09660 sadc roadmap ch8

8/12/2019 09660 Sadc Roadmap Ch8

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Into the Future

Pamela Mhlanga maps the way forward at an Alliance meeting. PHOTO: COLLEEN LOWE MORNA99


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This chapter maps out the future directionof the Alliance looking at what has worked,what needs to be guarded and priorityactions, such as tracking and measuringchange.

The adoption of a collective/coalitionapproach was the best strategy asgender transformation, evidencedfrom past achievements, will effect-ively take place if it is done from acollective perspective ensuring thatall key stakeholders in the regionare consulted and actively partici-pat ing in the process . Using aparticipatory approach to the processto ensure that most key stakeholders areon board and take part adequately wasthe key to the success of the adoptionof the protocol.Elsie Alexander, Botswana national focal point, and of Women in Law and Development in Africa(WILDAF)

As the Alliance looks to the future after theadoption of the Protocol, it is focused onconsolidating the gains that have beenmade, and using the lessons learnt as thefoundation for its growth and for taking thecampaign to the next level of ensuring thatmember states now walk the talk andimplement the Protocol. Issue-basedadvocacy was the cornerstone of theAlliances work and this principle will

continue to sustain the campaignsmomentum in the future.

As the Head of the SADC Gender UnitMagdeline Madibela noted in herForeword to this handbook, the partner-ship between governments and civilsociety, strategic organising, having aclear roadmap and support structuressuch as taskforces all were successfulstrategies leading to the adoption of theProtocol. The following, are some of the

other strategies and approaches thatworked:

Coalition building Agenda setting setting a central

agenda from the onset and using thisas a basis for building regional andnational lobbying strategies.

The identification of partners as well asa targeted expansion strategy. Thecoming together to form a coalitionwas an organic process. Partnershipidentification was based on themandates, expertise, comparativeadvantage, a shared vision andethics.

Creating a democratic and affirmingspace for cross border campaigning hasbeen key in guiding the Alliances work.Developing guiding principles andworking modal i t i es tha t fos te rtransparency and accountability hasunderpinned the coalition buildingprocess within the Alliance.

Advocacy and lobbying Structured process of reviewing and

refining advocacy and lobbyingstrategies also worked well. Alliancemembers met at strategic moments,for example at SADC Summits, totalk through their experiences and

to strategize on how to address thegaps and challenges. In March 2009,for example, members conducted aSWOT analysis and resolved to bringthe momentum back in to thecampaign with a renewed focus onsome emerging issues (the impact ofhumanitarian crises in SADC on the rightsof women).

The crafting of a broad range of toolsto facilitate tracking of processesinternally (report back tool for Alliance

members), and externally (analysis ofdevelopments relating to successivedrafts of the Protocol), as well asadvocacy and lobbying (position paperson Alliance concerns and proposals).These have ensured that the campaignsmessage and approach remainconsistent.

Gathering intelligence on government,intergovernmental and other structures,their functions and level and influence,and the implication for the campaign

at national and regional levels. Forexample, information on the dates of

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What has worked


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Roadmap to Equa l i ty Lessons learned in the campaign for a SADC Protocol on Gender and Development1O1

key meetings, the agenda of thesemeetings and the composition ofgovernment delegations. Elsie Alexander,the Alliances Botswana focal person,also said that incorporating the nationalmachineries more effectively after 2007at the national and regional levelledto the success of the adoption of theprotocol.

Constant negotiation on the Alliancemembers positions on issues, as well asconstant discussions and negotiation onwhen to retreat, when to changedirection and how to articulate the mainpoints of the campaign provedsuccessful in building ownership of thecampaign and a strong unity amongthe members.

Information and communication Raising the visibility of the campaign

through a well structured mediastrategy. This has included periodicwriting of opinions and commentaries,press releases, involving mediapractitioners in Alliance activities,targeted briefing of media, engagingmedia editors.

Using innovative communication

strategies for members to meet and stayconnected; teleconferences in betweenAlliance meetings, cyber dialogues onspecific issues.

Unpacking the information in theProtocol so that there is better outreachto a range of end users; for examplesimplified versions of the SADC Protocolin local languages and the three officialSADC (English, French, Portuguese)languages. An Advocacy Kit with factsheets that the Alliance members and

other partners can use.Leadership and management Identifying strong leadership with the

requisite mandate and reach is key inmaintaining the momentum of acampaign. Likewise decentralizingleadership so that there is widerownership and shared decision makingis a hallmark of effective organising; thisi s l inked to respons ib i l i ty andaccountability

It is essential to create space for frankand open conflict resolution and a

mechanism for airing views on the prosand cons of the coalition and its work.Efforts have been made to create thespace in each Alliance meeting to focuson working modalities, challenges andopportunities, whilst also addressingconcerns.

