Notes

1  Pg. 23, ARROW MAPP (April 2008 edition)

1  A job competency is defined as a set of underlying characteristics of an individual that is causally related to their effective or superior performance on the job. The definition of competencies developed by the consultants to ARROW sought to predict/assess a person's generic knowledge, motive, trait, self-image, or skill which is essential to performing a job, thus going beyond the usual, knowledge-based and academic aptitude used to gauge capacity for superior performance. Paraphrased from ARROW Competency Model for the Position of the Executive Director (2004)

1  Pg. 5, MAPP (2008 edition)

1  The process involves a series of steps that refer to tools are not included in this publication due to their volume and complexity. These include the ARROW SRHR Organisational Capacity Assessment Tool and the Mango's Financial Management Health Check tool. These tools are available upon request from ARROW.

2  This tool is based on the Marguerite Casey Foundation Organisational Capacity Assessment Tool used by the Bangladesh Rural Advancement Committee (BRAC) in Bangladesh.

1  Note that since this COE was developed, ARROW's vision, mission and long-term objectives have changed as follows:

ARROW's Vision: An equal, just and equitable world, where every woman enjoys her full sexual and reproductive rights. ARROW's Mission: To promote and defend women's rights and needs, particularly in the areas of health and sexuality, and to reaffirm their agency to claim these rights.

Long-term Objectives:

  1. Systems, policies and programmes are reoriented to:

    • Uphold gender equality and sexual and reproductive health and rights; and
    • Ensure that health systems deliver comprehensive, gender-sensitive and rights-based services for sexual reproductive health that are accessible, just, equitable and of the highest quality.

  2. Women's movements and civil society are strong and effective in:

    • Influencing policy agenda on women's health, sexuality and rights;
    • Holding governments and donors accountable to international and national commitments; and
    • Gaining sustained representation on decision-making structures.
  3. Women's lives and health outcomes improve, particularly in the area of SRHR, especially for poor and marginalised women.

2  From the December 2007 Board meeting minutes: The BOD discussed who the COE applies to, with some Board members feeling that ARROW cannot impose its COE on those outside the organisation and should only apply to the staff and the BOD. It was agreed that a section called “How to use the Code of Ethics” be added to the front of the document in order to specify who the Code applies to and how it could be used i.e. recruitment of staff, contractors etc. This section will influence what we put under “Orientation, enforcement and violation”. It is these sections that are in discussion now, in December 2008.

3  The following values are from the ARROW Management Manual (2006) which in turn are mainly taken from the proceedings and discussions that were developed over the years at ARROW's various Board-Staff Retreats and special staff sessions in 2002 and 2003, pertaining to organisational values.

4  Discussion at sessions with staff

5  Ibid

6  Partly from sessions with the staff

7  Ibid

8  Ibid

1  The calculation of daily and hourly rates are based on the Malaysian Employment Act 1955 as amended by the Employment (Amendment) Act 1998.

1  The development objective of WHRAP is to contribute to an improved quality of life through improved SRHR for marginalised women in South Asia by strengthening civil society engagement to hold governments accountable to their SRHR commitments.

2  Mission statements: WHRAP strengthens partnerships and civil society alliances to advocate with diverse stakeholders for universal access to quality SRHR services; as well as for policies and programmes sensitive to the needs of women and girls. WHRAP promotes the voices and leadership of affected groups for demanding accountability from duty bearers. (from Final Evaluation and Planning Meeting held from 19–23 April, 2010 in Dhaka, Bangladesh)

3  Refer to Annex 1 in this document- Terms of Engagement of WHRAP-SA

4  Refer to Annex 2 in this document- Standard SC Meeting Agenda format

1  ARROW for Change (AFC) Editorial Roles: Addendum to the ARROWs for Change: Bulletin Policy, Procedures and Content Guidelines. This document was developed by Maria Melinda Ando, then AFC Programme Officer, and now Infocom Manager, in July 2008, and updated in July 2013 to reflect changes in policies and practice.

2  The ARROWs for Change: Bulletin Policy, Procedures and Content Guidelines does not specifically have a line stating that these are the members of the Editorial Team. However, whenever it outlines specific tasks of the members of the Editorial Team, only the ED, the Info Com PM, and the AFC PO are mentioned. The other POs, like the IDC PO, have specific roles to help produce the AFC but they are listed outside the Editorial Team.

3  Paraphrased from the “ARROW for Change: Bulletin Policy, Procedures and Content Guidelines.”

4  “ARROW for Change Guidelines and Terms of Reference for Expert External Readers.” First Edition 10 March 2007; Updated in July 2013

5  Based on the AFC Designer's Terms of Reference.