Development Cooperation Programme - Fida Development ...

Contents1. Fida International Development Cooperation Programme for 2011 - 2014.....41.1. General.......................................................................................................................71.2. Guidelines and Principles......................................................................................................................81.3. National and International Cooperation..........................................................................................91.4. The Role and Added Value of a Christian NGO as a Development Cooperation Actor..................111.5. Planning Process of the 2011-2014 Programme for Development Cooperation in 2009-2010...121.6. Programme Reporting...........................................................................................................................121.7. Risk Analyses........................................................................................................................................132. Fida International Development Cooperation Strategy...............................142.1. Strategy Description.............................................................................................................................172.2. On Theories of Partnership and Empowerment...........................................................................183. Quality System..............................................................................................203.1. Quality Assurance..................................................................................................................................233.2. Quality Management Chart....................................................................................................................243.3. Process Description of Quality Management......................................................................................243.4. Ethical Guidelines ........................................................................................................264. Mainstreaming Themes in Fida’s Development Cooperation.........................284.1. Gender..........................................................................................................................................314.2. People with Disabilities..........................................................................................................................324.3. HIV/AIDS....................................................................................................................................324.4. Culture..................................................................................................................324.5. Environment and Climate Change......................................................................................................354.6. Peacebuilding......................................................................................................................355. Programme Implementation in 2011-2014..................................................365.1. Programme Objectives..........................................................................................................................395.2. Programme Indicators..........................................................................................................................415.3. Programme Emphasis..........................................................................................................................446. Support, Regional and Other Programmes.....................................................466.1. Global Support Programme..............................................................................................................506.1.1. Administration.................................................................................................................................506.1.2. Planning..........................................................................................................................................506.1.3. Development Communications....................................................................................................506.1.4. Evaluation........................................................................................................................................526.1.5. Personnel Support.........................................................................................................................536.1.6. Programme for Development Cooperation Training..............................................................536.2. West-Balkan Regional Programme.....................................................................................................536.3. South America Regional Programme..........................................................................................536.4. East and Central Asia Regional Programme........................................................................................536.5. Southern South Asia Regional Programme.........................................................................................536.6. Northern South Asia Regional Programme.....................................................................................546.7. South East Asia Regional Programme............................................................................................546.8. Eastern Africa Regional Programme.............................................................................................546.9. Middle East and North Africa (MENA) Regional Programme........................................................546.10. Programme for Humanitarian Aid.....................................................................................................546.11. Child Sponsorship Programme...........................................................................................................556.12. Programme for EU/ECHO..................................................................................................................557. Administration.....................................................................................567.1. General....................................................................................................................597.2. Human Resource Management............................................................................................................597.3. Financial Management of Projects/Programmes..............................................................................597.4. Agreements.....................................................................................................................597.5. Action for Anti-corruption.....................................................................................................................598. Budget for Projects and Programmes included in the Partnership Agreement..................60Appendix 1. Regional Projects and Programs......................................................................................62

Fida International DevelopmentCooperation Programme for 2011 - 2014South East Asia ProgrammeCambodiaChinaLaosMyanmarThailandVietnamNorthern South Asia ProgrammeBangladeshNepalPakistanCentral And East Asia ProgrammeNorth KoreaTajikistanSouthern South Asia ProgrammeBhutanIndiaMaldivesSri LankaMiddle East & North Africa ProgrammeEgyptIraq (Kurdistan)JordanMoroccoNorthern SudanPalestinian TerritoriesWest Balkan ProgrammeAlbaniaBosnia and HerzegovinaKosovoEastern Africa ProgrammeCongo (DRC)EthiopiaKenyaTanzaniaRwandaUgandaSouth America ProgrammeBoliviaColombiaEcuadorParaguayPeru

1.1 GeneralThe Fida International (later referred to as Fida) DevelopmentCooperation Programme (later referred to asthe Programme) covers all development cooperationactivities of Fida: development cooperation, humanitarianaid, child sponsorship programme and activitiesfinanced by EU/ECHO. The Programme is basedon the Strategy of Fida and the Fida DevelopmentCooperation Strategy. According to the strategy, themain objective for the development cooperation ofFida is to support sustainable development in developingcountries and, in cooperation with the partners,to improve the holistic well-being of individuals. Thisis expected to contribute to the empowerment of thecommunities and partners. The Programme consistsof a support programme, eight regional programmesand three additional programmes (Programme forHumanitarian Aid, Child Sponsorship Programmeand EU/ECHO Programme). Humanitarian aid andchild sponsorship activities have their own guidelines,which are not included in this document.The Programme takes into consideration the DevelopmentPolicy of Finland, Development Policyof the European Union, United Nation’s MillenniumGoals, Poverty Reduction Strategy Papers of thecountries of cooperation, as well as the objectives establishedfor NGOs in Paris Declaration in 2005 andAccra Agenda for Action in 2008. The Programme isimplemented according to the instructions concerningthe Partnership Agreement Scheme given by theMinistry for Foreign Affairs Finland. The mission of theFida Development Cooperation Strategy is to holisticallydevelop the well-being of communities and individualstogether with partners. This is expected to bereached through the strengthened – just, caring andresponsible – partners, who actively work to empowercommunities. This vision of the Development CooperationStrategy is also the immediate objective of theProgramme (Programme purpose).The Fida Development Cooperation Programmecontributes to the empowerment of partners, which inturn is expected to have a significant impact on povertyreduction, as well as strengthening of equality, civilsociety and human rights. Partners’ administrativeand operative capacity is strengthened so that theirwork in poor communities would be more effectiveand would expand. Focus of the work done with thepartners is on advancing preventive health care, livelihoodopportunities, food security, education in pre-,primary- and vocational schools, and peacebuilding.Equality, democracy and human rights are promotedby educating the partners towards social responsibility.As partners’ awareness and understanding of thesocial responsibility increases, they are able to furthereducate people from rural and urban communitiesto acknowledge their rights in the society and to developtheir life management skills. Paying attention togender equality and considering the rights and livingconditions of people with disabilities and other marginalizedgroups (such as people living with HIV) forman essential part of social responsibility.Protecting and conserving the environment anddiversity of life, as well as teaching environmentallyfriendly ways of living, are an important part of theProgramme. The Programme takes into considerationchallenges caused by the climate change, e.g.desertification and its possible implications, suchas internal and external refugees and challenges infood security. Some new environment projects willbe started; however, the main focus is on the trainingsorganised in the existing projects. Consideringand respecting the local culture is an integral part ofthe Programme. Partners’ culture related projects aresupported in order for them to build the cultural identityin the communities.The central values in the strategy that guide theimplementation of the Programme are respecting humandignity, grace towards individuals and communities,desire to work actively and devotedly, reliabilityand faithfulness in all activities, and connection withthe partners and stakeholders so that they can rely onFida and Fida’s employees.The cross-cutting themes of Finnish DevelopmentPolicy are taken into consideration in the Programme.Fida has built Mainstreaming Guidelines to supportthe mainstreaming of the themes in the Programme,and to be used by the projects. The mainstreamingthemes are:• Gender equality• People with disabilities• HIV/AIDS• Environment and climate change• Culture• Peacebuilding9This document presents1) the specific goals and objectives of the Programme2) the strategy for achieving them3) the indicators for assessing the achievements4) the focus areas of the Programme and future alignments of the overall development cooperationof Fida

101.2 Guidelines and PrinciplesThe following guidelines and strategic principles directFida’s development cooperation activities:a) PartnershipFida’s primary partners are the national Pentecostalchurches in cooperation countries. Partners mayalso include other Christian churches, communitiesand NGOs. In countries that have no formal or organisedcivil society, partners may include villages, cooperativesocieties, authorities, schools or universityfaculties. Partnership has to be as equal as possible,and decisions concerning projects and programmesare made together.Fida’s goal is to strengthen the capacity of thepartner organisations, to take part in their empowermentprocess and to build strong partnership withthem. This empowerment process is to be mutual;as Fida is part of the empowerment process of thepartner, the partner is part of Fida’s empowermentprocess. This process is seen as strengthened communitieson the grassroots level as a result of thepartner’s active work. The Programme is justifiedthrough the partners’ work in their own communitiesfor the well-being and human rights of the poor andthe socially excluded.Partnership thinking is the first priority for Fidain all its operations and a success factor for the organisation.Partnership with many different stakeholdershas developed during years and decades,during which Fida and the partners have becomefamiliar with each others, each others’ identities andworking principles. An active partnership means alsounderstanding the cultural practices that affect thecooperation – both the Finnish and Southern partners’practices.Fida has a relatively large amount of field staff,which is also related to the Fida’s partnership ideology.Partnerships are difficult to maintain by transferringfunds and doing rare visits to monitor projects.A genuine partnership includes regular field leveldialog and cooperation in an atmosphere of equalitywith both parties being present. Being present onthe field includes potential to carry out projects in aresponsible and transparent way, keeping especiallyin mind the donors and the stakeholders. Regular interactionalso gives an opportunity for a continuouslearning process. Partnerships are difficult to maintainonly by financing partner’s work. The so-called”faceless money” may even hinder development. Ina trustworthy relationship, where both parties arepresent, the partner may in the long term be challenged,guided, trained and supported. A continuousinteraction creates possibilities for an on-goinglearning and operational improvement.b) Rights Based DevelopmentRights-based approach is noticed in all Fida’s operations.To speak on behalf of vulnerable and discriminatedpeople is central to Fida’s identity. Projects encouragean open and equal civil society discourse. AllFida’s development cooperation takes into considerationhuman rights and sustainable and balanced development.This includes environmental issues, goodgovernance and democracy as well as equal participationof different groups. Fida has projects which arebased on influencing human rights, such as a projectin which Masai girls escape forced marriages and circumcision.c) Community Centered ActionThe objective of Fida’s Development CooperationStrategy is empowered local communities, whosedevelopment processes are supported by Fida’spartners. Projects and programmes aim at improvingthe ability and capacity of partners to become just,responsible and caring influences in their own communitiesand societies. Together with its partners Fidaaims at improving the life management, well-beingand status in communities. Individuals are assistedby supporting the whole communities to handle theirchallenges. Partners are trained to community-centredthinking.d) Participatory CooperationImproving the life management of communities is basedon communities’ own priorities and needs, and beginsby their own initiatives. Communities are encouraged,trained and participated throughout the project or programmecycle from planning to evaluation and impactassessment. The aim is that the community membersparticipate in the process as equally as possible, howevertaking into consideration the potential challenges ofthe hierarchy of the local culture. The local knowledge isappreciated and it steers the planning and implementationof the work. The partners are trained in participatoryand holistic work and in facilitating the whole communitydevelopment process.e) OwnershipThe objective is that the people in the communitieshave the experience that they have attained asignificant and positive change in their own lives. Thecommunities should have a sense of ownership of theprojects and programmes from the beginning. Therole of Fida and its partners is encouraging and supportingtowards community ownership.Fida’s purpose is not primarily to implement itsown projects in target countries. In those cases that

