CEPF-Yemen CSOs training needs assessment report · Yemen community is a conservative tribal one,...

Majdi Salameh AMJAD & MAJDI SALAMEH COMPANY | JORDAN

Civil Society Organizations in Yemen Eastern Afromontane region CEPF-Yemen CSOs training needs assessment report

TRAINING NEEDS ASSESSMENT REPORT

Prepared for:

1 Contents

Contents Contents .......................................................................................................................... 1

About this Report .............................................................................................................. 2

Background ...................................................................................................................... 3

About Yemen ................................................................................................................ 3

About the Study Area: CEPF Priority Conservation Corridor in Yemen .............................. 6

Project Rationale ........................................................................................................... 6

Training Needs Assessment Link to CEPF Investment Strategy ....................................... 7

Project Approach ........................................................................................................... 8

Expected Results .......................................................................................................... 9

Overview of Civil Society Organizations in Yemen ............................................................ 11

What is a Civil Society Organization (CSO) ................................................................... 11

CSOs governance in Yemen ........................................................................................ 11

Typology of Civil Society Organizations ........................................................................ 12

CSOs' Statistics and Distribution in Yemen ................................................................... 14

Environmental CSOs in Yemen .................................................................................... 15

Constraints to CSOs Performance in Yemen ................................................................. 16

Private Sector - Civil Society Relations ......................................................................... 16

CSOs in Yemen EAM Region ....................................................................................... 16

Institutional Set-Up of CSOs' in Yemen EAM Region .................................................. 18

Employees and Volunteers ....................................................................................... 18

CSOs Scope of Work and Achievements ................................................................... 19

Previous and Current Training Programmes Targeting Yemeni CSOs' ............................ 21

CSOs Perception of Priority Environmental Interventions Needed ................................... 23

Capacity Gaps and Training Needs .................................................................................. 25

CSOs SWOT Analysis ................................................................................................. 25

CSOs Overall Capacity Gaps ....................................................................................... 27

CSOs Perspective of Training Needs ............................................................................ 29

Priority Training Needs ................................................................................................ 30

Theme (1): Institutional Development ........................................................................ 31

Theme (2): CSOs' Planning, Management and Sustainability ...................................... 31

Theme (3): Environmental Safeguards, Policy and Advocacy ...................................... 32

Theme (4): Research, Information Management, Analysis and Reporting .................... 32

Theme (5): Nature Conservation and KBAs' Management .......................................... 33

Theme (6): Environmental Outreach .......................................................................... 33

Theme (7): Engagement with Businesses and the Private Sector ................................ 34

Conclusion ..................................................................................................................... 34

References .................................................................................................................... 36

Appendices .................................................................................................................... 37

2 About this Report

About this Report This report is submitted to the CEPF by Amjad and Majdi Salameh Company (Enviromatics) in fulfilment of a Project Funding Agreement signed between the two parties for the assessment of training needs of CSOs' in the East Afro-Mountain region in Yemen.

The subject project aims at helping CSOs' in Yemen to identify their needed skills and resources they need to maximize their positive impact for improved conservation of biodiversity especially in critical ecosystems. At an individual level and for staff working in CSOs', the assessment identified professional development needs for building motivation and increasing effectiveness. At an institutional level, the Project targeted CSOs' eligible for CEPF funding and identified skills development needs with regard to institutional set-up, organizational and development, in addition to skills needed to mobilize resources needed for implementing KBAs conservation actions.

Suggested capacity development solutions may take the form of mentoring and coaching, in-door training, information sharing and exchanges, and outdoor training. Training needs for CSOs in Yemen have been identified at all functional levels to achieve the conservation of KBAs within the highlands of Yemen, hence helping to achieve the long term conservation outcomes identified for Yemen in the EAM investment strategy, as a long term sustainable plan.

Strengthening networking and build partnership between CSOs have been also addressed in this report as such capacity to building strategic alliances between groups would motivate more efficient participatory efforts toward improved flow of information, skills and resources which will be leading to more successful conservation. Such arrangements might encourage CSOs/NGOs in Yemen to develop joint projects to approach CEPF and other donors interested in the conservation of KBAs in the country.

A SWOT analysis of conservation NGOs in Yemen was also carried out to identify CSOs' positive internal and external factors which should be capitalized on, and also their internal constraints and external threats (capacity gaps) which need to be addressed through capacity building, overall to enhance and bring momentum to biodiversity conservation within Yemen EAM region. Addressing identified capacity gaps will not only help CEPF achieve their conservation outcomes, but will also improve the country’s capacities to meet its obligation towards implementing MEAs. With CEPF funding to build capacities in conservation, enough qualified and trained national staff would positively contribute to ensuring successful implementation of conservation projects, which is a win-win situation for both CSOs and CEPF as a conservation donor and this will ensure sustainability of CEPF investment in Yemen.

3 Background

Background

About Yemen

Located on the south-western corner of Arabian peninsula, and occupying one of the world most strategic positions, Yemen is blessed with breath-taking landscape, extraordinary biodiversity and deep-rooted history of mankind civilizations. The Republic of Yemen, is an Arab country in Western Asia, and with its coastline stretches for about 2,000 km and more than 200 islands, it is bordered by the Red Sea from its west, and the Gulf of Aden and Arabian Sea to the south. It is bordered by Saudi Arabia from the north and Oman from the south. It is separated from the Horn of Africa by the strait of Bab-el-Mandeb which is considered a critical gate on the ancient and globally important silk route, and connects strategic link between the Indian Ocean and the Mediterranean Sea across the Red Sea. Administratively, Yemen consist of 22 governorates having two of which (Al Mahrah and Hadramout) occupying about 50% of country land (Figure 1). Sana'a is the capital city of the country.

