Rule of law

In-person training conducted through a series of shorter sessions over a period of several months, rather than one training condensed into a short period of time, can improve learning and support the building of connections and networks between participants, which is important to recognize and leverage.

Building cross-party networks of LGBTQI+ activists can ensure that key issues are retained on the agenda and more substantively engaged across the political spectrum.

Clarity around how, and who, to engage within political party structures is important for targeting interventions at those most likely to embed learning in the structure. But even when internal learning structures within political parties are engaged – like the ANCs OR Tambo School of Leadership, a lack of resources to cascade learning can limit the number of indirect beneficiaries.

Project design processes must carefully think through the outputs required for outcomes to be achieved and be realistic in what transformation training can bring in a relatively short period of time to a political party, which is not just a technical entity, but a political body. One training on LGBTQI+ issues for a political party is unlikely to trigger significant policy or legal changes in a two-year period.

Supplementing training through follow-up coaching and mentoring and by creating platforms for ongoing dialogue and engagement can build and sustain networks that are driven by shared understandings on key human rights and LGBTQI+ issues across the political spectrum.

The grantee organization LBH Apik and its local chapters are well-established grassroots organizations with internal systems and procedures in place. Building good rapport with local stakeholders was one of the key strengths of LBH Apik and a good strategy to secure commitment and can be continued in future programmes.

The elderly project should be a source of learning for both UNDEF and the grantee organization LBH Apik, since both parties have not dealt exclusively with elderly before. In a short project such as this (especially with an unexpected challenge like the pandemic), the Donor and Implementing Agency should conduct more frequently periodical pause and reflection to assess direction, progress, challenges, and lessons learnt in order to be able to manage the project adaptively. Ideally this is done every quarter. Sessions for the purpose of learning need to be intentionally planned from the outset. It is unclear whether programmatic learning is being performed from the bottom to the top, and vice versa. It is useful however to cohesively provide a picture on the differences and similarities, and what worked and what did not work.

Elderly welfare and fulfilment of their rights is a complex matter that require multi-dimensional interventions. Based on the experience of the elderly project implemented by LBH Apik, “soft” entry points like health, social gatherings, and economic opportunities have proven to be much effective as a way to gather and motivate the elderly to learn more about their rights. This can be a model for future interventions.

External coherence and synergy between the organisation’s different projects/interventions require a minimum of formal and systematic coordination such as the collaboration that took place with a feminist platform in the case of this project.

Advocacy projects in highly complex contexts require rigorous monitoring to (i) strengthen coalitions and ties despite changes to the positions of stakeholders and changing power dynamics; and to (ii) capture and adapt to the different levels of changes that could occur.