this happens, the purpose of these projects is tofunction as models or pilot projects that the partnerscan apply later. In some countries the legislationcreates challenges for project registration andforces Fida to act as the legal owner of the project.Also, in these cases partner’s participation in planningand implementation is ensured. Fida aims atfacilitating and enabling the partner’s developmentprocess in a way that the ownership of the processremains with the partner.f) Holistic well-beingThe objective is a holistic well-being of communitiesand individuals. This means physical, psychological,social, financial, ecological and spiritualhealth. Fida trains its partners in the holistic understandingof health.g) SustainabilityThe aim is that the communities have an improvedability to function in a changing environment andto deal with different challenges. Fida sees it importantthat the improved quality of life achievedthrough the development cooperation processwould sustain after the project ends and would leadto a sustainable development in the communities –which at its best, would further expand. The goal isthat the partners’ work is sustainable and continuesafter the support from Fida ends.h) Expansion and Multiplication of theWorkThe Programme objective is that the changesachieved through the development cooperationprocess are so positive and significant that the empoweredcommunity becomes an example for othercommunities. At its best it leads to the communityto begin to develop its neighbouring communities.Partners expand their work based on the principlesthey have learned.i) Channel for CharityFida gives an opportunity for the Finnish civil societyto show solidarity and compassion. Individualsor communities can participate in distributing wellbeingthrough voluntary work, helping unprivilegedchildren of developing countries through the ChildSponsorship Programme, donating funds throughthe monthly letters for development cooperationand through the Resources of Life Campaign, or bydonating or buying products from the Fida SecondHand Shops. Fida has also a significant role in developmenteducation in Finnish society and in itsmember churches.1.3 National and InternationalCooperationIn Finland, Fida’s activities are based on cooperationwith 242 Pentecostal churches which had approximately45 844 members in 2009.Fida is a member of various organisations andcooperates actively in the area of development withthe following organisations:• Kepa, the Service Centre for DevelopmentCooperation www.kepa.fi/international• Kehys, The Finnish NGDO Platform to the EUwww.kehys.fi/en• SLN, The Finnish Mission Councilhttp://www.lahetysneuvosto.fi/in_english/• Mission Aviation Fellowship, MAFwww.maf-finland.org• Wycliffe http://www.wycliffe.fi/• Finland’s Evangelical Alliancewww.suomenevankelinenallianssi.fiFida has extensive cooperation with several Finnishdevelopment cooperation actors, especially withthe partner organisations of the Ministry for ForeignAffairs of Finland. The emphasis of cooperation ison development cooperation training, evaluationof development cooperation activities, quality improvementand development education. Fida alsoprovides trainings for some of the smaller FinnishNGOs and assists them in project management.Fida is a part of an international Pentecostalmovement consisting of approximately 250 millionmembers. The Pentecostal movement is not a singlechurch, but rather a protestant movement consistingof several minor churches and local Christiancommunities. The Pentecostal movement,however, forms a significant global network thatenables Fida to have an existing partner in mosttarget countries.Related to international development cooperationand humanitarian aid, Fida is a member of thefollowing organizations:• Pentecostal European Fellowship (PEF) andPentecostal European Mission (PEM) that coordinatesthe mission and development workof the member churches and communities.www.fcgoe.at/pem• World Assemblies of God Fellowship (WAGF)http://worldagfellowship.org• EU-CORD Christian Organizations in Reliefand Development www.eu-cord.org• VOICE Voluntary Organizations in Cooperationin Emergencies www.ngovoice.org11

Basis of the reliabilityof actions in bothSouth and North isbased on transparencyas well as ethicalprinciples and valuesthat direct activities.Fida also cooperates with the development cooperationorganizations of Pentecostal churches inSweden (PMU Interlife) and Norway (PYM). In addition,Fida has cooperation projects with Pentecostalmovements of Slovakia and France. Projects are locatedin India and South East Asia, and the cooperationis still expanding.Through training, Fida wishes to assist Europeanchurches and NGOs to start and implementdevelopment cooperation activities according to theprinciples of sustainable development. So far traininghas been organized for partners from France,Poland, Romania, Czech Republic and Slovakia.Especially in humanitarian crises, joint projects withEuropean and American partners are carried out, asin the cases of Myanmar and Haiti. During the followingProgramme period, Fida’s strong expertiseon HIV/AIDS in Africa will be distributed through theCUAHA network under the theme HIV CompetentChurch. The CUAHA network has published a bookcalled Towards an HIV and AIDS Competent Church:An Ecumenical Handbook for Defining HIV and AIDSCompetency 1 .Fida cooperates also with other churches. Fidais involved in CUAHA (Churches United Against HIVand AIDS), which is an ecumenical network seekingto create a shared commitment to HIV/AIDS issuesin Eastern and Southern Africa. In the Palestinianterritory Fida partners with the Palestinian Bible Society.Fida applies for EU/ECHO funding and sharesexpertise together with other organizations in the EU-CORD cooperative network.1 www.cuaha.info/drupal

1.4 The Role and Added Value of aChristian NGO as a DevelopmentCooperation ActorFida implements development cooperation mainlywith churches and other Christian organisations.Christian faith is not a prerequisite for receiving aid orparticipating in the projects, but rather the aim is torespond to the root causes of poverty, injustice anddiscrimination, and try to transform social structuresthat promote inequality.According to the Strategy of Fida, developmentcooperation is one of Fida’s main processes. Thestrategy directs to manage the work in a way thatconsiders theologically and culturally relevant proceduresin relation to the actual development needs.As a Christian development cooperation organisationthat works holistically, Fida aims at indicating inits actions and reports that the public Governmentfunding has been used in development cooperationaccording to what has been planned.Basis of the reliability of actions in both Southand North is based on transparency as well as ethicalprinciples and values that direct activities. Religiousworldviews, values and ideals form a multidimensionalsystem. Understanding and defining theorganisation’s own identity is a basis for developingand deepening partnership between different stakeholders.When the ideology and the way of workingof an organisation are clearly defined and explainedto the personnel, they are expected to commit to theshared vision and organisation’s programme withoutendangering it with their own religious emphasis.When the organisation’s own identity is clear, theimpact of the surrounding culture or religion is notperceived as a threat. It opens possibilities for a constructiveand extensive cooperation.Churches can be seen as one of the oldest andlargest NGOs, with the most volunteers and the longesthistory of caring. As a Christian organisation ofPentecostal churches, it is natural for Fida to cooperatewith Christian churches. To give an example, Fidahas cooperated with many churches in Eastern Africafor decades. There has been a lot of discussionon the role of Christian NGOs and churches in developmentcooperation. Fida’s view is that churches aresignificant, justified and suitable partners in developmentcooperation for the following reasons:• Churches are a part of civil society; they havenot been artificially established for developmentcooperation or channelling foreign aid.• Churches are significant actors in the society,which gives them the right, responsibility andprivilege to take part in the development oftheir country.• As organised actors in the society, churcheshave their own control systems.• Churches form a network, which reachesmany communities, and in which the churchhas a central role.• Churches cover a geographically extensivearea, including very remote places, and arepresent in the lives of people who live in extremepoverty.• Large amounts of people are involved inChurch activities creating a unique possibilityto work with people regularly and in a longtime frame.• Churches change attitudes, motivates andactivates people. It has an existing audience,which creates the possibility for regular workin a long time frame.• Churches are present at times of extremecrises such as humanitarian crises or catastrophes.Churches do not need to arrive fromthe outside like aid organisations, but theyare part of the suffering community. It is thechurch that people turn to when searching forhope.• Religious leaders act not only as priests, butalso as social workers, psychologists and familytherapists in their communities. People turnto them in the moments of joy and sorrow.• Churches are remarkable influences – forexample it is hard to imagine the significantdevelopment in education, health, HIV/AIDSthat has taken place in Africa without the roleof the church.• Churches continue their work in the communitiesdespite the global crises or shifts ininternational development agendas.• Church is just, caring and responsible by itsnature. Its task is to defend the vulnerable andthose whose voice is not heard in the society.What has been said here does not mean that the participationof churches in development cooperationwould be without problems. As a Christian organisation,Fida has also been challenged to discuss thejustification of its work. This has led Fida to betterdefine its strategy and procedures. Defining the relationshipbetween social and religious activities hashelped to specify Fida’s identity and mission. Also,defining the theological basis for Christian developmentcooperation has been an important startingpoint for planning Fida’s actions.According to a doctoral thesis 2 that has beenmade in connection to Fida’s development cooperationin Zanzibar, Fida builds bridges and meetingplaces for people from different religions moving theboundaries which divide the civil society. Fida facilitatedthe work of the island’s committee that isformed of the Islamic Communities and ChristianChurches. The committee has had a significant rolein calming the religious tension present on the island.132 Virtanen, J. 2008. Symbolic understanding and experiences of Zansibari youth on the meaning of development cooperation.Doctoral Thesis. Tampere: Tampere University Press.

