Decision of the Minister for Development Cooperation of 19 June 2006, No DVL/0803/2006 establishing policy rules for subsidisation under the 2006 SubsidierScheme Ministry of Foreign Affairs (DIssues promotion cooperation)

The Minister for Development Cooperation,

Having regard to Article 6 of the Subsidy Decision of the Ministry of Foreign Affairs ;

Having regard to the Articles 9.1 and 9.2 of the State Aid Scheme for the Ministry of Foreign Affairs 2006 ;

Decision:

Article 1

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For subsidy on the basis of the Articles 9.1 and 9.2 of the State Aid Scheme for the Ministry of Foreign Affairs 2006 apply for the period 2007-2010 as Annex policy rules attached to this Decision.

Article 2

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This Decision shall enter into force on the second day following the day of the Official Journal of the Official Journal.

This Decision will be Annex is placed in the State Official Gazette.

The

Minister

development cooperation;

A. M.A. van Ardenne-van der Hoeven

Annex Eligibility framework NCDO 2007-2010

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I. Principles

The support base for international cooperation and sustainable development in Dutch society is large. More than three-quarters of the population support the size of the public budget in this area, or even want to see increased levels of public funding. In addition, citizens themselves give strong international good goals and are active in private initiatives, both abroad and in the form of opinions in the Netherlands itself.

In spite of this-through time constant-large social support for international cooperation, changes are taking place in the support base. For instance, international cooperation is low on the citizen's priority list (compared to other policy issues such as work, care, security) and there is growing scepticism about the effectiveness of international cooperation. Partly from discontent about the performance of the professionals in the government, multilateral institutions and non-governmental organizations, more and more citizens are taking on their own hands and set up development projects on their own. In addition, there is a growing group of citizens who do not have more self-evident, from living, faith, ideology, or well-understood self-interest in the expansion of our own prosperity, affinity to the goals of international cooperation.

These changes have implications for the Dutch government's bearing policy. First of all, in addition to informing about the policy, the government needs to communicate much more emphatic in terms of result: show that international cooperation works. In addition, the citizen should become more 'co-producer' of the policy by means of interactive methods (Internet, debate).

International comparative OECD research shows that the public's knowledge of international cooperation (which is generally small) can increase significantly through targeted education in this field. In order to strengthen support, according to the OECD, three cases are necessary:

• -Public awareness of the issues surrounding global poverty and development.

• -Transparency of the policy of international cooperation.

• -Visibility of the effectiveness and results of international cooperation.

Communication and public education about policies can only bear fruit if there is a 'bottom line' that ensures involvement, meaning and trade perspective. It is not desirable for the government to maintain this low level as the only one. There is co-ownership needed and room for debate, both of which thrive best at a distance from the government.

In addition to the government, an intermediary is needed. NCDO is the most natural organization to act as an intermediary. NCDO is a self-employed organisation with a carrier mission and fulfils a bridge function between government and citizen (and vice-versa) with an emphasis on making visible the results of (government) policy in the field of international law. cooperation and sustainable development and results of activities of citizens.

II. Objective and tasks

The core mission of NCDO is to maintain and strengthen (widening and deepening) the social and political standing in the Netherlands for international cooperation and sustainable development.

Carrier surface is a multi-dimensional concept, which includes knowledge, attitude, and behavior. An effective and effective policy-making policy for international cooperation and sustainable development leads to the result that knowledge and opinion are reflected in an attitude and behaviour pattern of the Dutch citizen/society.

Specific objectives include:

• -The insightful creation of (the results of) the Dutch policy for international cooperation and sustainable development.

  Result: More Dutch people know what the results of public policy in particular and of the private initiative (civil society, business, citizens, etc.) are in general and are positive from the international level. cooperation. (retention and enhancement of the carrier plane).

• -To take into account the nature and extent of Dutch policy for international cooperation and sustainable development.

  Result: More Dutch people know that international cooperation is more than emergency aid and development aid, and also extends to issues such as peace and security, trade and policy coherence (deepening of the carrier area).

• -To help translate the involvement of citizens and social actors in (change of) attitudes and behaviour.

  Result: More Dutch people actively express their commitment to international cooperation through, for example, deployment of resources, adaptation of behaviour, active support for international cooperation, and carrying out the carrying out of carrying capacity. and/or development activities (floor of the carrier plane).

• -The slapping of a bridge between the government and private initiative.

  Result: There is more mutual understanding among professionals and active citizens for each other's role and the awareness of complementarity in it.

• -The attainment of target groups, sectors which are not currently informed and involved in international cooperation.

  Result: New target groups have been identified, informed and involved.

• -The maintenance and development of a knowledge centre for communication and development for international cooperation.

  Result: The knowledge about (formation of) public opinion in relation to international cooperation and methods and techniques for bearing development are state of the art.

