Action10 Ten actions against extreme poverty v.1. October 2012

Sharing of material  This material was developed by Assoc. Professor Cecilia ÖMAN, Founder and President of Action10  The material can be shared, and please acknowledge the author and Action10 Cecilia Öman

Vision and mission Organogram The strategy About Action10 Cecilia Öman

 Action10 is  Non-profit  Volunteer driven  Charity funded Cecilia Öman

Vision  A world without extreme poverty  Everyone has access to basic education, employment, healthcare and social security as well as safe water, food, sanitation and energy  All countries are run by good governance, have a sustainable economy, and a strong private sector

Mission  An independent initiative with a broad and flexible mandate  Provide quality assistance in the field of international impact development  Operate in a sustainable, effective and efficient manner, through SEEDS Cecilia Öman

General Assembly Social Knowledge sharing Sustainable economy Program Institutional Capacity Youth Section Board Institutional Assessment The Action10 Organogram

An innovative strategy for international impact development Developed and implemented by Action10 SEEDS

Sustainable Effective Efficient Development Strategy

Sustainable Capacity to endure Effective Doing the right thing Efficient Doing the thing right, including minimising resources and time DevelopmentDevelopment of greater quality of life for humanities StrategyA plan of action designed to achieve a particular goal

The Ten Actions

1.Needs Driven Initiatives 2.Strategic Partners 3.Equal Partnership 4.Real-time Monitoring and Evaluation 5.Sustainable Economy 6.Knowledge Sharing 7.Resilience 8.Quality values 9.Institutional Capacity 10.Visibility

1. Needs Driven Initiatives  Local initiatives  Local entrepeneurs  Local CSO  Local ownership  Boundary Partners

2. Strategic partners  Government - NDP  Private sector  Communities  CSO and NGO  Academia  Media  Aid organisations

3. Equal partnership  Mututal sharing of responsabilities and benefits  Program Partners

4. Real Time Monitoring  Monitoring and Evaluation Planning  Real-time  Modified Outcome Mapping  Template

5. Sustainable economy  Efficient procedures  Quality financial administration and accounting  Firm income generation

Funding sources  Government funding  Social business revenue  Investment interest  Donations Cecilia Öman

6. Knowledge sharing  Between Members Expert network Program Partners Boundary Partners Strategic Partners  Through Face-to-face meetings, Social media, E-platforms, Technical guidelines

7. Resilience  Stay strong  Have patience  Be humble  Never give up  Be flexible  Stay focused  Listen carefully  Show respect

8. Quality values  Truth  Trust  Harmony  Equity Cecilia Öman

9. Institutional capacity  Annual Monitoring and Evaluation Planning session  Participatory event  Template available

10.Visibility  Networking  Electronic platforms Webb site, Facebook, Twitter, RSS  Publishing  Seminars, conferences workshops, trainings

Which Action is most important? Small group discussions

1.Needs Driven Initiatives 2.Strategic Partners 3.Equal Partnership 4.Real-time Monitoring and Evaluation 5.Sustainable Economy 6.Knowledge Sharing 7.Resilience 8.Quality values 9.Institutional Capacity 10.Visibility

Ownership Cecilia Öman

Local stakeholder’s ownership increases Aid organisation’s program influence decreases InputsActivitiesOutputsOutcomesImpacts Ownership in the classic the Aid programs Ownership

Inputs Resources that are invested into a program in order to encourage results through the relevant activities. Outputs Directly achievable and observable, though not necessarily short-term, products of a program. Outcome Changes in the behaviour, relationships, activities, and/or actions of a boundary partner that can be logically linked to a program (although they are not necessarily directly caused by it) Impact Significant and lasting changes in the well-being of large numbers of intended beneficiaries

Cecilia Öman Local stakeholder’s funding Aid organisation’s funding InputsActivitiesOutputsOutcomesImpacts The economy of the classic Aid programs Financial input

Cecilia Öman Local stakeholder’s ownership remains constant and high International partner’s ownership increases InputsActivitiesOutputsOutcomesImpacts The ownership in Action10 programs Ownership

Cecilia Öman Local and international partner’s investment InputsActivitiesOutputsOutcomesImpacts The economy of Action10 programs Stakeholder’s revenue or national funding Financial input

Operations

 A Program Journal template has been developed which captures the SEEDS in actual practice  The template is continiously monitored and evaluation revised  Each project and program has its own journal  The Journal is continously updated to capture monitoring and evaluation planning Cecilia Öman

Evaluation Planning  Action10 and its Program Partners discuss with the stakeholders about  Their dream  The mission  Who are the important stakeholders  Outcome challenges  Then develop jointly the Strategy Map Cecilia Öman

Lessons to learn  Monitor Progress Markers  Discuss with stakeholders  Evaluate and measure results  Improve the strategy map More details can be found in a presentation about Program Journals Cecilia Öman

Thanks to  Active members  Ahmed, Camilla, Danny, Jelina, Karin, Lissi, Mikaela, Natis, Sabiru, Sahar, Sany, Silvia, Sophie, Richard  For extraordinarily good work in Action10  Private givers  Cimcool, Swedbank, Studiefrämjandet Cecilia Öman

We are also grateful to  Program Partners  Ado, Amah, Ana Dorly, Ayi, Baku, Bobacar, Charles, Deborah, Dinesh, Francois, Georgette, Karniyus, Kwassi, Nancy, Mama Shiru, Paul, Paula, Zigan  For excellent support, generosity and sharing capacity Cecilia Öman

Would you like to walk this road with us? Thank you for showing interest! Cecilia Öman