141.5 Planning Process of the 2011-2014Programme in 2009-2010Planning of the new Programme was started in theseminar organised for Regional Directors in April2009. Guidelines for the coming Programme termwere gone through regionally, and trainings related toprogramme planning were regionally scheduled.In the Development Cooperation Training in August,the focus was on Project and Programme planningand tools needed in it. Schedule for the Programmeplanning was finalized and informed in allregions. In September, background information suchas experiences from the previous programme periodand notes on evaluations was collected for the planning.The programme was strategically positionedaccording to different papers guiding the work.Six guidelines were completed and sent forprojects progressively as the planning process wenton. The guidelines reminded of the central steps relatedto the project cycle such as participating thedifferent stakeholder groups, baseline study andpartner assessment. Instructions were given on updatingthe project planning documents and schedulingthe regional project planning seminars. A total of30 regional LFA and programme planning workshopswere held. Related to the themes to be integrated inthe Programme, Guidelines for Mainstreaming wascompleted and distributed to the projects.Partners were requested to submit the projectproposals by the end of 2009. 82 proposals were received.Based on the proposals, the framework forThe Regional Programmes was created together withthe Regional Directors in January. From the basis ofit, frames for the Programme and the programmebudget were formed.Project planning intensified in January-March2010, and in April the Regional Directors presentedtheir Regional Programmes to the Fida headquarters.Project plans were finalized regionally in the projectsfrom the basis of the comments received from theRegional Directors’ seminar.The Fida headquarters received all project plansby the 7th of May and combined them into a programme.From the basis of project plans, discussionswere held with the Regional Directors and ProjectCoordinators. A draft of the Programme was sent fora hearing to the Fida Committee for DevelopmentCooperation on the 20th of May, Board of Directorson the 25th of May and to the Board of Fida on the11th of June. Based on the comments received, theProgramme was finalized and submitted to the Ministryfor Foreign Affairs of Finland at the end of June2010.1.6 Programme ReportingThe purpose of reporting in Fida’s Development CooperationProgramme is to monitor the results of theProgramme as well as to develop Fida’s work byobserving change. Reporting is based on the LFAmethod. The purpose of applying it is to ensure asystematic project reporting. Participation is emphasizedin reporting, as it is in programme planning. Thereporting templates have been built from the basis ofthe LFA plan that has been made together with differentstakeholders, and the actual reporting is alsoconducted together with the local project personnel.Reporting takes place quarterly and it is cumula-

tive, meaning that every report covers events fromthe beginning of the reporting year. After the year ofactivity, an Annual Report is made with the purposeof assessing more extensively and analytically theproject’s progress, impact and sustainability of theresults. In addition, an Impact Report is conductedannually in order to examine the impact of the projectduring the whole project life cycle.Financial reporting is done along with the narrativereporting, and follows the same cycle and is donequarterly and cumulatively. After the operational year,An Annual Report and a Special Audit are made. Thepurpose of financial reporting and Special Audits isto monitor, supervise and to develop the project’s financeand administration.At the project level, the Project Coordinator isresponsible for reporting together with project personnel.At the regional level, the Regional Director reviewsthe contents of all reports of his/her own area.Based on the Regional Programme and ProjectReports, an Annual Report of the whole DevelopmentCooperation Programme of Fida is compiledand submitted to the Ministry for Foreign Affairs ofFinland by the end of August.Fida trains its personnel in project reporting bothin Finland and abroad. When possible, Fida takes advantageof the trainings provided by Kepa, The ServiceCentre for Development Cooperation and Kehys,The Finnish NGDO Platform to the EU.1.7 Risk AnalysesIn all working areas, separate risk analyses are madeand updated every year. In order to minimize the impactsof threats and risks, Fida has built an actionplan. This is based on the annually updated SecurityPlan developed in 2007 which is applied in the wholeorganization of Fida International. .

2. Fida InternationalDevelopment CooperationStrategy

Mission: To supportsustainable development indeveloping countries andtogether with partners toholistically improve wellbeingof communities andindividuals.Vision: Empoweredcommunities through activefacilitation of strengthenedjust, caring and responsiblepartners.

192.1 StrategyThe Development Cooperation Strategy for 2010-2015 is based on the Strategy of Fida International.The 2011-2014 Programme is based on the Development Cooperation Strategy as follows:Mission: To support sustainable development in developing countries and together withpartners to holistically improve well-being of communities and individuals.Vision (and Programme Purpose): Empowered communities through active facilitation ofstrengthened – just, caring and responsible – partners.Core functions:• Development cooperation• Humanitarian aid• Child sponsorship programme• Development communications and development education• Training in Finland and in countries of cooperationValues:• Graciousness – We feel compassion for all human beings• Devotion – We work hard and with dedication• Human dignity – We value each human being as an uniqueindividual• Reliability – We are transparent, honest and committed in all we do• Connection – We work respecting one another and in cooperationwith our partners and programme beneficiariesPrinciples:• Partnership• Rights-based approach• Community centredness• Participatory cooperation• Ownership• Holistic well-being• Sustainability• Expansion and multiplication of the work• Love your neighbourSuccess factors:• High ethical standards• Cultural sensitivity• Motivated and qualified personnel• Dynamic change management• Presence in the field• Flexibility – an ability to analyze context and adapt actionsaccording to it

2.2 On Theories of Partnership andEmpowermentThe fundamental idea in the Strategy of Fida ispartnership-based activities. Fida aims at buildingpartnerships that are empowering by nature.Strengthened partners are expected to support thesurrounding communities in solving developmentproblems and taking responsibility concerning theirown development. In connection to Fida’s work, adoctoral thesis 3 has been conducted, which definesa framework for empowerment, and describes Fida’sunderstanding of empowerment and empoweredpartners. The empowered partner is perceived as 1)autonomous, 2) relevant, 3) reciprocal, 4) having sufficientcapacity, 5) reflective and 6) significant actor.An autonomous organisation is purpose drivenand has the ability to define its own objectives. Oneof the main challenges in development cooperation isthat the Southern partner changes its policies continuouslyaccording to the changes in the donor’s policieswithout following its own strategic guidelines.Fida aims at supporting partners to work clearly accordingto own objectives.Autonomy is also connected to the responsibilityand desire of an organization to respond to thesurrounding development challenges. Fida has experienceof empowerment processes that have turnednegative when the roles, responsibilities and dutieshave not been clearly articulated and Fida has takenthe partner’s role in implementing the project. Forthis reason continuous monitoring is important. Oneof the most significant signs of an empowered andautonomous organisation is its ability to face andmanage risks. Development steps often require risktaking and allocating resources to the developmentof new ideas which always involves a risk.Characteristics of an independent organisationare its a) ability to make decisions b) ability to planwithin existing resources c) ability to start action d)clear own identity and e) ability to solve problems. Anorganisation that is relevant plans culturally appropriateand sustainable programmes that take into considerationthe actual human and financial resources.3 Järvinen, T. 2007. Empowerment. A Challenge of Non-Governmental Organizations in DevelopmentCooperation Partnerships. Tampere: Tampere University Press.

High quality work is abasis for sustainableand positive change atall levels: in Fida, in thepartners and in the livesof beneficiaries.

Quality control in Fida requires continuousmonitoring, evaluation and development ofactions. Good quality is pursued throughcreating functioning processes and ensuringthat they are applied at all levels. Fida is a learningorganisation, and its quality assurance is an integralpart of everyday operations. Through it, new things arelearned and continuous development of operations isassured.Fida’s quality control system includes the followingareas:• Practices• Issues of responsibility• Processes• Methods for monitoring operations• Reporting on quality• Use of resources• Developing human resourcesQuality control is based on Fida’s strategic guidelines.Good quality management aims at highlighting theorganisation’s mission and vision, and improving theunderstanding of the positive and negative impacts of3.1 Quality AssuranceFinanceEffectivenessQUALITYQualified personnelProcessesFigure 1. Adapted from the Handbook on PerformanceManagement 5 by the Ministry of FinanceFida’s Quality management is, above all, responsibilityfor the high quality implementation of its ownactions and operational development. This makes itpossible that partners are able to conduct high qualitywork in the field so that the activities have a positiveimpact on communities and individuals on the grassrootslevel. High quality work is a basis for sustainableand positive change at all levels: in Fida, in the partnersand in the lives of beneficiaries.actions within own and partner’s organisations and inthe lives of beneficiaries. Since the working environmentis extremely challenging, continuous prioritizingis required.Fida’s quality programme aims at developing thequality and management of processes. Managementalso has a role in improving the accountability to thesponsors, partners and beneficiaries.The purpose of developing quality management isa well functioning and high quality development cooperationthat is effective and has an impact both in targetcountries and in Finland. This requires commitmentfrom leaders, those in charge of processes and fromthe whole personnel. The entire organisation has to beready to develop itself. At the same time leaders haveto ensure that everyone in the organisation participatesin the development processes where possible.Fida aims at effective and influential work throughdeveloping its internal processes, creating new methodsand ways to work, and integrating the new methodseffectively to different levels of the organisation. Inproject work this means good knowledge of the projectcycle and its deep understanding. The challenges arethe regularity of participatory project monitoring andevaluations, and utilizing the results more effectively.The quality system consists of the following areas (seefigure 1):1. Human resource management and developmenta. Emphasis on committed and qualified personnelb. Reserving time and resources for equippingpersonnelc. Human resources plans are made well in advanced. Motivation of personnel is valued and maintained2. Operational efficiency and financial securitya. Plans on programme, region and project levelsare thoroughly preparedb. Operations are under constant monitoring andregular developmentc. Financial monitoring is continuous at organisationand project levelsd. Fundraising is developed and new methodsare introduced3. Quality management including continuousdevelopment of processes and proceduresa. Quality management is responsible and activeb. Quality management supports the partner inits operations and development of its operations4. Operational impacta. Impacts of the work on the partner are monitoredand operations are adapted so that thework is continuously justifiedb. The operations have to have impact on thepoorest of the poor for it to be justified255 http://www.vm.fi/vm/fi/04_julkaisut_ja_asiakirjat/01_julkaisut/10_ohjaus_ja_tilivelvollisuus/20050913Tuloso/name.jsp

