Strategic Plan 2012–16 ii Strategic Plan 2012–16 Contents
1. Introduction 4
2. Strategic Framework 10
3. Results-Based Management 12
4. Programmes 19
5. Management and Support 30
6. Budget 32
7. Project Profiles 35
Strategic Plan 2012–16 1
Acronyms
CA Commonwealth Association
CD Capacity Development
CHOGM Commonwealth Heads of Government Meeting
CPF Commonwealth People’s Forum
CSO Civil Society Organisation
EPG Eminent Persons Group
IGO Intergovernmental Organisation
KM Knowledge Management
MDG Millennium Development Goal
NGO Non-Governmental Organisation
RBM Results-Based Management
Strategic Plan 2012–16 3 1. Introduction
Background The Foundation was established as a charity under English law in 1965. At the outset, Commonwealth leaders recognised the value that the efforts and endeavours of people acting outside the realm of government bring to the Commonwealth, primarily through associations of professionals.
Throughout the 1970s the concept development agenda, for example by of non-governmental organisations supporting the participation of NGOs (NGOs) developed and Commonwealth in major international development leaders responded by expanding the processes. In 1999 the Foundation mandate of the Foundation. It was presented a major piece of research on reconstituted as an intergovernmental the relationship between participatory organisation (IGO) in 1982, with a governance and good development remit to work with a wider range of outcomes to the Commonwealth Heads civic organisations on specific issues of Government Meeting (CHOGM) in including gender equality and culture. Durban. This heralded a new era of facilitating dialogue between Civil From 1982 the Foundation started to Society and governments through establish an international network of Commonwealth processes. development orientated NGOs, beyond the professional associations. These At the CHOGM in Port of Spain in 2009, NGOs were largely national in their Heads of Government committed focus and distinct from the relatively to the reform of Commonwealth well-resourced international NGOs. institutions. They established the The Foundation worked with these Eminent Persons Group (EPG), which partners to advance a development highlighted the importance of Civil agenda that was broadly consistent Society Organisations (CSOs) to the with Commonwealth priorities. future of the Commonwealth. The 1980s also saw the Foundation In their final report they made several support several professional recommendations on ways in which development centres or hubs across the Foundation could support this the Commonwealth and many of these constituency. When the report was still function effectively today. In the received in Perth in 2011, 1990s the Foundation used its grant Commonwealth Heads of making to address an emerging global Government committed:
4 Strategic Plan 2012–16 To promote the future of the Commonwealth through the strong and important voice of its people by … re-launching the Commonwealth Foundation in 2012, while retaining its fundamental intergovernmental nature and maintaining its accountability to member states, with a revised mandate and Memorandum of Understanding so that it can more effectively deliver the objectives of strengthening and mobilising Civil Society in support of Commonwealth principles and priorities.
Strategic Plan 2012–16 5 This Strategic Plan marks the The Plan coincides with the beginning of a third phase in the introduction of Results-Based evolution of the Foundation. It breaks Management (RBM) at the Foundation. new ground for the organisation, RBM will enable the Foundation to signaling a determination to apply demonstrate to its stakeholders that more focus, rigour and an outcomes it is making a difference in pursuit orientation to its work. of Commonwealth principles and priorities by placing an emphasis on The Plan responds to the CHOGM clearly defined and evaluable results. mandate and has been developed collectively by the Foundation’s This approach brings a number staff with inputs from stakeholders, of benefits for the organisation. It including member states, CSOs and provides for the organisation to the Commonwealth Secretariat. ensure that all of its resources are Participatory governance and Civil coherently mobilised and that every Society are the central concepts in staff member is able to locate their the strategic priorities for 2012-16 and work in the achievement of commonly inform the new Vision and Mission. held objectives. RBM as a process positions the Foundation strongly as The Foundation is well placed to a learning organisation that promotes respond to new demands and areas performance and contributes of need as requested by its Civil Society meaningfully to building a culture of stakeholders and has long advocated knowledge sharing in participatory for and supported the inclusion of governance. citizens’ voices in decision-making processes. It differs in format to previous plans. It enables the Foundation to design The Plan focuses the Foundation’s multi-year initiatives for the first activities on strategic participatory time and has provided the impetus governance outcomes: to develop the for the organisation to construct capacity of Civil Society to participate; project teams across departments. and to strengthen collaboration It is also envisaged that the Plan will and learning between CSOs and improve the way that the Foundation institutions in governance. This speaks communicates its work. to the Foundation’s unique proposition as an IGO able to work directly with its member state institutions, while encouraging and enabling Civil Society.
6 Strategic Plan 2012–16 The Plan is divided into six Participatory sections. Section 1 is an overview of the document and provides the Governance: background and the programming Context and considerations. Section 2 articulates the Foundation’s strategic framework. Programming Section 3 discusses RBM as an integral Considerations strategy both in the process of developing the Strategic Plan and in Governance encompasses the rules, the ongoing work of the Foundation. institutions and processes, through It presents the Foundation’s Outcome which people, organisations and Performance Framework. Section 4 governments work toward common describes the programming strategy, objectives, make decisions, generate and the redesigned Grants Programme legitimate authority and power, and and how this aligns with the strategic promote and protect human rights1. priorities and target outcomes of Participatory governance is about the Foundation. Section 5 discusses how the state, the market and Civil programme management and support, Society interact to effect change. These and how it has also been aligned with interactions involve the inclusion the RBM process. Section 6 describes of Civil Society in decision-making the Foundation’s budget approach. processes, enabling citizens to exercise Section 7 features the project profiles voice and vote and engaging in policy for the multi-year strategic and the formation among others. “Citizens are continuing projects. engaged in public venues at a variety of times…thus allowing them to be involved in policy formation, selection and oversight”2. One of the cornerstones of participatory governance is dialogue. Dialogue requires facilitation so that people listen, learn and discuss to foster an environment of active, inclusive participation. It enables community members to constructively address issues that affect them in their daily lives. At the same time, public dialogue offers an effective means for
1 Governance Toolkit, Canadian International Development Agency, December 2010 2 http://www.comminit.com/democracy-governance/content/does-participatory-governance-matter-exploring-nature-and-impact- participatory-reforms
Strategic Plan 2012–16 7 policy makers to be informed about actions of less formalised groups and community concerns, needs and individuals. CSOs are independent, priorities. It also serves to find ways non-state and non-private sector in which community demands can associations and organisations that be addressed meaningfully. When have some form of structure and facilitated effectively, public dialogue formal rules of operating, together has a strong potential to foster a wide with the networks, infrastructure and variety of societal processes such as but resources they utilise4. not limited to democratisation, peace- The growth of Civil Society has been building and reconciliation, leading to one of the most significant trends in 3 social and political transformation . international development with a Subsumed in participatory governance dramatic expansion in its size, scope, is participatory communication which and capacity around the globe over promotes a bottom up approach and the past three decades, aided by includes communication for social the process of globalisation and the change and development strategies. expansion of democratic governance, It gives importance to “resurrecting” economic integration, and information voices, particularly of those who are and communication technology marginalised, and facilitates processes (ICT). The participation of CSOs in that are inclusive, build consensus and government development projects promote social cohesion. and programmes can enhance their Strengthening and mobilising operational performance by promoting Civil Society is at the heart of the relevance to needs, contributing Foundation’s mandate. By having a local knowledge, providing technical stronger voice and clearer messages, expertise, and leveraging social capital. Civil Society will be able to participate Further, CSOs can bring innovative more effectively in governance ideas and solutions, as well as processes as well as address the participatory approaches, to solving 5 challenges faced in their operating local problems . environment. The Foundation defines CSO influence in shaping global public Civil Society as the arena, outside of the policy has also emerged over the family, the state and the market, which past two decades. This dynamism is is created by individual and collective exemplified by successful advocacy actions, organisations and institutions campaigns around issues such to advance shared interests. Civil as banning of land mines, debt Society therefore encompasses Civil cancellation, and environmental Society Organisations (CSOs) and the protection which have mobilised
3 http://pgexchange.org/index.php?option=com_content&view=category&id=56&Itemid=127 4 State of Civil Society, CIVICUS: World Alliance for Citizen Participation, April 2012 5 http://web.worldbank.org/WBSITE/EXTERNAL/TOPICS/CSO/0,,contentMDK:20092185~menuPK:220422~pagePK:220503~ piPK:220476~theSitePK:228717,00.html
8 Strategic Plan 2012–16 millions of supporters around the of Commonwealth principles and globe. A recent manifestation of the priorities. The inclusion of citizens in vibrancy of global Civil Society has state-sanctioned forums means that been the World Social Forum which they are now in regular contact with has been held annually since 2001 on government officials. These spaces different continents, and which has generate new forms of interaction brought together tens of thousands among citizens as well as between of Civil Society activists to discuss citizens and government officials7. global development issues. Another example of the impact of Civil Society Through its strategic planning for is the Global Call to Action Against the period 2012-16, the Foundation Poverty (GCAP), an international Civil has identified short-term outcomes Society campaign advocating debt – and related approaches – in relief and increased aid commitments. support of the ultimate outcome In 2008, GCAP is estimated to have of a more effective, responsive and mobilised more than 116 million accountable governance with Civil citizens to participate in the Stand Up Society participation. The Strategic Against Poverty events held in cities Plan presents a range of initiatives in throughout the world6. support of the priority needs of Civil In keeping with its mandate and Society across the Commonwealth. optimising its convening advantage, Through a process of consultation and the Foundation is responding to these consensus building, these initiatives shifts by adjusting its work to enable have been designed as multi-year CSOs to contribute meaningfully projects with specific planned to participatory governance and in activities for the fiscal year 2012-13. doing so, contribute to improving It is recognised that it is imperative development outcomes. Although that the projects will entail a follow- the Foundation’s thrust is on the through assessment and validation demand side (CSOs and citizens) of of the range of issues targeted. This governance, its strategic priorities also address the supply side (state will enable the fine-tuning of project institutions and structures) and the design in a way that is needs based, interaction between the two. This demand driven, locally owned and speaks to the unique position of the focused on developing sustainable Foundation as an intergovernmental local capacities. This will be a regular agency with a mandate to strengthen aspect of the Foundation’s learning and mobilise Civil Society in support and planning cycle.
