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INTRODUCTION
Department for International Development
The Department for International Development (DFID) is the UK government department responsible for promoting development and the reduction of poverty. The government first elected in 1997 has increased its commitment to development by strengthening the department and increasing its budget. The central focus of the Government’s policy, set out in the 1997 White Paper on International Development, is a commitment to the internationally agreed target to halve the proportion of people living in extreme poverty by 2015, together with the associated targets including basic health care provision and universal access to primary education by the same date. The second White Paper on International Development, published in December 2000, reaffirmed this commitment, while focusing specifically on how to manage the process of globalisation to benefit poor people. DFID seeks to work in partnership with governments which are committed to the international targets, and seeks to work with business, civil society and the research community to this end. We also work with multilateral institutions including the World Bank, United Nations agencies and the European Community. The bulk of our assistance is concentrated on the poorest countries in Asia and sub-Saharan Africa. We are also contributing to poverty elimination and sustainable development in middle-income countries in Latin America, the Caribbean and elsewhere. DFID is also helping the transition countries in central and eastern Europe to try to ensure that the process of change brings benefits to all people and particularly to the poorest. As well as its headquarters in London and East Kilbride, DFID has offices in many developing countries. In others, DFID works through staff based in British embassies and high commissions
The purpose of this document
DFID agrees Partnership Programme Agreements (PPAs) with UK civil society organisations with which it has significant working relationships and shared objectives. PPAs set out strategic level agreements, which set out the overall framework for DFID’s work with the organisation linked to strategic funding. Individual DFID departments and country programmes can negotiate separate arrangements for collaboration, including financial support for specific activities within the overall PPA framework.
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CONTENTS
Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
1. Overview of BESO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2. Current BESO/DFID relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3. Institutional Appraisal. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Policy Synergy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Organisational Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 4. PPA Strategic Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 5. Management and Monitoring arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Annex 1. Strategic Partnership Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Annex 2. Key Information on BESO. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Annex 3. Consultation Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
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SUMMARY
BESO (British Executive Service Overseas) is a development agency that “benefits less developed communities worldwide”. It achieves this by supporting private, public and civil society organisations whose economic and social development activities contribute to the elimination of poverty. This PPA between DFID and BESO sets out how the two organisations intend to work together to help achieve DFID’s strategic aims, with the shared goal of eliminating poverty. The agreement is intended to stimulate more effective collaboration between the two organisations, whilst recognising the independence of each partner to pursue their own policies and priorities and to concentrate on their core competencies. The purpose of the partnership is to strengthen the organisations BESO supports in the South. A strategic grant of £7.5 million will be provided over the next five years to enable BESO to implement the PPA. BESO’s programmes in enterprise development are of particular interest to DFID. These include its support
for business development organisations, much of its governance work, and BESO’s distinctive ability to promote occupational health and safety in the private sector. The outcome to which this activity is expected to contribute is a healthy and vigorous private sector in developing countries and transitional economies, in which all sections of society can have confidence. DFID is also particularly interested in BESO’s work in establishing and supporting Expert Service Organisations, southern civil society organisations that will provide business development services through local volunteering. It is hoped that they will join the network of senior service organisations, providing a new volunteering model for civil society in many countries. With DFID support, BESO will continue to improve the effectiveness of its activities through greater focus, improvements to its ability to learn from its work and influence others, and the development of programmes and partnerships.