3.2 Quality Management Chart26QUALITY SYSTEMIntegrated into Fida's operationsETHICAL GUIDELINESPLAN FOR MONITORINGAND ASSESSMENTIMPACT ASSESSMENTPLANCOMMITMENT- TO COMMON VALUES ANDPRINCIPLES- TO GUIDELINES AND POLICIES- TO MAINSTREAMING THEMESREPORTINGMONITORINGEVALUATIONSSCHEDULED ANNUALLY(In Programme)INTEGRATED INTO ANNUALPROJECT CYCLE- SCHEDULING- REPORTING TEMPLATES- Bylaws of Fida- Strategy- Financial Bylaws- Administrative Bylaws- Communications Strategy- Mainstreaming Guidelines- Child Protection Policy- Anti-corruption statement- Guidelines for developmentcooperation provided by MFA- International agreements- The Project Manual- MFA Guidelines for Partner NGOs- Quality Card- Action Plans- Plan for Communication and Information- Partnership and Project Agreements- Security Plans3.3 Process Description of Quality ManagementProcedures and responsibilities of quality management at different levels of theorganisation:The Boardof FidaThe Board ofDirectorsDevelopmentCooperationDepartmentBy the proposal of the Executive Director• Approves Development Cooperation Programme and budgets.• Approves Annual Reports.• Approves any significant changes in plans.• Authorises the Director for Development Cooperation and the departmentto implement the Programme.• Receives plans and reports of the Development Cooperation Departmentand review them before the Board of Fida. If necessary, returns the documentsback to the department for further processing.• Reviews proposals of the Development Cooperation Department or returnsthem for further processing.• Prepares the Programme, budget and Annual Plans• Assesses the functioning and quality of development cooperation activities.º More extensive impact assessments in 2011 and 2014.º Organizes regular external evaluations and assessments, approximately10 per year.• Plans the assessment of the 2011-2014 Programme term, analysis of the resultsand creates a plan on how to benefit from the suggestions for improvement.

kuva3.4 Ethical GuidelinesThe Ethical Guidelines for Development Cooperationdefine the ethical principles related to the ideologicalbackground and methods of the work, financial and humanresource management, decision-making and communication.Fida’s activities are also directed by the followinginternal guidelines and regulations:• Strategy -> values and principles (cooperation,partnership and ideological background)• Administrative Bylaw -> Good governance, humanresource policy and decision-making• Financial Bylaw -> Fundraising and use offunds• Communication Strategy, Ethical guidelines forCommunication -> TransparencyIn addition, Humanitarian Aid complies with the InternationalCode of Conduct for Humanitarian Aid andChild Sponsorship Programme with the common ethicalguidelines of Finnish NGOs. .

4. Mainstreaming Themes inFida’s Development Cooperation

Of all the mainstreamingthemes, gender equalityis taken into considerationin all activities and at alllevels in the projects.The importance of othermainstreaming themesdepends on the project’snature and objectives.

Fida has created a separate document on theintegration of mainstreaming themes intoall development cooperation activities. TheMainstreaming Guidelines is a training tooland a handbook for project workers. The purpose ofthe guidelines is to clarify the objectives and ideologyof mainstreaming and give ideas on how to implementmainstreaming in practice, especially at the planningphase of the project. The Guidelines present the mainstreamingthemes on a general level and direct to additionalstudies for a more in-depth perspective.The personnel received extensive training on mainstreamingthemes during the previous Programmeterm in 2007-2010. In the new programme term, thepurpose is a deeper integration of the mainstreamingthemes into the projects. There is a checklist ofthe issues to be noted for each of the mainstreamingthemes, and it is included in the guidelines. With thehelp of checklists, it is possible to form indicators forregional programmes and projects.Development cooperation seminars on mainstreamingthemes will be organized annually in twodifferent regions in the new Programme term 2011-2014. Seminars focus on discussing the mainstreamingthemes, evaluating how successful the integrationof the themes in the projects has been, and what hasbeen the impact on the partners and communities.Of all the mainstreaming themes, gender equality istaken into consideration in all activities and at all levelsin the projects. The importance of other mainstreamingthemes depends on the project’s nature and objectives.4.1 Gender EqualityGender or social sex is related to the meaning andsocial differences of being male or female. Socialroles of males and females are largely learned andculture specific. In relation to questions of development,gender is closely related to equality betweensexes.Gender roles are strongly related to division oflabour and control of assets in communities and societies.The concept of gender has been introducedso that through understanding the different roles andinequality of sexes the status of women would bebetter improved. Understanding the status of menand women is a prerequisite for the treatment ofwomen and men to become more equal despite thedifferences in their roles and duties.In the gender mainstreaming work, Fida concentratesspecifically on the most vulnerable groups ofpeople. Among those partners and communities thatFida has influence on, both sexes has to be guaranteedan equal opportunity to influence and participatein the work, planning and decision-making.Appointed Gender Advisors ensure that the gendertheme is given attention to and that it is presentedin the project documents appropriately and comprehensively.On the other hand, mainstreaming hasto be continued and gender equality integrated intoall activities so that each actor becomes a genderspecialist. The purpose of the gender work is to ensurethat gender equality becomes an essential andnatural part of attitudes and procedures in projectwork.In the end of 2010, Fida had four Gender Advisorsin the field and one at the Helsinki headquarters.Gender Advisors are responsible for traininglocal project coordinators and teams, and monitoringthat objectives are met. Some of the regionalprogrammes have a gender component, which focuseson training and monitoring of the visibility ofgender themes and their progress in the projects.

34People with disabilities shouldbe guaranteed a right to a family,to utilise services and to act in the society.4.2 People with DisabilitiesPeople with disabilities are at the risk of social exclusiondue to their special needs. A lot of preconceptionsare related to disability. In many developing and alsoin developed countries, beliefs, taboos and financialissues significantly weaken the status of people withdisabilities. Two main factors relate to disability. First,disability is a physical or mental constraint of a certaindegree. On the other hand, disability is related to theattitudes and limitations set by the environment. Despitethese limitations people with disabilities shouldbe guaranteed a right to a family, to utilise servicesand to act in the society. They have a right to expressneeds and be a natural part of society. This means,for example, that they are not segregated into distinctgroups.Acknowledging the human rights of people withdisabilities does not necessarily guarantee themequal opportunities for participation. Therefore communitiesneed to organize activities which supportparticipation such as adapting premises to the specialneeds of people with disabilities. In addition, producingthe main written materials of the project by usingthe Braille method and/or plain language should beconsidered.4.3 HIV/AIDSHuman Immunodeficiency Virus (HIV) and the AcquiredImmune Deficiency Syndrome (AIDS) causedby it, have become a major health and a developmentissue. Awakening to the extent of the HIV/AIDS pandemicin the beginning of 1980s triggered the NGOsto start preventive work as well as activities to dealwith the immediate social and health related implicationsof HIV/AIDS. Typically the projects were specialisedin HIV/AIDS; however, later the pandemic hasbeen acknowledged to be so extensive that singleand specific actions are not a sufficient response tothe challenge.The current view is that the pandemic requires actionsat all levels of the society from families to thegovernment. In Fida’s work, mainstreaming HIV/AIDSissues means that although the direct health-relatedand social implications demand specialised projectsfor years to come, the aim is to integrate the HIV/AIDSperspective into all project operations.4.4 CultureMost of Fida’s projects are implemented in multiculturalenvironments. One of the main functions of cultureis to transfer learned norms, which ensures certainpredictability in people’s behaviour and in the wayto interpret things. Culture unites individuals within acertain community or organisation, and representssustainability in communities and societies. At thesame time no culture is constant. In project work, aneffort is made to identify those cultural factors, whichneeds to be preserved due to their intrinsic value. Toenable development cooperation and human developmentit is essential to notice and discuss of thosecultural factors that are harmful from the point of viewof human dignity and well-being. Since the attitudes,values and beliefs related to culture are subconsciousby nature, evaluating and discussing them is challenging.Culture is a large phenomenon touching all areasof life. Art and related institutions are a part of this extensivephenomenon. One of the central mainstreamingobjectives of Fida is to promote traditional formsof art and in this way to strengthen the local culturalidentity. Together with its partners, Fida wishes to

