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"value": "General Description\nWe have to get the next five years right, if we’re to meet the target of universal access to water, sanitation and hygiene (WASH) by 2030. Watershed will take up the challenge by putting lobby and advocacy as one of the key pillars to achieve faster results. Watershed is a strategic partnership between the Dutch Ministry of Foreign Affairs and IRC, Simavi, Wetlands International and Akvo. Sustainability of WASH services is a critical Watershed goal. Over the next five years, the Watershed strategic partnership will deliver improvements in the governance and management of water, sanitation and hygiene services as well as of the water resources on which they draw. Good WASH governance requires the active and meaningful involvement of users (particularly women) of WASH services, service providers, water resource users and polluters. A strong civil society is essential to ensure that the voices of users are heard by service providers and government, and that government, service providers and the private sector are effectively held to account. The programme will be active at international level and in six countries: Kenya, Uganda, Mali, Ghana, Bangladesh, India. What we want to see: • Proven interventions funnelling knowledge and lessons upwards to influence governance and policy at national, regional and international levels. • Global civil society demanding fulfilment of the right to water and sanitation and equitable, sustainable allocation of water resources. • New partners investing in other countries based on Watershed results and approach. • International donors integrating environmental sustainability and climate change resilience into their WASH frameworks and practices. Simavi will be active at international level and Dutch level and in Kenya, Uganda, Ghana and Bangladesh.\n\nObjectives Description\nLong-term objective: ‘improved governance of the WASH sector, responsive to the interests of marginalised groups’. Overall outcomes: 1 In the countries where we work: competent CSOs and their networks lobby effectively for the realisation of the human right to water and sanitation and the reduction of inequalities in access to WASH/IWRM services. 2 Communities and citizens become capacitated and organise to demand their rights to water and sanitation and participate in WASH planning and budgeting. 3 In the global WASH/IWRM arena: global civil society effectively demands fulfilment of the human right to water and sanitation and equitable and sustainable allocation of water resources.\n\nTarget Groups Description\nThe ultimate target group for which we want improvements are the marginalised or people at risk of being marginalised in WASH governance: the poor; people who are excluded by reason of ethnicity or caste; and those who are hardest to reach due to location. The Watershed programme will work through strengthening civil society organization and governments.",
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"value": "General Description\nWe have to get the next five years right, if we’re to meet the target of universal access to water, sanitation and hygiene (WASH) by 2030. Watershed will take up the challenge by putting lobby and advocacy as one of the key pillars to achieve faster results. Watershed is a strategic partnership between the Dutch Ministry of Foreign Affairs and IRC, Simavi, Wetlands International and Akvo. Sustainability of WASH services is a critical Watershed goal. Over the next five years, the Watershed strategic partnership will deliver improvements in the governance and management of water, sanitation and hygiene services as well as of the water resources on which they draw. Good WASH governance requires the active and meaningful involvement of users (particularly women) of WASH services, service providers, water resource users and polluters. A strong civil society is essential to ensure that the voices of users are heard by service providers and government, and that government, service providers and the private sector are effectively held to account. The programme will be active at international level and in six countries: Kenya, Uganda, Mali, Ghana, Bangladesh, India. What we want to see: • Proven interventions funnelling knowledge and lessons upwards to influence governance and policy at national, regional and international levels. • Global civil society demanding fulfilment of the right to water and sanitation and equitable, sustainable allocation of water resources. • New partners investing in other countries based on Watershed results and approach. • International donors integrating environmental sustainability and climate change resilience into their WASH frameworks and practices. Simavi will be active at international level and Dutch level and in Kenya, Uganda, Ghana and Bangladesh.\n\nObjectives Description\nLong-term objective: ‘improved governance of the WASH sector, responsive to the interests of marginalised groups’. Overall outcomes: 1 In the countries where we work: competent CSOs and their networks lobby effectively for the realisation of the human right to water and sanitation and the reduction of inequalities in access to WASH/IWRM services. 