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1. OVERVIEW OF BESO
1.1 BESO’s mission is to support “organisations whose activities benefit less developed communities worldwide”. Founded in 1972 by the Confederation of British Industry, the Institute of Directors, British Overseas Trade Board and the British Government, BESO has always drawn on the practical and financial support of the private sector for development. 1.2 BESO’s core competence is organisational strengthening. The majority of its work is in enterprise development, with other work including health, education, and governance. BESO matches requests for specific help from organisations with the most suitably qualified volunteers from its Register of around 3,000 highly experienced specialist experts. BESO arranges and funds travel and insurance. The client contributes to the costs of the volunteer, providing suitable accommodation and paying all local expenses. 1.3 BESO was the third Expert Service Organisation in the world to be founded. There are now 34 such organisations in the world, operating with similar principles, with around 39,000 volunteers among them. BESO has been
instrumental in bringing all the 26 European sister organisations under one umbrella, to form the Confederation of European Senior Expert Services (CESES). CESES provides a platform for future negotiations with the European Union. 1.4 BESO has mobilised over 6,500 BESO Volunteers on assignments, with the majority of them coming from a business background. Volunteers currently complete around 500-600 assignments each year, most of them lasting between one and six weeks, but a few extend up to a maximum of six months. 1.5 BESO has a Council of 40, from which a Board of Directors of 12 meets at least four times a year to provide strategic advice and direction to the Chief Executive and Executive Directors. The Council serves as the main forum for drawing in support from BESO’s private sector stakeholders, with permanent representatives drawn from a number of the UK’s leading multi-national companies, professional institutions and Government bodies. The Council is gradually evolving to become fully representative of the world in which BESO operates overseas.
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2. CURRENT BESO/DFID RELATIONSHIPS
2.1 As one of the original founders of BESO in 1972, DFID (formerly ODA) has remained closely associated, through the provision of strategic funding and at an operational level world-wide. The key areas of interaction have been on enterprise development. 2.2 BESO has worked with DFID for many years on the development of policy and practise on enterprise development. An example of this involvement has been the establishment of a business development service programme in Ghana: the Ghana Enterprise Development Programme (GEDPRO). This innovative programme was jointly designed by DFID and BESO.
Box 1: Ghana Enterprise Development Programme (GEDPRO) BESO has strengthened the capacity of its partner Empretec Ghana Foundation (EGF) to provide business development services to over 1,000 small businesses in Ghana. The services include training courses, business “health checks”, technical and business advice, and loan provision through a mutual guarantee scheme. GEDPRO’s latest Impact Study Report (1997-1999) concluded that BESO placements are very popular and beneficial, with 70% of the clients showing real growth in actual sales, profitability and employment. Research from BESO’s monitoring of assignments indicates that assignments in GEDPRO may be over 50% more likely to meet their objectives than in non-programmatic work in Africa. As a result of GEDPRO, EGF is now widely quoted by Ghanaian Government Ministers as a template and role model for enterprise development in the country, as well as having a role at the heart of government programmes. In the State Opening of Parliament in 1999 President Rawlings said: ‘To encourage graduates to become selfemployed the Ministry of Employment and Social Welfare, in conjunction with EMPRETEC, has developed projects in the agricultural, industrial and service sectors.’ EGF is a member of and key role model for, Enterprise Africa (EA), a regional initiative of UNDP Africa, with a vision of becoming a centre of excellence for the creation and nurture of a globally competitive private sector in Africa. EA provides a focal point for country-led initiatives that seek to develop a new generation of small and medium enterprises contributing to competitiveness, job creation and sustainable livelihoods in Africa.
replicate these successful programmes in up to 20 countries in sub-Saharan Africa. This will also promote cross-fertilisation of ideas and regional integration amongst the African entrepreneur network, as well as globally. 2.4 BESO is developing the capacity for local volunteering through the establishment of Expert Service Organisations. These organisations support volunteering within national boundaries and on a regional basis. Expert Service Organisations have already been established in Ghana and South Africa. • The Ghana Executive Service Organisation (GESO) is one of the outputs of GEDPRO, firstly because of the innovative way in which local volunteers are being used as part of an integrated approach to enterprise development, but also because it is a pioneering model of volunteering in the South. Established with BESO’s strong support in 1997, it has enabled Ghanaian experts to volunteer and support enterprise development within their own country. BESO provided the model on which GESO was structured and supported its development with the appropriate expertise. At BESO’s initiative, GESO has become the first such organisation from a developing country to be represented at the world Senior Expert Services conference in 2001. GESO now has over 120 volunteers and is operating without any funding from institutional donors by collecting contributions to costs from its clients and by raising money from corporate bodies. • SABESO: BESO first launched a pioneering expert service subsidiary in South Africa in 1992 with support from DFID. It was re-launched as an independent organisation, with a local Board, in 1999 under the name of SABESO. SABESO has initiated a series of strategic partnerships through which it will be able to target high-value added interventions in support of South African and regional development implementing agencies, while also providing business development services to small and medium sized enterprises. SABESO has also been instrumental in forming a consortium lobbying government to provide greater support for enterprise development.