strengthen the local cultural heritage and to restorethe disappearing forms of art that have been passedon from generations to generations.Also, language and culture are always connectedto each other; language is used to express thingscharacteristic to culture, and the concepts as wellas the structure of language reflects the worldviewof the culture. Therefore, everything cannot be translatedinto other language without losing some of itsmeaning. Language is the instrument through whichthe cultural knowledge is preserved and passed onto future generations. Language is also an essentialpart of a person’s identity. In Fida’s projects, effort ismade to strengthen the status of original languagesand people’s own native languages.4.5 Environment and Climate ChangeEnvironment has become a central theme in globalpolitics. Population growth, urbanisation, climatechange, desertification and the loss of non-renewablenatural resources are examples of environmentalfactors, which, if uncontrolled, endanger globalsustainable development. Environmental impacts ofmove to new areas due to climate warming, draughtor other extreme weather conditions. With developmentcooperation, people and communities can besupported in adapting to the effects of the climatechange.4.6 PeacebuildingA large part of the world’s poorest countries is sufferingor recovering from a conflict. Conflicts and povertyare closely related, and from the perspective of sustainabledevelopment, conflicts are one of the mostsignificant threats. Because of this, the importanceof peacebuilding in development cooperation has increased.Peacebuilding deals with the root causes ofconflicts and reconciles relationships that have beenviolated by conflicts. Peacebuilding is also preventivework, because through the action that concentrateson the root causes of conflicts, a sustainable basisfor peace, respect for human rights and safety canbe created. Conflicts are part of society, but the wayin which they are handled, is important.Taking peacebuilding into consideration in projectwork helps to recognize the causes of conflicts and to37Although environment is often discussedin regard to large political processes, relativelysmall practical actions can have animpact on the environment.projects may be hard to perceive as they may appearyears after the project has been implemented.Taking the environmental impacts into considerationmight be seen as an issue outside the project thatrequires an extensive effort. Although environment isoften discussed in regard to large political processes,relatively small practical actions can have an impacton the environment. To raise awareness among theproject personnel, it should be thought of how one’shome, working environment and behaviour can becomemore environmentally friendly.Climate change can affect people in variousways in developing countries. The effects of climatechange may increase and deepen poverty, and inthis way complicate the achievement of the developmentobjectives. Adaptation and mitigation are themost central terms of the climate change discourse.The adaptation of societies to the effects of climatechange is a current challenge especially for developingcountries. It is possible that people are forced todevelop new ways to survive from day to day or toidentify existing elements in the projects that are connectedto the conflicts in the area. Usually, before anoutbreak of violence, there has already been culturalor structural violence, such as discrimination. Ourwork often addresses the causes of conflicts withoutthat we notice the connection of the project to peacebuilding,or set it as the objective of the project. Becauseof this it is important to recognize the impact ofthe project on peace or conflicts in the area. This canbe done with the help of a conflict analysis, peaceprofile or the “Do No Harm” –tool.Working on the grassroots level together withits local partners, Fida can support the creation ofa culture of peace in the area, and increase mutualunderstanding between different parties of the conflict,as well as lower boundaries and reduce tensionsbetween religions. The starting point is the questionof how the project is able to best support the partnerand local population in finding their own ways ofworking and possibilities concerning conflict preventionand peacebuilding. .

5. ProgrammeImplementation in 2011-2014

Programme goal:Improved well-being ofunderprivileged citizens in astrengthened civil society.Programme purpose:Empowered communities throughactive facilitation of strengthened– just, caring and responsible –partners.

5.1 Programme Objectives41Programme goal is:Improved well-being of underprivileged citizens in astrengthened civil societyProgramme purpose is:Empowered communities through active facilitation ofstrengthened – just, caring and responsible – partners.The results of the Programme 2011-2014 are:• Increased well-being of beneficiaries.• Increased quality of life and life management, poverty reduction and improved preventivehealth care through improved educational and livelihood opportunities among thepoorest of the poor, socially excluded and marginalised groups.• Voice of the poor communities is heard, and their possibilities to influence on the mattersof their community and society are increased .• Improved status, equality and increased possibility of women, children, people infectedwith HIV/AIDS, and other most unprivileged people to get their voices heard.• Strengthening the administrative and operational capacity of partners so that their influence ascivil society actors increases according to plan:• Improved living conditions and well-being in communities through the activities of thepartners.• A positive societal influence in promoting equality, human rights and democracy.• Developed project work: planning, implementation, monitoring and reporting.• Increased networking and cooperation among different churches and NGOs, especiallyin South to South sector.• Good governance; more efficient and transparent monitoring of activities and finance,increased democratic decision-making and strengthened anti-corruption activities.• Increased preparedness for crises.• Project work contributes to achieving objectives set in UN Millennium Goals, Paris Declarationand Accra Agenda for Action, and programmes and projects are reflected against those objectives.• Taking into account the Poverty Reduction Strategies of the target countries when relevant, andparticipation in planning and practical application of them when possible.• Culturally sensitive and equal partnership; the empowerment process between Fida and partnersis mutual.• Mainstreaming the following perspectives: HIV/AIDS, gender, culture, environment, people withdisabilities and peacebuilding.• Integration of Child Sponsorship Programme into all projects and programmes where it can beapplied.• Continuous development of quality and monitoring system.• Increased communication on development cooperation and international solidarity in Finland.• Improved training of employees of Fida and the partners in Finland and in the countries of cooperation.• Integration of humanitarian aid and linking relief, rehabilitation and development (LRRD) intoproject and programme operations where applicable.

5.2 Programme IndicatorsMeasurable indicators have been defined for the purpose,results and impacts of the Development CooperationProgramme. The sources and methods of verificationare explained in the Support Programme (seechapter 6.1.4.).When examining the indicators it must be notedthat they measure the change according to the objectivesof the Programme in two areas of operation. Firstly,following the partnership ideology of Fida, Partner’sempowerment is measured. If the partner is strengthenedto take social responsibility, the action continuesand multiplies in the future without the support fromFida or any other external sources. Secondly, changeis measured in communities, which can be seen as thefinal beneficiaries. In addition to these two main areas,the operation is also examined from the perspective ofother NGOs and stakeholders. This increases the objectivityof the evaluation and assists in measuring impactthat is not directly seen in the daily project implementationand in the results of partners’ work.43The following indicators are used to measure the achievement of the objectives in theDevelopment Cooperation Programme:Capacity and competence of partners:• Autonomousº Freedom of partners to make decisions on and manage their own operationsº Level of independence from Fida and other partners (donors)º Partner’s budget for social work and its annual growth rate• Relevancy to the communityº Partner’s receptiveness to hear the voice of the community and specificallyits marginalized groupsº Partner’s awareness of the real needs of the communitiesº Partner’s response to the existing real needs in the society and the communitiesº Suitability of the partner’s working methods to the context• Networkingº Number of regular discussions and communication on partner’s ownwork with other NGOs and government officialsº Level of partner’s identity and how it influences other actors so that theybenefit from partner’s actions, and to what extent other actors caninfluence partner’s actionsº What would happen to the partner if Fida or some other partner (donor)would suddenly withdraw from the cooperation?º Quality of cooperation with Fida; partnership or donor-recipient activity?º Partner’s ability to influence on Fida’s actions and plans in its areaº Cooperation with different churches, NGOs and the government• Capabilityº Partner’s self-initiated activities to address the development challengesin its own communityº Partner’s ability to implement the planned actionº Partner’s awareness and understanding of the character and principlesof cooperation with Fidaº The amount of partner’s resources used for social work• Reflectivenessº Partner’s capacity for monitoring and evaluations, and the ability toorganize required practical arrangementsº The amount of partner’s regular reflection of its own values and principles,and changes in actions followed by it• Significancyº Partner’s activities which other NGOs want to replicate and implement indeveloping their own workº New ideas and procedures received from Fida that the partner is willingand able to implement in developing its own work

44Final beneficiaries:• How has the beneficiaries’ decision-making power over their own lives increased?• How have the beneficiaries’ well-being, life management and status improvedand developed?• How have the projects influenced in creation of employment and livelihood opportunities?• Have the projects had impact on the environment and have they decreased theamount of environmental refugees?• Have the projects had an influence on food security issues?• Is the atmosphere of hope strengthened in the communities?International objectives:• Activities are in line with the Development Policies and the NGO DevelopmentCooperation Guidelines of the Government of Finland• Activities are in line with the Development Policies of EU, Paris Declaration andAccra Agenda for Action• Activities are in line with the UN Millennium Development Goals• Poverty Reduction Strategies of countries of cooperation are taken into accountin project operations• Activities are in line with the DAC Guidelines on Poverty ReductionAction for partnership and networking:• Amount, relevancy and quality of international and national networking• Amount and quality of cooperation agreements and their practical applications• Quality of partnership activities: partnership versus donor-recipient relations• Utilized expertise between projects, programmes and countries, and especiallyincrease in the amount of specialists from SouthGood governance:• Quality of the administrative practices of the partner: selection procedures ofleaders, committees and personnel, their democracy and especially taking turnsin leadership• Clarity of organisations’ decision-making procedures• Members’ opportunities to influence• Amount and extent of corruption cases• Stakeholders’ perception of the nature of partner’s administrationEquality and marginalised groups:• Gender and age ratio in the decision-making bodies and committees of cooperativenetworks, and in project and programme staff; especially the participationratio of women and young people• Strengthened status of women, children, people infected with HIV/AIDS and othermost unprivileged groups• Taking into account gender issues on organisational level and in project work in

practice• Taking into account people with disabilities on organisational level and in project workin practice• Taking into account the HIV/AIDS pandemic at organisational level and in projectwork in practice• Paying attention equally to ethnic minorities on organisational level and in projectwork in practice, and as well as ensuring equal participation of different sides of conflictin countries recovering from war• Relevance of Child Sponsorship Programme to orphans and their communities45Assessment procedure (See also Quality Management System):• Applying in practice the participatory project monitoring in projects and programmes• Implementing internal and external evaluations in project work and utilising the resultsin the developing and planning of projects and programmes• Development of project work: planning, implementation, evaluation and reportingRole in supporting civil society and in development policy activities• Activation and an attitude of the Finnish stakeholders regarding development cooperationand global responsibility• Impact of project work on the strengthening of civil society in countries of cooperation• Development, creativity and sustainability of fundraising