Figure 1: Administrative regions of Yemen (source: Wikipedia website)

Yemen community is a conservative tribal one, this social character is reflected in all sides of Yemenis way of living and relations, including the socio-political and security conditions. Demographic features of Yemen shows that it has young and rapidly growing community having total population in year 2013 of about 23,852,400, of which about 48% are under age of 15 years (UNICEF, 2014). With a population growth rate of 3.2 (average for the period 1990 to 2012); Yemen’s population could grow from 23 million today to 50 million sometime between year 2035 and 2040 (United Nations-World Urbanization Prospects, 2011), forcing enormous pressure on its natural resources and challenging the sustainability of its environment. Table 1 provides summary of demographic indicators for Yemen. It is important to note that statistics related to Yemen should always be read with caution as different worth-trusty sources presents different results for the same indicator. For instance, according to UNICEF urbanized population forms about 39.2% while United Nations-World Urbanization Prospects: the 2011 Revision explains that urbanized population is projected to be 34.7%. this can be due to the original source of information (statistics authority in Yemen) which still developing and the fact that proper census have not been implemented since several years to date.

1 'Adan عدن

2 'Amran عمران

3 Abyan أبين

4 Ad Dali' الضالع

5 Al Bayda' البيضاء

6 Al Hudaydah الحديدة

7 Al Jawf الجوف

8 Al Mahrah المهرة

9 Al Mahwit المحويت

10 Amanat Al Asimah أمانة العاصمة

11 Dhamar ذمار

12 Hadramaut حضرموت

13 Hajjah حجة

14 Ibb إب

15 Lahij لحج

16 Ma'rib مأرب

17 Raymah ريمة

18 Sa'dah صعدة

19 Sana'a صنعاء

20 Shabwah شبوة

21 Ta'izz تعز

22. Soqatra (سقطرى)

4 Background

Regardless of the above, all related secondary data indicates that there is rapid decline in the percentage of rural population and ever growing total population. Combined analysis of both trends reflects the urbanization rates and internal migration from rural to urbanized areas, and as such the rapidly increasing demand on land and biological resources, most of which are concentrated within the western part of Yemen. Table 1: Demographic indicators for Yemen (source: UNICEF Website)

Demographic Indicators Value (source: http://www.unicef.org/infobycountry/yemen_statistics.html - 0)

Population (thousands) 2012, total 23852.4

Population (thousands) 2012, under 18 11485

Population (thousands) 2012, under 5 3396.8

Population annual growth rate (%), 1990-2012 3.2

Population annual growth rate (%), 2012-2030 2

Crude death rate, 1970 24.5



Crude birth rate, 1970 52.1



Life expectancy, 1970 41.2



Total fertility rate, 2012 4.2

Urbanized population (%), 2012 32.9

Average annual growth rate of urban population (%), 1990-2012

5.3

Average annual growth rate of urban population (%), 2012-2030

3.6

Figure 2: Change trend in the percentages of rural and urbanized populations (after: United Nations-World Urbanization Prospects, 2011) * Projection (medium variant)

Though Yemen historically has been characterized by a large outflow of labour and permanent migrants, the socio-economic and socio-political pressures in recent years negatively contributed to increase in the number of migrants to neighboring countries, and have caused

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

90.00%

Rural Population Urbanized Population

http://www.unicef.org/infobycountry/yemen_statistics.html#0

http://www.unicef.org/infobycountry/yemen_statistics.html#0

5 Background

escalation in socio-economic conflicts and challenges, including human trafficking, illiteracy, poverty, unemployment and gender issues. Being subject to years of political unrest, economic constraints and changing demographic characteristics, the country natural resources have been subject to several pressures causing unsustainable exploitation of natural resources and significant impacts on its biodiversity. The above pressures have been combined with weak environmental governance, under developed regulations and/or enforcement systems, weak capacity to address environmental issues, weak public environmental awareness, and the recent environmentally unsound development in the economic sector. These drivers and pressures are key to Yemen currently witnessed environmental challenges and impacts to its critical ecosystems, habitat and overall biodiversity. Many studies discussed threats to biodiversity in Yemen or parts of it, and almost all of those found that the magnitude of degradation is significant and escalating. From uncontrolled hunting, to high percentage community dependency on wood for heating and cooking (wood cutting), growth in Qat farming on the expense of native vegetation, over exploitation of natural resources especially water, land use changes and changing natural water flow systems, climate change and other pressures are causing substantial degradation of Yemen natural heritage and biodiversity. The National Capacity Self-Assessment (NCSA) report and action plan in January 2008 identified national capacity constraints and priorities to meet binding commitments contained in the main MEA conventions particularly the UN Framework Convention for Climate Change (UNFCCC), Convention on Biological Diversity (UNCBD), and Convention on Combating Desertification (UNCCD). The constraints mentioned by the NCSA regarding implementation of the above-mentioned conventions are discussed in the capacity gaps sections below and those relevant to this assessment are listed in Table 6. Yemen is a signatory to a number of Multilateral Environmental Agreements (MEAs) including the Rio Conventions on biological diversity, climate change and desertification. However, the country’s capacities to meet its obligation towards implementing these conventions are limited at different levels (NCSA, 2008). Yemen major national response to biodiversity issues can be summarized in the following:

National Environmental Action Plan (NEAP) I 1996-2005

National Environmental Action Plan (NEAP) II 2006-2015

Five Year Development Plans

National Strategy for Environmental Sustainability (NSES) 2010 – 2025

Mainstreaming Environmental Issues in the Poverty Reduction Strategy Paper (PRSP) 2002

Prime Minister’s Resolution No. 148 2000 on the Executive Regulation of Law No. 26 on the Protection of the Environment

Republican Resolution No. 26, 1995 on the Protection of the Environment

Declaration of Protected Areas (Utma 1999, Socotra 2000, Bura'a, Hauf and Aden wetlands 2005-2006)

Conservation of Socotra Archipelago Environment and as Man and Biosphere Reserve

National Biosafety Framework (2005)

National Biodiversity Strategy and Action Plan (NBSAP) 1999, updated 2004 However it should be noted that little has been done in the implementation of the above regulations and plans, perhaps with exception to Socotra. As explained above, many reasons contribute to this situation, including political issues, but also national capacity (technical and financial) is considered a pivotal factor. Also, several international organizations and donors provided support to Yemen with regard to environment protection, including capacity building, financial assistance and technical services. These efforts are ongoing, however the government of Yemen is in need for more work to

6 Background

achieve well-coordinated, mapped and prioritized support programmes from countries, and international and regional organizations.