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2.3 GEDPRO has proved a critical source of learning on sustainable business development service organisations. Enterprise Africa and BESO intend to
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3. INSTITUTIONAL APPRAISAL
(A) Policy Synergy
3.1 BESO believes that skills transfer helps to empower the poor so that they can participate fully in economic and social development. The following sections highlight BESO’s policies and programmes which will contribute to achieving the International Development Targets.
Enterprise Development
3.2 BESO and DFID agree that economic growth is essential for poverty reduction, and for the International Development Targets to be achieved. Sustainable skills acquisition through the provision of business development services to small and medium sized businesses is a critical success factor for economic growth to occur. 3.3 BESO shares DFID’s belief that economic growth alone is not necessarily enough. The benefits of growth must be shared with the poor, and by creating direct opportunities for employment in the formal sector, and generating stronger market demand for goods and services from the informal sector, BESO believes that small and medium enterprises can provide them with real choices. BESO’s four strategic objectives in enterprise development are: • Targeted Business Development Services: It is recognised by DFID and BESO that the private sector needs targeted support, and a key BESO approach is to promote equitable economic growth by providing business development services to small and medium sized enterprises. BESO is prioritising its resources into support for dynamic sectors and businesses, especially those with a strong multiplier effect. BESO is also seeking to increase its support to enterprises that have a direct impact on relieving poverty by providing opportunities for income generation and skill acquisition to particularly disadvantaged groups.
• Strengthening Institutions Supporting the Private Sector: BESO will build the capacity and sustainability of institutions that support the private sector. These include business development organisations, chambers of commerce, trade associations and public sector bodies charged with enterprise development. Where possible these will be existing organisations, but where appropriate, BESO will work with its partners in the establishment of new intermediaries, such as business incubators, or extensions to successful programmes. • Creating an Enabling Environment: BESO believes that the private sector needs to operate in an environment that encourages fair competition and market efficiency. This demands a transparent framework of legislation and regulation. BESO believes it can have an increasingly important role in influencing government policy in enterprise development. BESO hopes to replicate the impact that GEDPRO has had on the government of Ghana by taking this model to many more countries. In addition, BESO will seek to identify methods whereby it can begin to contribute more directly to policy debate, both in the public arena, and also through utilising its networks to reach senior levels of government. • Global Connections: BESO has a role in encouraging the global private sector to be more socially responsible in sharing the benefits of economic growth with disadvantaged groups. An example of this is the Social Impact Projects Programme South Africa (SIPPSA). This aims to provide a vehicle for private sector multi-national corporates with interests in the UK and South Africa, to develop further good citizenship through sponsorship of BESO’s work. BESO will also ensure that all opportunities possible are utilised for small and medium sized enterprises in the South to create linkages between each other, and larger companies in the North.
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Supporting Local Volunteering
3.4 BESO aims to build a network of Expert Service Organisations, over the next ten years in up to 40 countries, whose activities complement each other in support of organisational strengthening in the South, and engage the widest possible number of experienced and influential people in volunteering. These Expert Service Organisations will deploy skills available from local volunteers backed up by specialised skills from the UK or the Senior Service Network in developing local capacity to provide business development services. Local volunteers will also strengthen organisations engaged in social development and provide role models to other civil society organisations, whilst promoting global volunteering. Expert Service Organisations will assist in building local partnerships that could influence government policy, both at home and overseas. Where possible, BESO will work with its private sector partners to bring resources into these Expert Service Organisations.