465.3 Programme Priority AreasBased the projects and programmes of the new Programme term 2011-2014, the priorityareas in the Fida’s Development Cooperation are:Programme functions:• Poverty reduction and development of the rights of poor communities. Increased well-beingof marginalized people groups, and working for their rights.• Strengthening the participation of children and youth. For example, the youth centre workis further developed and extensive input is given to improving the educational and employmentopportunities for youth.• Developing good governance of the partner and strengthening sustainability and ownership.In the empowerment process the starting point is clarified and progress assessedsystematically (see quality system).• Supporting partners societal influence.• Development of the quality system and in it, improvement of project and programme evaluationsand evaluation system (monitoring, internal and external evaluations, project impactassessments: social, cultural and financial impacts).• Development of Child Sponsorship Programme and its integration into the projects.• Training the own and partners’ employees and leaders.• Developing fundraising and identifying new models.• Contributing to good development cooperation practices and development policies togetherwith and through MFA’s partner organisations, the Service Centre for DevelopmentCooperation (KEPA) and other development cooperation actors.• Increasing actions which focus on developing food security especially on community andfamily levels.• Paying regard to the negative impacts of climate change in project work.• Supporting and securing entrepreneurship and livelihoods.• Integrating LRRD into project work; the transfer from humanitarian aid to long-term developmentprogrammes.• Strengthening the role of humanitarian aid as a part of the Development Cooperation Programme.• Applying for a joint financing for a new project/programme from the EU Development CooperationDepartment and investing in EU/ECHO related actions.

47Resource development:• Capabilities of the personnel are developed as follows:• On an annual two week basic development cooperation course in May, where developmentcooperation is broadly discussed (open also for other NGOs in Finland).• Before leaving to the country of cooperation, on the Iso Kirja College Missions Coursewhich includes study units on LFA, Community Health Education and participatorymethods as well as courses on cultural anthropology, encountering new cultures andmanagement.• On an internal financial management training.• On trainings provided by Kepa and Kehys.• On further trainings in the country of cooperation: seminars on cooperation and indicators,courses on project planning an reporting, courses on financial reporting and atraining on mainstreaming themes.• On the KAVAKU-course provided by the MFA of Finland, targeted for those leavingabroad for development cooperation assignments.• During an annual one-week summer course organised for Finnish development cooperationpersonnel who are spending their summer leave in Finland. The course dealswith current topics such as gender, peacebuilding, environment, participatory methods,good governance, reporting and planning as well as impact assessment, empowermentand partnership.• Through offering opportunities to participate on local language courses in the field locations,which creates a good foundation for a long field period.• In connection to evaluations, training Fida staff and the partner in new methods ofinternal evaluations.• Partner’s capabilities and resources are strengthened through organizing• courses on project cycle management, planning with LFA, project management, financialmanagement and participatory methods• training of trainers (TOT) courses related to community health and community developmenteducation• seminars and workshops on cooperation and indicators• continuous on-the-job training for the project personnel through Fida’s field personnel• trainings on environment and climate change• crises management training (Trainings on Disaster Risk Reduction, DRR).• Resources of the Fida headquarters are developed as follows:• Training the personnel on new project work methods, guidelines and assessment procedures.• Taking part in forming Fida’s fundraising strategy and by making a long-term assessmenton Fida’s own fundraising mechanisms.

6. Support, Regionaland Other Programmes

A central objectiveof the project/programme is thatthe strengthenedpartner significantlyimproves thewell-being of itscommunities, whichreduces poverty andimproves the rights ofthe beneficiaries.

51The Programme consists of a Support Programme,eight Regional Programmes andthree other programmes (Programmes forHumanitarian aid, Child Sponsorship Programmeand Programme for EU/ECHO). The purposesof these programmes are synthesised and form thePurpose of the whole Programme.Description of the project planning and developmentcooperation process:The dialogue with the partner, and explaining the vision,leads either to a shared vision, or to the decisionthat cooperation in development work should not becontinued. New projects/programmes are not startedif they are not in line with the Programme Purpose or ifit does not target towards the Programme Goal.Cooperation usually starts with discussions withthe partner and organizing training in basics of projectmanagement, which is expected to give a significantinput to the empowerment and capacity of the partnerto conduct the project professionally. A central objectiveof the project/programme is that the strengthenedpartner significantly improves the well-being ofits communities, which reduces poverty and improvesthe rights of the beneficiaries. In this case, the partnerindependently carries out development cooperationactivities in its own country in the selected areas, orthe work continues in cooperation with Fida.Preparations:• Selection of country/region: Does the country/regionfulfill the general requirements fordevelopment cooperation (OECD/DAC list ofODA recipients)? How does Fida itself prioritizecountries/areas? Are there key persons whoare committed to the cooperation?• Partnership: Is there a partner in the area whofits to the Fida’s strategy, who is willing andcapable of cooperation or has sufficient willingnessto build its capacity to the required levelfor cooperation?• Sharing a vision, looking for common visionand agreeing on the principles of cooperation,as well as getting to know one another.Strengthening the partner:• Training: Covers all areas of developmentcooperation.• Strategy: Is formed as a result of trainings andvision sharing, and through it, a foundation andworking idea are created for long-term partnership.Participatory planning:• Area of cooperation; discovering and prioritisingthe geographical and/or thematic areas whichhave the need and preconditions for cooperation.• Baseline study; baseline study and needsanalysis clarifies the starting point and ensuresthat the planned forms of cooperation actuallyrespond to the partner’s needs and targetedcommunities.• Prioritising; finally the idea is chosen that seemsto best fit to the resources, priorities and needsof all stakeholders.• Building the project/programme; a plan for 3-4year is made together, in which the objectivesare defined, and plans for activities and resourceusage are made. The plan is continuously updated.If there is an evident need for the projectto be longer it is possible, but in general, theexit strategy has to be included in the four yearsperiod.Joint implementation:• The actual implementation phase still includessignificant support for the Southern partner’sempowerment through training, networking andimplementing activities together. At the sametime partners help Fida and its staff to developin their roles as an organisation and as individualsregarding their roles in the cooperation. Thewhole time Fida’s role is to support the partnersand Fida runs community level projects only inspecial cases. Cooperation with one partner orregion may continue for decades since a regionalprogramme often consists of several projectsthat change as more experience is gained andtime passes. Often single projects last for fewyears and they are expected to serve as pilotprojects that the partner can continue to implementwithout foreign support.Joint assessment:• Regional programmes and individual projectswithin them are continuously evaluated throughinternal assessment procedures. External evaluationsprovide significant additional value.

526.1. Global Support ProgrammeThe Goal of the Global Support Programme isWell functioning development cooperation programme.And its purpose isA well managed and functional support measuresfor the development programme of Fida International.The Global Support Programme consists of five separatecomponents or sub-programmes. The purposeof the sub-programmes is to advance project andprogramme activities and produce necessary supportmeasures in accordance with the goal of theSupport Programme. Focus of the Global SupportProgramme is in increased learning, innovation andquality of development cooperation in the midst ofchanging challenges.6.1.1. AdministrationThe purpose of Administration component isFunctional administration.Administration of development cooperation in Fida’sheadquarters in Finland includes the programmemanagement, human resources management andfinancial management. In the end of 2010 DevelopmentCooperation Department has twelve vacancies;three in the Programme Unit, three in the general administration,two in Humanitarian Aid, two in ChildSponsorship Programme and two in financial administration.Well functioning administrative proceduresand shared guidelines ensure well functioning implementationand monitoring of the Programme.6.1.2. PlanningThe purpose for Planning component isHigh quality programme and project plans andwell equipped and trained project staff.Fida emphasises continuous participatory programmeplanning in years 2011-2014, which createsa foundation for functional updating the Programme.Participatory methods and processes as well asthe LFA method are used in planning. Personnel inFinland and abroad participate in project planningtrainings provided by Kepa, Kehys, MFA of Finlandor other organisations. Fida organises also its owndevelopment cooperation training. All those leavingto project work in the field complete a project planningand community health education training heldat the Missions Course in Iso Kirja College. In addition,an annual two-week basic course of developmentcooperation is held in May, and it is directed forthose who are leaving to the field. The course is alsooffered to other Finnish NGOs.Partnership seminars are organized in largerscale in 2011 and in 2013, and regionally in the years2012 and 2014. Seminar programmes are releasedlater.6.1.3 Development CommunicationsThe purpose of the Development Communicationscomponent isIncreased awareness of Finnish citizens on Fida’sprojects and partnering countries’ developmentissues.Fida’s Development communications focuses ontwo areas:• Informing of Fida’s Programme and projects• Development communications and developmenteducationDevelopment communications of Fida aims at offeringdiverse, in-depth and challenging information ofdeveloping countries and development questions. Inaddition to awareness raising, the aim is to motivatepeople to help and work for those in need in developingcountries.Tools for development communications includemultimedia materials, magazine and online articles,press releases and different printed publications. Inits website, Fida publishes the current DevelopmentCooperation Programme, project descriptions andProgramme Annual Reports.The channels for Development communicationsare magazines published by Fida (FIDA and Fidamiini),the Fida website, the Fidamiini radio programmesponsored by Fida and broadcasted by Radio Dei,as well as Fida Second Hand Shops (32 at the moment)and paid media campaigns. In addition, Fidaorganises or participates in events where selecteddevelopment communications themes are presented.

