QUALITY STANDARDS 1. ORGANISATIONAL DEVELOPMENT

Improving our own structures, systems and processes for working for youth as beneficiaries, engaging with youth as partners and supporting youth as leaders.

Working for youth as beneficiaries

(Target group)

1.1 Performance and evaluation framework, training, budgets and procedures modified; youth work competencies integrated into staff appraisal system as appropriate.61

1.2 Staff share a common understanding and awareness of youth issues, youth networks and available resources (expertise), informed by an internal and external audit.

1.3 Adequate resources are committed to youth (such as for youth fellowships), including a dedicated staff focal point.

Engaging with youth as partners

(Collaborators)

1.4 The organisation employs young people and affords them due credit, benefits and protections under human resource policies. (Provisions for under-18s conform to the CRC).

1.5 Resources (finance, training) are dedicated for youth and older staff to share decisions on an ongoing basis (e.g. youth participation on boards, in country assistance planning etc).

1.6 The organisation has its own policy and implementation plan on youth, which young people are consulted on.

Supporting youth as leaders

(Youth-initiators)

1.7 Young people participate and influence HR (recruitment, training others, appraisal) planning and budgeting decisions where appropriate and are shown due respect for their contributions.

1.8 Youth-initiated processes (such as peer recruitment onto boards) are supported through mentoring, guidance and transparent communication (MoUs: procedures for responding to approaches from youth).

1.9 Youth leaders (networks and individuals) are engaged according to merit (leadership qualities, commitment, representing others); there is clarity on whether youth are donor agency, civil society, state or political representatives or private citizens. Selection is based on competitive processes or democratic election by peers where appropriate.

Supporting strategies

• Conduct internal advocacy (case study 2) with colleagues (for example ‘brown bag’ lunches – informal information sharing) on promoting integrating youth within the organisation, policy and programming. 
• Adopt a mainstreaming approach and lessons learned from the gender sector. 
• Engage existing youth/civil society structures (e.g. national youth commission/councils) before creating any new ones (case studies 4, 5).
• Select competent, and/or committed and enthusiastic fellows/interns or youth board members (case studies 3, 4, 5, 17). Selection not only based on experience. 
• Take positive action in interests of gender balance and social diversity (case studies, 3, 5).
• Establish review mechanisms for youth fellows and action plans: provide staff training and mentoring for fellows (case study 3).
• Use a participatory approach (see case studies 6, 7, 8, 16, and 17) internally with staff, as well as with external stakeholders and beneficiaries.