What We Do

Learn what WOCAN has to offer.

The W+ Standard

Women Leadership Circles

Leadership and Gender Training

Women Leadership Circles in Agriculture and NRM

Our Strategic Plan 2017-2019

Our Theory of Change

The new Theory of Change of WOCAN describes our understanding that progress in women’s empowerment and gender equality requires changes at two levels:

IMPACT

Individual women and women’s groups at the community level that experience a change in their conditions and positions;
Organizations that can have an influence and support women’s empowerment and gender equality through their policies, financial allocations and plans (creating enabling environments).

ACTIVITIES

WOCAN’s strategy to catalyze changes at these two levels is built upon experience and lessons learned from the past 10 years, and includes the following activities:

Women’s Leadership Circles in Agriculture and NRM;
Development and maintenance of the W+ Standard to measure and certify outcomes at the community level;
Courses on leadership, gender integrated planning and related topics;
Technical support for W+ applications; research and consultancies;
Membership engagement;
Incubation of innovation.

OUTPUTS

These activities are expected to result in higher levels of funding for women’s organizations; increased numbers of organizations applying the W+ Standard; increased and more effective networks at various levels; more demand for technical support to organizations and companies; increased engagement with WOCAN members in projects and consultancy services; and higher visibility for innovations within WOCAN and its membership.

OUTCOMES

This will contribute to the following outcomes for women and women’s groups to reach: increased access and control over resources, greater voice and decision making, and more effective relationships for knowledge sharing, leadership and the development of more gender-responsive policies, plans and budgets.

Vision, Purpose & Guiding Principles

Our Vision

WOCAN’s vision is of a world where gender equality has been achieved within agriculture and natural resource management organizations, policies, programs, markets and communities to achieved food security and sustainable development.

Our Purpose

WOCAN’s purpose is to advance women’s empowerment and collective action to tackle climate change, poverty and food insecurity within enabling environments.

Our Guiding Principles

Environmental sustainability and poverty eradication requires organizations at all levels to fully recognize and support the roles and leadership potential of women as farmers, market actors, environmental managers, professionals, decision makers, and leaders to achieve an equal distribution of responsibilities, benefits, and decision making between women and men in the management of natural resources.

WOCAN aims to demonstrate five core Leadership Practices that it considers fundamental to women’s leadership development. These are:

Model the way (find your voice, set the example)
Inspire a shared vision (envision the future, enlist others)
Challenge the process (search for opportunities, experiment and take risks)
Enable others to act (foster collaboration, strengthen others)
Encourage the heart (recognize contributions, celebrate values and victories.

It is by applying these principles in its work with individuals – both men and women – and with organizations around the world, ranging from local to international that WOCAN will:

Work strategically and collaboratively, to support women professionals to assist their organizations become more gender sensitive.
Provide capacity building through training and professional opportunities so women professionals in agriculture and natural resource management sectors become effective “change agents” for gender equality.
Focus on networking, partnerships and alliance building, so women will be influence the policies and practices of organizations working at the policy, research, planning and implementation levels in agriculture and natural resource management.
Creating visible fora for women’s voices to be heard within international agencies and global processes concerned with food security, natural resource management and climate change.
Encourage the commitment and support of men so that the vision and mission of WOCAN can be achieved.
Practice teamwork, open communication, trust, awareness, reflection, and a culture of mutual support.

The anti-corruption program is an integrated part of the overall governance system of WOCAN. Read more

Anti-corruption Program

The anti-corruption program is an integrated part of the overall governance system of WOCAN.

Responsibility

The Executive Director of WOCAN is responsible for monitoring the overall compliance with the anti-corruption program. The WOCAN Core Associates/Project Coordinators are responsible for monitoring compliance with the anti-corruption program in their respective organizations.

Advisory and complaints channels

All suspicions of economical frauds, bribery and corruption and should immediately be reported as stated in WOCAN’s Whistleblower policy. WOCAN maintains a whistleblower policy to encourage its board members, staff (paid and volunteer) and others to report suspected or actual occurrence (s) of illegal, unethical or inappropriate events (behaviors or practices) without retribution. The anonymity of the whistleblower shall be respected.

Communication and training

The anti-corruption program and whistle blower policy is communicated to employees orally and in writing when assignments are made. The anti-corruption policy statement and program will be available on www.wocan.org /about

Project contracts

No WOCAN projects shall be executed unless a contract is signed by both WOCAN and the implementing partner.

Tender processes

As per WOCAN’s Procurement Policy, special attention shall be given to major purchases. In case of purchases of value above USD 10,000 a formal tender process should be performed as described in WOCAN’s Procurement Handbook. In case of purchases of value in the interval 1000 – 10,000 USD a less comprehensive process can be used, for instance receiving two or more price bids from suppliers via telephone, mail or the internet.

External audits and audit agreements

For all audits, the International Standard of Auditing shall be followed. All projects shall be audited no later than six months after project termination. The overall WOCAN operation will in addition be audited in connection with the annual audit of WOCAN. For smaller private projects the audit will be included in the annual audit of WOCAN.

Review of financial management and accounting procedures

The Executive Director of WOCAN or her representative shall annually review the financial management and accounting procedures of all partners in field. The annual review shall be documented and made available for the WOCAN Board of Directors and auditor.

Consequences of violation

All forms of corruption will result in immediate investigation and possibly suspension. Personnel found guilty of bribery will be made known to all other employees for preventive purposes.

External communication

All incidences of corruption or suspected corruption shall result in a report stating the severity and scope of the issue and actions taken thereafter. All reports shall be sent to the Executive Director, and a summary of reports shall be made available on request.