HDP Nexus

Design and implementation of a Global Program for Reintegration Support (GPRS)

Supporting the World Bank Group develop a new funding instrument to support governments and partners engaged in disarming, demobilizing and reintegrating armed groups into society. Emerging challenges are foreign fighters, prevention and countering violent extremism and engagement in contexts with limited governance, rule of law and communication infrastructure. Particular emphasis is on institutionalizing scalable learning among staff of partners to ensure a robust and coordinated approach across sectors engaged in the human rights, humanitarian, development and peace nexus (HDP Nexus).

Partners: World Bank Group, UN system, African Union, civil society and governments.


Disarmament, Demobilization and Reintegration in the Democratic Republic of Congo

Organizational strengthening of the DDR commission in the DRC (H D P Nexus)

Enhancing the field and regional capacities of the government staff to engage with operational challenges and risks related to their DDR program

Clients: Democratic Republic of Congo Government


Public Private Partnerships

Partnership and Resource Mobilization

Developed a partnership and resource mobilization strategy and model based on the specific needs of lower and upper
middle income countries. Emphasis was on leveraging government and private sector/philanthropic resources. There was also a focus on regional donor financing mechanisms targeting green and blue economies, and leveraging capacities from regional innovation hubs.

Clients: Governments of Namibia and Swaziland and the UN system


Human Rights and Results based programming

Integration of a Results based approach into Human Rights work (Organizational learning)

One of the key challenges is that a management scheme capable of measuring human rights work is hard to design. We developed and implemented a results-based monitoring framework to strengthen the tracking of progress and measurement of results to strengthen organizational reporting and learning at national, regional and global levels. While better indicators is certainly a key ingredient to advancing RBM in human rights, another critical step is to demonstrate how effective it can be when used well in human rights organizations’ work. We focused on including concrete examples, simple explanations and streamlined training to ease the staff learning curve. We found that RBM can certainly help human rights actors achieve better outcomes, but only if they take ownership for it.

Clients: Swiss based Human Rights organization


Data services

Enhancing partner Monitoring and Evaluation capacities

Together with our partner Zimmerman & Zimmerman, we offer data services solutions that strengthen the efficiency and effectiveness of our clients’ activities in the areas of monitoring, evaluation and job creation. In response to a fast paced multi-stakeholder operating environment, knowledge management for it to be effective and scalable needs not just to add value to staff in a given institution but also needs to add value to those it serves: partner (including client) staff, and beneficiaries. Consequently, learning must not only helps staff inside the institution learn quicker but it also needs to scale learning by connecting with staff from other institutions.

Clients: multiple governments and UN system in sub-Saharan Africa.


Monitoring and Evaluation Policy

M&E and Operational Guidelines in Disarmament Demobilization and Reintegration (DDR)

We are developing an M&E policy and operational program note informed by best practice of stakeholders engaged in the HDP nexus. The initiatives brings together member experiences from the Democratic Republic of Congo, Somalia, Mali, Lake Chad Basin Region and Colombia) and will inform partners’ work in the policy, practice and research spheres.

Clients: the World Bank Group, UN System, Civil Society, Academia, the private sector


Public Private Partnerships

Social Impact Monitoring

Analysis of the Dutch philanthropic sector’s experiences in social impact monitoring against SGS benchmarked against similar national and international experiences by the private and public sectors. Development of a dashboard prototype that promotes information sharing and cooperation when reporting against common SDG targets by philanthropic organizations and their private and public sector partners.

Clients: Dutch Philanthropic Sector


Branding Social Change

Production of branding strategy and video materials (Public Private Partnerships)

Developed a branding and marketing strategy for a youth civil society organization focusing on preparing youths for the job market in the Kingdom of Saudi Arabia based on regional market research and analysis of youth preferences and attitudes in the work place.

Clients: Saudi Arabian Youth Training Center


Remote Monitoring and Management (RMM)

Seminar on RMM

Increasingly, Danish and international aid is being implemented in contexts where access and operational space is very limited: For donors, for national and international organizations, and even for the national governments and authorities in the countries where the international aid is implemented.
To further explore the current state of play and emerging experiences in this field, the MFA asked OAM Consult and it partner Humanity X at Leiden University together with Concord Consult to design and facilitate a workshop on the topic. The workshop aims to create an opportunity for knowledge and experience exchange between ministry staff and partners from the policy, practice and research nexus who are involved with implementing humanitarian, development and peace building programs in challenging contexts where access oscillates between limited to impossible.