6 Ibid 7 Governance Toolkit, Canadian International Development Agency, December 2010
Strategic Plan 2012–16 9 2. Strategic Framework
The Foundation has articulated a —— Collaboration new Vision, Mission and Core Values. Recognising that effective, Through a participatory process, the responsive and accountable Foundation also developed its Logic governance requires the Model which includes the target inputs of all stakeholders, the outcomes at the ultimate, intermediate Commonwealth Foundation will and short term levels for the strategic share the learning generated by period 2012-16. the participation of Civil Society. It is committed to inspiring dialogue Vision from the bottom up, promoting consultations, building consensus, A world where every person is able facilitating convergence, forging to fully participate in and contribute partnerships and engaging diverse to the sustainable development of a stakeholders in participatory peaceful and equitable society. governance. —— Integrity Mission Recognising that IGOs are publicly funded and answerable To develop the capacity of Civil Society to their member states, the to act together and learn from each Commonwealth Foundation other to engage with the institutions will act in a thoroughly that shape people’s lives. transparent manner in all its undertakings. It is committed to demonstrating accountability Core Values to both governments and Civil —— Diversity Society. It pursues its mission with Recognising that the plurality commitment, discipline and rigour. of the Commonwealth lies at —— Ingenuity the heart of its strength, the Recognising the scale and Commonwealth Foundation will scope of the challenges facing respect the diversity of the people Commonwealth people and their of the Commonwealth in fulfilling organisations, the Commonwealth its mission. It is committed to the Foundation acknowledges the equality of opportunity for all and requirement to be innovative in to respect for difference. its responses. It is committed to acting as a catalyst that brings stakeholders together to generate creative and innovative solutions and promote thoughtful analysis and learning.
10 Strategic Plan 2012–16 Commonwealth Foundation Logic Model
Ultimate outcome More effective, responsive and accountable governance with Civil Society participation
Intermediate 1.0 Enhanced capacity of CSOs to 2.0 Increased collaboration and learning outcomes collaborate with each other and engage in between CSOs and institutions in participatory governance governance
Dialogue Replication Collaboration Learning
Short-term 1.1 Strengthened 1.2 Enhanced 2.1 Increased 2.2 Greater outcomes ability of Civil ability of Civil interaction understanding of Society networks/ Society networks/ between Civil and competence alliances to engage alliances to identify Society networks/ in participatory in dialogue on and replicate alliances and governance among participatory good practices institutions in Civil Society and governance on participatory governance other stakeholders governance including the wider public
Strategic Plan 2012–16 11 3. Results-Based Management
The 2012-16 Strategic Plan coincides —— A more detailed discussion on how with the full adoption of Results-Based these cross-cutting outcomes will Management(RBM) by the Foundation. be mainstreamed in projects is RBM is a strategy for sustainable included in the following section effectiveness with a strong focus on Programming Strategy. on outcomes, aligning the whole —— Evidence of these outcomes will organisation in their pursuit. be monitored through the surveys Among other things it requires: of stakeholders and fully assessed in the Strategic Plan summative —— Clarity about, and budgeting for, evaluation. expected results —— Assumptions behind the expected —— Systematic monitoring of results outcomes have been identified —— Processes for evaluating results and risk strategies are being data, learning from them, reviewed regularly. and applying the learning in —— Foundation staff will monitor the operational and strategic decisions outputs of their projects – both —— Meaningful reporting to external their reach and quality – and of stakeholders grant making through customised —— Attention to risk approaches. —— Indicators for the Logic Model and The Foundation is engaging with RBM cross-cutting outcomes have been in a number of ways: developed and will be monitored, —— It has identified expected mainly through surveys of outcomes at three levels, Short- stakeholders. Term (0-4 years), Intermediate (3 —— The Foundation will create years onwards) and Ultimate, and spaces and processes for staff clarified their inter-relationships as and stakeholders to interpret the illustrated in the Logic Model . results data, learn from them, —— Each Short-Term Outcome is share the knowledge and apply it. addressed by a Strategic Project —— Annual reporting in particular will supported by activity-based focus on outcomes. budgeting. —— There will be an evaluation of the —— The Foundation’s grant making Strategic Plan towards the end of will be clearly aligned with the year three to feed into the planning Intermediate Outcomes. process for 2016-20. —— Cross-cutting outcomes have also been identified.
12 Strategic Plan 2012–16 RBM involves a gradual change in Monitoring and Evaluation organisational culture. All staff will The Outcome Performance Framework receive training in RBM and support contains the details of the monitoring in applying results-based approaches strategy for outcomes. Most outcomes in planning multi-year projects for will be traced through periodic surveys 2012-16, including an activity-based of CSOs and institutions in governance budgeting process. The Foundation that the Foundation has engaged with. will regularly take stock of its progress These surveys will be conducted by a in building the evaluative culture that variety of low-cost means including RBM needs and supports. online methodologies, and face-to- face when expedient, such as during Outcome participatory forums and follow- through activities related to project Performance implementation. Framework Project outcome monitoring surveys The Outcome Performance Framework will be complemented by: stems from the Logic Model, taking —— Proportionate reporting each outcome and identifying requirements for grantees assumptions behind, and performance —— Quantitative and qualitative indicators for, their achievement. It monitoring of outputs by staff and also proposes means of verification project partners of the indicators. It is similar to a project logical framework, but it is —— Summative evaluation of the pitched at a strategic level, and does Strategic Plan towards the end of not extend to outputs and activities. year three These are included in the project implementation plans and are implicit in the Grants Programme.
Strategic Plan 2012–16 13 Outcome Performance Framework
Mission To develop the capacity of Civil Society to act together and learn from each other to engage with the institutions that shape people’s lives
Results Indicators Means of Assumptions Verification behind the conversion of an outcome to the next level
Ultimate More effective, # and % of Periodic – mainly outcome responsive and CSOs reporting qualitative – follow- accountable improvements up surveys of CSOs governance with in governance as that have partnered Civil Society a result of their with / benefited participation participation from Foundation interventions
# and % of Periodic – mainly institutions in qualitative – surveys governance of governance reporting the institutions that take-up of CSO have partnered contributions in with / benefited their policy-making from Foundation and institutional interventions or development independently engaged with CSOs who have
Intermediate Enhanced # and % of CSOs Periodic – mainly Outcome 1 capacity of CSOs reporting significant qualitative – follow- to collaborate increase in benefits up surveys of CSOs with each other from collaboration that have partnered and engage in with peers with / benefited participatory from Foundation governance interventions Collaboration leads to take-up of CSO contributions by # and % of CSOs Periodic – mainly institutions in reporting significant qualitative – follow- governance improvements in up surveys of CSOs their effectiveness that have partnered in engagement with / benefited with institutions in from Foundation governance interventions
14 Strategic Plan 2012–16 Results Indicators Means of Assumptions Verification behind the conversion of an outcome to the next level Short-Term Strengthened ability # and % of CSOs Periodic – mainly Outcome 1.1 of Civil Society reporting their qualitative – follow- networks/alliances readiness to engage up surveys of CSOs to engage in dialogue with confidence that have partnered on participatory in dialogue on with / benefited governance participatory from Foundation There are sufficient governance interventions opportunities for # and % of CSOs CSOs to apply their reporting improved new abilities skills in using specific CSO partners tools in dialogue take ownership Short-Term Enhanced ability # and % of CSOs Periodic – mainly of the processes Outcome 1.2 of Civil Society reporting significant qualitative – follow- set in motion networks/alliances to increase in their up surveys of CSOs by the projects, identify and replicate knowledge of that have partnered underpinning their good practices good practices with / benefited sustainability on participatory on participatory from Foundation CSOs willing to share governance governance interventions their experience with, # and % of CSOs and support, other reporting significant CSOs increase in actual replication of good practices on participatory governance
Intermediate Increased # and % of CSOs Periodic – mainly Outcome 2 collaboration and reporting significant qualitative – follow- learning between increases in up surveys of CSOs CSOs and institutions constructive that have partnered in governance collaboration with with / benefited institutions in from Foundation governance interventions Collaboration leads # and % of institutions Periodic – mainly to take-up of CSO in governance qualitative – surveys contributions by reporting significant of institutions that institutions in increases in have partnered governance constructive with / benefited collaboration with from Foundation CSOs interventions or independently engaged with CSOs who have
Strategic Plan 2012–16 15 Results Indicators Means of Assumptions Verification behind the conversion of an outcome to the next level
Short-Term Increased interaction # of participatory Foundation The experience of Outcome 2.1 between Civil Society forums in governance monitoring of forums interaction is positive networks/alliances processes enough on both sides and institutions in to convince them to governance # of CSOs engage substantively participating in participatory in ministerial governance meetings in Commonwealth and non-Commonwealth processes
Short-Term Greater # and % of CSOs Periodic – mainly Outcome 2.2 understanding of reporting greater qualitative – follow- and competence understanding of up surveys of CSOs in participatory and competence that have partnered governance among in participatory with / benefited Civil Society and governance resulting from Foundation other stakeholders from dialogue with interventions including the wider institutions in public governance
# and % of institutions Periodic – mainly The environment in governance qualitative – surveys for substantive reporting greater of institutions that engagement in understanding of have partnered participatory and competence with / benefited governance is in participatory from Foundation sufficiently enabling governance resulting interventions or CSOs willing to share from dialogue independently their experience with, with Civil Society engaged with CSOs and support, other networks/alliances who have CSOs
# and % of new Civil Foundation Society networks/ monitoring of forums alliances engaging in constructive dialogue about participation with institutions in governance
16 Strategic Plan 2012–16 The Management The principal risks in the Outcome Performance Framework are the of Risk in the Pursuit reverse of the assumptions. Risk of Outcomes management strategies for the outcomes are summarised on the Outcomes are beyond the control of following page. organisations in development. They Risks apply at the level of the activities are subject to external factors which and outputs. Each project has its own increase in number and complexity risk management strategy. in the progression from Short-Term to Intermediate and finally to the Risks also apply to the Foundation’s Ultimate Outcome. enabling environment eg. funding, partnerships, and reputation. It is possible however to identify An extended risk strategy will some of the risks that may inhibit the be developed in the first year of expected emergence of outcomes, the Strategic Plan to encompass to take advance action to mitigate organisational risk. them, to monitor them, and to take contingency action if they arise.
