberia - IBIS, Welt Hunger Hilfe (WHH) (Alliance 2015 partner) and Medica Mondiale implemented in 2010-2013 the “Reintegration and Recovery Program in South East Liberia” (RRP) phase 3, financed by BMZ through the Kreditanstalt für Wiederafbau (KfW). WHH is the lead organisation, implementing infrastructure, WASH and an agriculture component, Medica Mondiale has the responsibility for the protection and empowerment of women, and IBIS is responsible for the education component consisting of, for example, youth technical vocational skills development (TVSD) and teacher training to enhance the quality of education. According to the evaluation of RRP 3 (2013), increased synergy and complementarity between the three organisations and the different components of RRP 3 has been achieved and will continue and be further strengthened in RRP4 in 2014.

Mozambique - IBIS initiated in 2011 and 2012 efforts to align advocacy activities on changing national extractive policies by organising an international conference with more than 150 people in attendance and six roundtables with the participation of 50 – 75 people. The conferences and roundtables were implemented together with Civil Society Support Mechanism and supported by DFID, Irish Aid and a number of INGOs. They caused heated debates in the national media and in the Frelimo party central committee. The president publicly explained the

policy choices of the government, including the urgent need to review public strategies, which resulted in the preparation of new oil and gas legislation, ready for approval in 2014, which requires that contracts are made public and that local communities are compensated.

Guatemala - IBIS in Guatemala and DanChurch Aid have collaborated closely during the entire reporting period from 2011 to 2013. Most recently, our two organisations have worked closely with a group of partner organisations from Central America on a proposal to administer and implement the Danida human rights component for civil society empowerment. The project started in 2013 and is planned for a three-year period.

International - IBIS worked closely with Publish What You Pay and EURODAD concerning the revision of the transparency and accounting directive in the EU. Among the important results, companies will now be required to disclose payment to governments over 100,000 euros on a project-by-project basis. NGOs were able to push back the suggested exemption rules. Through frequent meetings with the Ministry for Business, the Danish Business Authorities and the Ministry, the scope of the lobby work was broadened to also include the blacklisting of tax havens and automatic exchange of information, as well as pushing for Danish implementation of the EITI Initiative.

3.3.2 Deviations and lessons learned The level of collaboration with Alliance 2015

partners has been lower than expected. Several OPS reports indicate that some INGOs are reluctant to invest the required energy and resources in this field due to increased competition and different approaches to partnerships, results and development.

Where collaboration and coordination with INGOs have been particularly successful, this has been related to a specific issue or task with like-minded organisations.


3.4 Facilitating synergy between partner organisations for joint advocacy initiatives

Figure 8: Percentage of thematic programmes providing funding for partners’ joint advocacy initiatives

Figure 4 shows that, from 2010 to 2013, IBIS has increasingly used an alignment approach which supports a number of different partner organisations around common capacity building processes and a clear common advocacy objective. We see this tendency in the reporting period as very positive, since it allows both IBIS and our partners to harmonise their own activities towards a common objective, which in most cases creates better results and a greater impact for the same level of resources.


Ghana – IBIS, together with a civil society partner, supported the establishment of a Complementary Basic Education (CBE) alliance from 2011 to 2013 (consisting of national, regional and local CSOs working actively with CBE in close collaboration with the two Education for All coalitions). This is considered an important innovation in the way advocacy at national level is normally dealt with in Ghana. For the first time, the organisations with practical expertise came together to focus on one common advocacy process for the approval of a CBE policy (containing the models developed by the partners), including proposals for its implementation and financing.

The Alliance for Complementary Education (ACE) project in Ghana (2011 - 2013) tried out a model for multi-partner collaboration by having six regional and local CSO partners, 1 regional

education network and the relevant state education authorities (two District Assemblies, two Districts of Ghana Education Service (GES) and the regional GES) participating in one steering committee, with the ACE coordinator as the secretary). According to monitoring reports from 2011 and 2012, this structure enhanced mutual ownership, sharing and learning between civil society partners and government collaborators.

As an outcome of this multi-partner collaboration, IBIS learned from some ACE partners’ technical expertise e.g. in mother tongue instruction and supervision. Furthermore, some partners were able to help open doors at national authorities and advocate for, for example, distance teacher education and guarantees that the education authorities would take over educational models established by IBIS. Mozambique, IBIS has several school boards as partners in Mozambique. Since 2010, IBIS has managed to facilitate a representative system of School Boards from the individual school to sub-district (ZIP Zona de Influencia Pedagogica level) to district levels. In one district (Alto Molocue), the system has formed an NGO (ACEAM) which since 2012 has participated in the annual district budget planning and monitoring.

3.4.1 Deviations and lessons learned Various OPS reports document that a

collective approach to overall organisational

43% 43%

71% 71%

57%

71% 86% 86%

0%

20%

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100%

2010 2011 2012 2013

IBIS education

IBIS governance

IBIS total


and professional capacity building can enhance quality, cost effectiveness, and learning and alliance building between partner organisations.Information from OPS shows that collaboration between different types of organisations holding different competencies increases the likelihood of succeeding with an advocacy process.

Supporting national and regional Education for All coalitions (ANCEFA and CLADE) and the global EfA coalition (Global Campaign for

Education) presents challenges related to representation and legitimacy, with coalitions and secretariats developing into organisations instead of networks, and pressure from INGOs to prioritise ‘their’ advocacy initiatives. For these reasons, the INGOs, including IBIS, play an important role in coordinating their support to these coalitions.

3.5 Assumptions and risks

Assumptions Reflection and Action

Partners are largely capable of implementing the activities under the thematic programs.

Especially in fragile settings, in peripheral locations and to some extent in advocacy planning and campaigning, this has turned out not to hold true. It requires an extensive number of IBIS staff with high-level competencies within areas such as joint planning, monitoring and organisational development to ensure that expected results are achieved. Further training of our staff and clear guidance in the new partnership strategy are two planned actions. IBIS will also prioritise its organisational development approach by involving the whole organisation instead of individual staff. Lastly, IBIS intends to improve its monitoring of capacity development processes.

Risk

Partner portfolio is too big or too broad geographically, and this poses a risk to cost benefit and human resource efficiency.

To mitigate this risk, IBIS has reduced the number of partners in several programmes and will continue to make necessary adjustments in order to find the right balance between the annual financial turnover, country office staff, programmatic and geographic focus and the number and type of partners.

There is a risk that we keep southern civil society organisations in dependency.

This is currently a valid risk, as IBIS does not have an explicit strategy to phase out long-term partnerships. In the revised global partnership strategy, there should be an explicit focus on upgrading IBIS’ own internal competencies on facilitating organisational development, aiming at developing autonomous and legitimate partner organisations and a phase-out strategy.


4. DEMOCRATIC GOVERNANCE STRATEGY – RESULTS

Democratic Governance Strategy

IBIS’ vision: IBIS worksis working for a just world in which all people have equal access to education, influence and resources. Together with our partners, IBIS combats global inequality and poverty

Governance: overall strategic goal Civil society is empowered and has built legitimacy to bring about democratic change, including the fulfilment of individual and collective rights and economic justice at local, national and international levels, within a framework of sustainable development

Selected Global Result indicators Year 2010 - Baseline Year 2013 - Result

Number of partner initiatives and projects supported by IBIS within the fields of resource tracking and budget analysis each year

11 23

Number of IBIS-supported advocacy processes supporting youth and women’s rights each year

18 44

Number of IBIS-supported initiatives and projects supported related to extractive industries

7 40

4.1 Introduction to the strategy The full title of the democratic governance strategy is: IBIS’ Global Strategy for Democratic Governance, Citizen’s Rights and Economic Justice. It was elaborated in a participatory manner with the active involvement of IBIS’ Global Governance Group, selected civil society partner organisations, IBIS’ country offices, relevant external stakeholders in the South and North, and in close dialogue with IBIS’ Head Office and Board. It was adopted in May 2012.

The strategy has three specific objectives:

Empowerment of civil society to conduct local, national and international advocacy for democratic reforms, fair economic redistribution and full transparency and accountability of public and private sector budgeting and expenditure

Participation and influence of civil society in governance, with focus on women, indigenous peoples and youth at local, national and international levels, including indigenous territories.

Equitable access to natural resources, influence on extraction and climate change policies and support for adaptation initiatives

Some of the key aspects of the new global strategy are: Facilitation of vertical links and collaboration between civil society organisations from local, national and, where relevant, international levels is a key objective of the new strategy. With the previous strategy, there was a tendency to work mainly at the local level with problems that needed to be structurally addressed or reformed at the national or international levels. In other words, with the revised strategy, IBIS aims to facilitate horisontal and vertical interaction and mutual learning between the stakeholders that are necessary in order to reach the planned advocacy objectives and expected results of the programme. The implementation of IBIS’ global policy programmes, Africa Against Poverty (AAP) and Latin America Against Poverty and Inequality


(LAPI) has strategically strengthened this approach in recent years.

A clear result/theory of change orientation of our programme interventions is another new key part of the strategy. A challenge in the previous strategy, stated in the OPS report and in formative monitoring reports, was a relatively weak results-orientation and a rather wide-ranging thematic programme focus. The new strategy establishes a clear strategic framework consisting of three thematic areas of intervention which guide partner organisations and our staff in the selection of concrete interventions. Focus on a limited number of thematic areas allows IBIS and partner organisations to jointly develop high end professional skills within the targeted areas. If civil society seeks to effectively engage in fighting inequality, through promoting transpa-rency, influencing policy reforms, proposing alternative tax regimes, tracking money flows of private companies and public sectors, then it requires a focused and solid expertise within these areas. Working with only a few focus areas has heightened the quality of partners’ evidence production and related it more directly to the planned advocacy processes. Fewer focus areas have allowed IBIS to increase sharing and mutual learning among the different governance programmes as they target the same three thematic areas in all programme countries. The increased emphasis on internal and external fundraising has been solidly assisted by the focused activity areas as it produces evidence and documentation and also increases the global exchange and mutual learning between programmes and countries. This enables both partner organisations and IBIS itself to improve the quality of fundraising proposals to the EU or bilateral donor agencies with quality research and more evidenced-based applications. Dialogue between rights holders and duty bearers and the implementation of a human rights-based approach. IBIS’ strategy for Democratic Governance takes its point of departure in a rights-based approach to development which establishes the overall framework for all IBIS’ Governance programmes worldwide. The added value of working rights-

based is that the RBA uses human rights standards and principles to place seemingly local problems of poverty in a national, regional and global structural context. IBIS systematically builds the capacity of partner organisations and coalitions, combining a rights-based approach with evidence-based advocacy to strengthen their policy dialogue with duty bearers at all levels.

4.1.1 Reflections on the strategy As described in The Change Triangle, rights-based advocacy combined with a systematic approach to organisational and professional capacity building of the partner organisations, constitute a holistic approach to achieving the expected results of IBIS’ thematic programmes, and is guiding IBIS as a Theory of Change for implementation of the strategy.

The strategy for Democratic Governance has a strengthened focus on identifying combinations of different change agents that together match the agreed expected results of the programmes. Apart from linking up with civil society organisations from local, national and international levels, this also implies that IBIS seeks to include stakeholders such as the private sector, research institutions, universities, radio stations, and key individuals such as journalists, lawyers and parliamentarians etc. to achieve the planned results or changes. This set-up creates strong environments for innovation and creative ways of engaging duty bearers and the private sector on issues of human rights and social and economic development, and it will establish interesting new coalitions where mutual learning will be extremely beneficial for all stakeholders.

During the reporting period 2011-2013, there has been a particular focus on three critical focus areas: 1) resource tracking and budget analysis as the basis for empowering civil society to engage in effective advocacy for economic justice; 2) participation and influence of civil society in democratic development with emphasis on youth and women; and 3) advocacy for equitable access to natural resources, in particular influencing legislation and taxation policies in relation to extractive industries.


4.2 Empower civil society to engage in advocacy

Figure 9: Number of partner initiatives and projects supported by

IBIS within the fields of resource tracking and budget analysis

We found that tracking resources and budget analysis create a solid foundation for civil society to engage in effective advocacy. A doubling from the baseline year of 2010 to the years within the reporting period is a major step forward and a strong result. Resource tracking and budget analysis have become successful instruments for IBIS’ partners to gather evidence and document lack of accountability or transparency related to the use or misuse of public funds and, for example, tax avoidance in the private sector. Together with the Global Governance Group, IBIS is developing a generic guide to the planning and implementing of resource tracking and budget analysis, which is expected to further improve quality and results within this area during the years to come.


Ghana – with IBIS’ support, our partner SEND Ghana has built the capacity of both civil society and duty bearers in the use of mobile phones to aid the process of data gathering in all districts in the Upper East Region. With these skills, vital information has been collected and used to produce a report that shows the flow of resources from central level to the district level. This report was used to advocate against the statutory deduction of the District Assembly Common Fund.

Testimony from Mr. Mohamed Jakpa, presiding Member of East Gonja district

assembly, on the result of IBIS’ support to sensitise and build capacity of citizens and groups to interact with the DA and other duty bearers:

“Attitudinal change is the most obvious; trust has been rekindled between Assembly and citizens. Citizens used to accuse the Assembly of either being corrupt or squandering their tax monies. However, as a result of these sensitisations, dialogue platforms and public hearing forums, some appreciable level of transparency and accountability has been restored, leading to renewed trust. We have communities who are now proposing an increase in basic rates or have pledged to pay additional rates to enable the Assembly to deliver projects in their communities”

Following successful advocacy by a network of IBIS’ partners at district level, people living with disabilities are now accessing the 2% District Assembly Common Fund provided under the Government’s Disability Fund Policy. Previously, only a few people living with disabilities benefitted from these funds, as illustrated by the example from Bawku West district where the number increased from a mere 65 people in 2011 to 351 people in 2012. Bolivia – In 2012 and 2013, with IBIS’ support, our partners CONAMAQ and CIDOB on

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indigenous issues have participated in technical roundtables and forums to prepare analyses and proposals. They have established joint positions on several legislative proposals and frameworks, which have enabled CONAMAQ and CIDOB to advocate for indigenous people’s right within the Consultation Law, Demarcation Law, Mining law, and their participation in national elections.

Mozambique - 230 community members were selected by their communities in nine districts in Niassa Province. They were trained by IBIS in using a rights-based approach and equipped with booklets on relevant legislation in order to become “change agents” on land rights, access to information, gender, budget transfers and local development funds. As a result, the participation of these “change agents” in planning and monitoring of district plans and budgets has now been institutionalised in these nine districts. IBIS advocates the replication of this model in more districts.

Joint efforts by IBIS partners, other national and international organisations, independent media and donors have influenced the decision of the government to renegotiate the contracts with a number of mega projects linked to coal, gas and heavy sands, as well as to revise the mining and oil laws and its fiscal regimes. In particular, our partner, Centro de Intergração Pública (CIP) has been an active advocate of reform of the fiscal regime of the mineral sector. In this process, IBIS has been able to share with CIP similar experiences from Ghana. We have also collaborated with CIP to conduct research on the local Kenmare mine to prepare advocacy material.