Client: The Danish Ministry of Foreign Affairs


HDP Nexus

Cross institutional learning: Integrating human rights into conflict prevention and response

Human rights, conflict, peace and development are closely linked, but the linkages are not always evident in practice.
We are enhancing existing training modules through the integration of human rights approach into the training modules for practitioners and senior management in engaged in operations in the HDP nexus in fragile contexts.

Partners: United Nations, African Union, World Bank, Human Rights organizations, academia and training institutes.


Data Ethics and Application

Guidelines on Data Responsibility

Leiden University Faculty of Law with support from the OAM team published a state of the art report on data responsibility guidelines and the analysis of the role of data responsibility in the field of human rights work and conflict prevention. The emergence of new technologies provides increasing opportunities to collect valuable data. Individuals and organizations now have an unprecedented ability to access, collect, store and share data, especially in areas difficult to reach for reasons such as security concerns, infrastructure, and weather. The report presents emerging insights gleaned from partner work in the HDP Nexus related to data collection, analysis and sharing when making informed decisions.

Partner: Leiden University Faculty of Law


Change Management

Strengthening Organizational Learning and Social Impact Monitoring (Public Private Partnerships)

Integration of scalable learning systems with the potential to shift to an increasing returns model where the more staff and partners that join together to learn faster, the more rapidly value gets created. While robust strategies and good indicators are certainly a key ingredient to advancing organizational learning, another critical step is to demonstrate how effective it can be when used well in an organization’s work. We focused on including concrete examples, simple explanations, business process optimization and streamlined on-the-job training to ease the staff learning curve. Once again, we found that the biggest barrier to change management is organizational culture and business processes at management and staff levels. Ownership at all levels is crucial to sustain the transformation journey.

Clients: Five different Royal Saudi philanthropic organizations working together with public and private partners in
the sectors of youth, children, women, disabled, and vulnerable groups in prisons.


HDP Nexus

Design and implementation of a Global Program for Reintegration Support (GPRS)

Supporting the World Bank Group develop a new funding instrument to support governments and partners engaged in disarming, demobilizing and reintegrating armed groups into society. Emerging challenges are foreign fighters, prevention and countering violent extremism and engagement in contexts with limited governance, rule of law and communication infrastructure. Particular emphasis is on institutionalizing scalable learning among staff of partners to ensure a robust and coordinated approach across sectors engaged in the human rights, humanitarian, development and peace nexus (HDP Nexus).

Partners: World Bank Group, UN system, African Union, civil society and governments.


Disarmament, Demobilization and Reintegration in the Democratic Republic of Congo

Organizational strengthening of the DDR commission in the DRC (H D P Nexus)

Enhancing the field and regional capacities of the government staff to engage with operational challenges and risks related to their DDR program

Clients: Democratic Republic of Congo Government


Public Private Partnerships

Partnership and Resource Mobilization

Developed a partnership and resource mobilization strategy and model based on the specific needs of lower and upper
middle income countries. Emphasis was on leveraging government and private sector/philanthropic resources. There was also a focus on regional donor financing mechanisms targeting green and blue economies, and leveraging capacities from regional innovation hubs.

Clients: Governments of Namibia and Swaziland and the UN system


Human Rights and Results based programming

Integration of a Results based approach into Human Rights work (Organizational learning)

One of the key challenges is that a management scheme capable of measuring human rights work is hard to design. We developed and implemented a results-based monitoring framework to strengthen the tracking of progress and measurement of results to strengthen organizational reporting and learning at national, regional and global levels. While better indicators is certainly a key ingredient to advancing RBM in human rights, another critical step is to demonstrate how effective it can be when used well in human rights organizations’ work. We focused on including concrete examples, simple explanations and streamlined training to ease the staff learning curve. We found that RBM can certainly help human rights actors achieve better outcomes, but only if they take ownership for it.