Strategic Plan 2012–16 17 Risk Management Strategies
Risks Outcomes at Risk Risk Management Strategies
Collaboration does not lead to More effective, responsive and Further engagement with both take-up of CSO contributions by accountable governance through parties to identify reasons for lack institutions in governance Civil Society participation of take-up. Identify necessary support mechanisms
There are insufficient Enhanced capacity of CSOs to Engagement with institutions opportunities for CSOs to apply collaborate with each other in governance to identify their new abilities and engage in participatory opportunities for interaction governance
CSO partners do not take Enhanced capacity of CSOs to Emphasis on consensus building, ownership of the processes collaborate with each other sustainability and ownership built set in motion by the projects, and engage in participatory in to the projects undermining their sustainability governance Continuing contact with CSO leadership to identify any necessary further support
CSOs are unwilling to share their Enhanced capacity of CSOs to Build consensus and expectations experience with, and support, collaborate with each other around the concept of sharing and other CSOs and engage in participatory mutual support governance Greater understanding of and competence in participatory governance among Civil Society and other stakeholders including the wider public
Engagement experience is not Increased collaboration and Feedback mechanisms from positive enough on one side learning between CSOs and interactions to identify these or the other to convince the institutions in governance weaknesses. Follow-up with party to engage substantively in the parties to identify possible participatory governance remedial interventions
The environment for substantive Increased collaboration and Collaboration with engagement in participatory learning between CSOs and Commonwealth Secretariat governance is not sufficiently institutions in governance and other inter-governmental enabling stakeholders to improve the enabling environment
18 Strategic Plan 2012–16 4. Programmes
This section discusses in detail the The Foundation will facilitate and programming strategies which support this change process in pursuit include a capacity development (CD) of its mission and mandate to support model, and approaches to managing Civil Society in the Commonwealth. knowledge, mainstreaming cross- The Foundation adheres to the cutting outcomes and promoting principle that the individual, synergy and coordination with key organisations and institutions involved stakeholders. It also describes the should own and manage their own CD direction the Grants Programme will and use methodologies that contribute take to strengthen and mobilise CSOs to sustainability. to engage in participatory governance. The Foundation will facilitate this Section 7 presents the project profiles process by: for 2012-16. —— providing support at various levels of the participatory Programming governance system Strategy —— following a systematic process of CD that leads to sustainability Capacity Development —— utilising effective CD delivery Capacity Development (CD) can be methodologies seen as “a locally driven process of —— promoting knowledge sharing learning by leaders, coalitions and and learning as an important other agents of change that brings aspect of social transformation about changes in socio-political, in bringing about locally-owned policy-related, and organisational changes to advance a particular factors to enhance local ownership for development goal and the effectiveness and efficiency of efforts to achieve a development The Foundation’s CD Model goal8.” Increasing the capacity for In the past, reference to capacity has development is “by extension, a often emphasised individual capacity process of socio-political, policy- to the exclusion of organisational and related, and organisational change… institutional capacity. There is now and driven primarily by changes in a growing awareness that human how knowledge and information are resource development alone is not the applied at various levels of society – answer to capacity constraints in most that is, by learning9.” institutions. Effective CD focuses on
8 Otoo, Samuel et al. The Capacity Development Results Framework: A Strategic and results-oriented approach to learning for capacity development, World Bank Institute, June 2009, p3. 9 Ibid
Strategic Plan 2012–16 19 the organisation, and the individuals, Staged Process of Capacity within a system. The Foundation’s Development CD model describes an open system The process of change and that defines the stakeholder terrain development in the Foundation’s CD at the individual, organisational model includes four general stages. and institutional levels. It identifies CD is viewed broadly as a stakeholders such as CSOs that developmental process that takes should be involved in the CD process place over time, each step or stage and the capacities that are needed. building on the one before or at times These stakeholders perform a range overlapping and the steps repeating of functions that include developing themselves in a cyclical, upwardly and advocating for policy and plans, spiraling manner in a response to mobilising resources, performing internal and external influences. administrative functions, delivering —— Stage 1: Consensus basic services, providing oversight, Increased and facilitated managing financial systems and agreement about the need to implementing programmes. enhance capacity in order to In addition it considers the policy, achieve a development goal; and funding and supporting environment about what capacities and whose in which the individuals and capacities to develop. organisations operate. This ‘enabling —— Stage 2: Strengthening Capacity environment’ may also need Strengthened individual enhancement if the process and the competencies and organisational results of CD are to be sustained. The processes, structures and systems. Foundation’s CD model offers a view —— Stage 3: Application of capacity as a complex, holistic Improved application of capacities; process that takes place at different improved implementation of levels of the system in a web of processes, structures, and systems interconnectedness. to enhance performance. —— Stage 4: Institutionalisation Enhanced regulatory support for new systems; culture of continuous improvement internalised; increased ability of the enabling environment to support and sustain development.
20 Strategic Plan 2012–16 Participatory Capacity Participatory CD methodologies are Development Methodologies not only effective in helping Civil CD in the Foundation is viewed Society partners strengthen their as a comprehensive approach skills and abilities, but they also involving necessary and strategic model participatory approaches stakeholders in a change process that these partners can utilise aimed at the improved performance when planning their own activities of a Civil Society network/alliance beyond the technical assistance. The within a system or a sector. CD in participation of Civil Society partners the Foundation is characterised as in the planning of the CD activities, and holistic, participatory, priorities based, the integration of a communication culturally situated, results strategy, underscores the importance based, collaborative, analytical, of consultation and communication practical and iterative. with partners during the planning and implementation of projects. The Foundation will use participatory methodologies in the design, The Foundation recognises the critical development, implementation role of on-site coaching in ensuring and and evaluation of its CD activities. increasing the effectiveness of the CD Exemplary practices and lessons projects. This strategy moves beyond in CD have shown that delivery the delivery of discrete interventions methodologies for CD activities towards ongoing support to partners are most effective when there is an in identifying their issues, developing emphasis on learning-by-doing, solution-seeking approaches to on-site mentoring, locally based solve their problems, identifying new hands-on training approaches, broad methods of approaching dialogue participation of stakeholders, and and interaction with government, direct application of new skills to and providing support to broadening the local situation. There are also the CD initiatives. The Foundation examples of successful CD that utilise will use this strategy to ensure that public communication strategies and partners receive comprehensive demonstration projects for concrete and cohesive coaching for ongoing and on-site applications of skills and CD rather than a series of disjointed technology. ‘training’ interventions and capacity replacement approaches.
