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While developing a monitoring plan for a VAWG programme, it is important to also integrate a learning plan (and implement a knowledge management strategy) so that programme teams can understand what is working and what is not, engage in ongoing learning and reflection and make any necessary programme adjustments in real-time. Ideally, the learning plan will map out the learning questions or objectives, channels, formats, frequency, timeframes and resources to analyse monitoring data, to make programme adjustments and to produce and disseminate the knowledge products. 

It is important to set…

Once the indicators to be tracked through regular monitoring have been agreed upon, you need to select the data collection method(s) for each indicator. For primary data collection, consider the unit of analysis (individuals, families, communities, etc.) and how the data will be disaggregated (by gender, age, ethnic groups, locations, etc.). Tools can include pre- and post-test questionnaires, monitoring checklists, participant feedback forms, focus group discussions, key informant interviews, field monitoring visits, monitoring reports, training facilitator surveys, stories etc. These should…

Good indicators are specific, measurable, achievable, realistic and time-bound (SMART). Each indicator needs a clear definition that describes how it will be monitored in a consistent way and the type of data to be collected (qualitative or quantitative) and how frequently so that results can be compared. Indicators are only as good as the quality of the data used to measure them, so it’s important to consider the context and culture of interventions when designing them. If it’s not feasible to collect data for an indicator, or the data that can be collected are not meaningful, the indicator…

Monitoring questions should be identified at the outset to guide and agree on what information needs to be collected. They should be supported by a description of indicators (to track and measure this information), its data source/method (where the data comes from), who is responsible for capturing this data, the timeframe for it to be captured, and associated costs.

Monitoring questions can include:

Are the proposed activities being implemented as expected? Why or why not?
What VAWG services are provided to whom, when, how often, for how long, and in what context? Health care…

A monitoring plan needs to be guided by the goals and objectives of the VAWG programme, including defining the problem statement/challenge, the risk factors and the type(s) of VAWG being addressed. It needs to align with the overall programme M&E framework which captures the overarching goal, outcomes and outputs of the programme and sets out key information to be collected throughout the programme, together with success metrics and operational benchmarks.

An M&E framework maps out the anticipated relationships between activities, outputs and outcomes, the expected results of the programme…

When engaging with national governments, think about how to influence national priorities and/or development goals so that programmes have long-term impact and sustainability. This could include collaborative solutions to share costs or mobilise resources from other sources. It can also be useful to explore options to scale up interventions by integrating them into existing government structures, for example, a school-based programme could be integrated into national education systems. There may also be opportunities to align programmes with national policies or National Action Plans.

Supporting changes in national policies and laws involves navigating complex challenges. To determine an effective advocacy strategy, it is important to begin with an assessment of these challenges and to develop possible mitigating measures. The process should also include gathering data and evidence to make the case to invest in EVAWG and identifying key contacts in government to engage with and considering how best to engage them. An advocacy strategy can include objectives and strategies on:

The adoption, strengthening and reform of laws and policies that criminalise VAWG and harmful…

Training and ongoing capacity development support can help equip policymakers and public administration employees with the knowledge and skills they need to design and implement gender equality strategies, gender-responsive budgeting, national action plans, and multi-sectoral programmes to end VAWG. Partnering with women’s rights organisations to deliver this training and capacity building can be a good approach, although a careful risk analysis is important to ensure that it is safe, appropriate and feasible to do so.

When healthy partnerships have been established with national governments, it is important to facilitate ongoing forums and spaces for dialogue on the importance and benefits of supporting women’s rights and civil society organisations, activists and human rights organisations. This needs to be done based on careful political analysis of the context and existing government - civil society relationships.

In contexts where governments are not fulfilling their duties, engaging local women’s organisations in coordination structures is important to advance local efforts and demonstrate…

Successful partnerships with national governments involve building trust and establishing open communication channels. The programme may be directly funded by the government, or the government may be a key stakeholder in coordination and/or implementation.

To build relationships and create allies, it is critical to understand the values, perspectives, and mandates of government counterparts at various levels – some may be more or less likely to address discrimination and violence against women and girls. Establishing an internal point of contact in key government agencies, with sufficient…