Sierra Leone - A partner alliance managed to focus on the disconnect between local budgets and development plans and the limitation in local revenue generation as a major constraint. Subsequently, suggestions from IBIS partner BAN to the Minister of Finance on widening the tax base and combating tax evasion, was reflected in the annual budget speech. Furthermore, BAN supported pre- and post-budget conferences to discuss identified gaps in the 2013 health budget and launched a petition to address a CSO’s

identified decrease from 10.5% in 2013 to 9.7% in 2014.

Regional - Through IBIS’ support, the Tax Justice Network Africa now has the capacity to do sophisticated tax analyses and support local partners to understand national tax issues. For example, the network has carried out a tax perception study in Mozambique and a tax expenditure study in Sierra Leone which are now used by national partners for advocacy on financing to education.

Another regional partner in West Africa, the Media Foundation of West Africa (MFWA) monitored, documented and published violations of the freedom of expression and media rights through its “Alerts” across the sub-region. They recorded a total of 68 rights violations cases and published these violations globally through the internet to over 9,000 recipients, including human rights groups, governments and govern-mental agencies, the media and individuals. The watchdog function of the “Alerts” has contributed to a 34.6% reduction of violations of the rights of journalists and media organisations from 2011 to 2012.

Furthermore, under MFWA’s leadership and with the support of IBIS, a coalition of more than 20 CSOs in the sub-region, comprised of human rights CSOs from 11 countries and regional network organisations, held a civil society consultative forum in partnership with the ECOWAS Parliament on the issue of non-compliance with the decisions of the ECOWAS Court of Justice. A joint declaration was adopted and accepted by the ECOWAS Commission, calling on the ECOWAS Heads of States to ensure compliance with decisions of the court or otherwise impose sanctions upon member states who fail to meet their obligations. ECOWAS thus committed itself to enforcing the Community Court’s decisions on human rights in member countries.

4.2.2 Deviations and lessons learned Despite possible political differences among partners, the results show that there is a greater impact from coalitions than from individual partners. Hence, it is possible to explore further


civil society’s alliance and coalition building with INGOs, research institutions, universities and also with the private sector, around specific thematic issues or specific advocacy objectives. This will

only enhance the technical quality and validity of rights holders’ advocacy processes or policy dialogue with duty bearers.

4.3 Participation and influence of civil society in democratic development

Figure 10: Number of IBIS supported advocacy processes supporting youth and women’s rights

In this reporting period, we have had our focus on increasing youth and women’s rights advocacy processes. Figure 6 clearly indicates the satisfactory positive tendency that the explicit focus on women and youth in our strategy is actually translating into an increasing number of initiatives with these two groups of people in our programmes, citizens who are typically not included in debates and in decision making processes.


Mozambique - The Women in Policy program 2010 - 2013 was developed in three provinces with national and local level partners targeting the link between elected female politicians and their constituents in selected municipalities. The program promoted a rights-based approach to gender issues and resulted in increased gender awareness in the municipal councils. It also resulted in changes in municipal budgets in favour of needs identified by female constituents. Testimony by Diolinda Alberto, a Queen of Mirigi- Montupeuz, Cabo Delgado about support received in this program:

"Before, I knew that I was queen of the neighbourhood but did not play my principal role due to lack of knowledge of what I should do, and when I was called for the neighbourhood meetings, I would attend them, without saying anything. I used to agree with the opinions of other male members, but when I started to participate in the training of the grassroots groups, I really understood my role as interlocutor of community concerns, mainly from woman. I realised the relevance of women’s participation in decision-making, and I realised I had to play the role of defending the rights of women in my neighbourhood. So when the Mayor wanted to dig a well in a place where women residents of the neighbourhood were not in agreement, as queen of the neighbourhood I talked to other women and we were able to negotiate with the Mayor to open the well in the desired place and of consensus for all residents. Now I understand that I have the right to influence policy development on behalf of women for the benefit of women in my neighbourhood."

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Ghana - In Ashaiman District, 14 women were supported by IBIS’ partners to contest the district level elections but only one woman was elected into the assembly. In the Northern Region, 21 women out of 137 female candidates got elected. 70 female candidates contested in the Upper East Region and 23 women were elected. Not satisfied with this marginal number, IBIS’ partners embarked on vigorous advocacy work to get the government (as part of its 30% appointment quota) to appoint more women to add up to the few elected. As a result, three more women got appointed in Ashaiman, 89 women got appointed in the Northern Region and the Upper East Region had 43 female appointees.

The inclusion of women in the Chief’s Council of Elders was very successful in five districts. The number of women now sitting in the council with the male Chief Council of Elders in these districts increased from 325 in 2011 to over 500 in 2012. IBIS’ partner FOSDA confesses:

“We see this as a great achievement because traditionally it was very difficult to see women sit with the chiefs and elders, especially in this part of the country, but this is now a thing of the past.”

Sierra Leone - In Kono and Koinanduco districts, partner activities in the reporting period include voter education, innovative ways of supporting female and youth candidates, support for street campaigns, denouncing electoral violence and the production of a documentary consisting of the calm messages displayed in sensitive areas. At national level, the program cooperated with the National Election Watch and with the network of West African Women on election observation, supported by the joint funding on gender empowerment from IBIS national and regional governance programmes in Ghana and West Africa. This initiative paves the way for a regional advocacy on the 30% affirmative quota for women. Both at district and national levels, these initiatives contributed to political tolerance and monitoring compliance of citizens to the elections codes of conduct.

Bolivia - To strengthen the participation and influence of women, IBIS supported in 2011 - 2013 the establishment of a School for Political Training together with two partner organisations from the indigenous autonomies, JAKISA and FAOP-NP. The school targets the new generation of female leaders from the indigenous autonomies and focuses through a variety of modules on the strengthening of personal self-esteem and professional competencies of upcoming female leaders. In 2013, 87 indigenous women leaders finished their training and 80 more are in the capacity building process. The objective is for these women to hold public office, and thereby influence and ensure women and indigenous rights. Several women that finished their education in 2012 and 2013 have succeeded in being elected to municipal councils or have taken up leadership positions within indigenous organisations.

Guatemala - IBIS facilitated the education of 19 female legal promoters who made the commitment to start working at community level in 15 communities of the eight municipalities in El Quiché to contribute towards eliminating violence against women, sensitising at the same time indigenous and community authorities about reporting and solving cases. Through two IBIS partner organisations, the legal promoters have supported 155 female victims of sexual violence, property theft and property eviction, in their demand for justice. In 19 out of 75 cases of female victims of sexual violence, evidence has been presented before the Inter American Human Rights Court, and forms part of the collective claim for denial of compensation to be submitted.

Nicaragua - In 2012 – 2013, women and youth participated actively in the consultation process carried out in 21 communities of the Wanky Maya territory on the preparation of the regulations for the management of the indigenous territory, a process that involved 346 community members. In six communities, women were elected as Wihta (community judges) and four women were elected as community coordinators. These elections reflect significant progress in an indigenous culture where positions


of leadership have traditionally been occupied by men. However, women still experience discrimination and resistance from male leaders to include proposals presented by women. Regional - IBIS’ partner in West Africa, Foundation for Security and Development in Africa, FOSDA’s initiative that cover Ghana, Sierra Leone and Togo has resulted in 1,215 youths acquiring and deepening their knowledge of democracy, peace and human rights. The youth have received capacity building in research, effective written and oral communication and rights based advocacy, and values of tolerance, competition and peaceful co-existence. The youth have used their skills to participate actively in inter-school debates on topics like youth development, democracy, peace and human rights.

4.3.2 Deviations and lessons learned IBIS did not manage to develop a common approach to strengthening the political participation with special emphasis on women, youth and indigenous peoples as planned. This had the positive effect that IBIS’ programmes are implementing a huge variety of quite innovative projects and programme interventions within this field. The downside is that the lack of thematic focus and clarity of methodological approach make cross-country learning, monitoring and global quality standards challenging.

4.4 Advocacy for equitable access to natural resources

Figure 11: Number of initiatives and projects supported related to extractive industries

Equal access and just national/local benefits from natural resources have been high priorities for IBIS within this reporting period. Based on the programme activities at local, national and international levels, combined with an efficient and opportunistic advocacy strategy in Denmark and linked to international networks, IBIS’ interventions “have been extremely successful in pushing for a new public agenda in Denmark and to some extent in the European Union,” as noted by the recent review of AAP and LAPI.

Below we have listed a sample of partner initiatives from local, national and regional levels related to extractive industries. In the chapter on

global and Danish advocacy, we have outlined further results and examples.

4.4.1 Selected results Ghana – Applying a human rights-based approach, in 2011-2013, IBIS supported local partners who work at the community level to defend the community members when confronted with mineral exploration and demand a fair compensation. As a result of this project, both a company and the community members in a location in Northern Ghana have resorted to court for redress of the grievances instead of

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employing a confrontational approach. In this case, it has resulted in fewer police arrests and brutalities as compared to earlier conflicts.

Sierra Leone - IBIS’ AAP partner, Network Movement for Justice and Development (NMJD), organised local mining groups who focus on rights and gender equality, and facilitated consecutive hearings with the participation of district representatives and MPs in the local communities in the iron ore districts in 2012 and 2013. Simultaneously in Denmark, a number of articles were published regarding extraction of iron ore in Sierra Leone. As a result of this combination of community work and public awareness raising, in 2013 London Mining asked for meetings with both NMJD in Sierra Leone and IBIS in Denmark. A framework for collaboration was agreed and a new Community Development Agreement Template was also developed jointly between multiple stakeholders. This template includes a strong gender perspective due to civil society efforts. NMJD and IBIS will support the pilot implementation of the template in Sierra Leone in collaboration with London Mining.

Mainstreaming of learning enabled effective civil society advocacy regarding taxation of minerals and oil in Sierra Leone. The IBIS funded report ‘Losing Out’ from 2013, which builds on evidence from Sierra Leone, permitted civil society to establish a dialogue with multinational mining companies and the Ministry of Finance. The report documents that lost revenues due to tax exemptions from customs duty and goods and services alone were worth US$ 224 million and that all tax incentives together amounted to more than seven times the education budget in the country. Moreover, the conclusions of the report will be used in a report on Education for All Financing, prepared by our education partners TJN-A and ANCEFA.

Mozambique - The “Mining Without Development” report, published in 2013, gave civil society in Mozambique the momentum to advocate for publishing contracts with multinational companies in the extractive sectors. The report is a collaboration between IBIS, CIP and European

Network on Debt and Development (EURODAD) and documents that Kenmare Plc’s have been

granted highly favourable tax exemption, which has reduced government revenues from the mine to a minimum. Since 2010, shareholders have seen the value of Kenmare shares triple, but the company has yet to pay any corporate income tax in Mozambique. Moreover, Kenmare’s company structure with eight subsidiaries, all located in tax havens and none in Mozambique, raises several red flags as it permits transfer pricing between subsidiaries. Less than one week after the launch of the report, the government of Mozambique made Kenmare’s contract publicly available. In Europe and Denmark, the report has served as a case to demonstrate the importance of European and international regulations that limit contract secrecy, tax havens and secrecy jurisdictions in order to ensure domestic resource mobilisation in developing countries.

An analysis of the fiscal contributions of megaprojects to the economy of Mozambique was produced to serve as an awareness generator for the Danish Embassy in Mozambique. As a result, the extractive industry is now a top priority in the new Danish Country Policy and in the donor group in Mozambique where Denmark was chair in 2012. Guatemala - IBIS’ partner CALAS works to protect the rights of communities affected by mining and influence the revision of the law on mining. In collaboration with Danwatch, IBIS and CALAS documented the rights violations of the Marlin mine (GoldCorp). This resulted in the exclusion of GoldCorp from the portfolio of two Danish pension funds and a good dialogue with GoldCorp regarding pertinent consultation and compensation of communities.

Nicaragua - In 2012, IBIS’ partner in Nicaragua, the Rama-Kriol Peoples’ Government signed an agreement with the Ministry of the Environment and Natural Resources and the regional government of the Southern Autonomous Region (RAAS) on a joint management system for four protected areas (national parks) overlapping indigenous land. The agreement stipulates that it is the territorial indigenous government that must authorise the extraction of natural resources on a small scale, both for communities and third parties. Projects with a larger impact


require the prior authorisation of the Rama-Kriol Government for all aspects, even procedures such as application for permits and environ-mental authorisations to begin operating. This agreement actually respects and practices the right to prior, free and informed consent for indigenous peoples, and is therefore a very important milestone.

Denmark/Ecuador - IBIS initiated the Yasuní campaign in 2012, which mobilised approximately two thousand volunteers in Denmark. The signatures – in the form of thousands of photos of the supporters with the characteristic red facial painting of the Huaroani people – were submitted to the Danish Climate Minister and later the Ecuadorian delegation at the COP19 in Warsaw with the petition to stop oil exploration in the endangered Yasuní National Park. The visual identity and campaigning methods were shared with and taken up by the Ecuadorian Yasuní campaign and were used in advocacy towards the Ecuadorian presidency. Officials from the Ministry of Climate and Energy confirmed that IBIS presented “relevant information in a new and interesting way” in connection with the lobby work for the Danish support to the Yasuní Initiative.

Regional/international - In West Africa, IBIS, jointly with partners in Ghana and Liberia, has prepared a Natural Resource Watch brief. The briefs have been presented locally by partners and have contributed to a better understanding of the tax contributions among partners, parliamentarians and Ministry of Minerals, and of how little the sector in reality contributes compared to the export value.

As a result of our long-standing partnership, SusWatch was recognised in Latin America as one of the main civil society interlocutors on climate change issues. In 2012 the network carried out local capacity building of at least 500 persons and provided them with relevant information on UNFCCC negotiations, Rio+20, REDD+, and national and regional climate strategies. Moreover, the network elaborated two policy proposals and three position papers on civil society and indigenous peoples’ rights concerning

climate change and management of natural resources and forestry.

Also in Latin America, IBIS and our partner the Red Jurídica Amazónica facilitated the elabo-ration of Guidelines on Free, Prior and Informed Consent (FPIC) to protect the collective rights of indigenous peoples across the region against oil and gas companies’ improper interventions. The guide has been taken up and used by the Andean Coordinator of Indigenous Organisations, another regional network. For example, they presented the guide at the annual meeting of the UN Permanent Forum on Indigenous Issues and used it during the UN’s Business and Human Rights Forum to lobby governments and extractive companies.

4.4.2 Deviations and lessons learned IBIS’ close international links with research

institutions and professional NGOs related to research and evidence production on tax incentives in the extractives sector is seen as an important added value by local and national partner organisations in our countries of collaboration.