54Estimates on the coverage of the various communicationchannels:• FIDA magazine: 4 000 subscriptions and approximately10 000 readers (a special developmentcooperation edition published once ayear)• Fidamiini magazine: 7000 subscriptions andapproximately 15 000 readers (developmentcooperation edition published twice a yearand distributed at the Fida Second HandShops)• Fida website: approximately 8 000-12 000visitors per month• Fidamiini radio programme: approximately 35000 listeners per week• Fida Second Hand Shops: approximately 1million customers per year• Nationwide advertising: depends on the chosenmedia and campaign volume• Events: approximately 10 000 – 15 000 peopleper year.Development education is carried out in cooperationwith School Services of Pentecostal Churches. TheSchool Services has 20 employees cooperating withschools and other educational institutions all overFinland. Fida provides one to two annual trainingsfor the employees of School Services and suppliesthem with material packages related to developmenteducation. The school workers organise lessons relatedto different subjects, and promote the selectedthemes of development education. Other activities ofSchool Services include organising exhibitions andevents and distributing different materials (multimedia,printed materials) to schools. School Services ofthe Pentecostal Churches has a 35-year experienceand it works in close cooperation with the Ministryof Education. Through its activities, the School Servicesreach nearly 200 000 students annually.Fida Second Hand Shops also function as channelsfor development education. The selected developmentthemes are introduced to the customersthrough materials presented in the (currently 32)shops around Finland, and through campaigns forregular customers. Joint communication and advocacycampaigns with other partner organizationsof MFA can be organized in the Fida Second HandShops when needed.Separate campaigns for development communicationsand development education are presented inthe Annual Plan and approved annually by the MFAof Finland. Development communications are reportedto the MFA in the Programme Annual Reportspecifying the communicative and educational impacts,monitoring and assessment of the efficiencyof development communications during and afterthe action, as well as a breakdown of actions andexpenditures. A LFA based plan for developmentcommunications includes indicators for assessingthe effect and impact of the action.6.1.4. EvaluationThe purpose of the evaluation component, alsoincluded in Fida’s quality system isFunctional quality management.The internal monitoring system of the projects andprogrammes is developed with a special emphasison participatory assessment. There is a continuousinternal monitoring in the projects and programmes,and a more extensive assessment every two to fiveyears depending on the character of the project andits special challenges. In addition to this, four to eightextensive external midterm reviews, final evaluationsand impact assessments are conducted annually.Fida aims at including annually at least one project/programme that has ended over two years ago in thefinal evaluations. Post-impact assessments are conductedon projects that have ended already severalyears ago. These assessments aim at discoveringthe long-term impacts of projects and programmes.In addition, the social, cultural and financial impactsof programmes and projects are assessed mainly intheses and other forms of research conducted bystudents.Special attention is given to the quality of projectand programme by participating in quality relatedworking groups organised by the MFA of Finland, itspartner NGOs and Kepa, by planning indicators tomeasure the impact, by training employees, and bydeveloping Fida’s own assessment procedures. Atthe same time, quality monitoring procedures thatare suitable to local contexts are developed withpartners. More specific monitoring measures for theproject and programme objectives are agreed separatelywith the partners and the beneficiaries in theseminars specifically organised for discussing indicators.Fida’s quality management takes also advantageof the Quality Card developed together withthe Finnish partner organisations.In Fida’s impact assessment a three-questionmethod is exercised:• Are we doing what we say we are doing?(Internal validity)• Are we making a difference? (Impact)• Are we doing the right things? (Strategicrelevance)

Terms of Reference (TOR) is formed for all assessments.In it, the key questions presented forthose who do the evaluation are:• What has changed as a result of Fida’s work?• How our work has changed lives in the communitiesin the target area, and action of ourpartner?• How significant has the change been?• Who have been touched by the change (partners,stakeholders, grassroots level)?• Is the change sustainable?6.1.5. Personnel SupportThe purpose of the Personnel Support componentisProvided technical support.The purpose of Fida Personnel Support is to provideprofessionals for tasks outside projects and programmesfor partner organisations, other NGOs orgovernment, as far as the action is in line with theProgramme and the professional assistance supportsthe areal development objectives. The objectiveis to have four to eight professionals working inthe field depending on the budget frame. Personnelsupport aims at expanding the know-how of Finnishdevelopment cooperation. The aim is to strengthenthis know-how especially among young people.It is possible to do internships or other voluntaryassignments of different lengths in Fida’s projectsand programmes. The content of an internship dependson the person’s background and on the currentactivities of the project/programme. During theinternship, the intern has a possibility to become familiarwith Fida’s development cooperation in practice.Partner’s approval for internship is always requestedin advance.6.1.6. Programme for Development CooperationTrainingThe purpose of the Training Programme for DevelopmentCooperation isStrengthened partners’ capacity and networking.The programme provides customised training forpartners in order to strengthen their capacity androle as actors of civil society. Training is organisedaccording to partners’ priorities and needs. Duringthis Programme term the emphasis is on the followingareas:• Training on the mainstreaming themes; thepurpose is an increased understanding of theimportance of the themes and their integrationinto partner’s actions.• Training on DRR (Disaster Risk Reduction);Crisis Management Training; the purpose ispartner’s increased preparedness for crisesand for preventing them.• Training on HIV/AIDS; sharing the experienceFida has acquired in Eastern Africa in internationalnetwork of partners.• Micro-business trainings; the purpose is toprovide partners with basic competence tostart businesses.• Trainings on working with children; the purposeis to increase the understanding of children’srights and principles of child protectionwithin the Child Sponsorship Programme andother projects focusing on children.• Training of doctors and other healthcareprofessionals; the purpose is to improve thepartners’ health services.• The purpose of the overall training programmeis to develop the competence and capacity oforganisations in the areas presented above. Atthe same time, training develops leadership,good governance, Community DevelopmentEducation (CDE) community developmentconcept and project management.6.2. West-Balkan Regional ProgrammeThe purpose of the West-Balkan Regional ProgrammeisPartners’ increased capacity to address socialand economical challenges in their areas.6.3 South America Regional ProgrammeThe purpose of the South America Regional ProgrammeisPartners’ increased capacity in implementingsustainable and professional social work in theregion.6.4. East and Central Asia RegionalProgrammeThe purpose of the East and Central Asia RegionalProgramme isImproved food security; and preventive and institutionalhealth care systems in the cooperationareas.55

566.5 Southern South Asia RegionalProgrammeThe purpose of the Southern South Asia RegionalProgramme isImproved education opportunities, living conditionsand health status of people in the partners’working areas.6.6 Northern South Asia RegionalProgrammeThe purpose of the Northern South Asia RegionalProgramme isImproved education opportunities, living conditionsand health status of people in the partners’working areas.6.7. South East Asia RegionalProgrammeThe purpose of the South East Asia Regional ProgrammeisImproved capacity of the partners to addresssocietal challenges of the vulnerable peoplegroups in their communities.6.8. Eastern Africa Regional ProgrammeThe purpose of the Eastern Africa Regional ProgrammeisEmpowered partner relevantly participating inthe civil society.6.9. Middle East and North Africa(MENA) Regional ProgrammeThe purpose of the Middle East and North AfricaRegional Programme isStrengthened partners’ ability to facilitate holisticsocial development and improved networkingin their communities.6.10. Programme for Humanitarian AidThe purpose of the Programme for HumanitarianAid isImproved alleviation of human suffering ofthose affected by disasters and conflicts andincreased disaster preparedness of the partners.The objective of humanitarian aid is to save humanlives, to relieve human suffering and maintaining hu-

57man dignity during or immediately after humanitariancrises. Humanitarian aid is needed when naturalcatastrophes and armed conflicts endanger the prerequisitesof life.In the sites requiring humanitarian aid, Fidaworks together with its partners. Humanitarian aidis started in locations where the objectives for humanitarianaid can be reached. People living in themidst of the so-called forgotten and prolonged conflictsare especially emphasized specifically targetedin humanitarian aid.Assistance is implemented in line with the internationalprinciples (Code of Conduct for HumanitarianAid) and standards (Sphere Project) for humanitarianaid. They define what is sufficient aid and aimat ensuring professional action. The quality of humanitarianaid is continuously developed by trainingpartners and project personnel as well as by evaluatingprojects.Disaster and catastrophe preparedness is supportedby trainings and by developing sustainablemethods, for example in taking care of natural resources.The aim is to integrate the disaster preparednesstraining into all development cooperation inorder to minimize or even prevent the implications ofpossible catastrophes. Partners have a central rolein training the communities. In community based actionthe vulnerable groups are given special attentionin times of crises.The principle of continuum is important in humanitarianaid: relief is always followed by a holisticdevelopment of communities. Fida’s projects areoften located in areas where disasters take place.When needed, Fida applies for an amendment to theuse of government funds if the implementation of aproject is hindered, or if the situation otherwise requiresit.6.11. Child Sponsorship ProgrammeThe purpose of the Child Sponsorship ProgrammeisImproved capacity of the partners to addressthe social challenges of children in their communitiesthrough increased developmentawareness and contribution of Finnish sponsors.Some of the Fida’s child sponsorship projects thatare so called old, independent child sponsorshipprojects are operating fully by sponsorship funds.According to the Child Sponsorship Strategy madein 2003, all new child sponsorship projects are partof larger development cooperation programme/project. In these projects/programmes the sponsoredfunds are counted as part of the self-financingof the project/programme.The quality of Fida’s child sponsorship programmehas reached a satisfactory level. In the Programmeterm 2011-2014, the aim is to increase theamount of child sponsorship sites and the numberof sponsors. The growth in the number of sponsorsis reached through developing marketing, utilizingexisting marketing channels and finding new ones.The quality of child sponsorship activities arefurther developed also in the new Programme term.The objective is to initiate new child sponsorshipsites and to continue developing the existing ones.The existing sites are developed by increasing regionalconsultancy and training, conducting evaluationsand, when possible, to link child sponsorshipprojects with development cooperation projects.The aim is to direct 80% of the child sponsorshipprofits into the Programme’s self-financing by theend of the Programme term. During the Programmeterm the objective is also to move away from needsbased approach into human rights based approach.Moreover, by the end of the Programme term it istargeted that 95% of the child sponsorship siteshave an access to regional consultancy (65% in2010 meaning 14 of the total of 22). More trainingseminars are organised. There are ten secretariesworking for the Child Sponsorship Programme fromvoluntary basis, which allows minimum administrativecosts.In June 2010, the number of sponsors was 4000 (number of sponsorship contracts). The objectiveis to increase the number of sponsors up toabout 6 500 sponsors by 2014.6.12 Programme for EU/ECHOThe objectives of EU/ECHO programme are definedbased on the approved project plans. Fida has beena member of ECHO since 2007. The objective is toannually apply for financing for new EU and ECHOfunded projects during the Programme term. Theamount of financing to be applied is planned separatelyin each case. Also other forms of Europeancooperation and resource needs examined duringthe Programme term. .