About the Study Area: CEPF Priority Conservation Corridor in Yemen

CEPF defined, as part of its investment strategy, areas in the Eastern Afromontane (EAM) extension in Yemen as its targeted areas for action. EAM region in Yemen (Figure 3) stretches

north to south and falls within 12 governorates, namely: Sa'dah 'Amran, Hajjah, Al Mahwit, Sana'a, Al Hudaydah, Raymah, Dhamar, Ibb, Ad Dali', Ta'izz and Lahij.

Figure 3: East Afromontane region in Yemen targeted by CEPF (source: EAM Profile)

Project Rationale

CEPF announced a call for proposals concerning a capacity need assessment to address capacity needs of Yemini CSOs within the EAM region, which will be later translated into a capacity building components to be funded to help achieve conservation of Yemini KBAs within the context of EAM investment strategy. The call explained the rationale behind this call, and as such this project, which can be summarized in the following:

1. Civil society assumed roles in Yemen are higher than in other countries in the region of the Arabian Peninsula, despite the informal restrictions imposed to civil activism and the government’s attempts to monitor independent movements, Yemen still cradles a vigorous and dynamic civil society, with around 5,000 registered NGOs (figure according to reports of Ministry of Social Affairs and Labor, 4567 NGOs have been registered since 1994 until 2008). Most of these are dedicated to charitable activities, however, the actual total number of environmental NGOs is not known.

2. The growth of international aid for development and state-building projects has certainly played a major role in the recent boom of advocacy NGOs in Yemen. By funding local projects, international NGOs have encouraged the constitution of new associations, generating in the new wave of expansion of civil society.

3. Civil society in Yemen has gone through various stages of development and regression, as windows of opportunity alternately open and close and despite evident support by the international donor community and in spite of the development of many organizations, to large extent, CSOs still lack the capacity to implement on ground conservation actions and sustain natural resources against development plans.

7 Background

4. The limited knowledge, the lack of effective system for sharing of biodiversity information databases, the retardation of indigenous knowledge and skills, lack of facilities, inadequate expertise in species identification, and poor means of monitoring trends in biodiversity resources are the major constraints affecting biodiversity conservation for both governmental and NGOS in Yemen.

5. Effective management of natural habitats is hampered by ineffective regulatory and economic policies, limited information base, limited public awareness on biological resources at the individual and national levels. Furthermore, ineffective management related to the conservation of biodiversity in Yemen is attributed to lack of adequate legislation to protect flora and fauna. The effective management, monitoring and evaluation of the Yemen’s biological resources are further constrained by inadequate political will to streamline public support and community participation in biodiversity conservation.

6. In addition, existing institutional setup is not appropriate in mobilizing adequate resources for biodiversity conservation. Shortcoming in this area is attributed to limited personnel in conservation issues, lack of coordination between stakeholders, and lack of technical capacity, where this is evident by the recent call for proposals issued by the EAM Regional Implementation team, where a specific call was issued to support the institutional capacity building of CSOs in Yemen to further enhance their roles and capacity to protect KBAs in the country. The EAM profile has spotted the capacity constraints of Yemen CSOs, hence the recent funding to conserve KBAs within the EAM ecosystem in Yemen calls upon defining the needs of CSOs through a gap analysis and conducting a capacity need assessment of Yemini CSOs to develop their capacity in management and conservation to conserve KBAs within the highlands of Yemen as part of this critical ecosystem.

7. There are many local organizations committed to conserving biodiversity in Yemen, but many of those often have capacity constraints issues both financially and in human resources, in addition to capacity issues in the biodiversity conservation field. They are also often relatively young organizations and may need more skills or experience to achieve their conservation goals. These organizations face capacity challenges to meet new critical conservation concerns.

8. Yemeni CSOs are generally underdeveloped, but there is energy amongst their members to gain experience in the conservation field. CSOs staff lack the skills to implement successful projects and build their organizational capacities to sustain their work; hence these organizations are characterized by weak organizational structure, inability to access resources and limited experience in implementation and projects management.

Overall, this project aims to address capacity constraints of Yemini CSOs and as such improve their ability to achieve sound conservation impacts within KBAs in Yemen.

Training Needs Assessment Link to CEPF Investment Strategy

Understanding conservation priorities, appreciating the need for specific measures and actions to conserve biodiversity for the best interest of nature conservation and people, developing institutional and human capacity for implementing such measures and actions, and providing sustainable financing forms the logical order for achieving biodiversity conservation goals. The CEPF profile is committed to support CSOs active in conservation and build their institutional capacities to be able to deliver conservation on ground, we are trying to translate this vision and identify capacity needs, so CEPF investment reach its wider conservation outcomes in Yemen. Therefore, noting the project rationale explained earlier, and realizing the CSOs are the CEPF potential local partners (eligible to receiving funding) who will carry out conservation actions, this report is prepared to establish proper understanding of CSOs capacity to implement

8 Background

biodiversity conservation actions to achieve informed CEPF investment planning in Yemen, and to develop and implement related capacity development to equip those potential partners with the needed knowledge and tools to successfully achieve CEPF investment priorities in this area. As such, this project will directly contribute to the delivery of Strategic Direction 3 of the CEPF investment strategy, and specifically investment priority 3.4 of supporting the institutional development of civil society organizations in Yemen, and their role in the conservation of Key Biodiversity Areas (KBAs), by identifying capacity needs of these CSOs to effectively deliver sound conservation outcomes. Additionally, this project contributes to the priority themes of CEPF call upon which funding was allocated to implement this project, namely: capacity building of local NGOs, developing civil society knowledge on the implementation of conservation initiatives, which will also help CSOs to engage in conservation initiatives outside the scope of CEPF investment. The relationship between the proposed action and the CEPF Strategic Direction 3 can be summarized in the following:

CSOs’ are key players within the ecosystem and are potential partners / recipients of funds for implementing biodiversity conservation actions/projects, however their capacity (technical and financial) to implement such actions is limited and in-need for enhancement;

Knowledge and understanding of prioritized capacity development needs with respect to biodiversity conservation within the EAM ecosystem in general and in particular with regard to CEPF investment priority in Yemen needs to be improved by bringing in up-to-date data. This is considered as one of the Information gaps in KBAs and their conservation which can be reduced once this project is implemented.

