30. Has written programme/activity plans that aim at achieving its objectives mission and/or goal.

The programmes of the NGO are all meant to contribute to the realisation of its mission/goal. Plans are current, written down and accessible.

31.Understands  and is able to identify its current/actual programme outputs and/or outcomes.

The NGO is able to explain what change (or changes) it wants to make through its projects or programmes. Its projects or programmes therefore go beyond a collection of activities.

32.Documents its programme work.

The NGO is able to produce up-to-date  progress repor ts or other documents that  describe its activities. These may be part of an Annual Report  (see Standard 15).

33.Has made efforts  to monitor and evaluate  its programme activities.

The NGO documents its monitoring and/or  evaluation of its projects/ programmes based on regular and recent programme  or activity reviews.

34.    Has shared  its objectives  with its members/ intended beneficiaries.

The beneficiaries, intended beneficiaries or members of the NGO – where it is a membership organisation – have been given sufficient information to understand the NGO's current objectives. There is therefore a minimum of participation and understanding by the NGO's ‘target' group and/or  partners.

35.    Keeps appropriate government authorities informed of its plans activities and programmes.

The appropriate  government authorities (e.g. line ministr y; local district government; sub-county extension personnel, parish development committee) are informed about the NGO's current plans, activities and programmes.

36.Has made efforts  to relate  with others actors  (beyond its membership) working in its operating environment.

The NGO has made effor ts not to work in isolation; it has tried to relate, for instance, with other NGOs involved in similar work. It has tried to establish working relationships with government and/or  other stakeholders, where appropriate and feasible.

37. In the case of an  NGO network, additionally to the above, it can demonstrate:

a. ) that it represents the collective voice or position of its membership The Network represents the collective voice of the members and not only that  of any coordinating secretariat.  Position papers, for instance, are developed and endorsed by a broad section of the membership.

b. ) an ability to mobilise its membership on relevant emerging issues

The Network is able to mobilise a broad cross-section of its membership on relevant issues; it avoids any tendency to be dominated by a small group of members.

c. ) that it uses mechanisms to share information and consult its membership on programme issues

The Network members are actively involved in strategy and programme  development  work. This could be  through committee meetings, thematic  group meetings, general membership meetings, joint ‘field' visits, or joint evaluations. Mechanisms are in place to ensure that relevant information is regularly shared across the network

d) that it has a regularly update register of members' profiles and programme inventory

The Network has at its disposal an up-to-date  inventor y of its member' profiles, competencies and current programmes, in order to facilitate sharing and using members' capacities. This inventor y may be updated  at  the same time as the members' register (see Standard 11b)

e) that its secretariat, if any, plays a coordinating role and does not duplicate or compete with members' activities/programmes

The primar y role of any net work secretariat  is to facilitate the implementation of the Network's set objectives (which of ten  include coordination of membership, exchanging experiences and information, and engaging in activities that clearly benefit  from  the  value  added  of  its  collective membership). The network therefore  does not engage  in activities that are (or could be) undertaken by any individual member.

f)   its commitment to building the capacity  of the membership, where necessary, to effectively participate in its vision and mission The Network has developed and  uses mechanisms that enhance  the participation of a broad  cross-section of its members in the realization of its common vision and mission, where this is necessary. This may include various forms of capacity-building for its members, such as training, field visits, and coaching.