Interaction with government

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. 

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.

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.

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. 

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.