Generally, LAPI has sought to link local, national, regional and international NGOs and indigenous organisations around particular advocacy agendas. The review report on LAPI found that the policy work has been hugely successful. According to the review report, LAPI managed to support the regional partners and add value to them in terms of getting the knowledge of where to present their proposals, arrange meetings etc. LAPI has also promoted stronger links between indigenous organisations and NGOs which hold the potential for a stronger joint civil society advocacy presence at the regional level in Latin America.

In 2012-13, IBIS initiated three projects (Sierra Leone, Ghana and Mozambique) on community monitoring by means of ICT in the area of extractives and public service delivery. However, there are, in fact, surprisingly few other cases in Africa on using ICT related to civil society governance issues. Most documented ones come from Kenya.




Different types of civil society organisations and other stakeholders have an interest in working together around defined advocacy processes.

This is to some extent true in all programme countries, but it is necessary to have an open dialogue with partners about the pros and cons of working together. It requires a different kind of approach to support networks and alliances than individual CSOs. IBIS needs to improve our own competencies to facilitate networks’ or coalitions’ planning and implementation of joint advocacy processes.

Risk

Narrowing of democratic space New partners working with transparency, anti-corruption and accountability have been identified and will start activities in 2014 to counterbalance the narrowing democratic space in the countries.

Working with sensitive issues such as taxation, transparency, economic justice and democratic reforms carries a risk to IBIS and partners’ work, staff and organisation.

This risk has occurred in several of our programme countries, such as Bolivia, Mozambique and Guatemala. As a precaution and to reduce this risk, our country offices constantly monitor and analyse the local political context and our advocacy processes are carefully coordinated with our partner organisations and other INGOs to seek an open and non-confrontational dialogue with duty bearers.


5. EDUCATION FOR CHANGE STRATEGY – RESULTS

Education for Change Strategy

IBIS’ Vision: IBIS works for a just world in which all people have equal access to education, influence and resources. Together with our partners, IBIS combats global inequality and poverty

Education for Change: overall strategic goal Poor and marginalised children, youth and adults are empowered through quality education and civil society organisations are strengthened to promote, claim and achieve their individual and collective rights to formal and non-formal quality education, enabling structural, political and social change

Selected Global Result indicators Year 2010 - Baseline Year 2013 – Result

% of Thematic programmes with examples or models of “improved learning outcomes” 100% 100%

Number of school governance bodies strengthened through active participation of emerging civil society each year

480 635

% of Programmes supporting Civil Society Organisations on national level advocacy activities

33% 83%

5.1 Introduction to Strategy IBIS’ global strategy for Education for Change (EfC) 2012-2017 builds on the recommendations of an external evaluation of the former strategy (2005), and was developed through the active participation of the IBIS Global Education Group in dialogue with other relevant stakeholders in the program countries and at IBIS HO and Board level. It was adopted by IBIS’ board in April 2012. The strategy has two strategic goals/lines of action: Quality Education: The quality aspects of education are reinforced and directed towards a transformative education where children, youth and adults develop attitudes, skills and knowledge that enable them to participate as active citizens in their society. Education Policy and Financing: Civil society participation and advocacy work at the local, national and global levels, ensure that relevant

policies for the fulfilment of the right to quality education are adopted, financed and delivered in practice. Access to quality education for children, youth and adults is agreed as the overarching “beyond 2015” issue.

IBIS considers the two overall goals as interdependent and mutually reinforcing. The strategy defines specific areas of intervention for each of them. Hence, interventions for goal number 1 (Quality Education) are used as evidence for advocacy at different levels and, similarly, results achieved under goal 2 (Education Policy & Financing) contribute to concrete changes in quality education practice and learning outcomes.

Some of the key aspects of the new global strategy:

• IBIS maintains its strong focus on quality education (including advocacy). The external evaluation of the previous education strategy in 2011 concluded: “The focus on


quality education should be retained, as well as IBIS’ support to ‘modelling’ that has been successful e.g. developing ‘technically’ innovative and appropriate responses to typical quality education problems (thematic competencies in the change triangle) and using these for advocacy”.

• Education Policy and Financing is a new overall goal and strategic line of action. It sets out to address two main challenges identified in the former EfC strategy: 1) Not stopping with policy reform changes but bringing forward the financing of such reforms in order for them to actually be successfully implemented and have an effect on the lives of the most marginalised; 2) Systematically linking the local-national level advocacy work with global interventions (and vice versa), in order to more effectively support progress towards EfA and MDG goals and the new “beyond 2015” goals.

• Working strategically with youth is more prominent in the revised EfC strategy, in alignment with IBIS’ board decision in 2011. The education of young people has been a development area for IBIS in 2011-2013.

• Education in Emergencies and Fragility has been integrated into the new global strategy, in line with the evaluation conclusion: “Education in Emergencies should continue to be a prominent part of the EfC strategy, and it should be fully integrated in all parts of the change strategy”.

• Strengthened focus on capacity development of civil society and advocacy – through the Change Triangle and the interlink between the two strategic lines of action, partners’ technical, organisational and advocacy capacity is improved.

5.1.1 Reflections on the strategy: IBIS’ EfC strategy focusses explicitly on the right to free quality education for all women, men, girls and boys, their right to be involved in decisions affecting their own lives and their right to organise themselves in order to further secure and develop these rights and commitments. The strategy is founded in a human rights-based approach clearly marked by the framework of legally binding instruments in the Human Rights complex and by political tools of commitment such as Education for All (EFA) and the MDGs. A main priority for IBIS’ advocacy work nationally, but especially internationally, has since 2013 therefore been to support the ‘Beyond 2015` process, maintaining Quality Education for All as a future political goal of commitment.

The state is the primary duty bearer in terms of the fulfilment of the right to quality education, but the international donor community should also deliver on their responsibilities. Thus, IBIS’ programme strategically supports the empowerment of people and civil society organisations (rights holders) to gain political influence and social justice by holding their governments (duty bearers) to account.

IBIS and partners also, when relevant, cooperate directly with decentralised or central government institutions with the objective of supporting the interphase, negotiations and dialogue between state and civil society. This is also the case when producing evidence through the implementation of models and approaches, in order to secure government’s ownership and institutionalisation of the models.

Three interlinked human rights aspects are included in all IBIS’ formal or non-formal education work:

The right to education (the human right to free quality education)

Rights in education (the content, the teaching methods, the language of the teaching, the teacher-learner relationship, teaching-learning materials reflecting the equal rights of all human beings (including gender, ethnic, religious, political groups etc.), non-discrimination, etc.)


Rights through education (education as an enabling right that opens up for fulfilment of other rights)

In assessing the implementation of the strategy from 2011 to 2013, we have chosen to focus on three important aspects:

1) Right to quality education; 2) Support for education governance and

emerging civil society; and 3) Influencing national education policy through

advocacy.

5.2 Right to quality education – improving learning outcomes

Figure 12: Percentage of education programmes with examples or models of

“Improved Learning Outcomes” per year

We consider it a great result that each education thematic programme is developing, implement-ting and documenting approaches and models to ensure rights to the quality education of poor and marginalised children, youth and adults and has one or more models with documented improved learning outcomes. The definition of learning outcomes in this indicator is context- and model specific and does not therefore necessarily

measure the same aspect of learning. However, it is a goal in the 2014-17 strategic plan for IBIS to improve our systems in order to measure the impact and results of pilot projects and models more precisely.

The table below shows the different models and approaches developed by IBIS and partners during the period 2011-2013.

Figure 13: Overview of models and approaches

MODELS AND APPROACHES

COUNTRIES

Gha-na

Sierra Leone

Liberia

Mozam-bique

South Sudan

Guate-mala

Boli-via

Nicara-gua

Wing Schools for out-of-reach children (Pre-School to Grade 3)

x

Complementary Education Project (CEP) 9 months’ bridging for out-of school children/ youth into the formal system

x

Accelerated Learning Projects (ALP & CREPS) for out-of-school children/ youth (3-4 years’ condensed primary education)

x x X

Literacy courses for marginalised youth/adults – especially young women

x x X x X

Technical Vocational Skills Development (TVSD) for youth

x x x x x X

100% 86%

100% 100%

0%

20%

40%

60%

80%

100%

2010 2011 2012 2013

Percentage of education TP with examples or models of “improved learning outcomes”


Apprenticeship programmes for youth x x x x

Special interventions in the formal education system for enhancing the quality of the education

x x x X x x x X

Special interventions focusing on education of girls/ young women

x x x X x x x x

Special interventions for inclusion of orphans and vulnerable children (OVC)

X x x

Leadership education for young women and men x x x

Special interventions focusing on Intercultural Bilingual Education (IBE) and Mother Tongue Education

x x x x x

Refugee TVSD course (1 month) x


Gender sensitive education initiatives

Liberia/Sierra Leone - IBIS took the lead to harmonise efforts within the field of school-based gender abuse by managing a research consortium consisting of the Ministry of Education, the Ministry of Gender and Development, Concern Worldwide (Alliance2015 partner), the Norwegian Refugee Council and Save the Children. The consortium has completed a study of the “Gender-Based Violence and Abuse in Liberian Schools”, which has since been used to develop an evidence-based advocacy campaign on reducing the sexual abuse of girls and boys. The process is a replication of good practice from Sierra Leone (2010). In both countries, IBIS and CSO partners have used the research to disseminate knowledge and advocate for government to enforce the relevant national laws concerning women’s Sexual Reproductive Human Rights.

Ghana – Four civil society partners have carried out continuous gender sensitisation of communities living in rural areas. This has gone hand-in-hand with a strategy of establishing girls’ clubs in close cooperation with the communities, including traditional structures. The girls discuss, with a facilitator, all issues relevant to them e.g. in relation to their own bodies, to boys, Sexual

and Reproductive Health and Rights (SRHR), girls’ empowerment through education, and they share experiences and support each other concerning particular issues for girls. Since 2012, IBIS and the four partners have supported the establishment of 50 girls’ clubs with 1190 girls in four districts. In 2013, Ghana Education Service in Bole district replicated the girls’ club model in 73 primary schools and 24 junior high schools, in Kpandai district in 87 schools and in East Gonja in eight schools, funded by the Global Partnership for Education (GPE).

Education initiatives in fragile contexts

Liberia - IBIS implemented from 2009 to 2013 a full programme cycle of ALP. This provided the right to an age-appropriate primary education for a total of 2,769 out-of-school children and youth in fragile rural settings.

The ALP did not achieve the set goal of completion – 75% (see more under deviations). However, an important result is that the ALP improved gender equality, with girls making up 47% of those enrolled between 2009 and 2013, in comparison to the mainstream primary school average of 42.5% girls in the same counties. Furthermore, an external evaluation carried out

Access and Completion to the Accelerated Learning

Programme Phase 2 (2009-2013) Girls and women

Boys and men

Total

Total number of Learners enrolled in ALP 1,305 1,464 2,769

Total number of learners who successfully completed ALP 562 697 (45%) 1,259

Total number of teachers recruited and trained under ALP 34 87 121


in 20133 demonstrated the impact of ALP on all the learners’ self-confidence and self-esteem, particularly in setting aspirations, as well as in recognising the importance of establishing a stable life. Given the vulnerability of these learners, most of whom were displaced by the war, some of them ex-soldiers, the importance of these life skills cannot be over-emphasised. Importantly, the youth on leaving have still acquired reading, writing and math skills, life skills and know more about their rights and responsibilities. Education initiatives for marginalised groups

Guatemala - IBIS has since 2012 supported Proyecto de Desarrollo de Santiago to promote the right to relevant intercultural bilingual education (IBE) for the marginalised Mayan children in the Ixil region. In this region, 100% of the children have the Mayan language Ixil as their mother tongue and the recent education reform underlines their right to IBE. IBIS´ support has led to the following results:

1550 marginalised Mayan children (50% girls) in 10 schools in three different municipalities in Ixil have been secured access to quality education (it is too early to monitor completion). Specific tests by IBIS’ partner at the beginning and the end of the school year (2013) have verified and proved that 65% of the children have strengthened their reading and comprehension skills considerably and that school attendance has increased by 8% as a result of project.

50 teachers at 10 schools have in 2012 been capacitated within the field of quality education (including mother tongue education, interculturality, innovative teaching methods, gender equality etc.) and they have participated in the elaboration and validation of a new teaching material: Weaving the Language. The teachers have also acquired knowledge about first and second language acquisition.

3 End-project Evaluation for the Accelerated learning Project

(ALP), Manitou Incorporated, August 28, 2013

In 2013, the local education authorities decided to support the capacitation of a further 370 teachers at 88 schools in other areas of Ixil. This will influence the quality of education of 5500 more children.

The national-level advocacy based on these activities and results is described in section 5.4.

Ghana – In partnership with six local civil society organisations, 56 Wing Schools (pre-school to grade 3) were established in Gushegu and Karaga districts, in locations in two of the most deprived districts in Ghana which had not yet been reached by the formal education system.

By the end of 2013, a total of 10,806 (male 5,943; female 4,863 = 45%) out-of-reach children had enrolled in the 56 Wing Schools. 75% of the children who completed Grade 3 are literate and numerate in their mother tongue, which has been affirmed by external assessors of the project (University of Cape Coast, 2012).

Out of the first batch of pupils (1,264) who enrolled in 2007, 66% = 834 children (536 boys and; 298 girls) had entered Junior High School by September 2013.

The national-level advocacy based on these activities and results is described in section 5.4.

As a result of IBIS’ CSR cooperation with the Danish company Hempel, 790 more out-of-reach children (of which 49% are girls) are now attending eight Wing Schools in another marginalised district. This has resulted in the district itself establishing 11 new Wing Schools in 2013. In addition, funding from The Christmas Calendar Project enabled IBIS to support 2,239 out-of-reach children to start attending 22 Wing Schools in yet another marginalised district. This assisted IBIS in the further documentation of the results of the Wing School model, dissemination of the lessons learned, and also improvement in costing the implementation of the model.


Models and Approaches to Youth Education

Figure 14: Number of youth participating in IBIS and partner-supported

educational interventions and skills development

The education of young people has been a development area for IBIS in 2011-2013 and a framework (containing four key intervention areas) for IBIS’ work with youth has been established: 1) quality basic education and life skills, 2) TVSD, 3) youth and participation and 4) advocacy for relevant education opportunities

for youth. The table above, supported by the selected results below, shows considerable progress in regards to increasing and improving IBIS’ support of youth education in the period. Bolivia - Since 2012, IBIS has cooperated in a private sector partnership with Claus Meyer and Melting Pot Bolivia and together developed an innovative cooking school and associated restaurant called Gustu in La Paz. The development objective is to take part in the initiation of a New Bolivian Food Movement and through this movement improve health and entrepreneurship in Bolivia. In 2012, thirty marginalised Bolivian youth were enrolled in an 18-month apprenticeship in Gustu´s cooking school. This experience has inspired the opening of several cooking schools in El Alto, where marginalised youth will be trained as cooks, enabling them to get jobs or start their own small businesses. The apprenticeship model was also presented for approval to the MoE in 2013 and approval is expected in 2014.