The assessment of capacity development needs will enable informed CEPF investment planning, and enable the formulation of capacity development progeamme/projects (as CEPF future investment in Yemen) for potential/selected implementers of CEPF funded actions/projects;

Such improved capacity of CSOs is expected to strengthen individual CSOs ability to implement particular conservation actions within their geographic actions areas, with particular attention paid to actions financial sustainability, and will also encourage and support improved coordination and collaboration between a network of active CSOs within the ecosystem to achieve CEPF expected results with respect to investment priority number 3.4; and

The result of this assessment will help CEPF target part of its resources towards strengthening local capacities to conserve one of the most important biodiversity ecosystems in Arabia.

Overall this report is hoped to positively contribute to helping CEPF support to sustainable financing and related actions for conservation of priority KEPAs and corridors.

Project Approach

The overall logical long-term framework of actions related to capacity building of Yemen CSOs, and specifically in relation to CEPF investment targets in EAM part of Yemen, consists of three components; namely: (1) the assessment of capacity development needs and preparation of brief plan of actions to address capacity development needs; (2) implementation of proposed capacity development actions through adult learning techniques; and (3) on-job technical support (capacity development) and monitoring during implementation of CEPF funded actions/projects.

9 Background

This project concerns the first action of the above mentioned framework of logical actions, and it is specifically aims to conduct a CSO assessment within the EAM part of Yemen, including a SWOT analysis with respect to CSOs’ role in nature conservation.

The goal of the Yemeni CSOs' capacity need assessment is to determine the priority needs and establish a plan of action for developing Yemen’s CSOs capacity to meet its commitments for environmental conservation within the context of the EAM investment strategy to conserve KBAs of the EAM ecosystem of Yemen. The capacity need assessment was implemented following participatory and consultative process with a primary focus on capacity needs assessments in biodiversity conservation. The implemented activities were implemented in the following order:

- An initial list of Yemeni CSOs’ dedicated and/or concerned with biodiversity conservation within the EAM part of Yemen was prepared based on information to be gathered from related authorities and from published resources. The list was shared with CEPF for information and to select priority organizations to be targeted by the survey.

- A survey questionnaire was developed and sent to targeted (pre-identified) CSOs in Yemen. The questionnaire focuses on the gaps in the conservation of the Yemen highlands and the weaknesses of the CSOs active in implementing conservation projects in EAM part of Yemen identified based on review .

- A consultation workshop with 20 of the sector-leading CSOs within EAM in Yemen was held in November 2013 to present the project, explain and discuss the survey tool (questionnaire) and carry out SWOT analysis that focusses on capacity gaps and needs for improved nature conservation and management of key biodiversity areas. The selection of CSOs invited to the event was coordinated with the CEPF regional implementation team, and took into consideration the representation of different administrative regions within the EAM in Yemen, relevance to CEPF goals in Yemen, and CSOs' potential to get involved with CEPF activities in Yemen.

- During the workshop, Mr. Sharif Jbour from CEPF regional implementation team presented the EAM profile summary and related conservation outcomes and investment priorities for Yemen. This was arranged to ensure that CSOs are aware of the opportunity and are able to address their needs which meet the CEPF objectives.

The above component of the project approach aimed to :

- Identify key interested actors of CSOs in Yemen that will be targeted for project activities.

- Identify the main problems faced by CSOs in Yemen for later use in study tour/s.

- Create an overview of the current investment to conservation CSOs with the aim of identifying areas in which CEPF investment could work effectively.

- Identify training needs for CSOs active in conservation within the EAM part of Yemen.

- Prepare list of conservation, and development, Civil Society Organizations working in/around the Afro-montane KBAs, and at national level.

- Providing descriptions of these CSOs – how long they have been active, whether they are local/national/international, what their focal activities are, etc.

As part of the outcomes from this project, a Brief Capacity Development Plan is provided suggesting clear targets to CEPF’s planned investment in Yemen.

Expected Results

- Institutional capacity needs identified.

10 Background

- Roles and responsibilities of environmental CSOs active in the Yemen highlands with respect to biodiversity conservation identified and harmonized.

- Stimulating enhanced relationships (coordination and collaboration) among environmental actors, thus to support future effective delivery of conservation projects agreed upon through collaboration mechanisms amongst key CSOs.

- Adequate human resources and expertise ensured for effective environmental management, following the implementation of training needs.

- Better knowledge and understanding of CEPF investment in Yemen.

- Information gaps in KBAs and their conservation reduced.

11 Overview of Civil Society Organizations in Yemen

Overview of Civil Society Organizations in Yemen

What is a Civil Society Organization (CSO)

This project adopted the definition of CSO by the World Bank in its publication titled "Yemen civil society organizations in transition". The definition is as follow:

"A civil society organization (CSO) is one of a wide array of nongovernmental and not-for-profit formal and informal organizations that have a presence in public life, expressing the interests and values of their members or others. It is an inclusive designation and include

community groups, trade unions, professional associations, faith-based organizations, indigenous peoples’ and other interest groups and NGOs." (World Bank, 2013)

This study is concerned with a specific group of CSOs' in Yemen, namely CSOs active in conservation of biodiversity within the EAM part of Yemen who are likely to be eligible for projects funding by the Critical Ecosystems Partnership Fund (CEPF).