• Health Capacity Building: BESO’s other health programmes will largely be in the provision of specialist advice and training that helps partners manage their own organisations more effectively, or modernise medical practice and custom. DFID recognises that some of BESO’s work will be in areas that do not directly address the health International Development Targets, such as programmes supporting more efficient hospice development, and the treatment of people with disabilities.
HIV/AIDS Mainstreaming
3.6 A cross-cutting programme will be piloted in partnership with VSO, to raise awareness of HIV/AIDS. This will capitalise on BESO’s ability to attract requests for support from private sector organisations that VSO has traditionally been less well able to reach. BESO Volunteers will be asked to encourage owners, managers and employees of businesses to give a high priority to mainstreaming HIV/AIDS issues in their organisations.
Health
3.5 BESO’s work on health will contribute to the International Development Targets by increasing the efficiency of health provision. Through its ability to engage with the private sector, BESO will make a specific contribution that accords with DFID’s view that the private sector (and particularly the individual private practitioners), is a potentially effective supplier of health services to the poor. The key areas are: • Occupational Health and Safety: Building on BESO’s involvement with the private sector, BESO will implement a crosscutting programme with the specific objective of building awareness of occupational health and safety in the workplace. DFID has identified this as an area where the UK has significant knowledge and experience. BESO has already identified volunteers with the appropriate experience.
Governance
3.7 BESO believes that both effective governments and efficient markets are essential if developing countries are to reap the benefits of globalisation. BESO will focus more resources on working at government level to improve policies, advocate best practice and support locally owned integrated poverty reduction programmes that address the International Development Targets. This will build on BESO’s ability to deploy high level advisers to government to assist in areas such as policy formulation, drafting of laws, strengthening of democratic institutions, revenue collection, urban planning, and the provision of expertise to organisations that strengthen regulation of financial markets.
Development Awareness
3.8 Using material produced by the Central Bureau of the British Council, BESO is planning to
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support school-linking activity helping children to develop an understanding of international development issues, through the process of comparing and contrasting life experiences with children in countries world-wide. The BESO added value will be the provision of a BESO Volunteer from the education sector, with the expertise, time and energy to catalyse the establishment of links. BESO is also planning to work with Rotary International to widen the constituency of people supporting international development and global citizenship by providing feedback from Rotary Volunteers to Rotary International’s 60,000 members in the UK, and through them to an estimated network of 250,000 friends and 1.2 million Rotary International members. It will also encourage Rotarians world-wide to utilise their business abilities and networks directly in pursuit of pro-poor economic development.
Box 2: BESO Monitoring and Evaluation BESO assignments are monitored on an individual basis through the use of a modified logical framework. BESO Volunteers and Clients collaboratively set the desired shortterm objectives (outputs) and long-term objectives (purposes) during the first half of the assignment. They also identify indicators, the source of these indicators, and baseline data where appropriate. Wherever possible, assignments are reviewed after anything between three months and two years to assess whether or not the desired outcomes have been met. These reviews will provide information that can be used to provide evidence of achievement against donor targets, including the International Development Targets. Programmes will be assessed independently from individual placements.
(B) Organisational Assessment
3.9 An independent organisational assessment of BESO, commissioned by ODA in 1996, concluded that BESO was “a highly effective organisation which makes a substantial contribution to the developing world, Eastern Europe and the Former Soviet Union”. The assessors advised that given the rapid growth in the organisation, there were a number of areas where performance could be enhanced. The areas identified were on staffing, structure, systems, management and policy, some of which were also a major concern to key stakeholders. BESO has addressed most of the 111 specific recommendations. 3.10 Since 1996, DFID was established and the Government has produced two White Papers on
international development. BESO has been challenged by its stakeholders, including DFID, to improve the effectiveness of its activities. It is doing so by increasing its focus, building its lesson learning capacity to become an advocate for better policies, and developing programmes and partnerships that maximise the impact of its volunteers contributions. BESO is also committed to diversifying its funding.