2 Communities and citizens become capacitated and organise to demand their rights to water and sanitation and participate in WASH planning and budgeting. 3 In the global WASH/IWRM arena: global civil society effectively demands fulfilment of the human right to water and sanitation and equitable and sustainable allocation of water resources.\n\nTarget Groups Description\nThe ultimate target group for which we want improvements are the marginalised or people at risk of being marginalised in WASH governance: the poor; people who are excluded by reason of ethnicity or caste; and those who are hardest to reach due to location. The Watershed programme will work through strengthening civil society organization and governments.",
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"value": "General Description\nWe have to get the next five years right, if we’re to meet the target of universal access to water, sanitation and hygiene (WASH) by 2030. Watershed will take up the challenge by putting lobby and advocacy as one of the key pillars to achieve faster results. Watershed is a strategic partnership between the Dutch Ministry of Foreign Affairs and IRC, Simavi, Wetlands International and Akvo. Sustainability of WASH services is a critical Watershed goal. Over the next five years, the Watershed strategic partnership will deliver improvements in the governance and management of water, sanitation and hygiene services as well as of the water resources on which they draw. Good WASH governance requires the active and meaningful involvement of users (particularly women) of WASH services, service providers, water resource users and polluters. A strong civil society is essential to ensure that the voices of users are heard by service providers and government, and that government, service providers and the private sector are effectively held to account. The programme will be active at international level and in six countries: Kenya, Uganda, Mali, Ghana, Bangladesh, India. What we want to see: • Proven interventions funnelling knowledge and lessons upwards to influence governance and policy at national, regional and international levels. • Global civil society demanding fulfilment of the right to water and sanitation and equitable, sustainable allocation of water resources. • New partners investing in other countries based on Watershed results and approach. • International donors integrating environmental sustainability and climate change resilience into their WASH frameworks and practices. Simavi will be active at international level and Dutch level and in Kenya, Uganda, Ghana and Bangladesh.\n\nObjectives Description\nLong-term objective: ‘improved governance of the WASH sector, responsive to the interests of marginalised groups’. Overall outcomes: 1 In the countries where we work: competent CSOs and their networks lobby effectively for the realisation of the human right to water and sanitation and the reduction of inequalities in access to WASH/IWRM services. 2 Communities and citizens become capacitated and organise to demand their rights to water and sanitation and participate in WASH planning and budgeting. 3 In the global WASH/IWRM arena: global civil society effectively demands fulfilment of the human right to water and sanitation and equitable and sustainable allocation of water resources.\n\nTarget Groups Description\nThe ultimate target group for which we want improvements are the marginalised or people at risk of being marginalised in WASH governance: the poor; people who are excluded by reason of ethnicity or caste; and those who are hardest to reach due to location. The Watershed programme will work through strengthening civil society organization and governments.",
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"value": "La prolongation d’une situation de non-retour de l’administration :\nCe risque est spécifique aux zones sous influence des groupes armés. Le PGLR pourrait se réaliser même en situation de non –retour de l’Administration (ce qui n’est pas souhaité) en s'appuyant sur la poursuite des services publics (santé, eau potable) car les acteurs centraux sont les jeunes ressortissant de ces différentes zones. Comme mesure de mitigation, il faudra apporter une attention particulière à expliquer la pertinence de la citoyenneté en absence de l'administration et d'une gouvernance la plus conciliante possible pour le bien être des populations. Le principe de redevabilité est toujours applicable en situation formelle et/ou informelle face à des dirigeants qui seraient alors plus des leaders communautaires que des élus au sens habituel du terme.\n\nLa faible collaboration des élus, au pire leur refus\nLa mesure de mitigation dans un tel cas serait que les jeunes leaders de la Commune utilisent ce cas de faible collaboration (ou refus) comme une opportunité de mobilisation sociale face à une gouvernance/redevabilité questionnable car au détriment d’un projet accrédité par les populations lors d’une assemblée générale.\n\nRisques sécuritaires en général\nDes formations en sécurité ont été organisées à l'intention des Agents des PMOs. De surcroît un aide mémoire sur les mesures sécuritaires a été transmis et utilisé par les agents des PMO et les jeunes leaders.\n\nPerte de collaboration entre les 3 ONGs Internationales. Assurer la réalisation des rencontres du Comité de pilotage, du Comité consultatif et les rencontres du comité de coordination du Consortium ; réalisation du suivi trimestriel en compagnie de représentants de chaque projet.",