Strategic Plan 2012–16 21 Knowledge Management: —— documenting and disseminating Building a Culture of knowledge tools, lessons learned Learning and Performance and success stories —— developing a communications Knowledge Management (KM) serves strategy to increase awareness as an overarching approach in the and understanding of the benefits development and the implementation of participatory governance of the Foundation’s Strategic Plan for 2012-16. KM offers the Foundation a —— maximising technology to discipline for managing information enable meaningful learning and knowledge that it knows it already and performance has; identifying information and For information to truly be considered knowledge it may not know that it has; as knowledge, it needs to be applied for creating new knowledge and helping effective action. Replication of models it to innovate. A learning-centred and good practices to improve Civil definition of KM is the acquisition, Society engagement in participatory storage, retrieval, creation, sharing, governance is a knowledge process use, application and review of an exemplifying the application of organisation’s explicit and tacit knowledge. Effective RBM that knowledge in a systematic manner to is integrated in the Foundation’s achieve organisational goals. KM will programming, is inseparable from KM. be a central strategy in strengthening the Foundation as a knowledge- Communications is key to the focused and outcome-based programming and management organisation. of the Foundation and needs to be anchored in promoting a culture KM will be applied in both the of learning and performance. internal and external processes of The Foundation will develop the Foundation and will guide the comprehensive KM, Stakeholder design, implementation, monitoring, Relations and Communications evaluation and reporting of projects. It strategies to promote the importance will enable the Foundation to get the of creating synergy in programming right knowledge to the right people at and promoting innovative and results- the right time. As a key strategy, KM will oriented performance. It will provide ensure sustainability by: a comprehensive guide for staff and —— promoting knowledge sharing technical advisors in designing and and learning planning activities, and will emphasise the importance of both internal and —— systematically supporting external communications, taking into replication of good and fit practices consideration the Foundation’s various partners and stakeholders.
22 Strategic Plan 2012–16 These strategies will also employ a Mainstreaming Cross- target audience-centred approach. Cutting Outcome Areas It is important to ask the questions: This Strategic Plan highlights three Who are we talking to? What do we cross-cutting outcome areas, which want to say? How do we want to say will be mainstreamed in the design and it? The Foundation has various target implementation of the Foundation’s audiences based on its results-based programming. Mainstreaming is a programming that need to be uniquely strategy to ensure that the concerns addressed for effective outcomes. related to these cross-cutting areas Thus, target audiences are not seen as feature in decision-making. It will passive receivers of messages but as ensure that they are integral parts of active participants of a specific process the Foundation’s planning, budgeting, or initiative. programming, monitoring, evaluation The Foundation will use a wide range and reporting. The themes have been of approaches and tools, such as identified using the following criteria: knowledge sharing, the development —— Relevance to the Commonwealth of knowledge tools, social marketing as indicated by priorities endorsed and advocacy, mainstream media, by Heads of Government. social media, online communications, The Foundation recognises communications for development, that it can help animate these networking activities, building linkages Commonwealth mandates by and CD strategies such as peer-to- mobilising CSOs. peer learning, learning by doing and the use of champions, among others. —— Relevance to the Mission endorsed The focus is not only on traditional by the Foundation’s Board of means and tools of communication Governors, which has universal but aims as well at promoting dialogue, relevance for Civil Society across building consensus and creating the Commonwealth. The Mission true ownership of communication highlights the development of objectives, processes and outcomes. the capacity of Civil Society, the generation of knowledge and the sharing of learning about Civil Society participation, and the receptivity of institutions to Civil Society. —— Relevance to previous work undertaken by the Foundation. The organisation recognises the need to build on areas of expertise and competence that it has established.
Strategic Plan 2012–16 23 These criteria have been applied to the —— Cultural Respect and following three outcome areas: Understanding In 2005, Heads of Government —— Gender Equality called for a Commission on The Commonwealth Plan of Action Respect and Understanding, for Gender Equality was developed which reported in 2007. When they with Civil Society input and sets endorsed the report on building targets for the Commonwealth to tolerance and understanding of be met by 2015. The Foundation has diversity amongst and within supported Civil Society input to the distinct societies, cultures and group that monitors progress being communities, they called for the made. Commonwealth Women’s engagement of Civil Society. The Affairs Ministers will meet in Foundation is the Commonwealth Bangladesh during the course of agency with a mandate to work on the Strategic Plan 2012-16. culture and recent projects have —— Environmental Sustainability sought to encourage dialogue on Commonwealth Heads of difference and the application Government committed to the of cultural interventions in post- Langkawi Declaration on the conflict situations. Environment in 1989 and the Lake Victoria Plan of Action on Climate These three areas will remain in focus Change in 2007. Both of these called throughout project implementation, on the international community with indicators that will demonstrate to support the Commonwealth’s the extent to which progress is being shared view on these agendas. made. Evidence of these outcomes will The concerns of small states be monitored through the surveys of in particular were highlighted stakeholders and fully assessed in the again at the Rio+20 summit. Strategic Plan summative evaluation. The Foundation has supported The three cross-cutting outcome organisations working to raise areas will feature in discussions with awareness of climate change and partner organisations, including the has also produced materials on the Commonwealth Secretariat, about green economy. joint programming. A strategy and toolkit for cross-cutting outcome areas will be developed by the Foundation to guide its staff and partners in ensuring that they are mainstreamed, monitored, analysed and reported.
24 Strategic Plan 2012–16 Promoting Synergy Society input to Commonwealth and Coordination ministerial meetings); and sharing information on operational The Foundation, as an outcome-based issues such as the development of learning organisation, can only make internal policies and procedures. progress in fulfilling its Mission and The Foundation will also maintain achieve the stated outcomes included contact with colleagues in the in this Plan, by working in partnership Secretariat’s Strategic Planning and with other organisations. These have Evaluation Division. been identified via a stakeholder analysis, which was conducted during The EPG also called on the the development of the Strategic Plan. Foundation to help build the These partners will come from the capacity of Commonwealth following sectors: Associations (CAs). In the past this has been interpreted as an —— The Commonwealth Family obligation to provide grant funding The EPG on the reform of the to this sector. This Strategic Plan Commonwealth called for provides an opportunity for this closer collaboration between the relationship to evolve and invites Commonwealth Secretariat and these organisations to locate the Foundation in particular on themselves in the achievement a programmatic and operational of the Foundation’s strategic level. The Secretariat is outcomes. The Foundation sees acknowledged as the custodian of CAs as an important part of Civil the Commonwealth’s ministerial Society in the Commonwealth and political processes. It is also the and will engage in dialogue on agency with responsibility for the the ways in which their capacity accreditation of Commonwealth can be developed in the context of organisations. A number of implementing this Plan. mechanisms have been put in place to ensure synergy and coordination which include: regular dialogue between the Director of the Foundation and the Commonwealth Secretary- General; regular exchange between Foundation staff and counterparts in the Secretariat on project specific initiatives (e.g. on enabling Civil
Strategic Plan 2012–16 25 —— Multilateral Organisations —— Private Sector and International Development This Strategic Plan acknowledges Agencies the role that a range of institutions Heads of Government reconstituted play in shaping the lives of the Commonwealth Foundation Commonwealth people. It in 1982 as an IGO. The Foundation recognises that these are not has yet to realise the potential exclusively public institutions and afforded by this status, but aims that Civil Society is increasingly to do so as it delivers this Strategic calling for dialogue with the Plan. The Plan envisages dialogue private sector. The Foundation between the Foundation and can use its intergovernmental institutions with an interest in status to broker these discussions. improving their interface with There is also an awareness of the Civil Society, whether these are continuing significance of intra- national, regional or international Commonwealth economic activity, agencies. This dialogue may result but relatively little discussion on in partnerships or other joint how Corporate Social Responsibility initiatives with institutions that can be effectively mobilised encourage civic participation. in support of Commonwealth As an organisation committed principles and priorities. to development effectiveness, it is imperative for the Foundation to coordinate and synergise its work with multilateral agencies, such as the United Nations and international development agencies, to be able to build on current successes, pursue strategic partnerships and collaboration, and ensure that duplication of work does not take place.
26 Strategic Plan 2012–16 Grants Programme Grants Programme Governance Purpose of the Foundation’s The Board of Governors provides Grants Programme oversight to the Foundation’s grant The new Grants Programme will making through the Grants Committee, contribute to sustainable development which comprises representatives in the context of effective, responsive of member states and reports to the and accountable governance, and Executive Committee. In addition will be delivered under the two to receiving reports on grants made Intermediate Outcomes of the by the Foundation, the Committee Foundation’s Logic Model. The is called upon to make decisions on Programme will broker knowledge and larger awards. It also provides input to ideas. It will support innovation, share the development of the grant-making replicable and sustainable models, strategy and regularly reviews policy. and promote good practices across the participatory governance sector. Grant Model The Foundation will give grants to fund Objectives of the activities or projects of registered CSOs. Foundation’s Grants Up to 10% of the total grant award Programme will fund a monitoring, evaluation and learning element to support i. To deliver an efficient and effective KM for both the grant applicant and programme which is responsive the Foundation. Grants will also to the development needs of CSOs include funding to support indirect across the Commonwealth. and overhead costs. To promote ii. To complement the effectiveness sustainability, grant applicants will be of the Foundation’s projects encouraged to seek co-funding and by providing grants to CSOs beyond provide a counterpart in the form of in- those supported through the kind or financial resources to support projects. the funding request to the Foundation. iii. To generate knowledge and
understanding of participatory governance and its benefits in promoting effective, responsive and accountable governance within the Commonwealth by supporting models of good practice. This will be promoted through systematic monitoring and evaluation.
