Resource Type: Foundation strategic document
2012-2016(17) Strategic Plan
Guide to developing a log frame and monitoring plan
Commonwealth People’s Forum (CPF) 2013 Assessment
This report assesses the 2013 Commonwealth People’s Forum (CPF) against its three stated objectives, appraises the forum as a mechanism for achieving or making progress towards broader Commonwealth Foundation results as outlined in the Foundation’s performance framework, charts unplanned results, and identifies key challenges and practices worth repeating that will improve the planning and implementation of similar interventions in the future.
Commonwealth Foundation Headquarters Agreement
Headquarters agreement between the Commonwealth Foundation and the Government of the United Kingdom of Great Britain and Northern Ireland
Commonwealth Foundation Memorandum of Understanding
Commonwealth Foundation’s Civil Society Engagement Strategy
The fundamental purpose of this Civil Society Engagement Strategy is to provide the Foundation with a framework for both empowering and engaging civil society and achieve its ultimate outcome of more effective, responsive and accountable governance in the Commonwealth with civil society participation.
It aims to focus on the need for strengthening its mechanisms for innovative relationships and coordination with CSOs. The strategy articulates how the Commonwealth Foundation engages with civil society as it implements the Strategic Plan of 2012 to 2016 towards innovative relationships with civil society actors. It will guide the Foundation’s working relationships upon which are built a shared understanding of expected results and change processes.
Commonwealth Foundation’s Outcome Performance Framework
Capacity development framework
The Foundation’s capacity development framework offers a view of capacity as a complex, holistic process that takes place at different levels of the system in a web of interconnectedness. It describes open systems as human, social and political systems which evolve organically over time in ways that are characterised by unpredictability and multiple and multi-layered interactions. It also defines the stakeholder terrain at the individual, organisational and institutional levels.
It identifies civic voices such as civil society organisations, networks, coalitions and/or alliances and movements that should be involved in the capacity development process and the capacities that are needed. These stakeholders perform a range of functions that include developing and advocating for policy and plans, mobilising resources, performing administrative functions, delivering basic services, providing oversight, managing financial systems and implementing programmes.