Focus
3.11 BESO is setting targets for the inputs to each of its main activity sectors (enterprise development, health, governance and education) in its Corporate Plan. Most of BESO’s resources are now being targeted on less than fifty countries compared to over one hundred in the past. BESO is planning to focus further aspects of its work on twenty priority countries identified by reference to the UNDP Human Development Index ranking, and by an appraisal of where BESO is most able to add-value, as evidenced by its track record and operational strengths.
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Learning and Influencing
3.12 Within the last two years systems and processes have been designed and implemented to allow BESO to systematically monitor and evaluate its work. In recognition of the importance of learning and influencing, BESO will develop a policy unit to develop further this capability and strengthen its country and sector planning so that it can utilise all possible opportunities to learn from its work, adjust its policies accordingly, and share the lessons learned.
• The Senior Service Network: BESO will build on the progress made so far with its European partner organisations in combining effectively to provide services to the European Commission. BESO will continue to share experience, benchmark best practise and co-operate operationally where possible with its 34 sister organisations around the world.
Financial Diversification
3.14 BESO will continue to make every effort to diversify its funding base, such as by attempting to become the partner of choice for the private sector in social responsibility programmes. Targets for BESO’s long-term financial viability are set through its Corporate Planning process. 3.15 BESO believes that controlled growth will enable it to meet the demand for its assistance, which currently exceeds its ability to fund assignments and improve its utilisation of the many highly skilled and motivated BESO Volunteers who go unused at present. 3.16 The strategic funding provided through the PPA will enable BESO to build its capacity so that it can access increased financial and practical support from other sources and thereby reduce its reliance on DFID.
Programmes and Partnerships
3.13 Building successful programmes and partnerships is critical for BESO. Service club organisations such as Rotary International, Enterprise Africa, the Empretec organisations and the Senior Service world-wide network are all important partners for BESO, and it will continue to expand this network • Rotary International: The existing close relationship with Rotary International in Great Britain and Ireland (RIBI) is being operationalised through a five year programme utilising members of Rotary International Service Clubs world-wide in the implementation of BESO programmes. It allows individual RIBI Service Clubs to contribute to the costs of, and identify with, an actual assignment and receive information on its progress. • Enterprise Africa and Empretec: Building on the experience of GEDPRO, BESO will work through enterprise development programmes established with existing partner organisations such as Enterprise Africa and the UNCTAD managed Empretec franchise holders. BESO will deliver business development services to its partner’s clients through specific high value-added interventions.
Organisational Development
3.17 Over the period of the PPA BESO will continue to examine the structure and capacity of its organisation. It will ensure that it has sufficient volunteers with the required skills to deliver its programmes. Assessment processes are being developed to strengthen its ability to identify the volunteers suitable for inclusion on the Register. There will be targeted recruitment (using sector specialist groups and networks within British business) and improved induction and mentoring
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schemes. Alternative ways of supporting BESO will be identified for volunteers without those skills required for its programmes. These could include fundraising and profile raising. 3.18 The selection, training and management of BESO Representatives Overseas is also to be reviewed following the DFID sponsored workshop in December 2000. The aim will be to increase the impact of BESO
assignments by improved pre-assignment assessment, more effective identification and appraisal of local partners and clients, and increasing the responsibility of its overseas representation. 3.19 BESO will continue to develop its use of information technology to increase the efficiency of its operations, and to explore innovative ways of linking its clients and volunteers using the internet.