CSOs governance in Yemen

As manifested in Yemen’s currently enacted constitution; individuals are granted the right to organize themselves in civic organizations to promote their rights or to deliver services. The only restriction to this right is prohibiting CSOs' from engaging in “any partisan activity,” including taking part “in any election campaign or [allocating] any funds for such purposed directly or indirectly. In 1998, the government of Yemen, and with support from the World Bank, adopted the Civil Service Modernization Strategy aiming at restructuring public administration and developing a modern administration apparatus. The strategy aimd not only to modernize this sector, but also to promote the involvement of private sector and Civil Society Organizations (CSOs) in the socio economic development initiatives. Currently CSOs' business, including registration and permitting, is governed by the NGO law; the Law Concerning Associations and Foundations (No. 1 of 2001). This law is considered by the national and international community as an improvement over its predecessor.

The World Bank Report (2013) further elaborated that "NGOs can accept money and assistance from foreign sources without government permission, though they are required to inform the government that such assistance has been given. However they need to obtain prior approval from the Ministry of Public Social Affairs prior to obtaining such funding". In September 2012, specifically at the Riyadh Conference, the Government of Yemen endorsed the Mutual Accountability Framework (MAF) by which it confirms "the importance of engaging civic actors in the development of Yemen and recognizing the role of CSOs in promoting transparency and inclusive and accountable decision and policy making" (World Bank, 2013). The following remarks are related to CSOs/NGOs licensing, legal rights and obligations as explained in Elbayar (2005).:

"The law enacted in year 2001 does not require NGOs to obtain mandatory licenses"

"Associations and foundations are free to decide whether they wish to receive the legal benefits and protections that come with formal registration, or whether they prefer to remain an informal, unlicensed group"

"The registration process is quick and easy, requiring only that the NGO submit to the Ministry of Pensions and Social Affairs (MPSA) a written application, including copies of the articles of association and organizational regulations of the NGO"

"Relevant national legislation governing civil society includes the following:

o Law on Associations and Foundations (Law 1 of 2001)


o Implementing Regulations for the Law on Associations and Foundations

o Law on Cooperatives and Unions

o Law on Anti-Money Laundering and Terrorism"

"Foreign NGOs can be formed so long as they do not violate “Islamic values” or the Yemeni Constitution".

"In recognition of the important role that NGOs play in development, the Yemeni government extends substantial benefits to NGOs, including exemption from all taxes on income and imported goods and supplies, exemption from customs duties on overseas gifts and grants, and a 50 percent reduction on electricity and water utility fees".

Typology of Civil Society Organizations

CSOs' topology was discussed and analyzed in the 2nd draft of the National Participatory Review of Civil Society in Yemen (EU, 2010) and concluded that "The lack of clarity on the “Civil Society” concept in Yemen has been negatively affecting the current data on the number of CSOs in Yemen". Typology of CSOs' in Yemen is summarized in the figure below based on the suggested typological grouping in the EU report (2010).

The character of each type can be summarized in the following: Charitable Organizations (jam’iyat khayreyya) This type of CSOs is considered the oldest as it evolved with Islam expansion in Yemen, and it is commonly associated with faith in God and serving the community to be awarded by God in the afterlife. Those are mainly concerned with poor people, charity funds management (receive and distribute), management of Islamic waqf (endowment) for waqf purposes, serve religious places like mosques (in many occasions are associated with mosques or Islamic religious movements). Islamic charitable endowments (waqf) is one of the most sustainable financing mechanisms for charity, and in particular in Yemen, such endowments have been made to achieve sustainable charity to poor people, sustainable use of biological/natural resources, and protecting biodiversity like in the Case of Bura'a which is the only protected area with community-based protection. Charitable organizations in Yemen may also contribute to organizing and regulating irrigation and other aspects of agriculture. This type include the following categories:

Government-organized NGOs (GONGOs)

Ch

arit

able

Org

aniz

atio

ns

(jam

’iyat

kh

ayre

yya)

Government-organized NGOs (GONGOs)

Business-owned NGOs (BONGOs)

Donor-owned NGOs (DONGOs)

Mu

tual

-Be

ne

fit

Org

aniz

atio

ns Faith based organizations

Indigenous CBOs

Introduced CBOs

Ethnic/traditional organisations

Employment related organisations (Trade Unions,

Professional Associations, Trade Associations)

Cooperatives (?)

Student Organisations

Recreational/cultural organisations

Pu

blic

-Be

ne

fit

Org

anis

atio

ns Private philanthropic bodies

Public philanthropic bodies

Faith based organizations

Location based organizations

Civic organizations

NGOs (of many types)

Social movement, networks


Business-owned NGOs (BONGOs)

Donor-owned NGOs (DONGOs) Mutual-Benefit Organizations This concerns organizations established by a group of individuals sharing the same intrest in a particular resource (e.g. water for irrigation) or subject who come together organize in members-based form of organizations. In similar organizations the members elect management of the organization to represent them and to coordinate group activities, derive and distribution of benefits. The differentiating character of this type is the fact that members of the organization are the beneficiaries of its derived benefits. The scope of such organizations (local or national) and size may vary significantly based on social, economic and political factors. And according to the EU report (2010), typical examples include cooperatives, trade unions, professional associations and village self-help groups. Categories belonging to this type include the following:


Indigenous CBOs

Introduced CBOs

Ethnic/traditional organizations

Employment related organizations (Trade Unions, Professional Associations, Trade Associations)

Cooperatives (mainly agricultural)

Student Organizations

Recreational/cultural organizations Public-Benefit Organizations Mostly member based organizations, though some are private, who group together and organize an institution to derive benefits. However the differentiating character of this type is the fact that members of the organization are NOT the beneficiaries of its derived benefits, and such benefits are for those identified needing help or for community benefit. Though such organizations vary in size, however the common to most feature is their governance by having a general assembly, elected board of directors, and elected or hired director and staff. The board members are usually the higher management in the organization who are accountable for its image, vision and progress. Domains and issues of such organizations relates to the mutual interest which was behind members grouping at the time of its establishment, and the organization mission/goals. Typical examples of public-benefit organizations are foundations, NGOs and charitable organizations. Categories belonging to this type are:

Private philanthropic bodies

Public philanthropic bodies


Location based organizations

Civic organizations

NGOs (of many types)