Sierra Leone - From 2011 to 2013, our partnership with Quedondonya Association has supported marginalised youth – either illiterate or with a primary education of 6 years – by providing them with TVSD activities.

A total of 557 young people have completed a 10-month TVSD course in the reporting period, of these 45% young women. The students have been attached to three vocational centres and studied sewing, weaving, motorcycle repair and carpentry, and some have been educated in communities by skilled farmers in agriculture, through more of an apprenticeship approach.

The graduates have organised themselves in small groups to undertake their own business, building on start-up kits given by IBIS. This approach enables graduates to be self-reliant. The three centres have now also established native cotton farms, and harvested and processed cotton wool to use in weaving, which has a high market demand.

Based on the OPS 2012 process and HO feedback, a tracer study was commissioned. It revealed that out of 66 graduates, 58 had set up their own business, earning a monthly income that met some or all basic daily needs of their household.

Liberia - Three Education for Youth Empower-ment (EYE) Centres were supported by IBIS in 2009-2013. The first one, called a YEP centre, was closed down in 2012, as the market for skilled youth in the possible technical areas was satisfied in Fish Town, where the centre was situated. The

342 901

2093

4048

49 129 299 578

0

1000

2000

3000

4000

5000

2010 2011 2012 2013

Number of youth participatingin IBIS and partner-supportededucation interventions andskills development

IBIS partner country average


centres target illiterate youth between 16 and 30 years of age who have missed out on basic education because of the war. Priority is given to young single mothers, youth heads of households and those with the poorest educational backgrounds. This has led to the following results in the reporting period:

420 youth, of these 203 women (48,3 %) enrolled in the YEP/EYE centres

348 youth graduated (82%) – of these 47% female

IBIS’ centre leaders are responsible for tracking and mentoring graduates, encouraging them to continue to pursue their businesses, employment opportunities or school. As part of the longer-term follow-up to the initial Fish Town YEP centre graduates, IBIS tracked in 2013/2014 the progress of 44 4 randomly selected graduates. Of the graduates tracked, an impressive 80% are either making an income from the trade they graduated in (39%), working in another sector (27%) or have enrolled in school to further their education (14%). Through a similar tracking process of 43 of the 57 graduates in 2012 from the Ziah Town EYE centre, a total of 63% were found to be making an income from the trade they graduated in.

4

A list of 100 graduates from the former YEP Centre will be tracked between 2012 and 2015 to monitor their progress in developing and sustaining income generating activities. By the end of 2014, IBIS should have updated the database on all 100 graduates.

5.2.2 Deviations and lessons learned Consultations with local stakeholders are even

more important than initially assumed. For example, IBIS’ and partners’ monitoring and research done in Liberia and Sierra Leone on school-related gender-based violence (SRGBV) shows that the same model cannot always be used in different locations. It is necessary to use flexible bottom-up processes to achieve ownership by local stakeholders.

• IBIS’ monitoring has shown that major contributing factors to graduates becoming successful afterwards and make a living are the provision of start-up kits and the long-term (2-3 years) opportunity for mentoring support from the centre leaders.

• Documentation from Sierra Leone and Liberia and programme countries in Latin America demonstrates that men are more likely to gain a higher income after skills training interventions than women. Even though more than half of graduates who have set up their businesses are young women their average monthly earnings, measured individually, are less than the average monthly earnings of the young men. IBIS and partners should work further to create awareness of this gender-based inequality.


5.3 Support to Education Governance and Emerging Civil Society

Figure 15: Number of school governance bodies strengthened

through active participation of emerging civil society per year

IBIS and CSO partners have achieved considerable results in their support of emerging civil society in marginalised areas in all IBIS education programs. In all, 2,382 School Management Committees (SMCs), Parent Teacher Associations (PTAs), Chiefdom Education Committees (CECs), and School Boards (SBs) have been strengthened in their own organisation around the fulfilment of the right to free quality education during the reporting period. In 2011-2013, they all received capacity development and coaching by IBIS and CSO partners on such themes as: legal and institutional frameworks, human rights frameworks, roles and responsibilities of civil society and state, resource allocation and school maintenance.

IBIS’ and partners’ support of this emerging civil society results in a lot of concrete planning, action and local level advocacy. Local CBOs and NGOs have participated actively in education governance, demanding, for example, trained teachers, school buildings, teaching learning material, establishment of more Junior High Schools and budget tracking in relation to their local authorities. Additionally, this outcome has enhanced access to and completion of improved education. IBIS and partners also work towards establishing horisontal and vertical links within education governance, creating a coordinated and systematic advocacy at different levels.

5.3.1 Selected Results

Sierra Leone - The SMCs in Sierra Leone found out about extra classes run by teachers after normal school hours. It was revealed that some teachers did not teach the curriculum in the classrooms, but instead demanded that the students participate in and pay for extra classes. Parents in the SMCs phoned in to radio discussions, raised objections to this practice and called on district authorities to ban it. Five local CSO partners supported this change process by bringing it up at the district education forum. A joint administrative directive by the Kono district branch of the Anti-Corruption Commission, the district and city councils and the District Education Office prohibited extra classes in the whole of Kono district – an example of change achieved that started from community level through to district level.

Ghana - As a result of the capacity development of 80 SMCs in Northern Ghana in 2011-2013 by our two local partners (CALID and Choice), the SMCs decided in 2013 to build SMC networks, and have managed to do so in three out of the four districts. These networks have been able to actively engage with school authorities and make demands of Ghana Education Services and District Authorities e.g. concerning the usage of the capacitation grant and to discuss the results of learners. The SMC networks have used the knowledge gained and the platform to support

480

657 610 635

69 94 87 91

0

200

400

600

800

2010 2011 2012 2013

Number of schoolgovernancebodiesstrengthened

IBIS partnercountry average


the development of school performance improvement plans together with parents, SMCs and school authorities. Mozambique - IBIS has since 2011 supported the only existing district school forum in Mozambique, the Association of School Councils in Alto Molocue. In 2013, this forum monitored the use of ADE (direct assistance to schools), lobbied the government institutions at the district and provincial levels to manage the ADE funds according to the set regulations, and facilitated the involvement of 21 School Boards in the planning and management of use of the funds at the school level. These actions have in the reporting period already contributed to greater accountability in the management and utilisation of the funds. For example, in 2013 mismanagement of ADE funds in one district was identified by school boards in collaboration with the local partner. The Provincial Directorate of Education has therefore decided that it will follow up on this in all 16 districts of the Zambezia Province in 2014. In 2013, the programme partners also facilitated the creation of eight school board clusters in three districts and these are expected to develop into district forums before the end of 2016.

Since 2012, the programme has also imple-mented specific activities to promote women’s participation in education governance. For example, sensitisation on the issue of women taking leadership roles in school boards has been offered, along with literacy classes, to 68 female school board members. As a result, the number of female school board leaders increased from six in 2012 to 19 in 2013. Hence, in 2013, 24% of the leadership positions in the school boards in programme target areas are held by women.

Nicaragua – In 2012-2013, IBIS, in cooperation with Incidencia en la calidad de Educación in Matagalpa and local partners, developed a model

based on the capacitation of 40 primary school headmasters in inclusive leadership. The model supports the headmasters in playing an active role in relation to development of school boards and involving parents and local communities actively in the children´s education. A publication about the model and methods was produced and presented at a conference in 2013 with the participation of both local and national school authorities, school directors, parents and teachers. The MoE approved the capacity development model in 2013 and decided to use it in Matagalpa.

5.3.2 Deviations and lessons learned

• It is important not to overload the SMCs (or similar) with training, as the process of applying and acting on the new knowledge requires time in order for civil society at community level to be and feel empowered, and be able to respond and organise in relation to demands, needs and rights. It is important for emerging civil society in school governance to get to know the Education Act and Child Rights Act and to understand the mechanisms of, for example, school fee subsidies. However, what truly matters in making local education authorities accountable and empowering people in rural areas as citizens, is that people develop plans and act together on these. This process needs continuous and strengthened support from IBIS and partners.

• It is still too early to document the impact of SMCs (or similar) on organising at a higher level in networks or forums, but they certainly have the potential to create more vertical links and support the communities in making district authorities more accountable to the needs and rights of community members.


5.4 Influencing national education policy through advocacy

Figure 16: Percentage of programmes supporting CSOs on national level advocacy activities

The EfC Strategy (2012-2017) has a considerably stronger focus on supporting civil society (organisations, networks and groups) with policy/advocacy processes at national level, the successful implementation of which is indicated by the overall progress shown in the above table.

All IBIS’ thematic programmes, except the one in Guatemala, have supported national EfA/Education coalitions (read more about challenges with this work under deviations/ lessons learned). At national level, IBIS has also been invited by the governments to participate in Global Education Groups (named differently) in all three West African Countries and Mozambique, and has also influenced the governments to create space for national NGOs and national EfA coalitions as members.

In South Sudan, IBIS is the lead of the Education Cluster in the State of Central Equatoria. IBIS and partners have participated in the annual Joint Education Sector Reviews, which aim to review the current status of the education sector and update the Education Sector Plans (working groups for Teacher Training, Quality Education and Governance & Decentralisation).

This support to networks that organise civil society at different levels within education is seen as extremely important and is related to the IBIS partnership established with the regional EfA coalition (Ancefa) and the global coalition (GCE), in order to create a vibrant, accountable and strong civil society voice.

5.4.1 Selected results Bolivia - Since 2007, IBIS has supported the Education Councils of Indigenous and Native Peoples in their dialogue and negotiation with the Ministry of Education in connection with the elaboration of the Education Law (approved in 2010). During the period 2011-2013, a number of IBIS’ local partners supported the implement-tation of the new law and in 2013, the Ministry of Education approved both the curricula and the specific teaching training programmes based on, amongst others, evidence from IBIS’ partner intervention. This means that education in all public schools in the two regions has started to take its point of departure in these documented experiences from the project, and it ensures the indigenous children’s rights to a quality bilingual intercultural education carried out by professional, well trained teachers, all in accordance with the Declaration on the Rights of Indigenous Peoples, 2008.

Guatemala - Based on the experiences and best practice of a project developed in Ixil in 2012 by an IBIS partner on teacher professional development (including mother tongue education and interculturality), the national level Ministry of Education decided in 2013, as a result of IBIS’ and partners’ advocacy, to distribute and make use of the teaching material developed by the project in 220 further schools.

43%

57%

71% 86%

0%

20%

40%

60%

80%

100%

2010 2011 2012 2013

Percentage ofeducation TPwhich supportslocal CSOs onnational leveladvocacyactivities


Sierra Leone – Research in 2011-2012 by two local partners (ASDJ and MOCKY) of the implementation of the Girls’ Education Fund and possible misspending, documented that almost none of the funds were reaching the target groups, either being lost on the way from national to district level or misspent on something other than girls’ education. This evidence was taken to national level by another IBIS supported partner, the Sierra Leone EfA Coalition. In 2013, UNICEF, the World Bank, Ministries and the Anti-Corruption Commission agreed to set up a more transparent allocation system.

Ghana - As a result of the long-term advocacy conducted since 2011 by IBIS and six local partners in relation to the ACE project, the Wing School Model and the Complementary Education Project (CEP) model are now an inherent part of the national Complementary Basic Education Policy. The evidence from the Wing School and the CEP models was used to undertake a final review of the draft CBE policy before its approval. Essential for IBIS partners has been access to and active participation in Education Sector Working Group Meetings, the National Education Sector Annual review, meetings with the Parliamentary Select Committee on Education and a DFID stakeholders meeting.

IBIS and the same six partners established a Complementary Basic Education (CBE) Alliance in order to enhance advocacy for the education rights of marginalised, out-of-school children and youth (see the partnership chapter for further reflections on this alliance). This evidence-based advocacy contributed to:

DFID financing of a three-year pilot project targeting 120,000 children, with the additional aim of documenting the operational cost of implementing CBE and standardising the CBE material for nationwide replication

The Government for the first time making CBE allocations in their 2014 budget, targeting 50,000 children

The Global Partnership of Education Grant (GPEG) for Ghana being used, amongst other things, by the districts to implement CBE activities.

Regional/ANCEFA - As a result of IBIS’ cooperation with ANCEFA since 2011, a study on the status of EfA in Sierra Leone and Zambia and an analysis, made by Tax Justice Network and supported by the governance thematic programme (as mentioned in section 4.1), on the education financing gaps in the same two countries were done. The two analyses were merged to create a foundation to develop national and regional advocacy strategies aiming both at the financing of education systems through tax revenues from international companies e.g. in extractive industries, and at the implementation of bigger and more just tax revenues nationally. The strategies were developed in late 2013 and their implementation will be pursued in the future, e.g. through an EU project between ANCEFA and IBIS.

5.4.2 Deviations and lessons learned

• There has been a tendency for some coalitions to become organisations themselves, with coalitions sometimes competing with their member organisations for funding. At country level, IBIS will continue to raise these challenges with other donors and partners. At regional level, IBIS’ new global education programme (EAPI) will work to mitigate these challenges.

• Experiences show that, through being an active member of coalitions, we have achieved much greater impact and results than we could have achieved alone. These coalitions and alliances also represent an important venue for IBIS to promote our successful models and documented results for replication by other partners or to generate a broad-based advocacy campaign.




Models for quality education and use of local evidence are a prerequisite for effective advocacy.

This assumption remains valid in most of our programme countries, despite the fact that models take a long time to develop and test, and require thorough documentation. The assumption is key in the current strategy, but many thematic programmes have just started working this way.

Risks Reflection and Action

The MDGs’ focus on access to education (not completion and quality education) will compromise IBIS’ work as a donor and country governments might want to prioritise access to education at the expense of the quality.

IBIS finds that many governments and funding agencies agree that the quality aspect is important but, in many places, the financial allocations follow the number of pupils, teachers and schools. IBIS has in the reporting period consistently argued for the importance of quality education, supported by research reports, particularly in Latin America. It seems that the post-2015 goals, if they contain an education goal, will focus on quality and learning outcomes. This has made our emphasis on quality education (since 2005) easier to promote in many programme countries but the challenge remains pertinent, especially in fragile states.


6. GLOBAL AND DANISH ADVOCACY – RESULTS

Global and Danish Advocacy

IBIS’ Vision IBIS works for a just world in which all people have equal access to education, influence and resources. Together with our partners, IBIS combats global inequality and poverty

Global and Danish advocacy goal (OS strategy 2012)

Maximum synergy between the national and the Danish / international levels is established through linkages between global advocacy programmes (notably AAP, LAPI, Global Campaign for Education) and the country programmes in order to achieve progressive changes for the poor and marginalised


% of all Danish schools participating in the Danish “Education for All” advocacy campaign.

