Interaction with government

Projects that require input from key decision-makers (e.g., members of parliament) can start at the national level and then trickle to the grassroots level, for more impact. In this case, input from the grassroots level assured nuances in project activities and addressed different local needs, but project sustainability and impact were assured through the critical work with high-level decision makers.

Inclusive project designs that rely on human rights actors from diverse professions and backgrounds have a high potential for reaching project objectives and mitigation strategies. In this case, the inclusion of established and new generation human rights activists from different regions, research-based professions (such as academics and journalists), legislators and policy professionals assured project impact and smooth overcoming of delays due to contextual challenges.

When projects fall on electoral calendars or are directly linked to elected officials which can shift, clear mitigation strategies must be developed to avoid significant project interruptions. In this case, the Implementing Partner was able to effectively use its advocacy skills to garner the attention of newly elected legislators and legislative staff, ensuring project continuity while shifting a potential barrier to a critical opportunity by working with a different set of decision-makers.

For sensitive topics such as monitoring government’s performance on human rights, organizations that have strong expertise, hold inter-generational membership, and work effectively on both the grassroots and national level, are best placed to carry-out multi-scalar projects and gain support and trust by high-level decision-makers. 

Material outputs are most useful when they hold long-term temporal value and become staple references, such as handbooks and online repertories. Material outputs that require regular content update need to be clearly and productively linked to sustainability strategies. This applies to the project’s online resource the Rights Index Platform, because UN Treaty Bodies’ Recommendations available within the portal require regular updates corresponding with the publication schedules of human rights reports.

Activities that are based on discussions around complex themes and issues, and are organized in remote or marginal areas, are most impactful when held in person, rather than virtually. In this project, moving to virtual spaces proved difficult, both substantially and technologically, as in these areas regular online attendance was difficult to organize remotely, and was further compounded by technological impediments, potentially weakening effectiveness. 

Building on previous projects creates important synergies and benefits, such as working with previous beneficiaries, relying on alumni networks, and learning from past experiences. In this case, the Implementing Partner relied on its participant network from previous UNDEF-funded programs to ensure an elastic project design that helped effectively adjust activities during pandemic-related lockdowns while enlarging the number of beneficiaries.

The following were the factors for a well-designed and effectively implemented youth engagement project:

• The project design with a theory of change that was shared and assimilated by the implementation team and the implementing partners.
• The strategy used to enter new communities, which was pragmatic, culturally sensitive, and politically neutral.
• The choice of implementing partners (they were from within the communities, credible, and well-known at the local level).
• The partnership strategy, which was based on empowering implementing partners and building their capacity.
• The adequate approach for positive youth engagement (recognition, accountability, and exploring their potential).
• The quality of the training programme and the diversity of learning formats.
• Well thought-out communication.