Social movement, networks


CSOs' Statistics and Distribution in Yemen

According to the World Bank Report (2013), and based on MOSAL (Ministry of Social Affairs and Labor) data for December 2010, "recent political transition only accelerated this trend, building on a vigorous and dynamic civil society with 8317 registered CSOs at end of 2012". MOSAL data indicates that there are about 7,045 CSOs registered with MOSAL till end of 2009. However, there are many forms of CSOs that are not part of the MOSAL information system including CSOs registered with other government departments, traditional CSOs, and thousands of introduced CBOs/ community groups that have been created by some funded development programmes in deferent sectors run by government, donors, or senior CSOs. The World Bank study (2013) noted that about 24% of the 3451 CSOs appearing in MoSAL data in year 2010 have registered after 2010. Factors contributing to the rapid growth in the number of CSOs include, but not necessarily limited to:

1. Role of donor agencies and modifications made to CSOs governance in the country; 2. Political situations; and 3. Socio-economic new realities and increased number of educated people.

During last decade or so a number of funding agencies and international organization implemented projects and activities within and around KBAs' in Yemen EAM region. This include, but not necessarily limited to the World Bank, Small GEF Programme, UNDP, UNEP, the German International Cooperation (GIZ), French Agency for Development (AFD), Italy (DGCS), IUCN, Birdlife, and others.

As for the geographic distribution of CSOs, the World Bank report explained that significant proportion of these organizations are within Sana'a, Hodiedah, Aden, Taiz and Hadramout (Table 2). It have been also reported that " Figures on distribution of SCOs per governorates as well as CSOs Centres and Branches, indicate heavy concentration of organizations in Sana’a City and urban centres of few other high profile governorates" (EU, 2010).

Table 2: Registered CSOs and NGOs and the Dates of Establishment

Governorate Number of CSOs in Year 2009 (After EU, 2009)

Number of CSOs in Year 2010 (After World Bank (2010))

Numbers based on date establishment (After World Bank, 2010) Between 1962 - 2010

After 2010

Sana'a 1496 1113 965 148

Aden 514 524 444 80

Ta'izz 614 567 412 155

Hadamout Not available 364 273 91

Al Hudaydah 694 883 696 187

Sa'dah 96 Not available Not available Not available

Hajjah 260 Not available Not available Not available

Al Mahwit 130 Not available Not available Not available

Raymah 58 Not available Not available Not available

Dhamar 249 Not available Not available Not available

Ibb 382 Not available Not available Not available

Ad Dali' 232 Not available Not available Not available

Lahij 344 Not available Not available Not available

'Amran 228 Not available Not available Not available

Abyan 455 Not available Not available Not available

Al Jawf 64 Not available Not available Not available


Governorate Number of CSOs in Year 2009 (After EU, 2009)

Number of CSOs in Year 2010 (After World Bank (2010))

Numbers based on date establishment (After World Bank, 2010) Between 1962 - 2010

After 2010

Al Mukala 324 Not available Not available Not available

Shabwa 200 Not available Not available Not available

Al Bayyda 90 Not available Not available Not available

Ma'rib 89 Not available Not available Not available

Al Mahrah 85 Not available Not available Not available

Sayoun 153 Not available Not available Not available

Environmental CSOs in Yemen

NCSA Report and Action Plan for Environmental Capacity Development (2008) explained that prior to year 1990 there was only one environmental CSO/NGO in Yemen, however in year 2000 the number of CSOs/NGOs active in the field of environment jumped to 31 organizations. The report further explained that CSOs/NGOs active in the field of environment include:

Organizations specializing in a specific aspect of environment protection, such as the pollution prevention societies, including among others the palm trees protection societies, horses and water protection societies.

Local development societies, which dedicate part of its activities to environment protection activities, including the development of water resources, palm-tree planting, water and stream harvesting, combating desertification developing range land, and preventing over-cutting of trees, protecting fisheries and implementing sanitation projects, cattle breeding, developing bee-hives and conservation of heritage... etc.

The EU assessment study of Yemeni CSOs conducted in year 2009 and reported in 2010 explained that "working on environmental issues is still very limited within the CSOs arena in Yemen". CSOs involvement in environmental projects is mostly related to awareness raising at different levels, however CSOs' action on policies change and provision of large scale activities is limited and less effective (EU, 2010). This study noted that the above grouping of CSOs' remains standing, however some of the organizations specialized in specific aspect or concerned with a single geographic area (for example CSOs concerned with specific protected area) are very quiet with limited or no action on the ground, and even without any funded projects for more than a decade. It was also noted that some of the environmentally active CSOs initiated/lead by current or x-employees in the government, university professors and/or expats are significantly more active, particularly due to their more effective fundraising capacity. As for CSOs more concerned with human rights, it was noted that CSOs lead by or employing young graduates are more active compared to older social-oriented CSOs. Both the World Bank and the EU reports on the assessment of CSOs in Yemen explained that:

Working on environmental issues is still very limited within the CSOs arena in Yemen;

Most environment CSOs indicated intensive involvement in awareness raising at different levels with very limited resources to participate effectively on policies change as well as provision of large scale activities.

The participants in the assessment workshop held by this project explained that environmental CSOs' received little attention by donor agencies during last few years (with exception to Socotra), and that many of them were not invited to take part in training sponsored by those donors. Reviewing some of the lists available for participants in similar training and even in the consultation sessions coordinated for the preparation of recent CSOs assessment reports shows that environmental CSOs received little attention compared to those concerned with humanitarian aspects like human rights, social affairs and community development.


Constraints to CSOs Performance in Yemen

Several factors have been reported to constraint the performance of CSOs in Yemen. From community socio-economic constraints (illiteracy, poverty, gender issues, Qat addiction, etc.), to CSOs financial constraints (weak financial support from the government, weak ability to access donors money, absence of sustainability actions, etc.), to legal constraints which have recently witnessed recognizable improvements and resulted in adopting one of the best CSOs regulations in the Arab region. However it was noted through this study, and from recent literature, that lacking well-trained staff is the most serious constraints to CSOs development and sustainability. Being donor-driven, and since most of the funds made recently to Yemen were focusing on social aspects, human rights and political advancement; therefore CSOs have become in many cases service providers to those projects and donors, and shifted their agendas toward funded projects. Another major constraint for environmental CSOs is donors approaches to implementing projects in Yemen, especially those involving training. Where conventional intensive training packages are delivered with financial incentives to participants. Its worth mentioning that this situation made most of the interviewed CSOs having very limited experience in developing and implementing projects.