III. Task execution and delimitation

In the contribution to these goals, NCDO has three tasks:

• A. Self-execution of activities in the field of public communication, or assignment to third parties, for this purpose.

• B. The granting of subsidy for the carrying-out activities of individuals and organisations not being subsidised by the Ministry of Foreign Affairs of TMF/MFS.

• C. The generation of current knowledge in relation to (innovative) developments in the field of carrier development

A. Independently (doing) performing public communications and other activities

This concerns activities where NCDO itself is the initiator or co-producer. These initiatives shall be included in the annual plan. In addition, there is room in the annual plan for unplanned communication activities, so that it can be dented on current events.

B. Eligibility of carrying-out activities

This concerns activities for which the initiative is the subject of the applicant. The requesting organisations shall be funded to the extent that their policies and strategies fit within the NCDO policy framework 2007 to 2010.

Only organisations which are not subsidised by BZ. of TMF/MFS are eligible for subsidy.

For the implementation of its grant policy, NCDO shall operate a transparent grant and assessment framework.

The NCDOs grant schemes concentrate on activities in the Netherlands and include, in any event, the following:

• -a subsidy scheme for organisations carrying out carrying out activities aimed at the Dutch public,

• -a subsidy scheme for the doubling of (support) activities of private initiative (small-scale local activities). As these KPA activities also have a development component (impact in developing countries), it should be accompanied by a procedure in which the quality of projects in developing countries is monitored and monitored.

The roles of NCDO as the contractor and co-producer (initiative of NCDO) must be distinguished from its role as a subsidiary (initiative of the applicant) in its procedures and practices. NCDO is set up three separate procedures.

Task delimitation

In the job demarcation between the Ministry of Foreign Affairs and NCDO, the ministry focuses primarily on direct and current policy communication. NCDO, through public communication and carrying activities (results of), makes the policy of international cooperation and sustainable development insightful and light this. In addition, NCDO creates space for opinion formation and debate.

The Ministry provides a procedure and procedure whereby NCDO is able to communicate timely results of government policies (and of Dutch public policy on European policy).

In addition to NCDO, civil society organisations and other actors (municipalities, provinces, companies, knowledge institutes, etc.) are increasingly working on the development of the field. The activities of NCDO are self-wise with respect to that of civil society and other relevant actors.

NCDO can accept third-party commands. In the NCDO operations, they are distinguished from the funds from the programme financing.

IV. Administrative model

• -The grant programme will start on 1 January 2007 and will run until 1 January 2011. It concerns programme financing.

• -Status NCDO: The NCDO Foundation is a self-employed organisation with an independent board. NCDO independently establishes its bylaws and sets up its own board and office under a statutory director.

• -NCDO is designated as an independent administrative body (zbo) for the performance of its subsidiary tasks. During the grant period, in accordance with the Cabinet Act, a choice will have to be made or NCDO will be brought or not to be brought under the functioning of the Framework Law Zbo for that task.

• -NCDO establishes its multiannual policy framework independently, after consultation with the Minister.

• -NCDO proposes, in support of the financing requested, a multiannual programme plan, a business plan and a multiannual budget.

• -The annual plans, budgets, annual reports and financial statements shall be adopted by the Board of the Foundation for the NCDO and submitted annually to the Ministry of Foreign Affairs within this multiannual programme plan and business plan. As a result, the plans and plans of NCDO and of the Ministry will be discussed in a reconciliation consultation. NCDO shall give priority to coordination with the Ministry of Foreign Affairs in the annual selection of priority themes and their impact in the annual plans.

• -The established policy of the ministry is leading in the annual theme choice.

• -The Minister can give general guidance to NCDO. NCDO is subject to international obligations and, in case of doubt, decides on its own motion in a draft form to the Minister. Decisions touching on other schemes, such as grant to broadcasters and TV programme makers, are submitted for approval to the RVD.

• -NCDO decisions shall be open to citizens 'and organisations' objections within an internal objection procedure and may be submitted to the court for review after the procedure has been exhausted. In the latter case, NCDO shall be represented by the State solicitor if necessary.

• -On parts of the programmes and activities included in the grant, cross-compliance is set out in an implementing agreement.

• -First contact point for NCDO within the Ministry of Foreign Affairs is the Information and Communications Management Committee (DVL).

V. Available amount

The Subsidy Scheme Ministry of Foreign Affairs 2006 includes in the Articles 9.1 and 9.2 the basis for the subsidiisation of activities for the purpose of opinion, information and promotion of development cooperation NCDO receives virtually all its financial resources in the framework of a multi-year programme funding of the Ministry of Foreign Affairs for the period 2007-2010.

The space for this grant framework NCDO is up to € 148 million, divided into equal annual instalments of up to € 37 million. This amount may be increased if the Minister so provides, for the purpose of carrying out specific activities.