The Alliance is leading the Protocolcampaign and needs to constantlyreflect on how it can reposition itselfso that Protocol issues are on theagenda and are mainstreamed inthe work of other social movements inSADC.

Knowledge building There has been recognition that whilst

members come into an initiative withrich expertise and good track recordsin addressing a diversity of gender issues,specific skills may be required to supportthe campaign process. Training has beenundertaken, particularly on engagingmedia, in order to strengthen themembers skills base so that they cancampaign more effectively. However,some important learning opportunitieshave also evolved, for example, a betterunderstanding of SADC, the Protocol

system, diverse gender issues and howto articulate them better, mapping ofplayers and processes on gender anddevelopment at regional level. Thisremains a central strategy for makingthe Alliance and campaign processmore effective.

GEMSAs Rose Haji and Charles Chisala get the word out through Cyber dialogues.PHOTO: COLLEEN LOWE MORNA


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The growth of the Alliance and its workrequires careful management andnurturing, to ensure that it maintains itsessence and stays true to its vision, missionand principles. This requires a reflection onwhat needs to be guarded in order toensure that the process is sustained and itsimpact and influence is felt; there is still along road to travel in order to make theProtocol a reality in the daily lives of womenand men in SADC. So what needs to beguarded?

Integrity of the process Sensitivity to issues of diversity, differences

of opinion, different locations andunderstanding of the Alliance and itswork by members must be maintainedin order to ensure that there is space tonurture this.

Much energy needs to go towardsmaintaining the profile of the Allianceas a serious and focused network, whichmeans maintaining the consistency of

the message, articulation of issues andshared understanding on approachesto the work.

The experience and comparativeadvantages, pol i t ical inf luenceand profile of the members needs tobe nurtured, creatively utilized andsupported to anchor the growth ofthe Alliance and ensure delivery;the level of trust that has been builtneeds to be maintained.

Building and nurturing relationships The relationship with governmentsand the SADC Secretariat is strongin some cases and f rag i le inothers, however, the Alliance alwayshas to take care not to be co-optedand lose its agenda; retaining theidentity of the Alliance as a civilsociety movement is integral to itssuccess.

Building constructive relationshipswith other key thematic networks on

areas where mutual support isnecessary will remain a priority.

Examples of potential networks andorganisations to invest in includehuman rights networks, SADC Council ofNGOs, HIV and AIDS networks, andorganisations involved in broadersocial movement building.

A stronger and more structuredrelationship with SADC is essentialgoing forward; thus whils t thecurrent entry point for the Alliance isthe SADC GU, there is need to usethis relationship to forge a strongeralliance with other Directorates inSADC.

The leadership and managementof the Alliance have been consistent,and stronger support mechanismsare needed so that the leadershipdoes not suffer from fatigue; membersneed to take greater ownershipof processes and strengthen synergiesamongst themselves.

Knowledge building

The approach adopted to supportAlliance members knowledge baseis critical if the work of the Alliance isto sustain momentum. Knowledgebuilding has been addressed throughspecific skills building sessions withinthe Alliance. This needs to be nurturedand built on.

Critical reflection has played animportant role in the growth of theAlliance, and every opportunity needsto be created to support this, and to

bring in other thinkers and players tofacilitate and share in the process.

Movement building from the ground The Taking the Protocol to the Villages

advocacy model has demonstrated thepotential for nurturing movementbuilding to achieve gender equality, ina way that can bring men and womentogether to achieve a common goal.This is potentially an excellent way ofgrounding the Protocol campaign in a

more sustainable way, so that it is morepeople driven than before.

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What needs to be guarded?


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Priority actions The priorities for the Alliance in the short

and medium term include mobilising forthe ratification or signing of the Protocol,and its effective implementation.Critically monitoring and trackingprogress is central to the work of theAlliance going forward. The focus of thenine thematic clusters will be to ensurethat the actions identified to advancethe actions in those sectors areundertaken and meaningful impact isachieved. The thematic priorities willinform national action in those areas,as well as relevant members of theAlliance.

Periodic review of the three- yearconsolidated plan and operationalguidelines is key to sustaining the workof the Alliance, supported by a goodresource base mobilised by the Allianceleadership with the support of themembers.