Strategic Plan 2012–16 27 Grant Streams CAs will no longer be funded under a separate grant stream; instead support The Grants Programme has two main to CAs will be merged with support to grant streams, which align with all CSOs, and delivered through the and support the Foundation’s two two new grant streams. A transitional Intermediate Outcomes: programme will be developed and i. Enhanced capacity of CSOs to implemented in 2012-13 to ensure collaborate with each other and that the CAs are supported through engage in participatory governance this phase. ii. Increased collaboration and learning between CSOs and Grants Programme institutions in governance Annual Review The Grants Programme will be The Grants Programme will be particularly supportive of proposals reviewed on a yearly basis during the that mainstream the cross-cutting Foundation’s annual planning cycle outcome areas in their project design. to ensure that it remains responsive Funding will respond to applications to the needs of Civil Society and received in response to calls for remains aligned with the Foundation’s applications announced via the outcome areas. Foundation’s website and supporting channels.
Grant Model
Commonwealth Foundation grant – indirect and overhead costs (up to 15%)
Total Commonwealth Foundation Commonwealth Foundation Commonwealth grant – monitoring evaluation grant – direct activity costs Foundation & learning costs (up to 10%) grant
28 Strategic Plan 2012–16 Project Implementation In addition to the four Strategic Projects, there are projects that have Plans: Overview been implemented in fiscal year 2011-12 which are being carried The development of project forward to fiscal year 2012-13, with the implementation plans was an integral intention of assessing whether they part of the strategic planning process. should be integrated in one or more Results of various consultations of the Strategic Projects from 2013-14 provided inputs to the designing of onwards, phased out, or continue to be the projects. The strategic planning implemented as stand-alone projects. process also included a stakeholder The latter would include individual analysis and an environmental events and initiatives that provide scan which were validated by the enabling and complementary support full implementation team. A highly to the Strategic Projects. inclusive approach to planning was taken with the Foundation staff, Towards the end of each fiscal year, alongside the adoption of RBM as a key the Foundation will review the management strategy with its strong implementation of its projects and focus on outcomes. determine whether changes and adjustments should be made to their Section 7 presents the profiles of the design. This will be a regular aspect four Strategic Projects for the period of the Foundation’s learning and 2012-16. There are two Strategic Projects planning cycle. per Intermediate Outcome. Each contributes to the achievement of one or more of the Short-Term Outcomes.
Strategic Plan 2012–16 29 5. Management and Support
Governance The organisation’s financial and operating manual will be updated to The Commonwealth Foundation is support the effective monitoring of one of the Commonwealth’s three costs and provide clear guidance on intergovernmental agencies alongside what is required by staff responsible the Commonwealth Secretariat and for the allocation of resources to the Commonwealth of Learning. This activities in support of the Short-Term status is conferred by Commonwealth Outcomes. A concise service-level Heads of Government and requires the template will be developed as part highest standards of accountability. of the review to ensure that there is The Foundation will meet these a standard way of allocating input standards through the effective and resources, particularly where it efficient servicing of its Board and the relates to support staff and operating committees that it has established. infrastructure. The Foundation’s principal article is its Memorandum of Understanding Human Resources (MOU). Guidelines will be produced, which codify existing practice related The Foundation intends to promote to the conduct of the Foundation’s learning within the organisation. The governance. introduction of RBM will enable the organisation to ensure that its principal Finance and input resource - its employees - are fully supported in an environment that Operations promotes results through performance and knowledge sharing, both internally In order for the Foundation to achieve and externally. its desired outcomes, and to demonstrate the linkage between The present review of the Human resources and results, it is essential Resource policies will undergo that it has the appropriate systems in full consultation with the Board of place to capture this information. Governors and staff and will be aligned A new accounting system that will to this new way of working. It will align resources with the outcomes will ensure that the Foundation’s appraisal be in place to cover the strategic period. system, reward and benefit packages, The new system will provide three tiers training and development are in- of information: keeping with performance criteria based on achievable results. Staff i. Financial overview, mainly for roles will also reflect this new cross external parties or high level functional way of working. internal reporting ii. Costs per outcome area iii. Detailed costing on activities per outcome area
30 Strategic Plan 2012–16 It will also involve reviewing the As such, the KM, Stakeholder Relations way we engage with external and Communications support will human resources. There will include the following: be a comprehensive review of —— Managing stakeholder relations contracts and a more robust selection process to ensure that an —— Creation and management of the individual or organisation has the Foundation’s new brand right competencies and are fully —— Production of publications accountable for outputs in line with including annual reports our Intermediate Outcomes and the and other generic materials, associated Short-Term Outcomes. tailored promotional materials, e-newsletters, project-specific During the 2012-13 fiscal year there reports and toolkits will be significant investment in ensuring that the right HR platforms —— Event management are in place so that staff are fully —— Online communications including supported and there are appropriate the management and maintenance HR guidelines and procedures in place of the Foundation website so that results are easily captured and —— Associated social media initiatives demonstrated at the individual, project —— Communications for development and organisational level. initiatives tailored to support project outputs and activities Knowledge The Stakeholder Relations and Management, Communications Team will explore the range of media at both organisational Stakeholder and project level, utilising a Relations and combination of print, broadcast and online media as appropriate for the Communications target audience and specific message. KM, Stakeholder Relations and Communications are key strategies in the programming and management of the Foundation. These strategies will promote the organisational objectives of the Strategic Plan, including providing targeted support for projects.
Strategic Plan 2012–16 31 6. Budget
The Foundation is principally funded the financial, human and materials by assessed contributions made by its commitments required to achieve 46 member governments. The assessed these outputs. The Foundation is contributions, along with other committed to allocating £1 million income such as project specific income annually to the grants programme, received as grants to the Foundation, which is awarded in line with the provide the resources for the annual revised grants guidelines in support of budget which is approved by the the Foundation’s outcome areas. Executive Committee and endorsed by The resources expended during the Board of Governors. the year are audited annually by a The introduction of performance- chartered accounting firm appointed based budgeting has resulted in a by the Audit Committee, a sub- more integrated approach to allocating committee of the Board. The audited resources across the organisation, with financial statements are prepared in activity-based budgeting undertaken accordance with the International by management and staff as part of its Financial Reporting Standards issued annual planning and budgeting cycle. by the International Accounting Standard Board. The accounts are The Foundation’s fiscal year runs from approved and signed by the Director of 1 July to 30 June. The Foundation’s the Foundation on behalf of the Board resources are allocated to project of Governors. activities, the grants programme, and to management and support costs. The allocation of resources is based on expected outcomes and outputs and
32 Strategic Plan 2012–16 Strategic Plan 2012–16 33 34 Strategic Plan 2012–16 7. Project Profiles
Strategic Projects 2012-16
Dialogue: Developing Dialogue for Engagement in Participatory Governance Replication: Developing Capacities to Replicate Good Practice on Participatory Governance Collaboration: Facilitating Collaboration in Participatory Governance Learning: Building a Culture of Learning in Participatory Governance
Continuing Projects 2012-13
Caribbean Literature Action Group (CALAG) Commonwealth Writers Commonwealth Book Prize and Commonwealth Short Story Prize Commonwealth Lecture Breaking Point: The Post-2015 MDG Agenda Special Events/Programmes
Strategic Plan 2012–16 35 Strategic Project Dialogue: Developing Dialogue for Engagement in Participatory Governance
Summary in governance to learn about the concerns, needs and priorities of their This project focuses on strengthening constituents, and helps them find ways the knowledge, skills and ability of Civil to address these demands. Dialogue is Society networks/alliances to engage in a way of communicating that promotes dialogue with governance institutions genuine interaction and includes and other key stakeholders. To achieve multi-stakeholder consultations and this, the project will assess the current public hearings, consensus building, capacity of Civil Society networks/ facilitation, mediation, policy and alliances for dialogue, identify a issue-based advocacy among others. credible Civil Society network/alliance, The capacity of CSOs to constructively and implement a CD plan. This CD plan engage in and demand for effective, may include training, mentoring and responsive and accountable coaching on dialogue, communications governance through dialogue with for development and leadership institutions in governance and the development, to enhance the capacity private sector is a critical element of of Civil Society to participate in participatory governance. promoting effective, responsive and accountable governance. A CSO’s ability to engage in dialogue can be hindered by a number of things Principal Intermediate Outcome including: (i) a lack of awareness Enhanced capacity of CSOs to of the issues being debated by collaborate with each other and engage governance institutions; (ii) a lack in participatory governance of understanding of institutional processes and structures; (iii) a lack of Principal Short-Term Outcome communications skills to interact with governance institutions; and (iv) a lack Strengthened ability of Civil Society of knowledge of effective strategies networks/alliances to engage in for dialogue. Addressing the capacity dialogue on participatory governance needs of CSOs to engage in dialogue will help promote opportunities for Rationale governance institutions to recognise Public dialogue is at the heart of and foster positive, credible and participatory governance. On one sustained means of collaboration hand, it helps facilitate active and with CSOs. Supporting CSOs to inclusive participation, offering understand and articulate their issues, citizens a means by which they can find solutions to address them, and constructively identify, articulate provide spaces to interact and share and address the issues that affect these solutions with governance their lives. While on the other, public institutions, is imperative in promoting dialogue offers an effective means effective, responsive and accountable for decision and policy makers governance.
