promoting awareness of the plan, monitoring its implementation and evaluating its outcomes. Crucial to the success of the plan will be the ability of those involved in its promotion to persuade relevant agencies that achieving human rights objectives forms an integral part of their mission and to provide for adequate funding. Monitoring and evaluation phase • Activities at this stage focus on meetings of and travel by members of the coordinating committee and secretariat personnel. Only towards the end of the plan period, when the overall review of the plan is undertaken, will there be an increase in the intensity of activity and a requirement for a somewhat higher level of resources. If an external evaluation of the plan’s effectiveness is to be commissioned, additional funding will be required to cover the travel and consultancy costs, fees and other expenses of evaluators. 13.2 Institutional partnerships This Handbook has drawn attention several times to the desirability of the government (through its focal agency) entering into innovative partnerships with other organizations. This is particularly important when considering how to mobilize resources. It is increasingly accepted in public administration that governments have neither the resources nor the expertise to deal with every aspect of social policy. In many cases, it will be better for the government to set broad policies, in consultation with other actors, and then to establish partnerships to maximize funding opportunities and utilization of available expertise. As far as funding is concerned, the primary partnership will be between the coordinating committee and focal agency, on the one hand, and the various government agencies that have responsibility for implementing the plan, on the other. If the plan is to be successful, the implementing agencies must incorporate funding of the various plan commitments in their own budgeting processes. This is perhaps the central issue in the whole plan process, the acknowledgement that human rights objectives are core activities across most areas of government administration. Partnerships with other bodies may also be helpful in funding the development, dissemination and evaluation of the plan: • A key area of partnership will be with civil society organizations, which have the capacity both to implement some areas of the plan’s activities, for example education and dissemination of information, and to contribute to the work of the coordinating committee and the secretariat; • Private philanthropic or funding organizations may assist in funding specific projects; • It is worth exploring corporate sponsorship, for example of the production and dissemination of information materials; • In some cases, private organizations may be in a position to fund aspects of the secretariat’s expenses, for example the acquisition of computer hardware or office equipment; • Media organizations may decide to make documentary video or radio programmes on the plan, thereby moderating media strategy costs; 103