7. Administration

There are 35 employeesworking in the Fidaheadquarters, of which 14work in the DevelopmentCooperation Department.In addition, approximately 200employees work at the FidaSecond Hand Shops all overFinland.Approximately 200volunteers work and severalpeople conduct non-militaryservice work annually atthe headquarters or in theSecond Hand Shops.Annually 60-70 employeeswork abroad indevelopment cooperationassignments.7.1. GeneralAssociation General Meeting is the highest decisionmakingbody of Fida. The Association holds an AnnualMeeting and an Autumn Meeting. The memberchurches have the possibility to send their representativesto these meetings according to the size of thechurch: one representative for every 300 members.In the Annual Meeting, the decision the closing of thefinancial statement and the discharge from liability aswell as hearing of the Annual Report are made. Themembers of the Board are also selected in the AnnualMeeting, and the auditors are elected in the AutumnMeeting.The association is represented and its matters arerun by a Board, which has an overall responsibility ofthe activities of Fida, their implications and developmentin accordance with the legislation and valuesand principles approved by the association bylawsand the General Meeting. Twelve Board members areelected for a period of three years at a time. A balancedrepresentation of the municipalities is consideredin the selection. Four members are annually inturn for resignation. The Board nominates the Committees.Committee for Development Cooperationfunctions as a body of expertise in development cooperationrelated issues. In 2010 the committee had14 members. The Board approves the plan for usageof the funds, and the Annual Plan of Development CooperationProgramme.

61The self-financing of the projects and programmesconsists mainly of the revenues from Fida SecondHand Shops, the Resources of life Campaign, theYlen Hyvä Campaign and the monthly developmentcooperation letters as well as the employer’s sharesthat churches pay for the development cooperationpersonnel.7.2. Human Resource ManagementThere are four departments in Fida’s organisationfunctioning under the Executive Director: MissionsDepartment, Development Cooperation Department,Administrative Department and Department for Marketingand Communications. There are 35 employeesworking in the Fida headquarters, of which 14 work inthe Development Cooperation Department. In addition,approximately 200 employees work at the FidaSecond Hand Shops all over Finland. Approximately200 volunteers work and several people conducttheir non-military service work at the headquarters orin the Second Hand Shops. Annually 60-70 employeeswork abroad in development cooperation assignments.There are eight Regional Directors on four continentssupporting the Development CooperationDepartment and the field personnel. The RegionalDirectors are responsible for managing and coordinatingdevelopment cooperation in their own regionand they act as superiors to the Project Coordinatorsin the region.The Director for Humanitarian Aid manages HumanitarianAid from Finland. Persons responsible forimplementing the humanitarian aid projects in practiceand their superior relations are determined caseby case.Fida follows currently valid collective labouragreements and the prevailing average wage levelin each country. In the payment the salaries of thepartner organisations are considered, if this does notcontradict with the local legislation. A report concerningthe salaries and basis for them, and the personnelwhose salary is paid from the developmentcooperation funding, is attached to the ProgrammeAnnual Plan and Annual Reports.External professionals are recruited for tasks suchas evaluations and trainings if sufficient resources arenot available in the country of cooperation, and whenit is necessary for the Programme purposes.7.3. Financial Management of Projects/ProgrammesProject/programme accounting emphasises localcapacity. The objective is that the partner or a localaccountant/accounting firm conducts the accountingin guidance of the Finnish Project Coordinator. Thisaims at strengthening the financial management capacityof the partner.The audits for projects/programmes are also conductedlocally. Local authorised accountants or anaccountant corporation conducts the annually performedSpecial Audit on bookkeeping and administration.The objective during the Programme term isto develop and strengthen the partners’ capacity inaccounting, human resource management and financialmanagement.7.4. AgreementsWritten project or cooperation agreements aremade for all the development cooperation projects/programmes. In the agreements, the roles and responsibilitiesof the Finnish and local personnel andother stakeholders are defined. The following issues,among others, are included in the agreements:• Competent representatives• The scope and purpose of cooperation• Objectives• Responsibilities and rights of the parties• Duration of the agreement• Termination• At what stage the project implementation becomescompletely partner’s responsibility7.5. Action for Anti-corruptionFida does not accept corruption of any kind in its operations.We provide training for partners and ProjectCoordinators through the regional projects and leadershipprojects. For example, the training programmeon ethical leadership established in Latin America includesan anti-corruption learning module. In orderto integrate anti-corruption action into all operations,the following actions are taken:• Development and monitoring of the principlesof good governance e.g. transparent financialmanagement.• Anti-corruption statement is included in thecooperation agreements.• Corruption cases are handled immediately andnecessary measures are taken in accordancewith the legislation of Finland and the countryof cooperation.• Handbook on anti-corruption is provided for allproject personnel.

638. Budget for Projects/ProgrammesIncluded in the PartnershipAgreementThe basis for the 2011-2014 budget is thelevel of the 2010 budget, in which expenseswere 8 000 000 Euros, government fundingwas 6 800 000 Euros and self-financing was1 200 000 Euros (15%) for the projects/programmesincluded in the Partnership Agreement (including Globalsupport programme, Regional Programmes and a10 % administrative cost). A moderate annual growthhas been calculated at 2 per cent, which equals to100 000 Euros in government funding.Self-financing of the organisation is presented inthe Programme budget (see chart below). During theProgramme term, the objective is to moderately increasethe organisation’s self-financing by strengtheningand developing the Child Sponsorship activitiesfunctioning within projects. The administrative costhas been counted to be at the maximum 10 per centof the annual government funding. .YearExpenditureGovermentfundingSelf-financing20118 640 000€6 900 000€1 740 000€20,1%20128 800 000€7 000 000€1 800 000€20,5%20138 980 000€7 100 000€1 880 000€20,9%20149 170 000€7 200 000€1 970 000€21,5%TOTAL35 590 000€28 200 000€7 390 000€20,8%6 http://www.formin.finland.fi/Public/download.aspx?ID=12370&GUID=%7BAFF88D02-B369-4A89-AABA-E8E0CF168705%7D

Transformed People Transformed CommunitiesAppendix 1: Projects and programmes regionally 2011Global ProgrammeWell managed and functional supportmeasures for the developmentprogramme of Fida InternationalAdministration (5000)Planning (5001)Information (5002)Evaluation (5003)Personnel Support (5004)Partnership Training Programme (5005)South East AsiaImproved capacity of the partners toaddress societal challenges of thevulnerable people groups in their communitiesSouth East AsiaRegional Coordination and Training Support Programme (5500)ThailandTraining Support for Community Programmes (5500)Phoebe FGCT empowerment (5500)MyanmarCommunity Development Programme (5131)LaosCommunity Encouragement Programme in Savannakhet Province (5160)High Schools’ Development Programme In Savannakhet Province (5162)Community Health Education Programme in Northern Laos (5163)VietnamPeople with Disabilities Empowerment Programme (5171)CambodiaCommunity Health Education Programme (5190)ChinaCommunity Health and Environmental Training Programme in Yunnan (5125)NorthernSouth AsiaImproved education opportunities,living conditions and health statusof people in the partners’ workingareasNorthern South AsiaRegional Coordination and Capacity Building Programme (5460)NepalHolistic Community Development Programme (5461)Maithili Empowerment Programme (5462)Youth Center Programme (5463)No Child Left Behind Project (5464)Water and Sanitation project WATSAN (5465)PakistanCommunity Development Programme (5360)BangladeshSlum Community Development Project in Dhaka (5013)Vocational Training Centre (5014)SouthernSouth AsiaStrengthened capacity of thepartners to conduct professionaldevelopment work in their communitiesSouthern South AsiaAdvancing of the Partners – Regional Coordination (5030)Small Projects and Capacity Building (5036)IndiaCommunity Capacity Development Programme (5031)Maharashtra Village Development Project (5032)Mumbai Slum Community Development Programme (5033)Project for Investing in Youth Capital (5038)New Life Community Development Programme (5556)MaldivesYouth and sports development programme (5558)Sri LankaSustainable Management and Response for Transformation (SMART) (5550)BhutanCreative Minds-Busy Fingers (5039)Central andEast AsiaImproved food security; and preventiveand institutional healthcare systemsTajikistanCommunity Development Programme in the Khatlon Region (5320)Tajik Health Centre Development Project (5322)North KoreaSeed Potato Development Project (5210)Developing District Level Hospitals (5211)Primary Dental Care Support Programme (5212)Child SponsorshipImproved capacity of the partners to address the socialchallenges of children in their communities through increasedawareness and contribution of Finnish sponsorsEU/ECHO