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4. PPA STRATEGIC OBJECTIVES
4.1 BESO’s mandate and mission contributes directly to the delivery of the International Development Targets. The goal of the partnership is to eliminate poverty. The purpose of the partnership is to use the distinctive and complementary strengths of the two organisations to strengthen private sector, civil society and governmental organisations, in the South. This will be achieved by supporting the work (Annex 1) and the organisational development of BESO over a five year programme which coincides with the five-year Corporate Plan soon to be ratified by the BESO Board. 4.2 There are two cross-cutting areas of specific interest for DFID. • The creation of a healthy and vigorous private sector in developing countries and transitional economies, in which all sections of society can have confidence. This encompasses all of BESO’s programmes in enterprise development, including its support for business development organisations, much of its governance work, and BESO’s distinctive ability to promote occupational health and safety in the private sector. • The building of capacity of southern civil society organisations to provide business development services through local volunteering. This will be achieved through establishing and supporting Expert Service Organisations that will join the network of senior service organisations, and will provide a new volunteering model for civil society in many countries.
Agenda for Collaboration
4.3 DFID and BESO will develop a framework and baseline for monitoring the PPA by October 2001. To monitor the performance of the partnership, specific indicators will be developed. These will relate to activities in the two areas of specific interest to DFID above as well as the areas that BESO is undertaking to improve its organisational effectiveness: e.g. focusing the work, diversifying the funding base, improving the learning and influencing capacity and developing stronger programmes and partnerships. During the lifetime of the PPA, BESO will prepare a new Corporate Plan. 4.4 There will be an annual meeting between DFID in the UK and BESO management covering the events of the previous 12 months. These meetings will look at possible developments for the future. In addition to BESO monitoring its progress in contributing to the International Development Targets, DFID will report on the value of the BESO contribution to the achievement of DFID’s objectives. 4.5 DFID and BESO will implement practical mechanisms to ensure that both organisations are kept up to date on changes to policy and practice and can share learning, including information on contacts and resource centres. Matters of mutual interest should be discussed at country and regional level on a regular basis.
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5. MANAGEMENT AND MONITORING ARRANGEMENTS
5.1 A Memorandum of Understanding between DFID and BESO will set out details of the financial and other arrangements for this Agreement. 5.2 The PPA will last for a period of five years to coincide with BESO’s Corporate Plan.
the relevant DFID department and will be in addition to the strategic grant in paragraph 5.3.
Communication and Co-ordination
5.7 DFID will work with BESO primarily through its Chief Executive and its Executive management structure. 5.8 Within DFID the Civil Society Department will be the co-ordinating department for the PPA, with the designated Deputy Programme Manager as the first point of contact. Monitoring 5.9 Progress of the PPA will be monitored through DFID participation in BESO annual strategic reviews. Following each review, a plan of specific joint activities for the forthcoming year will be produced, alongside a report summarising performance against the prior year’s plan. Evaluation 5.4 It is agreed that BESO will allocate the funding to costs that BESO identifies as being necessary to support its strategic objectives and the cross cutting specific areas identified in section 4. 5.10 An independent, external evaluation will be conducted during the first six months of the final year of the partnership. This evaluation will: • Advise on the impact and value of the partnership to both organisations; • Review its operation; • Evaluate the monitoring systems; • Advise on how the partnership should be developed further; Similar evaluations will be conducted at other times if requested by either party and agreed by both.
Funding the Partnership
5.3 Subject to progress on meeting the objectives of the PPA, DFID will provide strategic funding to support this agreement with BESO. The total amount payable for the five financial years, 2001-2006, will be £7.5 million. The contribution will be allocated within DFID’s financial years as follows:
YEAR 2001/02 2002/03 2003/04 2004/05 2005/06 Total TOTAL £ 1.42 1.46 1.50 1.54 1.58 7.50
Payment and Accounting
5.5 The DFID contribution will be paid quarterly in advance on receipt of a formal request from BESO estimating overall expenditure for the quarter to come. BESO will submit quarterly financial reports, showing overall organisational expenditure and giving PPA funding as a percentage of the total. 5.6 Funding of BESO through DFID overseas offices and other departments will be determined by
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ANNEX 1. BESO STRATEGIC FRAMEWORK
OUTCOMES Capacity of organisations whose activities contribute to meeting the needs of poor people is enhanced
ACTIVITIES Prioritise and focus activities on disadvantaged people in the least developed countries and transitional economies. Address the needs of entrepreneurs through the provision of targeted business development services.