Private Sector - Civil Society Relations

Based on feedback from the consulted representatives of CSOs' it was found that CSOs linkages with the private sector are lacking which can be due to reasons related to CSOs (lack of related vision and action, weak branding and marketing, weak exposure and access to large-scale businesses, weak capacity to influence and mobilize private sector engagement, etc.) and reasons related to the private sector itself (e.g. lack of trust in CSOs', absence of social responsibility objectives, lack of interest in related subjects, lack of motivation to engage with CSOs', absence of communication channels with CSOs', etc.). Perhaps equally important, the benefits from having strong NGO-private sector engagement for environmental and social causes are undervalued by both sides. The World Bank study in 2013 concluded that "It is more likely that CSO actors privately approach wealthy individuals working in the private sector to solicit assistance for welfare causes, than seek to establish formal ties or elicit formal commitments on the part of the enterprises or businesses with the CSO".

CSOs in Yemen EAM Region

As explained in the sections above, the EAM region in Yemen falls within 12 governorates, namely: Sa'dah, 'Amran, Hajjah, Al Mahwit, Sana'a, Al Hudaydah, Raymah, Dhamar, Ibb, Ad Dali', Ta'izz and Lahij. The total number of CSOs from the EAM region and resisted at MOSAL in year 2009 was found to be 4,783 which forms about 68% of all CSOs in Yemen in the same year (Figure 4).


Figure 4: Number of CSOs in each governorate falling within Yemen EAM region

A total of 24 CSOs/NGOs from the EAM region in Yemen took part in the assessment of training needs carried out by this study. Those represent eight governorates out of the 12 governorates present within the EAM region in Yemen. Unfortunately none of the CSOs within 'Amran, Al Mahwit, Raymah and Sa'dah were able to take part in the assessment workshop or in the survey.

Figure 5: Geographic distribution of assessed CSOs/NGOs

0

200

400

600

800

1000

1200

1400

16001496

614694

96

260130

58

249

382

232344

228

45.8%

12.5%

12.5%

12.5%

4.2%4.2%

4.2% 4.2%

Capital Governorate (Sana'a)

Ibb Governorate

Al Hudaydah Governorate

Adan Governorate

Ta'izz Governorate

Ad Dali' Governorate

Dhamar Governorate

Hajjah Governorate


Institutional Set-Up of CSOs' in Yemen EAM Region

CSOs in the EAM region do have the same institutional framework and set-up as other CSOs, in Yemen. And, as they form about 68% of Yemen, CSOs, are suffering from the deficits and constricts discussed in the capacity gaps sections of this report. As for the results obtained from the survey tool, the following can be concluded for the survey sample:

The median size of CSOs general assembly is 50 members, the minimum size is two members and the maximum reported is 572 members. As for females representation in general assemblies it was noted that at least two CSOs does not have any female members while the assemblies of three CSOs are 100% females. The median number of females in all assemblies is 18 and the maximum number of females members in any CSO is 280. However its worth mentioning that females forms about 33% of the general assembly of median CSO and their percentage ranges between 0% and 100%.

The median size of CSOs management boards is nine members, the minimum size is three members and the maximum reported is 120 members. As for females representation in CSOs management boards, it was noted that at least one CSO does not have any female members while the boards of two CSOs are 100% females. The median number of females comprising all management boards is three and the maximum number of females members in any CSO is 55. However it worth mentioning that females forms about 33% of the management board of median CSO and their percentage ranges between 0% and 100%.

All assessed CSOs are officially registered, and 23 out of the 24 CSOs mentioned that they do have written CSO Statute.

With regard to COSs hiring of board of directors, the survey results shows 22 of the assessed CSOs have elected board of directors. However this needs to be noted with caution as some of these CSOs have few (less than 10) members in their general assemblies, and those members are most probably relatives.

6 CSOs out of the 24 assessed CSOs within the EAM region were noted to have branches in different governorates in Yemen, and another three have representatives and field coordinators in different governorates however they do not have official branches or offices.

15.4% of the survey sample are CSOs which are not member in other organizations or networks/partnerships, 53.8% of the CSOs are members in national organizations/partnerships, while 15.4% of the CSOs are member in international organizations/partnerships.

Employees and Volunteers

16 CSOs out of the assessed 24 CSOs where able to provide information about the number of their employees and volunteers, since enough time was given to CSOs to fill in the questioner (about two months), it can be assumed that those who did not respond intended to hide such information since they do not have full time or part time employees. The analysis of the collected surveys shows that 4 out the 16 respondents (CSOs) don not have full time or part time employees, or even volunteers. Another 4 CSOs are 100% dependent on volunteers, who are mainly the CSO management boards. Eight CSOs do have full time and part time employees, and eight CSOs do have volunteers. The number of full time employees in the CSOs were found to range between 1 and 71, while the total number of all staff and volunteers ranges between 3 and 106 with a statistical mean of 7 people.


CSOs Scope of Work and Achievements

The analysis of the scope of work of these organizations showed that most of them are addressing multiple environmental and social issues. Table 3 provide summary of the percentage distributing of scope of work addressed by participating CSOs.