64% 68%

Number of media clips with IBIS and tax/capital flight/natural resources

40 162

Number of participants in IBIS-supported "Latin America-focused" events in Denmark

3,005 (in 2011) 6,240

6.1 Introduction to global and Danish Advocacy Implementing advocacy activities to promote the broader development agenda has always been a key priority for IBIS. It is rooted in our vision and mission to influence structural causes of poverty and inequality locally, nationally and globally.

The target subject areas for the advocacy activities are, within our two thematic areas, education and democratic governance, and most of the inspiration, material and evidence used in the regional, global and Danish advocacy work originates from our work in programme countries and with our local partners. IBIS strives to follow up on progress and regulation achieved through regional and international advocacy through activities with partners at national and local levels, e.g. by using rights and regulation on transparency in extractive industries for demanding influence and information at local levels. We engage in advocacy and campaigns on issues which we know affect the lives of real people. Our global and Danish advocacy is thus a crosscutting theme integrated into our two thematic strategies.

The background for the advocacy work takes places in the two thematic programmes, EfC and Democratic Governance and, while some advocacy is carried out by stakeholders within these two

programmes, the majority of the concrete global advocacy activities are implemented via AAP, LAPI and the Global Campaign for Education. Advocacy and campaigns in Denmark are defined by the Country Strategy for Denmark, “Fighting Poverty and Inequality from Denmark”, adopted by the Board in 2013.

IBIS’ approach to advocacy is illustrated in IBIS’ intervention strategy on taxation of extractive industries in order to finance education. Activities at the local and national levels are mainly supported through the governance programmes, while the global advocacy programmes support activities that are carried out at regional, international and Danish levels. Success in achieving more transparency in extractive industries’ tax payments through advocacy in relation to EU directives only benefits poor people if it is translated at the national and local levels into more funding for poor communities. Conversely, strong advocacy for the right to information and a fair share of the revenues from extractive industries is supported by international regulations and becomes more important if the multinational companies are forced to be transparent and pay more taxes.


Figure 17: An example of programme linkages and vertical advocacy links

6.1.1 Reflections on global and Danish advocacy In the reporting period, IBIS has redesigned several aspects of its programmatic approach to ensure that our advocacy approach provides the best value for money. The heightened focus on the two thematic strategies helps to increase internal knowledge of the prioritised issues, and ensure a higher degree of learning and specialisation within IBIS on core issues. This again increases our ability to transfer this knowledge to local partners and stakeholders, thus enabling IBIS to better facilitate programmatic adjustments and new innovative approaches, and link partners together from the community level to the national, regional and international levels within our prioritised issues. Our advocacy approach is based on a human rights-based approach, exemplified by our Danish

“Education for All” advocacy campaign. It is about ensuring rights holders access to quality education and including and drawing the attention of the duty bearers to these problems. Furthermore, it is an ambition to engage as many people as possible in advocacy through campaigns in order to strengthen pressure on decision makers and empower people to raise their voices.

In assessing the success of our global and Danish advocacy in the period from 2011 to 2013, we have chosen to focus on three important aspects: 1) Advocacy on education; 2) Advocacy on capital flight, tax evasion and

extractive industries and 3) Advocacy to maintain engagement in Latin

America.


6.2 Advocacy on education

Figure 18: Percentage of Danish schools participating in the Danish education for all campaign per year

The results document that we have successfully managed to catch and keep the attention of an impressive cross section of the Danish basic education system year after year.

We stay relevant and offer quality, novelty and a massive outreach by providing 160,000-190,000 pupils and their 8,000-10,000 teachers with: 1) books (the Reading Rocket); 2) teaching materials; 3) live meetings with volunteers with first-hand-

experience in the country concerned and the children that they have been reading about; and

4) an impressive and constantly improving website full of opportunities for more learning, carefully tailored to the goals, demands and needs of the school system.

The Global Action Week’s events have also been a huge success each year with 300-800 students

present at events in major cities in Denmark and political representation - Christine Antorini (2011), Christian Friis Bach (2012) and Helle Thorning Schmidt (2013) participating at the Christiansborg Slotsplads key event. At the events, drawings, puppets or balloons with personal messages written by thousands of students have been handed over to the politicians present.

A survey done in May 2014 by the Timbuktu Foundation shows that children who have worked with the Danish “Education for All” campaign material are more likely to be engaged in Danish aid to developing countries. Overall, the campaign generates a strong public willingness in both among students and the population at large to support our advocacy for quality education for all. The table shows some of the campaign’s impressive results in the reporting period.

Table 4: Danish “Education for All” campaign results per year

Results 2010 (baseline)

2011 2012 2013

Pupils participating and in percentage of all Danish pupils

191,402 28%

181,468 27%

163,000 25%

170,000 25%

Schools participating and in percentage of all Danish primary schools

1291 64%

1307 65%

1200 64%

1274 68%

School classes participating 9767 9487 8200 8340

Teachers participating 9767 9487 8200 8340

Books distributed 200,000 190,000 175,000 180,000

Reading Caravan contacts (pupils) 6000 6000 6000 6000

Number of schools visited by RC 50 50 51 42

64% 65% 64%

68%

0%

20%

40%

60%

80%

100%

2010 2011 2012 2013

Percentage ofprimary schoolsin Denmarkparticipating inDanish"Education forAll" campaign


Reading Rocket country Angola Bolivia Liberia Nicaragua

Number of partners (companies) 5 6 5 6

Press hits on the School campaign 274 254 206 134

Turnout at Global Action Week events in Copenhagen, Aarhus, Aalborg

550 600 700 1000


Quality education – To increase Danish public awareness and influence decision makers, IBIS helps celebrate World Teachers’ Day together with the Danish Teachers’ Association, with the aim of highlighting teachers’ role in improving the quality of education. The advocacy activities deal with issues of quality of education both in Denmark and in our programme countries. This advocacy focus is supported by activities during the year, such as the publication of newspaper articles which use research and evidence from programme countries, participation in international conferences and in the

general discussion of the use of Danish development aid, including an emphasis on the need for bilingual and intercultural education for indigenous people.

Financing for Education – IBIS, as the lead organi-sation in the Danish Education Network, has been a strong advocate for increased finance for education. Education Network reports analysing the necessity for filling the financing gaps for education, and trends in international and Danish education finance indicate that our advocacy and awareness raising has contributed to an increase in Danish aid for education.

Source: Alliance2015 2014: Enhancing EU Impact on Education for Global Sustainable Development: .http://www.alliance2015.org/index.php?id=66

Denmark is today one of the strongest supporters of financing Education for All. This is despite the tendency in 2011-2013 in the traditional donor countries to cut back on aid to education. Even though there has been a shift from bilateral funding to multilateral, which IBIS has not always agreed with, the advocacy work for financing Education for All and putting education firmly on the agenda has succeeded.

The international tendency to downsize aid for education underscores the need to mobilise

domestic finance for education. This provides a perfect link between IBIS’ activities on taxation of extractive industries and tax justice in general. ANCEFA and GCE research has been carried out and policy briefs produced which highlight how tax from extractives can finance the education gap, and, particularly with ANCEFA and African coalitions, a strategy has been developed for national EFA campaigns to advocate for a tax on extractive industries for financing education. Likewise, GCE, IBIS and partners are increasingly

http://www.alliance2015.org/index.php?id=66


using the perspectives for financing the education gap from taxation as an integrated part of communication and advocacy when campaigning for both tax justice and quality education for all.

In 2010, IBIS won the Operation One-Day’s Work project in 2011 with a project on education for indigenous people in the Northern Peruvian Amazon Basin in area affected by oil exploitation. In 2012, IBIS again achieved their support, this time with a project supporting young “minewatchers” to monitor mining activities in the diamond district of Kono in Sierra Leone in 2013. In relation to both campaigns, IBIS has carried out a lot of awareness raising and development education related to education and extractive industries. In each of the two years, approximately 20,000 high school students were engaged in activities to collect funds for fellow young people in developing countries. For IBIS, the Operation One-Day’s Work campaigns and projects are important not only as development projects in themselves, but also as strong campaigns to mobilise and create awareness among young people in Denmark in direct solidarity with people in developing countries.

6.2.2 Deviations and lessons learned The innovative linkage between taxation of

natural resources and financing the education gap has proved a very strong advocacy and communication vehicle. IBIS will build on this in the years to come. Particularly with the ANCEFA and African coalitions, it provides a welcome opportunity to better target national decision-makers. It also opens the eyes of our partners in education to the devastating role of tax avoidance and evasion by transnational companies, combined with tax exemptions

provided by the governments and corrupt and non-transparent practices. Likewise, the linkage strengthens IBIS’ communication and advocacy internationally and in Denmark on both education and extractives and tax.

Since 2010, IBIS has increasingly linked the outreach and development awareness ambitions in the Danish “education for all” campaign with our advocacy objectives. The campaign serves as a mass lobbying campaign, which provides an excellent platform for IBIS to influence policies. As an example, the handwritten messages or drawings of thousands of students have been handed over to the Prime Minister, Development Minister or Education Minister by the students themselves at Christiansborg, with hundreds of other students watching them.

Despite the contributions to the success of increasing Danish aid to education, IBIS has not succeeded in convincing Danida to dedicate more bilateral aid to education or to maintain Danida’s own organisational capacity on education. Danida is increasingly channelling aid for education through multilateral organisations, which in itself is positive, but it leaves Danida with only limited internal capacity and knowledge about education, thereby endangering their ambitions to influence international policies and decision-making on education.

The need to strengthen regional and international advocacy with close links to national education programmes and campaign activities in Denmark led to the formulation of the new Global Education Programme


6.3 Advocacy on Capital Flight, Tax Evasion and Extractive Industries

Figure 19: Number of IBIS press hits in Danish media on "tax and extractive industries" per year

IBIS has successfully managed to set an agenda in Denmark on tax and to some extent on extractive industries reaching far beyond narrow develop-ment circles. Between 2010 and 2013, IBIS’ 12 Analysis/Policy Briefs in this field have often been transformed into advocacy and lobbying material and, through an aggressive media strategy involving TV, radio, newspapers, newsletters and websites, contributed to setting an agenda. Through dialogue, IBIS succeeded in convincing DR documentary instructor Guldbrandsen to change focus from traditional corruption to capital flight out of Africa in the Why Poverty? documentary Stealing Africa.

IBIS also had close contact with a range of other journalists working on tax justice, among them the Politiken journalist who between 2011 and 2013 published numerous articles on tax dodging, and the journalists who produced the groundbreaking DR documentary I Skattely from late 2013.

The Kapitalflugten campaign won the Indsamlingsorganisationernes Branche-organisation (ISOBRO) 2012 prize for the best fundraising campaign, due to its capacity to communicate a complicated agenda in an engaging way. Likewise, the Operation One-Day’s Work Cut the Crap campaign in 2013 was innovative in collecting signatures from 3,223 young people in Sierra Leone and Denmark, asking the Government of Sierra Leone to increase taxation on extractives and invest the resulting revenues in education. The appearance

of the signatures in Sierra Leonean newspapers contributed to raising awareness of the agenda in Sierra Leone.


Africa and Latin America - Key results in Africa and Latin America on national, regional and international levels are reflected in the Governance Strategy section. This section illustrates in more depth the vertical linkages between selected campaign activities in Denmark, and partners in EU, Africa, Latin America and global alliances.

Denmark - IBIS has successfully set an agenda on tax and extractive industries, consistently building on results and evidence from programme countries, and established IBIS as an expert voice on tax, extractive industries and development. In February 2011, the Minister of Development, Søren Pind and the Minister of Tax, Troels Lund Poulsen jointly launched an initiative to support tax systems and tax mobilisation in African countries, very much in line with what IBIS had been proposing to them.

Furthermore, in October 2011, a paragraph in the policy platform of the next government stated that they would address illicit capital flight and strengthen taxation of natural resources, again partly attributable to successful advocacy and lobbying from IBIS. The issue is further reflected in the new Danida Development

40

95 82

261

0

50

100

150

200

250

300

2010 2011 2012 2013

Number ofpress hits in theDanish mediaon "Tax &ExtractiveIndustries"


Strategy from 2012, with a similar paragraph which has later been translated into a new Danida Implementation Plan – Danish Engagement in Tax and Development, which again reflects the agenda IBIS has successfully advocated for.

Finally, in 2010-2011, IBIS successfully lobbied for Denmark and later Maersk to become members of the EITI. IBIS has also been involved in important dialogue and advocacy activities targeting Ministers of Tax and Ministers of Growth and Business, which has significantly contributed to an increasingly strong Danish government position on tax and development, also beyond Danida.

Europe - IBIS, in collaboration with Concord Denmark and strong European advocacy networks, has carried out intensive and successful advocacy concerning EU directives related to tax and extractives, particularly the Accounting Directive, The Anti-Money Laundering Directive and other relevant processes. IBIS has had very close dialogue with the Ministry of Growth and Business, which significantly contributed to an active Danish positioning on these issues as documented in the review of AAP and LAPI where the Ministry acknowledges our high quality, timely and constructive contributions. IBIS has conveyed messages to the Danish government and Danish MEPs in close coordination with the European networks. The results have been positive, with a Danish contribution to an accounting directive demanding that extractive industries report tax payments project by project, which is a huge step forward for transparency in extractive industries.

Development funds - IBIS also engaged with development funds such as the Investment Fund for Developing Countries (IFU), International Finance Corporation (IFC) and African Guarantee Fund (AGF) on their tax policies. In corporation with an informal Nordic network between development organisations, IBIS succeeded in convincing the Nordic Baltic Group in the World Bank to take an outspoken and more progressive stance in Board discussions in November 2011 on the new tax policy of IFC. In Denmark, through ongoing dialogue with IFU and AGF/MoFA, IBIS

has managed to get the tax issue on the agenda of IFU and AGFD. In 2013, IFU included a new indicator on tax in their indicator system and AGF will probably move from its current location in the tax haven of Mauritius.

Private sector - IBIS has been in frequent dialogue with the private sector on responsible tax systems through bilateral meetings, seminars, conferences, invited as a speaker for business events, etc. An important result in June 2012 was IBIS’ launch of a set of draft Principles for Responsible Tax at an international conference with strong participation from the private sector, including investors.

Campaigning - In late 2012, IBIS carried out a successful campaign called Kapitalflugten, launched simultaneously with the DR document-tary Stealing Africa. IBIS succeeded in engaging 30,000 people and collecting 7,000 signatories to support the end of capital flight and handed over the petition to the Minister of Taxation at a conference in January 2013. The Minister subsequently, at Børsen in April 2013, launched an action plan against tax dodging. The plan was directly inspired by and quoted suggestions made by IBIS.

IBIS has led the Danish chapter of the international Robin Hood Campaign for a financial transaction tax (FTT) to regulate the markets and mobilise funding for global challenges. IBIS has established itself as the go-to organisation in support of an FTT for media, politicians and other decision makers. This is demonstrated by media, parliamentarians and members of the European Parliament, who frequently approach IBIS on the matter for comments or policy advice.