INDICATORS (By 2004) • Evidence of increased geographic focus.
• Minimum of 65% of assignments targeted in enterprise development. • Clear evidence from monitoring systems of long-term benefits to enterprises arising from BESO programmes and assignments. • Clear evidence of sustained use of BESO services by enterprise development partners. • Funding achieved for EDPROs from bilateral sources. • 5 ESOs operational by 2004 • 2 ESOs showing sustained growth by 2004 • Evidence of effective responses to DFID requests for assistance. • Minutes published of meetings between DFID and BESO. • Evidence from joint reviews and evaluations of effective partnership. • Evidence from monitoring system of programmes and assignments influencing propoor economic growth, maternal mortality rates, access to reproductive health, and raised HIV/AIDs awareness.
Implement EDPROs that leverage the impact of business development services.
Introduce local national Expert Service Organisation (ESOs). Develop more effective relationships with partners, in particular DFID departments.
Verifiable evidence of contribution towards reduction of global poverty in regard to IDTs.
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OUTCOMES Influencing policies and practices that affect poor people is enhanced
ACTIVITIES Seek out opportunities to influence policies and practices through upstream, high level assignments with national governments. Seek out opportunities for innovative new approaches to add-value to BESO ongoing interventions through crosscutting programmes. Improve and disseminate understanding of effective organisational strengthening, learning between BESO and DFID, and BESO’s capacity to plan.
INDICATORS (By 2004) • Examples of BESO Governance assignments affecting government policies and practices. • Evidence of added value from cross-cutting programmes.
Capacity to learn and disseminate lessons arising from BESO work is enhanced.
• Evidence of a consistent professional approach to M&E across BESO’s work. • Verifiable evidence and examples of identifiable lessons learned put into practice by BESO. • Evidence of improved quality of planning arising from lesson learned. • Examples of identifiable lessons learned put into practice by other organisations, including DFID. • Evidence of knowledge-building with the public, such activities associated with BESO’s 30th anniversary and the International Year of the Volunteer. • Records of talks given by BESO Volunteers and staff to Service Clubs. • Verifiable evidence of linkages between schools in the North and South.
Public awareness of global issues worldwide is increased.
Contribute to development awareness in the UK.
Build links with and between Service Clubs using BVs who are Service Club members. Add-value to school linking activities.
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ANNEX 2. KEY INFORMATION ON BESO
Contact Details
BESO 164 Vauxhall Bridge Road, London SW1V 2RB Telephone: 020 7630 0644 Fax: 020 7630 0624 Email: ‘team@beso.org’ Website: www.beso.org
Worldwide Presence
Region Developing World East and Central Europe UK Regions Total BESO Representative 77 30 52 159
Income and expenditure
Income 2000/01 (un-audited) DFID (as below) International agencies Cash donations Contributions from clients Donations in kind Investment income Events Total (£,000) 1,408 101 295 86 136 30 50 2,106
Staffing
Staff breakdown UK Overseas Offices Total Total 60 30 63
DFID Funding
DFID Funding of BESO Block Grant DFID Other Total 1998/99 1999/00 2000/01 £,000 £,000 £,000 1,327 1,331 1,365 681 572 433 1,395 1,388 1,408
Expenditure 2000/01 (un-audited) Direct charitable expenditure Assignment costs Support costs Fundraising and Publicity Administration Reserves4 Total
(£,000) 605 1,042 87 261 111 2,106
1. IT Grant Release 2. IT Grant Release (50); Impact Manager salary (7) 3. IT Grant Release (8); Impact Manager salary (25); BESO Representatives’ Workshop (10) 4. 14.8 Weeks Reserves (Targeting 26 Weeks)
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ANNEX 3. CONSULTATION PROCESS
DFID’s Civil Society Department and BESO have worked closely together during the preparation of this paper by a series of meetings between DFID and
BESO, and views from each agency are incorporated into the PPA.
DFID
14
May 2002