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CIDR’s 2010-2014 Policy priorities

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Strengthen the social dimension of development 

With only five years left until the 2015 deadline to achieve the Millennium Development Goals (MDGs), it is yet unclear if the objectives will be met. Results obtained by some countries suggest that some of the goals will be reached globally (increased primary education, combating malaria, access to basic health services and clean water). However, Sub-Saharan African countries will lag behind.

This situation might get worse, considering the effects of the global financial and economic crisis on the poorest and the most vulnerable populations. Unemployment in developed countries already affects migrants’ capacities to transfer money to their families ; producers and entrepreneurs’ access to loans will decrease as microfinance institutions and banks must deal with a rationing of resources’ caused by shrinking savings and foreign credit lines. At the same time, developed countries, busy mitigating the effects of the crisis, will probably reduce development aid.

Give increasing priority to reaching the Millennium Development Goals (MDGs)

In light of all these factors, CIDR will prioritize activities that contribute to reaching the MDGs. It will adopt a simple system to monitor the impact of its program activities on the MDGs, and will share findings on a regular basis.

- Programs supporting local development and decentralization, in particular, will make sure to take into account primary education activities, access to care for mothers and children and access to drinking water within the framework of municipal and inter-municipal development plans.
- Microfinance activities will prioritize new product development, such as saving plans, loans for girls’ education, home improvement loans (to improve living conditions thus reducing risk of malaria and increasing access to drinking water). As part of its business development activities, CIDR will focus on creating jobs for youth and women.
- As part of its health and social protection activities, CIDR will develop synergies between health mutuals and universal health systems, and linkages with programs fighting HIV/AIDS. It will also tap into networks of mutual insurers in the North to mobilize resources, and encourage coverage of primary health care by private businesses, as part of their corporate social responsibility policy.

Monitor and assess social performance of supported organizations

An organization’s social performance can be measured by assessing to what extent its intentions (formally written into the entity’s founding statutes, internal and external communication materials, reports and publications) and are aligned with its actions (actual outreach, targeting efforts, appropriate products and services compared to demand). Drawing on the diverse social performance initiatives at the international level, CIDR will monitor and assess the social performance of its partners based on the following four dimensions :

- Targeting the poor and excluded : is targeting the poor part of the institution’s mission and objectives ? To what extent is it a priority ? Does the institution have any tools or methods in place to achieve this objective ?
- Appropriate products and services : does the institution strive to offer products and services adapted to the beneficiaries’ needs ? What efforts are made to facilitate access to services ? What efforts are made to involve beneficiaries in product development ?
- Empowering beneficiaries : to what extent are transactions transparent ? Do beneficiaries have a clearly defined role in decision-making processes ? Does the institution provide training so that beneficiaries can effectively participate in governance ?
- Social responsibility : is there a human resources policy ? How does the institution show social responsibility towards beneficiaries and the community ? Does it take into account possible negative effects of its actions on beneficiaries ? Are corrective measures taken ?

CIDR will help its partners include a social performance management function in their organizational chart and draft a yearly assessment report. Findings will be analyzed together with technical staff and beneficiaries’ representatives. Conclusions will be transmitted to the organization’s decision-making bodies. Corrective measures will be decided collectively with all stakeholders and programmed into the next year’s action plan.

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Publié le mercredi 15 septembre 2010, par CIDR

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