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Ethiopia – European Commission Civil Society Fund 2006 – 2012 2006 – 2012 Celebrating the Past...
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Transcript of Ethiopia – European Commission Civil Society Fund 2006 – 2012 2006 – 2012 Celebrating the Past...
![Page 1: Ethiopia – European Commission Civil Society Fund 2006 – 2012 2006 – 2012 Celebrating the Past – Preparing the future January 25 th, 2012 Lessons learnt.](https://reader035.fdocuments.us/reader035/viewer/2022070305/55152cc75503465e608b581d/html5/thumbnails/1.jpg)
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Ethiopia – European Commission Ethiopia – European Commission Civil Society Fund Civil Society Fund
2006 – 20122006 – 2012
““Celebrating the Past – Preparing the future”Celebrating the Past – Preparing the future”January 25January 25thth, 2012, 2012
Lessons learnt and the way aheadLessons learnt and the way ahead
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Celebrating the Past – Preparing the futureCelebrating the Past – Preparing the future
1. Lessons Learnta) Relevance and programme designb) Efficiencyc) Effectivenessd) Impacte) Sustainability
2. The way ahead. Civil Society Fund II.
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1a. Relevance and programme design (I/II)1a. Relevance and programme design (I/II) • The CSF is relevant and coherent with EC-GoE Country
Strategy Paper (both 9th and 10 EDF) and to the GoE development policies as well
• Was unique for its objectives to fund institutional capacity building of CSO, alongside governance service delivery and its tri-partite governance arrangement.
• CSF evolved in a changing governance environment and has succeeded in adapting.
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Evolving programme environment to which the CSF had to adapt
The Charities and Societies Proclamation groups CSOs into different categories. It defines consortia (networks – one of the target groups of CSF) and allows CSOs to engage in income-generating activities. It sets limitations on the actors allowed to work in governance-related areas (one of the key result areas of the programme).
The recent guidelines (particularly 70/30) would have a strong impact on all the result areas of the programme, such as networking and capacity building. Future CSF projects would have to be adapted to comply with the 70/30 guidelines.
Incomplete framework; but no limitations as to the actors to engage with, the themes/areas to support or the way to support programmes.
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1a. Relevance and programme design (I/II)1a. Relevance and programme design (I/II) • Exclusive reliance on CfP approach has inherent limits
• More importance could have been awarded to programme-level initiatives, however, this would have needed additional resources.
• Efforts to enhance complementarity and coordination with CSSP and PBS SAP II need to be strengthened.
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1b. Efficiency (I/II)1b. Efficiency (I/II)
• The tri-partite governance arrangement is a strong point of the programme.
• In general, the CfP is regarded as a transparent & fair mechanism for the allocation of funds.
• TAU non-grant support has been key for the efficient implementation of grant-support and is considered in itself a capacity building mechanism.
• Compared to other programmes in other countries, the cost-efficiency is high.
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1b. Efficiency (II/II)1b. Efficiency (II/II)
• Resources were insufficient to ensure stronger mentoring of under-performing grantees.
• Availability of sufficient resources would have also strengthened programme knowledge management and cross-fertilisation across projects.
• Implementation, particularly the grant component, has
faced some delays.
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1c. Effectiveness (I/III)1c. Effectiveness (I/III)• The programme has progressed well in achieving all
result areas, although with varying degrees.
• Challenges in ensuring effectiveness include:
– The difficulty to implement a programmatic approach with the CfP as the only main tool
– The inherent limitation of CfP to proactively and strategically support Capacity Building
– The underdevelopment of CSOs in emerging regions;
– From 2009 - the limitations imposed to work on governance-related issues
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1c. Effectiveness (II/III)1c. Effectiveness (II/III)
• High stakeholder satisfaction amidst a degree of frustration with procedures and limited funds available.
• CSF has been effective at reaching mid-level organisations and networks across the country and supporting their role as intermediary organisations. Many grass-roots and CBOs have been reached and supported trough these intermediary organisations.
• Small Grants Scheme has the potential to create access for a larger number of CSOs but also entails high transaction costs
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1c. Effectiveness (III/III)1c. Effectiveness (III/III)
• If procedures allow – increased use of block grants, sub-granting, follow-up grants and operational grants should be explored for CSF II.
• CSF has been effective at promoting partnerships, peer work and networking efforts, as well as multi-stakeholders’ approaches to development.
• Broader impact and sustainability of results are challenged by limited time-span of most projects
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1d. Impact (I/II)1d. Impact (I/II) • Increased interaction and policy dialogue between CSOs
and government, particularly at the regional and local levels
• Increased coordination and networking within the civil society sector
• Enhanced organisational development and increased institutional capacity of CSOs
• Increased awareness on rights at the community level
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1d. Impact (II/II)1d. Impact (II/II)
• The CSF contributed to enhancing CSOs’ capacity to act as development actors and national development plans by:– Promoting Local governance; monitoring of public
services and social accountability– Piloting alternative/innovative approaches in the
delivery of public services;– Strengthening the capacity of government to provide
effective leadership in areas like women’s empowerment; children’s rights; Human Rights etc.
– Grass-roots strengthening
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1e. Sustainability1e. Sustainability
• Sustainability considerations were incorporated in design and promoted during implementation
• Duration of individual grants doesn’t always favour sustainability.
• GoE’s continued interest in and support to CSF key for sustainability
• sustainability of CSF results will be affected by the changes in the operating environment of CSOs with the Proclamation and the recently issued guidelines
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2. The way ahead – Civil Society Fund II2. The way ahead – Civil Society Fund II
• Impact of the current environment on the Programme, and the adaptation work that may be required on the side of CSOs.
• Work closely with CSSP, PBS SAP II and other CSO support programmes
• Minimise delays by launching CfPs as soon as possible
• Review PSC composition with a view to ensuring equity, representativeness and guidance
• Provide adequate resources in support of programme level objectives