QUALITY STANDARDS 3. IMPLEMENTATION

Enabling delivery of interventions working for youth as beneficiaries, engaging with youth as partners and supporting youth as leaders.

Working for youth as beneficiaries

(Target group)

3.1 There is a rationale for the target groups and interventions chosen based on a situation assessment (informed by local needs as well as high-level development targets, policy and planning).

3.2 A risk assessment is carried out (particularly for post-conflict/SRHR issues); steps are taken to avoid potential for conflict with older adults; the initiative has a culturally appropriate values base and informed consent is secured for all stages.

3.3 Resources are allocated in a way which is transparent and accountable to young people and their communities.

Engaging with youth as partners

(Collaborators)

3.4 Young people assist programme delivery through consultation and collaboration with adults who provide direction.

3.5 Capacity-building is in place for young people to progress from beneficiary to partner roles (e.g., sharing in budgeting decisions).

3.6 Young people are not exploited; the initiative conforms to the decent work agenda.

Supporting youth as leaders

(Youth-initiators)

3.7 Young people lead programme delivery with the appropriate guidance and support they need to fulfil their roles.

3.8 Systems are in place for young leaders to be accountable to peers, communities, delivery partners and donor agencies.

3.9 There are opportunities for young people to participate throughout all aspects of a programme cycle, including situation analysis, planning and day-to-day management.

Supporting strategies

• Find out who are the participation and youth ‘champions’; utilise their knowledge and expertise to build a coalition encompassing government, donor agencies, NGOs and CBOs (case study 14).
• Conduct stakeholder analysis (case study 13) and market assessment (case study 11).
• Familiarise donor agencies and delivery partners with relevant (youth) policy and planning: local, national and international.
• Familiarise decision-makers and delivery partners with participatory principles and practice – which includes: youth-adult dialogue (case studies 6, 7, 13, 15, 17); youth-adult partnerships (case studies 6, 7, 16, 17); participatory needs assessments and social mapping (case studies 8, 11); participatory planning and budgeting (case study 16); peer education and other volunteering (case studies 13, 14).
• Maintain databases of youth-serving organisations, leaders, champions and alumni.
• Ensure that youth participation is documented, analysed, communicated and celebrated.