3. Policy on Southern partners AO.3 a: Partner organisations or representatives from countries where the organisation operates have substantial influence on the applicant's policy. Notes: Describe how, and how often, partners have a say in the organisation's policy and direction, distinguishing between a formal right of decision or co-decision and direct or indirect influence. Use examples to illustrate the participative nature of the relationship. AO.3 b: The applicant has adapted its partner selection policy to the objectives of the organisation. Describe the partner selection procedure, including the appraisal or selection criteria. If the partner is a network organisation or sub-granting organisation, describe the selection criteria for the network or fund. AO.3 c: The applicant implements an effective anticorruption and sanctions policy with regard to partners. Describe how anticorruption and sanctions policy are embedded in procedures and contracts. Use examples to illustrate how this policy was applied in 2010, 2011 and 2012. AO.3 d: The applicant's capacity-building policy aims to develop the independence of partner organisations for which it acts as financier, or of members of the network, i.e. the policy promotes the institutional sustainability of partners. Notes: Describe this policy using concrete objectives/intended results, activities to be carried out, institutional capacity-building measures aimed at the partners, network members or recipients of funding. Use examples to demonstrate the policy's success. 4. Relationship with actors in civil society The key question here is: to what extent can the organisation effectively deploy stakeholders in the environment in which it operates in order to achieve its own objectives? This section concerns relationships with other NGOs, businesses, the general public, donors and public bodies, but not relationships involving subcontracting or the channelling of funds (these types of relationship fall under the category of partners, network members, etc.). The relationships must be strategic and
3. Policy on Southern partners AO.3 a: Partner organisations or representatives from countries where the organisation operates have substantial influence on the applicant's policy. Notes: Describe how, and how often, partners have a say in the organisation's policy and direction, distinguishing between a formal right of decision or co-decision and direct or indirect influence. Use examples to illustrate the participative nature of the relationship. AO.3 b: The applicant has adapted its partner selection policy to the objectives of the organisation. Describe the partner selection procedure, including the appraisal or selection criteria. If the partner is a network organisation or sub-granting organisation, describe the selection criteria for the network or fund. AO.3 c: The applicant implements an effective anticorruption and sanctions policy with regard to partners. Describe how anticorruption and sanctions policy are embedded in procedures and contracts. Use examples to illustrate how this policy was applied in 2010, 2011 and 2012. AO.3 d: The applicant's capacity-building policy aims to develop the independence of partner organisations for which it acts as financier, or of members of the network, i.e. the policy promotes the institutional sustainability of partners. Notes: Describe this policy using concrete objectives/intended results, activities to be carried out, institutional capacity-building measures aimed at the partners, network members or recipients of funding. Use examples to demonstrate the policy's success. 4. Relationship with actors in civil society The key question here is: to what extent can the organisation effectively deploy stakeholders in the environment in which it operates in order to achieve its own objectives? This section concerns relationships with other NGOs, businesses, the general public, donors and public bodies, but not relationships involving subcontracting or the channelling of funds (these types of relationship fall under the category of partners, network members, etc.). The relationships must be strategic and