Clients: Swiss based Human Rights organization


Data services

Enhancing partner Monitoring and Evaluation capacities

Together with our partner Zimmerman & Zimmerman, we offer data services solutions that strengthen the efficiency and effectiveness of our clients’ activities in the areas of monitoring, evaluation and job creation. In response to a fast paced multi-stakeholder operating environment, knowledge management for it to be effective and scalable needs not just to add value to staff in a given institution but also needs to add value to those it serves: partner (including client) staff, and beneficiaries. Consequently, learning must not only helps staff inside the institution learn quicker but it also needs to scale learning by connecting with staff from other institutions.

Clients: multiple governments and UN system in sub-Saharan Africa.


Monitoring and Evaluation Policy

M&E and Operational Guidelines in Disarmament Demobilization and Reintegration (DDR)

We are developing an M&E policy and operational program note informed by best practice of stakeholders engaged in the HDP nexus. The initiatives brings together member experiences from the Democratic Republic of Congo, Somalia, Mali, Lake Chad Basin Region and Colombia) and will inform partners’ work in the policy, practice and research spheres.

Clients: the World Bank Group, UN System, Civil Society, Academia, the private sector


Public Private Partnerships

Social Impact Monitoring

Analysis of the Dutch philanthropic sector’s experiences in social impact monitoring against SGS benchmarked against similar national and international experiences by the private and public sectors. Development of a dashboard prototype that promotes information sharing and cooperation when reporting against common SDG targets by philanthropic organizations and their private and public sector partners.

Clients: Dutch Philanthropic Sector


Branding Social Change

Production of branding strategy and video materials (Public Private Partnerships)

Developed a branding and marketing strategy for a youth civil society organization focusing on preparing youths for the job market in the Kingdom of Saudi Arabia based on regional market research and analysis of youth preferences and attitudes in the work place.

Clients: Saudi Arabian Youth Training Center


Remote Monitoring and Management (RMM)

Seminar on RMM

Increasingly, Danish and international aid is being implemented in contexts where access and operational space is very limited: For donors, for national and international organizations, and even for the national governments and authorities in the countries where the international aid is implemented.
To further explore the current state of play and emerging experiences in this field, the MFA asked OAM Consult and it partner Humanity X at Leiden University together with Concord Consult to design and facilitate a workshop on the topic. The workshop aims to create an opportunity for knowledge and experience exchange between ministry staff and partners from the policy, practice and research nexus who are involved with implementing humanitarian, development and peace building programs in challenging contexts where access oscillates between limited to impossible.

Client: The Danish Ministry of Foreign Affairs


HDP Nexus

Cross institutional learning: Integrating human rights into conflict prevention and response

Human rights, conflict, peace and development are closely linked, but the linkages are not always evident in practice.
We are enhancing existing training modules through the integration of human rights approach into the training modules for practitioners and senior management in engaged in operations in the HDP nexus in fragile contexts.

Partners: United Nations, African Union, World Bank, Human Rights organizations, academia and training institutes.


Data Ethics and Application

Guidelines on Data Responsibility

Leiden University Faculty of Law with support from the OAM team published a state of the art report on data responsibility guidelines and the analysis of the role of data responsibility in the field of human rights work and conflict prevention. The emergence of new technologies provides increasing opportunities to collect valuable data. Individuals and organizations now have an unprecedented ability to access, collect, store and share data, especially in areas difficult to reach for reasons such as security concerns, infrastructure, and weather. The report presents emerging insights gleaned from partner work in the HDP Nexus related to data collection, analysis and sharing when making informed decisions.

Partner: Leiden University Faculty of Law


Change Management

Strengthening Organizational Learning and Social Impact Monitoring (Public Private Partnerships)

Integration of scalable learning systems with the potential to shift to an increasing returns model where the more staff and partners that join together to learn faster, the more rapidly value gets created. While robust strategies and good indicators are certainly a key ingredient to advancing organizational learning, another critical step is to demonstrate how effective it can be when used well in an organization’s work. We focused on including concrete examples, simple explanations, business process optimization and streamlined on-the-job training to ease the staff learning curve. Once again, we found that the biggest barrier to change management is organizational culture and business processes at management and staff levels. Ownership at all levels is crucial to sustain the transformation journey.

Clients: Five different Royal Saudi philanthropic organizations working together with public and private partners in
the sectors of youth, children, women, disabled, and vulnerable groups in prisons.