6.3.2 Deviations and lessons learned The combination of building a strong

knowledge base with contributions and inputs from partners at local, national and international levels and from AAP and LAPI and other IBIS programmes, combined with campaigning and an efficient media and advocacy strategy and an ability to adapt to opportunities, has turned out to be key in our


success. IBIS has been successful in identifying an agenda with clear vertical links between the community and national levels and international policies and regulations.

IBIS has managed to use the increased focus on tax in Denmark to set an agenda and link policy solutions to the interest of developing countries. However, a challenge remains in converting the successful advocacy, media and programme work into public campaigning and the engagement of more young people in Denmark in this agenda. While Kapitalflugten and the Operation One-Day’s Work campaign engaged together more than 40,000 people

and collected 12,000 signatures, we have mobilised only a very limited number of volunteers (app. 100). As mentioned by the 2014 Danida evaluation of Operation One-Day’s Work, this is perhaps due to a missed opportunity by the OD campaign to link the campaign subject to IBIS as an organisation in the minds of a critical mass of young people in high schools. However, it was simply not possible for IBIS to reach agreement on this with the secretariat of Operation One-Day’s Work.

6.4 Advocacy on maintaining engagement in Latin America In Denmark, the Danish Minister for Develop-ment Cooperation indicated in April 2010 that Danida would phase out bilateral aid to Latin America, including the two country programmes in Nicaragua and Bolivia. IBIS - together with other Danish NGOs working in Latin America - played a key role in organising joint protest. Through a range of activities, IBIS actively advo-

cated for the maintenance of Danish engagement in Latin America, creating awareness and influencing Danish policy positions affecting the region. A tangible successful outcome of the advocacy was the present government’s annulment of the decision to phase out Danish overseas development assistance to Latin America.

Figure 20: Number of participants in IBIS-supported "Latin America-focused" events in Denmark per year

Throughout 2011, IBIS lobbied the relevant spokespersons of the political parties and built a Danish NGO coalition in order to continue pressuring for a change on the subject. This was supported by campaigns and awareness-raising events as illustrated in the diagram above. As a result of this, the new Minister of Development Cooperation officially called a new decision in November 2011 that implied a continuation of the country programme in Bolivia, and the development of a new regional programme in Central America focused on human rights. IBIS -

mainly together with DanChurchAid, the United Federation of Danish Workers 3F and Enhedslisten - managed to influence the design both of the new regional human rights programme and the formulation of the new country programme in Bolivia. The administration of the civil society component of the programme was eventually allocated to a consortium of IBIS and DanChurchAid.

3.005

1.710

6.240

0

2.000

4.000

6.000

8.000

2011 2012 2013

Number ofparticipants inIBIS-supported"Latin America-focused" eventsin Denmark


6.4.1 Selected results Support to Indigenous Peoples - In 2011, LAPI made it a priority to influence the revision of the Danish Strategy for Support to Indigenous Peoples. This took place in a context where the Minister of Development Cooperation expressed the intention of phasing out this ‘minor’ strategy. This attack on the historic Danish role as a defender of indigenous people’s rights in international negotiations and through bilateral aid (mainly to Latin America which accounts for approximately 70% of Danish support to indigenous people) was effectively reversed though a lobby effort headed by the autonomous government of Greenland.

Denmark - The political changes in late 2011 also opened up space for IBIS to influence the drafting of a new overall development strategy and, in 2012, Danida’s new Natural resources, Energy and Climate (NEK) strategy (concerned with natural resources and climate change, popularly known as the green growth strategy). Together with Verdens Skove and others, IBIS managed to influence the strategy’s final text on forests, REDD and

indigenous people’s rights. These efforts built on evidence and contributions from IBIS’ programme countries.

Denmark - The joint advocacy between Danish NGOs organised in relation to the proposed cut-backs on ODA to Latin America, caused IBIS to take a lead in creating the Latin America Academy (Latinamerika Akademiet). The Academy consists of a broad range of key Danish NGOs working in Latin America and with Latin American issues, and turned out to be an important platform for exchange of information, networking, coordination of events and a common stance against reductions in the Danish bilateral development cooperation in Latin America.

6.4.2 Deviations and lessons learned Through strategic alliances with organisations in Denmark and Europe, IBIS strengthened its advocacy impact and profile in Latin America. The results have reaffirmed IBIS’ position as the Danish organisation most involved in Latin America (in terms of turnover) and as the national ‘movers and shakers’ NGO when it comes to Danish engagement in Latin America. Key for maintaining the position as credible and legitimate national player on Latin American issues is IBIS’ close partnerships with Latin American partners, European networks and global alliances.


Risk Reflection and action

Reduced prioritisation by funding agencies of the education sector

This risk has occurred in the reporting period with Danida’s aim to close its education programmes. In response, IBIS lobbied Danida to increase funding for education. Together with international networks, IBIS also advocated for a global increase in aid for education. In addition, we have highlighted taxes on extractive industries as alternative means of financing.

The role as outspoken watchdog and campaign organisation can compromise IBIS’ role as a trusted and credible dialogue partner for private companies, government officials and important decision-makers.

Overall, we have successfully maintained a balanced position, though some stakeholders have criticised campaigns like Kapitalflugten for simplifying issues too much. IBIS will continue to function in both roles through mitigation measures such as well-researched reports and position papers, building on evidence from cases in programme countries to ensure a balanced and nuanced communication.

A reduction of Danish development assistance to Latin America

This risk did materialise during this period, although we were successful in maintaining at least a limited Danish engagement in the region. This was achieved through strong alliances with other Danish NGOs working with and in Latin America, and by creating public awareness and stimulating public debate on Latin America issues.


7. POPULAR ANCHORING IN DENMARK – RESULTS

Popular Anchoring Strategy


Popular Anchoring in Denmark: strategic goal

To develop the capacity to communicate and build strong relations with an increasing number of important partners and supporters, meeting their needs and interests and calling for their support


Number of participants in IBIS’ Danish campaigns 189,000 200,395

Number of IBIS members 1,700 1,527

Value of IBIS’ private fundraising (DKK) 14,954,000 20,222,000

7.1 Introduction to IBIS’ Popular Anchoring In order to achieve our aims as a civil society organisation, it is paramount to our success and credibility to be firmly anchored in the Danish public and society. Parts of the Denmark Strategy aim at maintaining and increasing the strength of this anchoring in quality and numbers, to ensure that IBIS is and remains an organisation to be reckoned with, and confidently plays its role as watchdog and awareness raiser in Denmark.

Many of the results described in chapter 6 are critical aspects of IBIS’ popular anchoring in Denmark. Furthermore, the schematic reporting on popular anchoring in annex 5 displays the facts and figures that we chose to report on in the previous strategic plans, and comments briefly on achievements and results. This chapter will report on a few selected objectives and results, reflecting on deviations and actions taken to mitigate risks.

7.1.1 Reflections on Popular Anchoring Our objective has been formulated in slightly different ways during the reporting period and strategic development, but has throughout centred on building stronger relations to more people, partners and institutions in order to create awareness, inspire and engage people in support of the agendas and goals of IBIS in development.

In terms of strategic intervention logic concerning popular anchoring, the recent Danish country strategy aims to base IBIS’ public anchoring on the core activities and profile of IBIS in a synergy between advocacy and campaign work, and use this as a means to increase our outreach, support and influence. Based on the context analysis in the Denmark strategy, and taking IBIS’ present brand, activities, experiences, role and profile into consideration, IBIS has chosen this approach of letting advocacy and campaign work be the driver of increased outreach and support. The most important assumption behind this is that integration is a cost efficient and effective way of achieving several results (advocacy results, infor-mation work results, increased outreach and fundraising) with limited means. This assumption is based on IBIS’ previous experiences with inte-grated campaigns (in particular Kapitalflugten), and supported by recent analysis that shows that this approach is successfully used by other comparable organisations (Megatrend report 2014).

This strategic intervention logic has resulted in a recent change in the organisation of IBIS’ work in Denmark; two new departments have been created, Policy & Campaigns, and Communication & Fundraising. Even if it is still too early to document the effects of this change that came into effect in mid-2013, it appears that the


structural change has so far increased synergy, coherence and coordination, and has enabled a clearer focus on the core synergies within the new departments without weakening coordination between them.

In assessing the success and development of our popular anchoring in the period from 2011 to 2013, we have chosen to focus on three important aspects:

1) outreach to the Danish public; 2) focused growth in membership; 3) growth in private fundraising. All of these

should be seen in relation to the achievements described in the previous chapter.

7.2. Outreach to the Danish Public

Figure 21: Number of participants in Danish campaigns per year

For the first time, we have an outreach in Denmark of above 200,000, which is a milestone for IBIS, setting the bar higher for coming years. IBIS’ campaign flagship, the Danish “Education for All” campaign, has maintained its thoroughly impressive coverage of Danish pupils’ reading and participation each year and new forms of campaigns have been developed such as Kapitalflugten plus several other activities covered in chapter 6.

Overall, the popular anchoring of IBIS in terms of increasing relation-building in the period of reporting has been characterised by keeping up the production, development and outreach on the large and successful campaign activities, while at the same time undertaking major focused investments in tools and platforms for improving the quality of relation-building and the communication supporting it.


Media - Press coverage has been continuously high over the period, increasing from 900 press hits in 2010 to 1044 in 2013. This focus area is known to be of great importance, as media visibility is a major motivating factor for loyalty for many of the people who actively support IBIS’ work. The number of readings was almost 120 million in 2013. We started tracking this in 2012 and expect it to become an important indicator. The Communication strategy has governed the tone of voice of all IBIS’ communication, with its three clear principles (relation building, visibility and solution-focus), and campaigns have been modelled to address different target groups, based on analysis of context, advocacy topics and change goals.

Advocacy campaigns – The results from the key campaigns have been described in chapter 6. Being known for and considered a clear advocacy

profile is an important part of popular anchoring.

189.000 185.614

186.183

200.395

175.000

180.000

185.000

190.000

195.000

200.000

205.000

2010 2011 2012 2013

Number ofparticipants incampaigns


On no solitary topic has IBIS had a sharper profile in the media and amongst important decision-makers, as on tax, capital flight and extractive industries. However, the outreach year after year in the Education for All campaign has also remained consistently high among Danish schools and pupils. These advocacy efforts are closely linked to IBIS’ global strategies (governance and education). Together with research-based documentation from our programme countries, this provides us with an added value when advocating for change in national and global policies.

Brand knowledge - Apart from the special year of 2010, with the Haiti emergency and the extraordinary media exposure that IBIS had from this, our brand recognition has been steadily increasing over the reporting period. Although attribution is difficult to document in this context, various factors have contributed to this: campaign visibility in the Education for All campaign, media presence, increased quality of communication products, and exposure arising from innovative partnerships with private Danish companies such as IBIS’ innovative CSR partnership concerning the cooking schools in Bolivia with Claus Meyer and Melting Pot in Bolivia.

Table 5: IBIS’ brand recognition per year

2010 2011 2012 2013

Aided Brand Recognition (the share of Danes that knows IBIS as a development organisation, when presented with a list of many development organisations)

35% 27% 28% 30%

Unaided Brand Recognition (the share of Danes that mention IBIS if asked an open question to mention development organisations that they know of)

9% 3% 6% 6%

Source: Danida’s annual opinion poll on Danes attitude towards international development assistance.

Even if attribution on brand recognition is hard to document, various things have contributed to this development: campaign visibility by the Danish “Education for All” campaign, increased media presence, increased quality of communication

products, and indirect media exposure from innovative partnerships with private Danish companies like IBIS’ innovative CSR partnership on food schools in Bolivia with Claus Meyer.

7.3 Focused growth in membership

Figure 22: Number of IBIS members and supporters per year

1.700 1.749 1.512 1.527

22.095 19.270

29.787

18.717

-

10.000

20.000

30.000

2010 2011 2012 2013

Number ofmembers

Number ofsupporters(financially)


A core indicator of public anchoring is the number of individual members and supporters. After several years with a steady increase in numbers, IBIS experienced a slight decrease from 2010-11 to 2012-13. In the reporting period, IBIS had on average more than 22,000 people who supported IBIS with a financial contribution. With a strategic focus of using the Danish “Education for All” campaign to gain support from the Danish public, an increase was registered from 2011 to 2012. If the campaign in 2013 had not been affected by the teacher conflict that year, IBIS anticipates that we would have benefited from support from a similar number of people in 2013. While we have been consistently working to improve our systems and quality of communi-cation and relation-building with members and supporters, some of these processes have been hard to handle, and have taken time and resources from developing the recruitment activities in themselves.

IBIS realised at the beginning of the reporting period that it was not possible to reach the level of investment necessary to make face-to-face recruitment a profitable exercise. However, the

search for other recruitment channels that are more potent has not taken off as fast as hoped and worked for. Moving to new premises and new systems has impacted negatively on the performance and results of our call centre, also leading to a net loss of members.

IBIS’ new Denmark Strategy focuses keenly on creating growth in the number of members and supporters, and the establishment of the two new departments is part of an increasing focus and performance on this goal, equally important for the popular anchoring of IBIS.

There is still more to be done in professionalising the relation-building with and recruitment of new members and supporters for IBIS. Innovations in this field during the period are the increased and successful use of web-based campaign activities as lead generators for the call centre. Changing to a new web-platform, investing in a new customer relation manage-ment database system, and improving the quality of the magazine and e-newsletters have been important achievements in strengthening IBIS’ retention of members and supporters.

7.4 Growth in private fundraising

Figure 23: Total amount (DDK) raised by private fundraising per year

The fundraising aspect of relation-building as an indicator of popular anchoring has in economic terms performed well over the period. Compared with the relative limited investment in private fundraising, the increase is quite an achievement in a Danish fundraising market with fierce competition and big fundraising organisations with higher budgets and better brand recognition

than IBIS. Fluctuations must be expected when dealing with high value donors such as Danish foundations and companies, but the increasing trend is clear and satisfactory. With private fundraising of 25 mi. DKK in 2015, we are heading in the right direction. As described in the next chapter, the organisational target of raising at

14.954.000 15.032.000

21.966.000

20.222.000

-

5.000.000

10.000.000

15.000.000

20.000.000

25.000.000

2010 2011 2012 2013

Privatefundraising


least 10% of IBIS’ global turnover from private Danish funds was met in 2012.

At present, the largest increase is with major donors, partnerships and companies. Hence, there is still unlocked potential with private individuals.

7.4.1 Selected results Income from this kind of fundraising has been increasing quite dramatically over the years. IBIS’ strategy of tailor-made innovative partnerships with private Danish companies that match the strengths and joint interests of both IBIS and the company in question has yielded substantial results for the benefit of development in the countries where IBIS works.