VI. Review

NCDO shall submit a grant application to the Ministry of Foreign Affairs. The Ministry shall assess whether the specific intended results of the grant relationship with NCDO are properly addressed in the grant application, including the multiannual programme plan and budget and the business plan of NCDO.

The proposal shall be reviewed on the basis of the following general criteria, in relation to the activities covered by the application:

• -Quality of the strategic (environment) analysis.

• -Vision of cooperation with the Ministry and manner in which this cooperation is implemented.

• -Adequate intervention strategy, operational objectives and intended results.

• -Elaboration of intervention strategies and programmes in Doelen, Results, Activities and Resources (DRAM).

• -Elaboration of intended results in SMART systematics (Specific, Measuring/demonstrable, Acceptable/for BZ and other Stake Holders, Realistic/Realizable within a clearly specified period and Time-bound).

• -Nature and quality of relations with third parties.

• -Quality of staff and innovation policy in the service of efficiency, including knowledge management.

• -Quality of existing procedures and systems in the field of monitoring and evaluation.

• -Evaluation and quality management.

• -Quality of financial and administrative management.

In addition, the application will be assessed on the basis of the following criteria:

• -Handling and operating according to operational definitions of carrier level.

• -Contribution of the intended results to the maintenance and strengthening (widening and deepening) of support for international cooperation and sustainable development in the Netherlands.

• -The use of an adequate grant policy, in a framework of grant and assessment, which allows for a transparent assessment of and decision-making on requests to (co-) financing.

• -Mate in which a bridge is struck between the private initiative and the government.

• -Degree in which the proposal contains innovative elements.

• -Degree in which programmes and activities are tailored to specific, relevant target groups.

• -Anchoring of quality management, planning, monitoring, evaluation and learning capability.

VII. Quality assurance and development

For the entire grant period (2007-2010), NCDO shall draw up a grant application, including multi-annual programme plan and budget and business plan. Once these documents have been approved by the Ministry, these plans shall be further completed each year on an annual basis and shall be implemented in an NCDO/annual plan. This plan shall be submitted no later than November of the year preceding the plan year. The ministry shall arrange for discussion of the plan in a reconciliation consultation not later than the end of December in the year preceding the year of the plan. In the annual plan, flexible space is set up to enable it to respond to current events. The annual plan shall be subject to the approval of the Ministry.

For the planning and execution of programmes and activities dictated by the actuality, a topical and urgent debate may be convened by the mnistery or by NCDO.

An annual report (no later than 1 June of next year) shall be recorded in an annual report, in which the relationship between the objectives and the objectives set out shall be indicated in a clear and, where possible, quantified basis, where possible. results, and their effects. The annual reports (annual report, annual accounts) shall be presented to the Minister for Development Cooperation after adoption by the Board of the Foundation for Development of the Foundation, and shall also be published with a clear indication on the NCDO website. The results of NCDO evaluations are provided, with policy conclusions, to the Minister for Development Cooperation.

The annual plan and annual report shall be reviewed in the light of:

• -Quality of the application of the strategic (environment) analysis.

• -Implementation of cooperation with the Ministry.

• -Handling and operating according to operational definitions of carrier level.

• -The manner and plausibility (DRAM) on which the intervention strategy, operational objectives have contributed to the intended results.

• -Elaboration of intended results in SMART systematics (Specific, Measuring/demonstrable, Acceptable/for BZ, Realistic/Realizable within a Clearly Specified Time Period and Time-bound).

• -Manner of ensuring that management objectives are ensured in particular by means of personnel policy, the maintenance of the quality of existing financial procedures and systems in the area of finance, according to agreed content and financial resources. standards and administrative management, monitoring, systems of evaluation, monitoring and quality management, and the way in which the learning capacity was ensured.

• -The manner in which the grant policy of NCDO was implemented in a grant and assessment framework.

• -The extent to which management has paid attention to effectiveness and efficiency.

The annual accounts shall be reviewed:

• -The relationship between the financial expenditure and the approved programmes and activities in the annual plan.

• -The efficiency and lawfulness of expenditure.

• -The financial absorption capacity of the organisation (liquidity) and the relationship between own funds and solvency.

• -Presence of a declaration of fidelity and legality issued by an auditor in accordance with a control protocol drawn up by the Ministry.

The above criteria will be specified in the Financial Regulation as an annex to the Decision. In this Regulation, the arrangements regarding the financial and administrative relationship between the Ministry of Foreign Affairs and the NCDO shall be laid down.

At the end of 2009, an external evaluation of the total grant programme of NCDO will be carried out.

Progress discussions take place on the basis of the annual budget/annual report-annual accounting cycle.

NCDO is responsible for an adequate system of monitoring and evaluation. The NCDO is expected to provide timely guidance on the basis of findings and to seek permission from the Minister for this purpose. The Minister shall monitor, in particular on the basis of financial and substantive reports, the use of resources and progress and shall be responsible for the final determination of the grant granted.