Over the next three years, the Global Fund for Women commits to a $10 million investment to support over 800 women's organizations (reaching over one million women and girls) addressing gender inequities in the following areas: Economic and Political Empowerment, Education, Health and Reproductive Rights, Ending Violence Against Women, and Technology. GFW will invest critical operating, capacity building support and project-specific grants, provide networking opportunities, and raise the visibility of women-led organizations challenging barriers to gender equality in these core areas. GFW has already successfully invested over $103 million to more than 4,500 grantees in 174 countries over the past 25 years.
Examples of new initiatives will focus on ending child marriage and sex trafficking; support of girls' education and building e-learning educational platforms for transformational impact; and a Digital Mobilization Fund. GFW intends to adopt a 'train the trainer' model by engaging the most skilled trainers to train women globally and to sustain a localized movement of trainers and capacity builders.
GFW will link groups, networks, and coalitions to advance shared learning and build powerful movements for social change. The organization's extensive international network includes 150 advisory council members; 2,000 volunteers; 4,500 grantees; and over 20,000 individual and institutional funders. GFW will use its networks, expertise, and influence to facilitate convenings of women's rights groups, foster relationships that bring more resources to women's groups, and fund important convenings and linkages in order to sustain and catalyze the global women's movement. A recent external evaluation of GFW's grant-making strategy found that a grantee's capacity to engage in networking and linking between groups is an important resource for achieving gender equality and for moving locally-developed strategies to the national and global level.
GFW's Director of Learning, Evaluation and Impact will monitor grantee partners' work and impact, and will create an evaluation and learning framework with grantees, advisors, and key partners such as the International Center for Research on Women and the International Network of Women's Funds to ensure a collaborative and holistic approach to testing, leveraging and learning how grant-making funds are best directed, and impact best secured and sustained.
Over the course of two and half years, GFW will provide funding through four payment installments (using their bi-annual grant-making cycle). Grant dockets will occur in November 2013, May 2014, November 2014, and May 2015. The docket cycle includes receipt and assessment of proposals, follow up questions and endorsements from GFW's on-the-ground Advisors, docket development and decision-making, contractual agreement, financial transaction, and implementation of contract.
Groups traditionally receive a one-year grant period, or if they receive a multi-year grant, they are required to report at the end of each year before second-year funding is provided. During their grant period, they carry out activities, receive advice from GFW program staff, are connected to peer grantees or other civil society organizations in their country or region, receive guidance and linkages to new sources of funding, and when possible, are connected in formal opportunities for meeting, sharing, and strategizing.
By June 2014, January 2015, and June 2016, GFW will have received annual reports from each of the groups receiving grants. They will compile and disseminate progress against their commitment. By October 2016, GFW will have data from all of the groups supported, will have analyzed all final reports, and will be able to provide a report of progress against target goals and indicators.
In addition, over the three years, GFW will have developed and implemented a whole-of-organization evaluation framework, and engaged in visibility raising and advocacy activities through online newsletters, petitions, social media outreach, and conference participation.
Key activities include:
By 2015: Development of capacity building online platform
March 2014: 1st Pilot - Advocacy, Fundraising and Finance Management Training
March 2015: 2nd Pilot - Advocacy, Fundraising and Financial Management Training
July 2014: Rollout of capacity building training - multiple countries and regions
October 2013: Girls' Education initiative - commences ($5million. More distributed in last year)
By 2013 year-end: Technology Access and Use initiative-grant-making begins ($1million); End Sex Trafficking initiative - grant-making begins in 5 countries ($1million); End Child Marriage initiative - grant-making begins ($3million over 3 years); Women with Disabilities - grant-making begins ($1million); Economic & Political Empowerment - grant-making begins ($3million); Ending Violence Against Women - grantmaking begins ($2million); Health and Reproductive & Sexual Rights - grantmaking begins ($2million)
Note: the financials stated above are the minimum amounts GFW is committed to distributing in the next three years. They amount to more than $10 million.<br /><br />
Around the world, women and girls face systemic, gender-based discrimination and violence due to laws, policies, and practices that deny them equal rights and opportunities as human beings. In many countries, women are regularly deprived of their rights to equal employment, property, health care, education, and freedom of movement. Women are often not equal participants in decision-making, whether with regard to their bodies, in domestic spheres, or within local, national, or international governments. Gender-based violence, from domestic abuse to the use of rape as a weapon of war, devastates the lives of millions of women and girls.
The Global Fund for Women (GFW) is committed to securing opportunities for women and girls to build their economic and political leadership skills, gain access to sexual and reproductive rights and health, and end violence in their lives and communities. Education and technology are critical tactics to achieving progress. For example, when girls are educated, they make better reproductive choices. With access and skills in technology, women have opportunities for economic and political participation. GFW's grantees are locally-inspired and established, and committed to advancing women's human rights, yet they face challenges to carrying out their work, including attacks on their efforts, active conflicts, environmental disasters, and the constraints of the global economy; particularly in raising the critical funds necessary for their work.
The critical issue for many women's rights organizations is to implement long-term sustainability and capacity building strategies in order to sustain their work, influence, and create impact. There is an urgent need to support women's organizations to develop sound advocacy, financial and organizational management, fundraising strategies, and to learn how they can diversify funding. GFW is committed to offering these trainings through partnerships with other organizations and individuals to ensure their overall sustainability.
As Secretary Clinton stated at GFW's 25th Anniversary gala in NY in April 2013, 'What Global Fund for Women has done is to celebrate and support the partnerships that have been forged with grassroots women's organizations across the globe.' GFW is committed to establishing initiatives to partner with philanthropists, corporations, and other organizations that are interested in empowering women and girls globally to improve their lives and their countries' economies.
The Global Fund seeks to expand capacity building efforts with grantees and requires financial and technical support in order to do so.
In response to grantee input, the Global Fund funded and co-led two capacity building pilots. In one pilot, the Global Fund organized an online fundraising course, Making the Unforgettable Case for Givingamong 15 grantee partners from Sub-Saharan Africa, Asia, and the Pacific.
For the second pilot, the Global Fund awarded capacity building grants to 14 women's groups in Asia. In this approach, grantees were responsible for identifying capacity needs, completing assessment tools, creating a capacity building framework plan, and identifying resources to implement their plans. Key lessons learned from both pilots will shape ongoing capacity building efforts in that they will be grantee driven, with a long-term focus (2-5 years) in an add-on component initiative, and not a one-off program. The grantee will provide a self-assessment of organizational capacity and will have opportunities for peer learning through mentorship grants.