The growth of the Alliance in terms of

reach and depth is essential for longterm sustainability, which is, reaching outto new partners and associates, anddeepening the approaches andstrategies to achieve results.

Measuring change There are two distinct areas of work

for the Alliance in the short to mediumterm. First is the design of a tool formeasuring change in achievinggender equa l i ty and womens

empowerment in the sectors prioritisedand identified in the Protocol. In March2009, the Alliance reviewed andworked on a measuring tool, the SADCGender Protocol Barometer (Barometer).Baseline information was identified,as well as the indicators and sourcesfor the information at regional andnational level. Second, is strength-ening the tools for measuring thegrowth of the Alliance, beyond thenumbers. This requires review in order to

ensure that more indicators of successare integrated.

The Barometer will be used by membersto measure change at regional andnational levels. The quantitative andqualitative data will provide informationon the status of women relative to menin each of the sectors, but also allowone to compare information acrosscountries in all the areas. It is designedas a user friendly tool that members willbe comfortable using. The idea is tofurther interface this process with otherefforts, such as those developed by theSADC Gender Unit and its partners (e.g.SADC Gender Monitor).

National Action Whi le t he r eg iona l campa ign

continues, much more energy needsto be app l i ed i n - coun t ry. I nparticular, the protocol needs tobe taken to every hamlet and villageof SADC if we are to achieve a region

in which women and men are truyequal.

Where next?


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Annex A

Coalition Building

Does the coalition have strategies and resources to build a shared understanding ofthe issues and purpose for collection action among its partners?Has space been created for constructively engaging on the campaigns identity,approach, mission, vision and operations?Is there room for periodic review of the fundamental glue (mission, operations) thatholds the coalition together?Has the leadership been negotiated from the beginning, and structures foreffective leadership debated and agreed upon? Is there space for periodicreview?Are there accountability and transparency mechanisms in place? For example, periodicreporting, information on resources shared with all partnersIs there an effective mechanism for conflict management and resolution; aremembers periodically using it to share diverse views and differing opinions?What cross-border activism strategies are in place for building solidarity amongmembers?Are there tangible benefits for partner organisation s involved in the campaign, i.e.capacity building, shared resources, etc.?Are members sufficiently motivated and informed of all events and processes as theyunfold? What mechanisms are in place for addressing members differing informationneeds, particularly across borders?Are members talents, influence and power acknowledged and harnessed at everyopportunity, that is, are members at the centre of the coalition and driving it?Is there a communications strategy for networking the coalitions members and forsupplying a steady flow of information to and from the members?

Understanding regional processes

Are there champions in the sub regional institutions/organisations or in high-levelpolitical positions at national level that can be valuable and strategic allies in pushingyour agenda?Are there key policy instruments and frameworks in the sub regionalinstitutions/organisations that commit the region to advancing gender equality andwomens human rights?Has the policy framework for advancing gender equality and womens human rightsbeen translated into a programme of action with specific activities, targets and

measurable outcomes?Do the gender equality and womens human rights policies and programmes

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Checklist for change


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provide the space and opportunities for engagement between civil society andgovernments?What sub regional institutions/organisations are pivotal to advancing the genderequality and womens human rights agenda?Are there structures within the sub regional institutions/organisations tasked withcoordination, implementation and monitoring and evaluation of the regionalprogramme of action to advance gender equality and womens human rights?Do the structures have the capacity and resources to effectively carry out its mandate?Is it strategically placed within the sub regional institution/organisation to move thegender equality and womens human rights agenda?Is there a precedent of the structure relying on civil society for technicalexpertise?Who are the key, primary and secondary stakeholders in moving the genderequality and womens human rights agenda through regional processes?How are these stakeholders constituted at the sub regional level? What are their rolesat the national level?

Lobbying and advocacy at national level

What strategy is being deployed at regional level to support a campaign and how isthis replicated at national level?Has there been a careful mapping of national processes, and how is thecampaign going to be mainstreamed and form a reference point for theseprocesses?What are the key entry points at national level, and what tools are being deployedto engage meaningfully?What mechanisms are in place to develop a shared consensus on issues, and how is

this going to feed back to the regional process?Has a clear information and communication strategy been developed? Does it addressmedia engagement? How?What space is there for shifting strategy at national level to take into account changesand developments? How does this feed into the regional processes?Is the outreach work well structured? What linkages have been developedwith community based initiatives, traditional leaders/structures, and women inrespective communities in terms of taking leadership and owning theprocess?Have all IEC materials been developed in a targeted way and link regional developmentsto national concerns and issues (regional in dimension but country specific?