36 Strategic Plan 2012–16
This project is designed to address the identify and target ways in which gaps in knowledge, skills and abilities they can improve their competencies of Civil Society networks/alliances to in dialogue, as part of a customised successfully engage in dialogue with needs-based, demand-driven support governance institutions and other key strategy. It is important that the project stakeholders. The project will focus on facilitates a process whereby the strengthening Civil Society networks/ participating Civil Society networks/ alliances in undertaking consultations, alliances arrive at a consensus in building consensus, and facilitating identifying issues and needs, and and engaging in constructive dialogue articulate the solutions to address with institutions in governance for them. development. Given the results of the assessment, the project will undertake CD Strategy initiatives to strengthen the knowledge CD is most successful when using and skills of Civil Society networks/ comprehensive, strategic and alliances, allowing them to better coordinated approaches that are engage in dialogue with government based on sound analysis at the and other key stakeholders in system, organisational and individual governance. Effective communications level. Therefore, at the onset it is for social change strategies, skills, tools crucial to assess where CSOs in the and approaches will be enhanced, Commonwealth are, generally and along with strategies for confidence regionally, in terms of engaging in building, communications, consensus dialogue on participatory governance, building, consultations, facilitation, and identify what the needs, gaps, mediation, social marketing and issues, constraints and enabling policy advocacy, to strengthen their factors are. This analysis will result in knowledge and skills in dialogue. Adult the development of an engagement learning strategies will also be used as strategy for participatory governance, part of the CD strategy for this project. anchored in the geographical and The project will build a pool of mentors thematic needs of the Commonwealth. and coaches from the Civil Society It is thus crucial at the start of the networks/alliances, whose ability to project, to identify established good dialogue have been strengthened, to practices, models, and the range expand learning and dissemination in of effective dialogue strategies the sector. currently undertaken across the Commonwealth. Through this approach, there is an opportunity to maximise the Foundation’s extensive experience in working with Civil Society networks/alliances to
Strategic Plan 2012–16 37 Strategic Project Replication: Developing Capacities to Replicate Good Practices on Participatory Governance
Summary Rationale This project focuses on building the Inclusive governance has long been capacity of Civil Society networks/ recognised as an essential ingredient alliances to identify and replicate in poverty reduction and sustainable good and fit practice, enabling development. The institutions and the development of proven and processes that shape the lives of effective solutions to common and citizens increasingly operate regionally similar challenges. In doing so it or internationally but Civil Society is all will strengthen the ability of Civil too often under-represented at these Society to effectively contribute to levels. There is a growing appreciation participatory governance processes. of the nexus between governance Civil Society networks/alliances will be and sustainable development. In supported to develop their own criteria turn this has heightened Civil Society for identifying, documenting and interest in participatory governance. replicating good and fit practice. The However, Civil Society networks/ strategies for achieving this employ alliances face challenges in identifying the development of: (i) an assessment and replicating good practice in framework to guide the replication participatory governance processes of good practice; (ii) a core pool of and require support in this area. mentors from participating Civil CSOs have been proven to make a Society networks/alliances to promote difference in engaging governments replication; (iii) the spaces in which to in pursuit of effective, responsive and share good practice; and (iv) incentives accountable governance in various to promote participation for more countries. There are good practices in effective, responsive and accountable participatory governance that provide governance. common solutions to similar problems globally, however there is a need to Principal Intermediate Outcome have a more systematic process among Enhanced capacity of CSOs to CSOs to identify and replicate these collaborate with each other and engage good practices. There is also a need in participatory governance to strengthen the knowledge and skills of CSOs to identify good and fit Principal Short-Term Outcome practices that can offer solutions to Enhanced ability of Civil Society their problems in their own context. networks/alliances to identify As a consequence there is a need to and replicate good practices on improve access to information about participatory governance good practices and to address the lack of opportunities to support learning in the sector.
38 Strategic Plan 2012–16
The Foundation is well placed to range of good practices, and identify respond to new demands and areas credible Civil Society networks/ of need as requested by its Civil alliances to participate in the project. Society stakeholders. Over the years This process will include assessing this has seen the Foundation deliver Civil Society networks/alliances that projects and train Civil Society and the Foundation has worked with citizens across the Commonwealth already and assess their interest and on empowerment, transparency, readiness to participate in the project. accountability, and governance of For example, there could be potential to CSOs which have resulted in models further strengthen networks that were and good practices in these areas. part of the Foundation’s Leadership This project will enable Civil Society Exchange Programme (2011-12). This networks/alliances and coalitions to analysis will result in the development identify, develop and replicate good of an engagement strategy for practice, enabling them to clearly participatory governance particularly articulate and conceptualise their in terms of the geographical and issues, as well as develop solutions to thematic focus of the project. the challenges they face.
Strategy This project will develop a generic replication framework, and support CSOs to adapt it for use in their own context. It will build capacity to replicate good practice and encourage the creation of space to share good practice. Mentors will be identified to guide CSOs as they use the framework, recognising the value of peer-to-peer learning. In the first year, this project will assess the gaps, issues and opportunities in participatory governance across the Commonwealth, including the
Strategic Plan 2012–16 39 Strategic Project Collaboration: Facilitating Collaboration in Participatory Governance
Summary constructive dialogue and (iii) consensus building. The lack of This project focuses on the engagement stems in part from: (i) opportunities for engagement between CSO lack of ability to engage and (ii) the CSOs and institutions in governance; lack of understanding and recognition putting Civil Society-government within institutions in governance interaction into practice. The strategies about the role and benefits of Civil for achieving this will employ a Society engagement. This results in mapping of the current Civil Society a lack of political will on the part of engagement environment, exploration institutions in governance and a lack of the platforms that offer the most of trust between key policymakers and effective opportunities for Civil Society Civil Society. engagement, targeted support to improve the ways in which CSOs are As a result, Civil Society space at able to participate in governance, and meetings and processes (both regional strengthening strategic coordination and global) is not being used effectively. with Commonwealth IGOs. Within the Commonwealth the quality, consistency and transparency of Principal Intermediate Outcome engagement needs to be addressed. The terms of engagement at Increased collaboration and learning ministerial meetings vary widely between CSOs and institutions in and are often not institutionalised, governance resulting in Civil Society participation not being strategically integrated into Principal Short-Term Outcome ministerial meetings. Increased interaction between Civil This project aims to facilitate Civil Society networks/alliances and Society networks/alliances in institutions in governance gaining experience in constructive engagement with governance Rationale institutions. Recognising the Civil Society engagement with interdependence between institutions in governance through governments, the private sector constructive dialogue is a critical and Civil Society, support will be element of participatory governance. targeted at increasing and improving This project addresses the lack of the opportunities for engagement Civil Society engagement with key which will ultimately enhance stakeholders which in turn hinders the effectiveness, responsiveness three key elements of participatory and accountability of governance governance: (i) consultation, (ii) institutions.
40 Strategic Plan 2012–16
Strategy Moreover, this project will build on the results of the Foundation’s Achieving a sustainable level of projects which have developed the engagement is reliant on having abilities of Civil Society networks/ effective methods for key stakeholders alliances to identify and replicate to consult one another, build good practice and engage in dialogue consensus and effect meaningful on participatory governance. In change. It is therefore important addition, the project will build on the to undertake a comprehensive current activities of the Foundation, assessment that will provide a map of specifically: (i) regional consultations the current Civil Society engagement in the lead up to the Commonwealth environment. Specifically, the project People’s Forum (CPF) and CHOGM; will seek to undertake a stakeholder (ii) Commonwealth Women’s Affairs and needs analysis to: Ministers Meeting (10WAMM) and i. Identify which institutions and meetings of the Commonwealth stakeholders are involved in the Gender Plan of Action Monitoring processes of engagement Group (CGPMG) and the Commission ii. Identify and describe the on the Status of Women (CSW); and current practice with respect to (iii) post-MDG agenda processes. These consultation, engagement and initiatives will provide opportunities consensus-building mechanisms for skilled Civil Society representatives and the constraints, gaps and to work with targeted decision-makers opportunities for Civil Society leading up to and following regional engagement and international forums. iii. Provide clear evidence of which Good practices will be captured platforms offer the greatest and developed into models for opportunity for Civil Society ongoing Civil Society-stakeholder engagement engagement which will illustrate that The stakeholder analysis captured in key stakeholders can benefit from (i) will be used as a basis for selecting Civil Society participation and that initial stakeholders (regional Civil Civil Society can effectively contribute Society networks/alliances, private towards a more effective, responsive sector and government institutions) and accountable governance. These to participate in the project. This good practices may be considered for geographic and thematic analysis will inclusion in the Foundation’s project feed into the participatory governance on the replication of good practice. engagement strategy.