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"value": "Le PGLR a une durée de 6 ans, planifié du 01 novembre 2014 au 31 Décembre 2020. Il est financé par l’Ambassade du Royaume des Pays-Bas et mis en œuvre par 3960 Jeunes Leaders accompagnés par 14 Partenaires de Mise en Œuvre (PMO) dont 70 conseillers et conseillères terrain et 03 ONG Néerlandaises dans 05 régions du Mali à savoir ICCO dans les régions de Ségou et Tombouctou/Taoudéni, Oxfam dans la région de Mopti et SNV dans les régions de Gao, Ménaka et Ségou. SNV assure le rôle de lead du Consortium. Ces 180 groupes de 22 Jeunes Leaders sont renforcés et accompagnés afin d’occuper le rôle de leader des activités terrain nécessaires à l’atteinte des résultats du Programme sur les thèmes gouvernance/redevabilité/transparence, cohésion sociale, le développement économique à travers la culture, le sport et la prévention et la gestion non violente des conflits. Deux fonds en faveur des Jeunes y sont inclus soit : le Fonds crédit en appui à l’entreprenariat de <<Jeunes Entrepreneurs>> dans les secteurs du sport, de la culture et des innovations et le Fonds flexible de subventions ouvert à la société civile et aux collectivités territoriales pour des projets en gouvernance à effets multiplicateurs pour le PGLR.",
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"value": "Une stratégie genre est élaborée pour le Programme. Les Jeunes prennent en compte la dimension genre lors de l'élaboration de leurs plans d'action.",
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"value": "L'Extension du Programme de 51 à 180 communes dès 2017 est justifiée par quelques extraits du rapport final de la mission d’évaluation externe que nous proposons sous forme de résumé exécutif : \n•\t<<Pertinence et cohérence interne et externe. Selon la mission, la pertinence et la cohérence interne et externe de l’intervention ne fait pas de doute, de sa période de formulation à ce jour, et ce malgré ou davantage encore à la suite de la détérioration de la situation sécuritaire dans le centre du pays. Ses objectifs et résultats attendus répondent effectivement aux besoins exprimés dans le document de politique globale du gouvernement malien, dans l’accord pour la paix et la réconciliation issu du processus d’Alger, ainsi que dans les plans directeurs des secteurs Jeunesse et sport, Décentralisation et Réconciliation. Le programme est également en conformité avec la politique des Pays Bas telle qu’énoncée dans le Plan pluriannuel. Signalons enfin que le Programme répond, directement ou indirectement, à plusieurs recommandations formulées en juillet 2016 par « International Crisis Group (ICG)» dans leur rapport alertant la communauté internationale sur les problèmes de sécurité du Centre du pays ;\n•\tEfficacité. Les activités mises en œuvre durant le projet sont utiles et concourent effectivement à l’atteinte des objectifs spécifiques du projet. Des résultats majeurs sont enregistrés en particulier en rapport à l’objectif de participation et de contrôle de la gouvernance locale par les jeunes, avec des activités de qualité ayant entraîné des résultats palpables;\n•\tEfficience. Le rapport coût / efficacité est bon, essentiellement lié au fait que les résultats ont principalement été obtenus à l’aide d’appuis techniques de qualité provenant de ressources humaines locales avec des salaires raisonnables ;\n•\tEffets, Impacts et durabilité. A l’issue de 18 mois effectifs d’activité, période somme toute très limitée, des effets et impacts sont identifiés. Parmi les effets majeurs, mentionnons : la relance des restitutions publiques du compte administratif ; la relance des débats publics, le renforcement d’un grand nombre de comités de gestions des services sociaux communaux (santé, eau, éducation), la création de liens entre les jeunes et les « sages » de la société ; la création d’emploi, en particulier pour sécuriser économiquement les jeunes leaders (mais encore en dessous des objectifs), la relance des comités de gestion des conflits.>>",
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"value": "Les données de suivi indiquent une bonne progression de la plupart des indicateurs dans les 180 Communes d'intervention suite à la mise en œuvre des plans d’action des Jeunes Leaders. \n\nIl faut maintenir la capacité d'adaptation du programme à l'évolution du contexte sécuritaire et politique du pays. \n\nComme perspective le programme devrait d'avantage agir au niveau le plus bas possible (village/quartier/fraction) afin de crée une base de pratiques de gouvernance et de redevabilité qui émergeraient des premiers acteurs communautaires du pays assurant les besoins essentiels des populations.",
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