Table 6: Fundraising related to Corporate Social Responsibility per year

2010 2011 2012 2013

CSR/Company fundraising (DKK) 796,726 408,400 3,654,900 4,556,347

IBIS’ partnership with Hempel is an excellent example of IBIS’ success in this area, as cooperation entails various forms of joint activities involving Hempel’s employees in awareness raising internally in the company, and also in economic terms, has been on a steep rise, demonstrating Hempel’s strong commitment to contribute substantial amounts towards IBIS facilitated education interventions in an

increasing number of countries. Another example is the innovative cooperation with Claus Meyer and the Melting Pot foundation on the cooking school in Bolivia. It combines the unique talents of IBIS and Claus Meyer in creating something completely new and unseen, while at the same time contributing a sizeable amount to the development work by IBIS in the local education sector.


Assumptions Reflection and action

Media attention to IBIS as an organisation and our global development agendas increases our popular anchoring

This assumption remains valid as supported by the analysis of retention and image amongst IBIS’ supporters in the period of reporting.

Campaign outreach through the Danish “Education for All” campaign and other campaign activities increases our popular anchoring

This assumption is hard to monitor, but based on the positive feedback from the Danish “Education for All” campaign, we find that the assumption remains valid.

Risks Reflection and action

The fundraising market fluctuates and contextual changes can have a tangible, negative impact on IBIS’ economy.

The 10 mi. DKK drop in the TV collection result in 2013 affected IBIS with ½ mi. DKK reduction. If a Danish foundation decides to reject a proposal, it can mean a difference of ½-1 mi. DKK. These risks are managed through active participation and a professional stewardship of relations with private sector partners. As a precaution and to minimise the risks, we budget conservatively with private fundraising.

Fundamental changes in the way people engage with civil society organisations like IBIS will influence the size of the membership base negatively.

In spite of efforts to increase the membership base and successful advocacy campaigns with many participants, the number of members has not grown. This challenge is addressed in the new Denmark Strategy, which started mid-2013.


8. FINANCIAL PERFORMANCE - RESULTS

Financial Performance


Financial Performance: Overall goal To have a robust, flexible and sustainable financial base


Annual Turnover (DKK) 208,524,000 277,335,000

Danida’s contribution share of total income (%) 57 44

Turn over per IBIS headcount (DKK) 360,903 769,669

8.1 Introduction to Financial performance A robust, flexible and sustainable financial position is important because, in a volatile context with changing donor priorities and challenges, it enables the organisation to act strategically and adjust according to our mandate. In particular, a more diverse funding base is seen as an important element to reach a more robust financial situation. To achieve the overall goal, IBIS has established several specific targets:

By 2015, IBIS has an annual turnover of minimum 250 mi. DKK.

By 2015, IBIS has an annual equity of minimum 5% of the annual turnover

By 2015, IBIS gets less than 50% of its annual turnover from the Danida frame contribution, while institutional and private fundraising contributes a minimum of 40% and 10% respectively

In assessing progress during this reporting period, we have chosen to focus on three important aspects: 1) steady financial growth; 2) ensuring a solid diversified funding base and 3) increasing cost-efficiency and effectiveness.

8.2 Ensuring a Steady Financial Growth

Figure 24: Total income per year (DKK in millions)

IBIS had in 2013 an annual turnover of 277.3 mi. DKK. This is an 33% increase as compared with the turnover in 2010 and 17,3 mi. DKK above the 2015 target of 250 mi. DKK. The result in 2013 is

remarkably as compared to the previous years, where IBIS had a relatively stable turnover level of between 200 and 210 mi. DKK.

208,5 211,8 202,2

277,3

0,0

100,0

200,0

300,0

2010 2011 2012 2013

Totalincome


Table 7: Key financial indicators 2010-2013 (in thousands DKK)

2010 2011 2012 2013

Income Danida frame 118,901 121,249 106,498 121,522

Institutional funds 78,399 76,198 73,568 135,103

Private funds 10,911 14,041 21,754 20,222

Other funds 313 295 397 488

Total income 208,524 211,783 202,217 277,335

Costs

Development activities 172,411 167,192 151,942 227,843

Humanitarian activities 10,467 10,207 14,103 10,957

Campaigns and advocacy 10,873 18,637 19,889 21,887

IBIS co-finance 0

418 283

Total program and project activities 193,751 196,036 186,352 260,970

Provisions and loss -22 599 79 793

Innovation 0 1,096 1,550 2,991

Other cost / administrative costs 10,626 12,972 13,733 14,463

Total costs 204,355 210,703 201,714 279,217

Financial result 4,169 1,080 503 (1,882)

Equity 13,078 14,157 14,660 12,778

Equity in % of income 6,3% 6,7% 7,2% 4,6%

Admin cost in % of income 5,1% 6,1% 6,8% 5,2%

The main reason for the good result in 2013 was a strong performance on institutional fundraising, which grew by 61,5 mi. DKK in 2013 or 85 pct. compared to 2012. In fact, for the first time, institutional fundraising contributed more financial resources than the Danida frame contri-bution. One reason for this was the strategic decision in 2011 to invest in institutionalising fundraising, which has produced an institutional fundraising manual, strengthened the quality assurance process of proposals and applications and resulted in a better trained staff. The manual and training sessions have ensured a more common fundraising approach across IBIS since early 2013 and are expected to contribute to future fundraising growth. Another contributing factor was a one-time project management decision in a Global Fund project in Bolivia to move 20 mi. DKK from 2012 into the 2013 financial year.

In 2013, IBIS had equity of 4.6% of its annual turnover. This is slightly lower than the 5% goal but within reasonable variation as this fluctuation is mainly due to the positive rapid growth in total income. It was below the annual target for only one year, and the 2010-13 average equity was 6.2%.

8.2.1. Deviation and lessons learned The limited investment in institutional

fundraising started in 2011 and generated a positive outcome already in 2012 and 2013. Hence, IBIS intends to continue these efforts, which have also provided support to programme countries and our local partners.

Seeking bigger contracts carries a risk to financial sustainability because it can leave a bigger gap when the funding ends. We foresee that the level of institutional funding will decrease somewhat in 2014 as one large contract is coming to an end (Global Fund).


8.3 Ensuring a solid diversified funding base

Figure 25: Percentage of Danida frame funds out of total income per year

To build a diversified funding base, IBIS formulated in 2012 the “50-40-10” strategic fundraising target, i.e. max. 50% should come from Danida while min. 40% and 10% should come institutional and private fundraising respectively.

For the reporting period, the analysis shows that IBIS has successfully managed to deliver on this vital target:

Firstly, private funds’ fundraising percentage has fluctuated between 7% and 11% of total income; yet measured in actual figures, the amount of private funds grew from 14 mi. DKK in 2011 to 20 mi. DKK in 2013, which is seen to be a strong performance.

Secondly, in the same period, Danida frame funding has gone down relatively from 57% of total income in 2011 to 44% in 2013, yet in actual numbers the frame funding grew from 112 mi. DKK in 2011 to 122 mi. DKK in 2013 based on the extra 8 mi. DKK annual frame funding in 2013-2015.

Lastly, institutional funds increased from 36% of total income in 2011 to 49% in 2013, which in actual numbers was a growth of from 76 mi. DKK in 2011 to 135 mi. DKK in 2013 – a growth in institutional fundraising of more than 80% in 3 years, which is seen to be a strong performance.

Figure 26: Development of key fundraising indicators

57% 57% 53% 44%

0%

20%

40%

60%

80%

100%

2010 2011 2012 2013

Percentage ofDANIDA framefunds out oftotal income

57%

53%

44%

36%

36%

49%

7%

11%

7%

0% 20% 40% 60% 80%

2011

2012

2013

Private funds (min 10%)

Institutional funds (min 40%)

Frame funds (max 50%)

Linear (Frame funds (max 50%))

Linear (Institutional funds (min 40%))

Figure 26a: Development of funding base 2010-13,

performance on the 2015: 50-40-10 target

118.901 121.249 106.498 121.522

78.399 76.198 73.568

135.103

10.911 14.041 21.754 20.222

208.524 211.783

202.217

277.335

0

50.000

100.000

150.000

200.000

250.000

300.000

2010 2011 2012 2013

Figure 26b: Emergence of a diverse funding base,

1000 DKK, 2010-13

DANIDA frame Institutional funds

Private funds Total income


8.4 Increasing cost-efficiency and effectiveness IBIS has managed to maintain relatively stable administrative costs in recent years. In fact, the administrative cost measured per IBIS head has gone down slightly from 2011 to 2013. In 2013, it was approximately 40,000 DKK as compared with 35,000 in 2007 (i.e. the 31,000 DKK adjusted for inflation). At the same time, the turnover per IBIS head has increased from 361,000 DKK in 2007 to 770,000 DKK in 2013. If seen as an indicator of productivity, it is a strong performance, as the total number of employees has been reduced and

the cost of production (admin cost) has been stable.

Hence, the above data supports evidence that IBIS’ overall cost effectiveness has increased in the reporting period and that the organisation as a whole has become more effective and produc-tive. Even if financial security can quickly be influenced by both internal and external factors, the analysis points towards a strengthening of the organisation’s long-term financial sustainability.

Figure 27: Turnover per IBIS head, and stable admin cost (2007-2013)

Another way of looking at cost effectiveness development is the reduction of the number of IBIS staff globally from 465 employees in 2007 to 360 in 2013, while the annual turnover has increased in the same period. The main reason

for the reduction was the strategic decision to replace the former three-layer organisational structure (country, regional and head office) with a two-layer organisational structure (country and head office) in 2010.

Table 8: Number of IBIS global staff, 2007-2014

2007 2011 2012 2013

IBIS global staff, total 465 301 326 360

Bolivia 16 14 15 15

Burkina Faso 0 0 0 3

Ghana 49 44 48 47

Guatemala 16 18 22 22

Liberia 43 78 54 83

Mozambique 175 34 38 27

Nicaragua 7 20 24 26

Sierra Leone 9 31 49 54

South Sudan 0 20 29 33

Denmark 35 42 47 50

Other 115 0 0 0

Turnover per head, DKK 360,903 702,827 620,621 769,669

Admin cost per head, DKK 30,869 43,049 42,148 40,138

360.903

702.827

620.621

769.669

30.869 43.049 42.148 40.138 0

200.000

400.000

600.000

800.000

1.000.000

2007 2011 2012 2013

Turnover per head, Dkk Admin cost per head, Dkk


The organisational restructuring raised the HO staff level from 35 in 2007 to 50 in 2013. Aside from the transfer of tasks back to head office from the regional level, the increase is also due to the emergence of two new departments (Fundraising and Policy and Campaign) at head office and the introduction of two new global programmes (APP, LAPI), which are partly managed from head office.

A country office level analysis also reveals three tendencies in the reporting period:

The first tendency includes a group of countries such as: South Sudan, Sierra Leone, Liberia, Nicaragua and Burkina Faso, where the number of staff is increasing. These are typically fragile and countries new for IBIS, where we are establishing ourselves and scaling up and where we to a higher degree are self-implementing, due to lack of strong and qualified local CSOs. Here we need a higher investment and know-how to build potential local partners’ own capacity.

The second tendency is a group of countries such as: Bolivia, Ghana and Guatemala where the number of staff is stable. Here civil society is more developed and has

stronger local partners whose capacity is relatively higher than the first group of countries.

The third tendency is countries such as. Mozambique, where the number of staff has decreased but which have a stable financial capacity. Here the strategic focus in 2009 was changed to partner implementation and, supported by the development of a partnership approach with focus on active capacity development at partner level, IBIS succeeded in reducing the number of staff from 175 in 2007 to 27 in 2013.

If the above tendencies continue and are consolidated, an interesting link becomes apparent between IBIS´ staffing, the partnership approach, CSO development levels and organisational structure. Working in fragile settings demands a stronger support to local civil society organisations. In countries with stability and economic growth, IBIS can contribute with its added value through its partnership approach in building capacity and bringing local, regional and international connections to local civil society organisations. This way of working therefore also invokes a cost-efficiency dimension.

Figure 28: Cost category analysis of IBIS expenditures 2011-13

On the programme side, IBIS developed in 2011 a 75/25 percent cost distribution goal for how our programme resources are spent. The goal is that at least 75 percent of programme expenditure goes to programme activity and partners (named category 1 and 2) and the remaining 25 percent will include programme support and

administrative costs (named cost category 3 and 4). Besides the programmatic benefit of a partner-based approach, where partners take a larger responsibility upon themselves and a larger share of the programme budget, this shift also increases IBIS’ focus on costs, such as admini-

69% 70% 77%

31% 30% 23%

0%

20%

40%

60%

80%

100%

2011 2012 2013

Cat 1&2

Cat 3&4


stration and unnecessary transaction costs. IBIS reached this goal in 2013.

A country level analysis, here for Sierra Leone and Mozambique, showed that Sierra Leone has improved its cost efficiency by reducing its

administration and programme support (category 3 and 4) from 35% in 2011 to 28% 2013, while its direct programme activities and partner transfers (category 1 and 2) have gone up from 66% in 2011 to 72% in 2013, in a fragile context.

Figure 29: Country-level cost category analyses - Sierra Leone and Mozambique

The analysis also shows that Mozambique has improved its cost efficiency by reducing its administration and program support (category 3 and 4) from 21% in 2011 to 17% 2013, and its direct programme activities and partner transfers (category 1 and 2) have gone up from 79% in 2011 to 82% in 2013. This tendency was supported by the staff overview, where the office reduced staff from 175 in 2007 to 27 in 2013. These data back the observation that a move from self-implementation to more partner implementation also improves cost efficiency.

8.4.1 Deviations and lessons learned The partnership approach can bring in

economies of scale in implementation. Partner development is the core component of IBIS’ added value, as IBIS facilitates development and sharing of relevant knowledge and practical advocacy know-how of local

partners. In the medium and long term, it enables them to handle larger development projects and contracts independently, while at the same time increasing the scale of development activities and making these sustainable and well incorporated in civil society via other local CSOs.

Data also shows that cost effectiveness (cost categories and IBIS’ core added value) is positively interlinked with IBIS’ partnership strategy. The more partners implement, the better the cost effectiveness, i.e. our expenditure moves from cost categories 3 and 4 (administration and programme support) to cost categories 1 and 2 (programme activity and partners). However, the degree of partner implementation is not only dependent on IBIS’ partnership strategy, but also on the situation of the country, for example, the degree of

Mozambique


fragility, and whether political space is expanding or contracting.

The financial analysis also indicates that our productivity has grown as the turnover (throughput) has increased at stable production cost (admin cost). This development was further supported by the reduced number of employees (465 heads in 2007 vs. 360 heads in 2013) and by an

increased turnover of 360,903 DKK per head in 2007 against 769,669 DKK per head in 2013.

The cost efficiency analysis revealed that IBIS still has difficulties in analysing relative cost effectiveness across the organisation. We still cannot compare implementation cost in different countries well. Having a sound analytical framework for this would enable better strategic decision-making.



IBIS can generate positive results in institutional and private fundraising with a relatively small investment.

The hiring of an institutional fundraiser and increased focus on private fundraising and the subsequent organisational prioritisation and systematisation has led to considerable results. The challenge is now to maintain and even increase the level of funding.