Strategic Plan 2012–16 41 Strategic Project Learning: Building a Culture of Learning in Participatory Governance
From the findings of the analysis, Summary the Foundation will draw on its This project focuses on building a intergovernmental status, its culture of learning in participatory mandate to support Civil Society governance. The key strategy is and its knowledge of where good to contribute to sustainability by: practice exists to target support to (i) promoting knowledge sharing increase and improve the space for and learning; (ii) documenting and Civil Society engagement, and help disseminating knowledge resources, address the limitations of the rules lessons learned and success stories of engagement, particularly, but not and (iii) maximising communications limited to, Commonwealth processes. and technology to enable meaningful It is anticipated by the end of year 1 learning and performance. This that the project will have mapped out project will engage with media the current Civil Society engagement for development as partners in environment and provided clear advocating for good governance. evidence of which platforms offer Stakeholders will also be engaged the greatest opportunity. In addition, with on governance issues where relationships with key ‘champions’ there is minimal knowledge and receptive to Civil Society engagement contribute to increasing awareness will be built within governance and understanding of, and demand for, institutions. One important aspect efficient, responsive and accountable of the project is the development of governance. a strategic coordination framework between the Foundation and Principal Intermediate Outcome Commonwealth IGOs. Increased collaboration and learning between CSOs and institutions in governance
Principal Short-Term Outcome Greater understanding of and competence in participatory governance among Civil Society and other stakeholders including the wider public
42 Strategic Plan 2012–16
Rationale Strategy To achieve successful participatory Increasing understanding of and governance it is vital that Civil Society competence in participatory has an awareness of the principles governance among Civil Society and and examples of effective engagement other stakeholders, including the wider with governance institutions, and public, is dependent on developing a an understanding of why such systematic mechanism for acquiring, engagement and the demand for more sharing and utilising information. effective, responsive and accountable This project will provide the basis governance is important to society. for a series of consultations, forums, Moreover, it is essential for the wider conferences and learning sessions public to have an increased awareness to share successful participatory of participation in governance and its governance models and good and fit benefits to them as citizens. Barriers practices. The project will be guided to realising this include: (i) lack of a by the principle of getting the right knowledge-sharing culture; (ii) limited information to the right people at the funding; (iii) inability to use or access right time. technology; (iv) cultural differences; Through facilitating spaces for (v) conflict and disabling political knowledge sharing and learning to a cultures and environments, and (vi) the wider audience via conferences and media’s lack of coverage of good stories forums, such as but not limited to the on participation in governance. A CPF in 2013, awareness of successful consequence of this lack of awareness models and examples of participatory of Civil Society participation in governance will rise, and Civil Society governance within the wider public is will develop skills to effectively low demand or expectation for such disseminate relevant information engagement, and limited interest in on mechanisms to engage with and spaces for participating in a wider institutions in governance. In tandem, dialogue within society. a communication strategy to increase This project aims to increase awareness and understanding of the understanding and competence in benefit of participatory governance participatory governance by facilitating will be developed, including how access to good practices, promoting mainstream, social and online media, success stories and knowledge and communication for development resources on participatory governance can be used to achieve strategic aims. A to Civil Society, government, dissemination plan for the knowledge the market, intergovernmental resources will be formulated as part of organisations and other stakeholders the project. in governance across the Commonwealth and beyond, including the wider public.
Strategic Plan 2012–16 43 Continuing Project Caribbean Literature Action Group (CALAG)
Summary Rationale The Foundation, British Council, and In response to the small number of NGC Bocas Lit Fest are working in Commonwealth Writers’ Prize entries partnership to enhance the Caribbean from the Caribbean, the Foundation literary scene and help kick-start an undertook some research into the infrastructure to support writers, state of publishing in the region. writing, and publishing. Launched in The results highlighted the current April 2012, CALAG is a small, results- lack of a regional literary publishing oriented action group of professionals industry which is compounded by an from all areas of the Caribbean literary absence of training and development sector. Within this group small task opportunities for writers, an absence of forces will oversee the development technical skills, a lack of exposure and and implementation of a number of distribution opportunities as well as initiatives aimed at supporting the geographical challenges. infrastructure for literary publishing The Caribbean has produced some within the region. For 2012-13 CALAG of the world’s greatest contemporary will be formalised as a creative and writers, including three Nobel Prize advocacy network to support the laureates and its literature is one of publishing industry in the Caribbean. the region’s most celebrated cultural products. However, Caribbean writers Closest Short-Term Outcome from continue to migrate to North America Strategic Logic Model and Europe in order to obtain financial Strengthened ability of CSO networks/ support for their work and to achieve alliances to engage in dialogue on the highest level of international participatory governance recognition. Literary publishing within the region remains in an embryonic state, and talented writers who choose to stay “at home” often find it difficult to access international publishers, or find opportunities for local publication and promotion. In addition to this there is a lack of funding for creative writing and little government support for the development of the publishing industry.
44 Strategic Plan 2012–16
The work of the CALAG project has Strategy the potential to contribute to, and The group will be guided and align itself with, the strategic project supported by a Regional Coordinator. Developing Dialogue for Engagement It is now working to take forward and in Participatory Governance. It is realise a number of ‘pledges’ made in anticipated that the CALAG model April 2012 in order to achieve its overall could then be used as a model for Civil aims via the: Society-government dialogue which can be replicated in other regions. —— Establishment of crowd-funded writing award The expected results of this project are: —— Establishment of Writers’ —— Strengthened networking within Mentoring Project the Caribbean literary sector —— Establishment of Editors’ —— Greater recognition amongst Mentoring Project government of the potential of —— Inclusion of 5% more Caribbean publishing within the Caribbean writers in Peepal Tree Press to contribute to local economic publications per annum development —— Appointment of a Caribbean-based —— Enhanced capacity of writers editor for Peepal Tree Press through skills development/ mentoring —— Production of a festival anthology for NGC Bocas Lit Fest —— Enhanced capacity of editors through skills development/ —— Establishment of Writers’ mentoring Residency programme at St. George’s University, Grenada —— Greater recognition amongst international markets of The network will also be supported to Caribbean writers undertake policy advocacy work with government as part of building the infrastructure needed to support the publishing industry in the Caribbean. The Regional Coordinator will also oversee the development of a website for CALAG members to discuss and present their achievements.
Strategic Plan 2012–16 45 Continuing Project Commonwealth Writers
Summary Greater understanding of and competence in participatory Commonwealth Writers aims to governance among Civil Society and increase opportunities for dialogue other stakeholders including the and spaces for the free expression of wider public ideas, which in some cases may be controversial in a particular society. Rationale It covers all aspects of storytelling, whether it is oral, literary or visual. Commonwealth Writers contributes It also includes ideas which are to an enabling environment for CSOs expressed in a range of formats and by increasing understanding and mediums, for example prose fiction, exchange – of ideas, issues, stories and scripts for film, TV and radio, poetry, opinions – as well as awareness of the theatre and dance. It does this through role of Civil Society. Commonwealth a website, prizes, partnerships and Writers will inform the work of the communication for development Foundation and raise awareness of it initiatives. amongst a wider audience. Commonwealth Writers will continue Strategy to provide an online community hub for people to share their stories, Commonwealth Writers aims to access opportunities, develop their harness participatory communications craft and make their voices heard in its widest sense, which will in turn on an international platform. It will contribute to the democratisation of use 2012-13 to grow and consolidate space so that citizens can have their a loyal online membership and to voices heard and become involved provide members with relevant in dialogue about the process of current content, extend its networks participatory governance. The project and strategically strengthen the link will work in the following ways: between the Commonwealth Writers —— Outreach – (i) Capacity building brand and the Foundation in line with and training to enable and the Foundation’s re-launch. develop sustainable local creative industries, (ii) Inspiring people to Closest Short-Term Outcome from use their creative resources as a Strategic Logic Model force for social change Enhanced ability of Civil Society —— Ambassadors – Formalising networks/alliances to identify an alliance of international and replicate good practices on professionals from the participatory governance creative industries who share Commonwealth values to act as spokespersons
46 Strategic Plan 2012–16
—— Website – Providing an online community hub for people to share their stories, develop their craft, access opportunities and make their voices heard on an international platform —— Social Media – Using Facebook, Twitter and YouTube to reach new audiences, establish the Commonwealth Writers/ Foundation’s brand, increase understanding and dialogue between individuals and institutions —— Prizes – The prizes act as catalysts to target and identify talented writers to lead on-the-ground activity across the Commonwealth, and to create environments where alliances of writers in remote places and those with limited or no publishing infrastructure, can flourish. —— Publishing – Exploring ways in which to negotiate and support an equitable publishing industry across the Commonwealth across the Commonwealth e.g. Caribbean Literature Action Group (CALAG) —— Partnerships – Maintaining current and forging new partnerships to maximise reach, strengthen Commonwealth Writers’ work by association, and to access and align with local needs, knowledge and networks
Strategic Plan 2012–16 47 Continuing Project Commonwealth Book Prize and Commonwealth Short Story Prize
Summary Rationale Within Commonwealth Writers the To mark the 25th anniversary of the Commonwealth Book Prize and the Commonwealth Writers’ Prize in Commonwealth Short Story Prize 2011, the Foundation re-launched its act as catalysts to target and identify prizes to form part of Commonwealth talented writers to lead on-the-ground Writers. The prizes unearth, develop activity across the Commonwealth, and promote talented writers from and to create environments where different regions who will go on alliances of writers in remote places to inspire and inform their local and those with limited or no publishing communities. As well as highlighting infrastructure, can flourish. the best new writing around the Commonwealth, the winners can be The Commonwealth Book Prize is strong advocates for social change. open to writers who have had their Writers are empowered to talk about first novel (full length work of fiction) issues, often from a local perspective, published between 1 January and 31 and can also draw attention to the December 2012. work of the Foundation among the The Commonwealth Short Story wider public. Prizes can achieve change Prize is awarded for the best piece of by influencing public perception, unpublished short fiction (2000-5000 identifying and mobilising new talent, words). and strengthening communities. The Prizes are unique in their reach; Closest Short-Term Outcome from and there is potential to strengthen Strategic Logic Model their delivery with strategic Strengthened ability of Civil Society international partnerships. The networks/alliances to engage in Prizes are one of the focal points of dialogue on participatory governance the Commonwealth Writers’ website. In 2012 the Foundation received first book entries from countries which had never previously entered the old prize, as well as a higher standard of short story. The Prizes not only identify talented writers but also enable us to discover what writers need across the Commonwealth, so giving us the basis on which to pursue ideas which have been discussed over the years, such as translation projects, local language initiatives, and sustainable publishing models.