The Power of research and drafting

Have audits and research been conducted to establish a strong baseline for the areasand issues that need to be addressed in a legally binding document on genderequality?Has an international and regional commitments framework been used to contextualizeand pull together in the protocol the standards and benchmarks that countries shouldaspire to reach?Have a series of Checklists been developed to identify the gaps and provide astructured approach to make recommendations to eliminate the gaps?

Are tracking tools in place to monitor changes, losses and gains as a developingprotocol moves through a series of drafts?


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Media, information and communication

How do you plan to brand your campaign?Do all members agree with the logo, slogan and messages?What sort of materials do you need to develop? To whom will these be distributed?How will the distribution be tracked? How will feedback be incorporated into yourwork?How can you use new media to leverage your work?What relationships have been developed with the mainstream media? How can thesebe improved?What materials can be developed to help improve media coverage?How do you plan to track media coverage? How can this assist in improving the quantityand quality of coverage?

Capacity Building

What informs the training being undertaken for members? Is it designed to producea number of outcomes (direct and indirect)?What opportunities have been created to utilise the skills and expertise within themembership? What steps have been taken to provide incentives to members whoprovide expert input and support?Are there ways of linking one training process with another, to ensure that learningbuilding blocks are well established?What follow up support is provided for members once training is complete? Isthere a well structured feedback mechanism on how the training has beenutilised?How well designed are training opportunities so that there are spaces for peer learning

and sharing, including mentoring?What mechanisms exist for replicating good practices in experiential learning?

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ALLIANCE Institutional and Operational Guidelines

Principles:

The Southern African Gender Protocol Alliance (Alliance) is a coalition of gender andwomens NGOs campaigning for the adoption, ratification and implementation of theSADC Protocol on Gender and Development (Gender Protocol). The vision of the Allianceis underpinned by the desire to make every voice count, and guided by the principles ofdemocracy, ethnic and religious diversity, equality, fairness, transparency, accountability,as well as linguistic and geographical representation.

The Alliance is for the effective participation of women, gender activists and gender NGOsin the implementation and monitoring of the regions gender agenda, so that gender

equality and womens empowerment become a living reality for the millions of SADCwomen and girls.

On adoption of the Gender Protocol, the Alliances focus shifts to lobbying for its speedyratification, and then tracking and monitoring implementation by SADC governments.

The Alliance shall have a logo which will be used in all correspondence.

Membership Criteria

The NGOs, CBOs or FBOs that are part of the Alliance must meet the following criteria: Must be registered and operating in a SADC country at community, national or regional

level.

Should be working in the field of womens rights and/gender as elaborated in all SADCdocuments, especially the SADC Declaration on Gender and Development andAddendum on gender based violence, as well as the SADC Protocol on Gender andDevelopment.

Should either be led by women, demonstrate a gender balance particularly at decisionmaking level or be striving to achieve this.

Like minded organisations from outside SADC may join as associates.

Principles and criteria for membership

Annex B


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Each member shall provide a profile of the organisation and the work it does.

Each member shall provide bi-annual updates on the progress being made in its workrelated to the Alliance.

Other African organisations are welcome to be associates of the Alliance but cannotbe members.

Non-African organisations with similar interests that wish to be associates must beconstituted in Africa and established by law in that African country. Such associatesare expected to contribute financially and otherwise by lending support to a regionalor national organisation.

The members shall ensure that the work of the Alliance is known and supported in theircountries and regions.

Membership Application

A formal application should be submitted to the overall coordinating organisation The application shall be considered by members of the Alliance Steering Committee,

based on the criteria, and within one month of the submission of the application. A formal communication shall be sent to the applicant organisation communicating

the decision of the Steering Committee.

OperationsThe Alliance shall be composed of an overall coordinating NGO and thematic clusters.The clusters shall be coordinated by a lead NGO that will liaise periodically with the overallcoordinating NGO. The overall coordinating NGO and thematic cluster lead NGOs shallform a Steering Committee. The Steering Committee shall meet periodically to reviewprogress, and shall report periodically to the Alliance.

The tenure of the overall coordinating NGO and the Steering Committee shall be for aperiod of 3 years.


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I realised the power ofp a r t n e r s h i p s b e t w e e ngovernments and civilsociety, because the

different comparativeadvantages brought inby the various partnersenhanced the drafting ofthe Protocol.

MAGDELINE MATHIBA MAGDIBELAHEAD, SADC GENDER UNIT

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09660 sadc roadmap ch8

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