IBIS can both be in fragile and stable settings, using the same approach and still be cost effective.

This assumption has been disproved to some extent. IBIS’ interventions in fragile settings in Liberia and South Sudan have experienced programmatic and organisational challenges. As a result, e.g. in Burkina Faso, IBIS will now build up new programmes and infrastructure more contextually related and in phases, until the full country office model has matured.

Risk

The more funds transferred to partner and the more implementation of a programme carried out by partners, the less direct control IBIS has over results.

Although IBIS does not have any concrete indications of a diminished success rate of results as partners have taken over more responsibility of implementation, we have taken steps to ensure a closer monitoring and mentoring of partners. IBIS’ support to partners is designed according to the needs and capacity of partners as well as the operational context. A concrete example from Mozambique is the formalised division of partners in three categories. The assigned category determines the level and kind of support from IBIS to the partner.


ANNEX 1

EVALUATIONS, REVIEWS, FORMATIVE MONITORING

AND BASELINES 2011-13

Organisational Evaluations and Reviews

Scope Organisational Area Evaluation/ Review

Name of Report

Global Performance Monitoring Review Review and Revision of IBIS’ Organisational Performance System (OPS), December 2012

Global IBIS Planning Processes and Tools Review Review of IBIS Planning Processes and Tools, November 2013

LAPI & AAP Global Advocacy Review Review of the experience of global advocacy in two IBIS programmes, Africa Against Poverty & Latin America Against Poverty and Inequality, September 2013. Document I: Progress Review & Input for future phases Document II: Methods, strategies and good practices for advocacy

Education

Angola Education Thematic Programme (ETP)

Final Evaluation Final Evaluation ETP 2007-2011, IBIS Angola, November 2011

Burkina Faso Improvement of Quality Primary Education (PAQUE)

External Final Evaluation

Final Evaluation, Improvement of Quality Primary Education (PAQUE), Børnefonden in collaboration with IBIS

Burkina Faso Country Study Field Study Desk and field study on challenges and opportunities for IBIS in setting up a long-term development intervention in Burkina Faso, December 2012

Ghana Education for Empowerment (EfE) Formative Monitoring

Education for Empowerment – Debriefing Note, November 2011

Ghana Education for Empowerment (EfE)

Formative Monitoring

Education for Empowerment – Formative Monitoring Report December 2013

Ghana Alliance for Change Project Formative Monitoring

Alliance for Change in Education phase 2, FMM report, December, 2011

Ghana Alliance for Change Project Appraisal report commissioned by Danida

Final Appraisal Report of ACE –phase two – MVH Consult, 2011

Ghana Alliance for Change in Education – ACE


Formative Monitoring Report, December 2012

Ghana Alliance for Change in Education Mid-term Evaluation

Evaluation of the quality and effect of ACE methods & pedagogical approaches to basic education in Northern Ghana, CRIQPEG, University of Cape Coast, 2012

Ghana Alliance for Change in Education (ACE)


Formative Monitoring Report, May 2013

Ghana Alliance for Change in Education Evaluation Enhancing access to education for out-of-


(ACE) school children in hard-to-reach communities: The ACE experience, Might Kojo Abreh, University of Cape Coast, 2013

Liberia Education for Change in Liberia – EFC


Formative Monitoring Mission Report, November 2012

Liberia Accelerated Learning Programme (ALP)

External review External Review of the ALP by the Ministry of Education and UNICEF, November 2011

Liberia Accelerated Learning Program (ALP)

Evaluation End-project Evaluation for the Accelerated learning Project (ALP), Manitou Incorporated, August 28, 2013

Mozambique Education for Development in Rural Communities (EDEC)

Final Evaluation Final Evaluation Report – EDEC TP, July 2011

Mozambique Participative Quality Education for Community Development (EPAC)


Relatório da Monitoria Formativa da EPAC, Novembro 2012

Sierra Leone, Liberia, Angola, South Sudan

Education in Emergencies interventions

External review ‘Review of IBIS’ Work on Education in Emergencies’, November 2011

Sierra Leone Education for Change (EfC) Formative Monitoring

Formative Monitoring Report, December 2010

South Sudan Accelerated Learning Programme (ALP)

External review Review of IBIS’ Accelerated Learning Programme in South Sudan, March 2013

Bolivia Education for Change (EfC) Final Evaluation EfC - Management Evaluation 2008-2012, October 2011

Bolivia Quality Intercultural Education – EIC

Baseline Estudio de Línea Base Programa EIC, Diciembre 2012

Central America

Education for Change / regional TP

Final Evaluation Evaluation of the TP “Education for Change”, Nicaragua and Guatemala, July 2011

Guatemala Education for Change programme for Equality and Interculturality


Formative Monitoring Report, November 2013

Guatemala Education for Change programme for Equality and Interculturality

Baseline Linea de Base del Programa

Nicaragua Intercultural Education for Change - EIC

Baseline Línea Base del Programa Temático Educación Intercultural para el Cambio, Noviembre 2012

Global IBIS Education for Change Strategy

Evaluation Evaluation of IBIS’ Education for Change Strategy, Nordic Consulting Group, May 2011

Global

Education of young people, Education in Emergencies and Fragility

DIIS Report Regaining a future? Lessons Learnt from Education of young people in fragile situations, Birgitte Lind Petersen, DIIS Report 2013:16

Governance

Ghana

Public Participation in Local Governance II (PPLG)


Formative Monitoring Mission on PPLG II 2011, November 2011

Mozambique Building Citizenship in Mozambique and Women in Politics (COCIM & WIP)


COCIM and WIP Formative Monitoring Mission, November 2011

Mozambique Women in Politics External Evaluation Women in Politics, NORAD Evaluation Report 2012

Mozambique Women in Politics External Evaluation Women in Politics, UNDEF Evaluation


Report 2012

Mozambique Women in Politics External Evaluation Women in Politics, Danida Evaluation Report 2012

Mozambique Programa Temático Construindo Cidadania em Moçambique, COCIM


Programa Temático COCIM e Projecto Mulher na Politica, Relatório da Monitoria Formativa Novembro de 2011

Mozambique COCIM, Program Temático Construindo Cidadania em Moçambique

Final Evaluation AVALIÇÃO DO PROGRAMA COCIM 2008 – 2013, Marco 2013

West Africa West Africa Human Rights and Democratisation


Formative Monitoring Mission Report of WAHRD

Sierra Leone Citizens’ Rights and Responsibilities in Governance (CRRG)

Baseline review CRRG Baseline review report, October 2012

Sierra Leone Citizens’ Rights and Responsibilities in Governance


CRRG Report on Formative Monitoring Mission (FMM), May 2013

Global Africa Against Poverty (AAP) Review Development of AAP Phase 3 Programme Document , January 2011

Bolivia Indigenous and Inter-cultural Governance (IIG)

Final Evaluation IIG - Management Evaluation 2008-2012, November2011

CAM Regional

Intercultural Governance (IG) Final Evaluation External Evaluation of the Regional TP on IG, June 2011

Ghana

Public Participation in Local Governance (PPLG II)

Final Evaluation Evaluation of Public Participation in Local Governance II. April 2013

Guatemala Governance Towards Interculturality And Equality


Monitoreo Formativo del Programa de Gobernabilidad hacia la Interculturalidad e Igualdad, November 2013


ANNEX 2

PROJECT COSTS, SPECIFIED ON DAC CODES 2011-2013

HO Bolivia Ghana Guatemala Liberia Mozambique Nicaragua S. Leone S. Sudan Total

Education, level unspecified 53.434.340 21.458.478 26.830.953 12.331.738 22.967.659 760.140 6.189.877 18.726.469 5.712.185 168.411.839

Gender equality in education project 0 0 0 1.245.818 0 0 10.474 0 0 1.256.293

Basic education 2.251.764 0 1.101.052 247.565 0 7.279.739 0 185.581 0 11.065.701

Primary education 4.747.218 3.543.583 4.766.931 2.641.650 2.216.755 19.416.519 374.080 4.350.887 11.593.641 53.651.264

Basic life skills for youth and adults 10.839.583 9.234.718 0 1.700.165 15.235.148 0 0 0 1.916.514 38.926.127

Post-secondary education 97.223 281.008 0 233.757 0 0 1.807.155 595.618 0 3.014.761

Vocational training 0 0 0 627.354 0 0 0 0 0 627.354

Total Education 71.370.128 34.517.786 32.698.936 19.028.048 40.419.562 27.456.398 8.381.586 23.858.556 19.222.340 276.953.338

Government and civil society, general 31.814.637 18.764.603 12.455.087 17.486.316 4.148.635 32.385.396 41.864.337 14.418.176 0 173.337.186

Democratic participation and civil society 15.975.295 1.218.691 9.640.040 21.826.461 0 41.544.463 10.535.914 1.441.239 0 102.182.103

Gender equality in governance projects 513.789 213.222 0 413.605 0 10.744.385 470.917 0 174.750 12.530.668

Total Governance 48.303.721 20.196.515 22.095.127 39.726.382 4.148.635 84.674.244 52.871.169 15.859.415 174.750 288.049.958

STD control including HIV/AIDS 612.158 70.618.348 0 4.246.874 995.078 0 219.416 0 0 76.691.872

Other 42.164.688 0 0 0 0 0 0 0 0 42.164.688

Total 162.450.694 125.332.649 54.794.063 63.001.304 45.563.274 112.130.642 61.472.171 39.717.971 19.397.089 683.859.856


ANNEX 3

POPULAR ANCHORING

Resumé af organisationens arbejde med folkelig forankring i den forgangne periode (3-4 år). Max. 20 linjer:

Hele Verden i Skole kampagnen har gennem hele perioden fastholdt og udbygget sit brede og solide tag i den danske folkeskole, som den uden sammenligning største og mest efterspurgte enkeltaktivitet i skoleåret indenfor global undervisning. Kampagnen er i perioden nået helt op på at nå 1/3 af samtlige danske skoleelever hvert år (175.000), og vi har ingen forventning om at det er muligt at nå højere op. LæseKaravanens popularitet er stadig enorm og engagerer årligt over 6.000 elever i flere timers direkte interaktion med frivillige der bringer u-landsvirkeligheden helt tæt på eleverne, i stærk sammenhæng med det øvrige undervisningsmateriale, både bogen LæseRaketten og alt det web-baserede materiale. Efterspørgslen efter LæseKaravanen er stadig massivt større end vi kan dække (udsolgt på 2 minutter), idet vi endnu ikke har kunnet finansiere de ekstra karavaner skolerne efterspørger og som vi godt kunne gennemføre hvis midlerne var til stede. Kvaliteten af materialet og brugen af de elektroniske medier i undervisningen er blevet videreudviklet hvert eneste år. IBIS' udadvendte profil i presse og offentlighed er i perioden desuden blevet styrket af den megen fokus IBIS' dagsordener på Skat, kapitalflugt og udvindingsindustrien har fået i det danske mediebillede. Ikke kun offentligheden, men også beslutningstagere og virksomheder har konstateret og komplimenteret IBIS for dette, og for de konkrete resultater der er nået på dette område i perioden. Den planlagte nyudvikling af frivilligarbejdet blev en integreret del af arbejdet med at udvikle en samlet strategi for IBIS' arbejde i Danmark, som trådte i kraft i 2013, og vi ser frem til at udvikle dette indenfor strategiens rammer. IBIS er fortsat med at styrke samarbejdet med partnere der ikke ligner os selv, og har tilføjet adskillige virksomheder (fx. Hempel), forskningsinstitutioner og andre til det fortsat stærke samarbejde med de gamle partnere DLF, Toms, Claus Meyer. IBIS er fortsat det naturlige valg og udgangspunkt for frivillige der engagerer sig i Latinamerika og de politiske aspekter af udvikling. IBIS' generalsekretærs rolle som formand for NGO forum i perioden, er yderligere et tillidshverv der placerer IBIS centralt i civilsamfundslandskabet som en troværdig og vidende stemme, der bliver adspurgt og lyttet til. IBIS har gennem sin aktive deltagelse i Danmarksindsamlingens styregruppe bidraget til at engagere endnu flere danskere i U-landsspørgsmål fra indsamlingsvinklen også.

Mål og resultater resultat resultat resultat resultat

2010 2011 2012 2013

1. Medlemsbasis: fra Årsberetningen

a. Medlemmer (individuelle) 1.700 1.749 1.512 1.527

b. Bidragydere (individuelle) 22.095 19.270 29.787 18.717

c. Kollektive medlemmer (antal org.) 10 6 6 6

d. Kollektive bidragsydere (antal org.) 0 0 0 0

2. Frivillighed:

a. Frivillige involveret i indsamlingsvirksomhed 16.478 10.947 14.700 9.834

b. Frivillige involveret i øvrige aktiviteter 100 173 166 182

3. Finansiering:

a. Eget bidrag i tusinder (private+ institutionelle) 87.498 90.238 95.534 155.461

a. Eget bidrag i tusinder (private alene) 14.954 15.032 21.966 20.222

b. Samlet omsætning (finansiering) i tusinder 208.524 211.783 202.217 277.335

4. Selvvalgte parametre

a. Kampagner - antal deltagere 189.000 185.614 186.183 200.395

b. Massemedier - antal pressehits 900 1.035 987 1044

antal læsere nået 107.237.550 119.980.257

c. Grad af egenfinancering total (min. 20%) 72% 74% 89% 128%

Private midler ift. Rammemidler (min 5%) 13% 12% 21% 17%


Redegørelse for afvigelser mellem mål og målopfyldelse i den forgangne periode (maks. 20 linjer):

Tallet for bidragydere bevæger sig en del hen over årene, da antallet af enkeltbidrag kan fluktuere med de enkelte kampagner fra år til år. Det er vigtigt at nævne at vi med ny database har fået helt nye muligheder for at tælle enkeltbidrag med, og derfor er tallene nu mere retvisende, end den tidligere opgørelsesmetode. På medlemssiden er IBIS ikke lykkedes med at skabe den ønskede medlemstilgang, og der skal fortsat også arbejdes med at øge antallet af faste månedlige bidragydere til IBIS. Den i 2013 vedtagne strategi for IBIS' arbejde i Danmark, sætter målrettet ind for at skabe denne vækst, og investere konkret i det over en årrække i både hvervning og fastholdelse af medlemmer og støttemedlemmer, både for at styrke den folkelige forankring af IBIS som CSO, og for at gøre IBIS finansiering mere robust, med en større andel af frie midler. Tallene for frivillighed har nogenlunde nået målene, med kontekstbestemte udsving hen over årene. Stigningen i den totale omsætning kom senere i gang end planlagt, men overopfyldte målet i 2013. Eget bidrag ændrede opgørelsesform i perioden, men uanset retningslinjer har IBIS mere end opfyldt disse gennem hele perioden ved at ligge stabilt over de 10%. Alle de selvvalgte parametre har performet tilfredsstillende.

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