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Strategy Respected literary practitioners from each region will be identified and brought together as judging panels; an open call will be made via existing and new networks of publishers, writers, literary journals and others, as well as via the Commonwealth Writers and Foundation’s websites and others to elicit entries for both prizes. The entries will be judged via an online portal and online discussions; the judging panels will agree on the final winners. The winners will be contracted to undertake development activities on behalf of Commonwealth Writers and the Foundation as agreed.
Strategic Plan 2012–16 49 Continuing Project Commonwealth Lecture
Summary Rationale The Commonwealth Lecture has The Lecture is a high profile event become one of the most prestigious that will: (i) raise the profile of the events in the Commonwealth calendar. Foundation, (ii) provide advocacy It aims to stimulate understanding, support and a valuable networking discussion and debate on the opportunity for progress across all Commonwealth, its role in world outcome areas and (iii) contribute to affairs, its institutions and its cultures. the broader Commonwealth Theme Distinguished speakers from around and Commonwealth Week activities. the world have offered their personal The expected results of this project are: observations and thoughts in the Commonwealth Lecture on issues of —— Increased understanding, importance to the global community. discussion and debate on the By so doing, they have helped to Commonwealth, its role in world challenge established orthodoxies, affairs, its institutions and its advance new ideas, and mobilise the cultures political will needed to deliver real —— Heightened awareness and change in the lives of Commonwealth knowledge sharing of a particular citizens. issue —— Improved stakeholder Closest Short-Term Outcome from relationships Strategic Logic Model —— Ongoing relationship with the Greater understanding of and speaker for future advocacy work competence in participatory —— New subscribers for the governance among Civil Society and Foundation’s mailing list other stakeholders including the wider public
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Strategy Reaching new audiences relevant to the theme of the Lecture is a The key to a successful specific communications objective. Commonwealth Lecture comes For new audiences, the Lecture aims from careful consideration about the to dispel some of the myths around qualities and criteria we should look Commonwealth and present an event for in the guest speaker in terms of that is international, accessible and profile, background, experience and relevant to them. The Foundation will relevance to the theme. The aim is to encourage them to join our mailing find someone who is respected for list to receive news and updates their work in relation to the theme, about the organisation’s work. To who can then place this learning in maximise the reach of the Lecture a development context and attract beyond those who are able to attend media interest. The Foundation hopes in person, live streaming will be to find a speaker who is interested in explored as a mechanism to radiate building an ongoing relationship with the key messages of the Lecture to the organisation for future advocacy other regions. Video capture will also work. The choice of venue is important form part of an ongoing dissemination in bringing high visibility to the strategy during the year. Lecture, serving to attract a diverse audience and media interest as well as the speaker themselves. A conducive networking environment is a valuable addition to the criteria for choice of venue. A communications strategy will define the key messages, establish target audiences and identify the most effective methods of communication. The communications objectives are: (i) to maximise attendance, (ii) to look for media opportunities to raise awareness of the issues covered, (iii) to develop partnerships to leverage resources for the Lecture, (iv) to capture the Lecture content and develop a dissemination strategy for after the event.
Strategic Plan 2012–16 51 Continuing Project Breaking Point: The Post-2015 MDG Agenda
Summary Closest Short-Term Outcome from Strategic Logic Model This project will revisit 14 case studies published in the 2005 Commonwealth This project has strong potential to Foundation report Breaking with be integrated into most, if not all, of Business as Usual. The aim of the project the projects under the Short-Term is to take stock, discuss what the MDGs Outcomes given its focus on MDG and have achieved and why, and stimulate post-MDG issues and also depending thinking on the post-MDG architecture, on results that will be captured in the drawing on the 2005 report on 14 Global Report. countries: Cameroon, Ghana, Grenada, Jamaica, Malawi, New Zealand, Rationale Pakistan, Samoa, Sierra Leone, Sri It is becoming evident that many Lanka, Tanzania, Trinidad and Tobago, countries are unlikely to achieve the Uganda and Zambia. targets set out in the MDG framework. With additional support from the UN The Foundation will re-visit the Millennium Campaign this project 14 Commonwealth case studies has been expanded to include four published in 2005, and add six new additional Commonwealth countries: country studies to assess progress Nigeria, The Gambia, Mozambique and that has been made with MDG India; and two non-Commonwealth implementation. In the aftermath of countries: Nepal and Philippines. the global crises that have swept the world, core concerns of the MDGs - In the aftermath of the global crises nutrition, health, education - are likely that have swept the world, the debate to remain valid after 2015 in some around what should succeed the MDGs way, so there is an opportunity for has gathered momentum and there the Commonwealth to influence the is an opportunity for Commonwealth discourse on how to move forward governments and Civil Society to post-2015. Where lessons can be influence the discourse on how to learned, these will be documented move forward post-2015. Where and compiled and policy lessons can be learned, these will be recommendations made. documented and compiled, and policy recommendations made. This project Breaking Point builds on previous is spread over four financial years and Foundation Initiatives: will culminate in 2015. —— Its origin dates back to 2002 and the Commonwealth Plan of Action on the Monterrey Consensus
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—— The Foundation has been Strategy gathering data since 2004 to Given the challenging, complex inform debates on the MDGs and unpredictable context in which in the Commonwealth eg. any post-2015 framework is likely Commonwealth Finance Ministers to be negotiated, the Breaking Point Meeting (2003 and 2004), Breaking project will address the following with Business as Usual (2005), key questions through extensive Breaking the Taboo (2008, work on consultation and deliberative financing for development) engagement with its various —— This project is therefore a stakeholders which will include culmination of approximately of 10 relevant government departments, years of evidence-based research Civil Society and the private sector: focusing on a range of social and economic development issues i. Are Commonwealth member relevant to the Commonwealth. states on track to achieve the The outputs from the project will various MDGs by the 2015 target contribute to evidence-based date? policy making and practice ii. What are the key points of throughout the Commonwealth progress, setback and missed and beyond opportunities? The components of the project are: iii. What are the reasons some countries are continuing to —— National reports of the 14 countries perform poorly or may never —— National consultations to validate, satisfactorily meet all the goals? enhance and finalise the — iv. How useful and adequate is the national reports MDG framework to Civil Society —— A global report that will highlight and how are CSOs relating to the key emerging issues framework? v. What if anything, should follow the MDGs? What should the new global framework look like?
Strategic Plan 2012–16 53 Continuing Project Special Events/Programmes
Summary Cultural Events Individual events and programmes A high profile cultural event in support that provide enabling and of a Commonwealth initiative. complementary support to the Reflecting our specific mandate to projects. These may: (i) raise the profile work on culture, these events would of the Foundation, its work and the aim to celebrate the rich culture and results it can demonstrate, (ii) provide creativity the Commonwealth has a valuable networking opportunity to offer, at a time when a heightened for advancing stakeholder relations, cultural festival landscape is and (iii) contribute to overarching anticipated. Distinguished and Commonwealth initiatives. emerging artists would be selected to represent the modern Commonwealth, Closest Short-Term Outcome from both in terms of its diversity and Strategic Logic Model youth. A collaborative approach to the programming would demonstrate Variable, depending on the project the opportunity for dialogue among Commonwealth Week Commonwealth countries where cultural expression is an essential The Commonwealth Theme means of identity and exchange. unifies celebrations taking place on Commonwealth Day Diplomats’ Induction Programme and provides a focus for further (conducted jointly with Commonwealth activities over Commonwealth Secretariat) the year. Commonwealth Day The Induction Programme for celebrations extend into a week of Commonwealth Diplomats plays a concentrated activities around the key role in enhancing the knowledge Theme, including the Commonwealth of diplomats from Commonwealth Lecture. A communications strategy countries based in London about the will define the key messages of the relevance, impact and future potential Theme in relation to the Foundation’s of the Commonwealth’s work both work, establish target audiences and in its member states, and on the identify the most effective methods of international stage. It is an opportunity communication. to raise the profile of the achievements that can be made when Civil Society works with governments on development issues, and to strengthen working relationships between London-based High Commissions and the Foundation.
54 Strategic Plan 2012–16 Strategic Plan 2012–16 55
Strategic Plan 2012–16 iii Published 1 November 2012
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