It was noted that 2 CSOs out of the assessed 24 did not implement any project during the last five years, though one of them was established back in the year 2007. Table 3: Percentage distribution of participating CSOs scope of work

Scope of Work Percentage of CSOs

All Over Yemen (EU, 2010)

Within the EAM Region (based on the results of this study)

Persons with Disabilities 14% 4%

Fisheries 2% 4%

Gender equality and empowerment of women

60% 38%

Urban Areas Development 15% 25%

Rural Areas Development 22% 38%

Minorities 17% -

Natural Resources Management 10% 4%

Agriculture and food security 7% 46%

Microfinance 15% -

Entrepreneurship 23% 17%

Migration 5% -

Environment 19% 79%

Employment & Labor Issues 10% 54%

Human Rights 49% 38%

Governance & Role of Law 38% 29%

Advocacy 48% 29%

Health & Nutrition 32% 38%

Emergency & Crisis Prevention 20% -

Peace Building 34% 21%

Education 55% 42%

Poverty Reduction 54% 33%

Youth and childhood No information 46%

Logistical support and services to local community

No information 29%

Capacity building and training No information 67%

Biodiversity and Nature Conservation

No information 42%

Sustainable development and environment

No information 50%

renewable energy No information 21%

Solid waste management No information 42%

Water and wastewater No information 33%

With regard to the magnitude of projects implemented, it was noted that information provided by the CSOs were contradicting. The question about the number implemented projects during


the last few years was repeated in different forms within the survey tool, and it was noted that the answers provided by the same CSO was different for each. Even during the workshop many of them was not able to give the number of the Project implemented by his organization. However, it is evident that some CSOs were very active and implemented many funded projects of variant sizes, in addition to voluntary activities (mainly awareness) delivered without any financial support. In summary of the available data, which should be read with caution of high uncertainty, the highest number of all projects implemented by a single CSO was 53 projects of which 33 are environmental projects, followed by 36 projects of which 6 are environmental projects. The Median number of environmental projects among all CSOs assessed was 5. However it was noted that two CSOs mentioned that they were inactive during the last five years due to security and economic reasons, and eight CSOs mentioned that they were active but couldn’t provide information about the number of projects they implemented. An interesting observation is the fact that none of the assessed CSOs were able to provide information on the date/duration, budget and number of employees in their implemented projects. Most of the CSOs consider the support they gain from governmental authorities below expectations, this mainly concerns financial support, and this weak financial support, according to the respondents, is one of the main reasons for their inability to achieve their goals. In addition, almost all of them explained that they lack the capacity to carry out successful fundraising and are not able to prepare proposals using donors forms and complying with their instructions and guidelines.

Figure 6: Survey respondents level of satisfaction of their own CSOs performance and achievements during the last five years

16.7%

25.0%

33.3%

16.7%

0.0%

8.3%

Totally satisfied High level of satisfaction

Medium Level of Satisfaction Acceptable

Unsatisfied No Answer


Figure 7: Survey respondents level of satisfaction of Yemeni CSOs performance and achievements during the last five years

With regard to CSOs sustainability, it was noted that very few CSOs do have some sort of vision for its sustainability, however most of them are lacking experience from practice or from adopting and adapting best international practice. It is obvious that some of these CSOs keeps enrolling in state of lethargy, some times for several years, as a consequence of its inability to allocate resources for implementing activities. This is evident from the information provided on recent projects where such CSOs' get established, implement limited number of activities and then spends years and years without any action. Few CSOs' were noted to maintain activity regardless of the availability of funds from the government or donor agencies. While being active mobilizing funds for small and medium size projects, these organizations capitalize on the power of volunteerism within its members and network, and with some limited financial support from the members themselves, they maintain recognizable level of action mainly in the fields of awareness and small environmental pilot projects.

Previous and Current Training Programmes Targeting Yemeni CSOs'

In 2008 the National Capacity Self-Assessment (NCSA) Project published a report titled "NCSA Report and Action Plan for Environmental Capacity Development" which summarized Yemen environmental capacity gaps into the following:

i. Unsustainable use and management of natural resources a. Desertification b. Biodiversity loss c. Weak capacity to mitigate ad adapt to climate change issues

ii. Cross-cutting capacity issues a. Weak planning capacity of natural resources b. Inadequate funding for delivery of environmental policies c. Inadequate institutional and legislative frameworks d. Weak EIA enforcement e. Inefficient manpower for handle emerging environmental issues f. Limited environmental research g. Weak information base h. Low public awareness of environmental issues

The report further explains training needs which was found to relate to taxonomy, marine biology, entomology, land-use planning, project development and planning, climate modeling,

4.2% 0.0%

33.3%

33.3%

12.5%

16.7%

Totally satisfied High level of satisfactionMedium Level of Satisfaction AcceptableUnsatisfied No Answer


development of climate scenarios, projection of GHG emissions, assessment of sectoral climate impacts, data management, and application of remote sensing techniques.

The World Bank Report on the assessment of Yemeni development-oriented CSOs explained that there were/are a number of capacity building programmes implemented in Yemen, and stated that "There is at least one major CSO capacity-building program in place that was consistently mentioned by CSO informants. While no independent evaluation data is available on the effectiveness of the program, USAID’s “Responsive Governance Project (RGP)” provides training in Organizational Management, Financial Management, Communication Outreach, Advocacy & Public Outreach, and Gender Mainstreaming to 30 NGOs" (World Bank, 2013). The report discussed further the impact of such capacity development programme and stated "Programs like these may provide a useful core of NGOs that may then be trained in creating CSO networks, developing self-regulation mechanisms, and in implementing social accountability measures" (World Bank, 2013). Based on available information from web search it is noted that many training and training of trainers activities were delivered to CSOs' by other donor agencies during the last five years. Most of these programmes where focused on governance, institutional aspects, leadership, human resources management, networking and financial management. With regard to training on environmental issues, it was noted that a number of international and multilateral cooperation organizations offered training to local experts and CSOs representatives in Yemen. These organizations include, but not necessarily limited to, Birdlife, IUCN, World Bank, UNDP, Small GEF, GIZ and other European international cooperation organizations. However, it was noted that biodiversity related training was limited compared to other environmental issues. More specifically, and as explained in the report title 'National Environmental Summary for Yemen', " Donor-supported environmental management and research projects focused on general environmental concerns; cross-cutting environmental issues and resources management particularly water resources, land resources, waste management, and habitat protection" (UNEP, 2010). This report identified national constraints to the implementation of key multi-lateral agreements, from which it can be concluded that there are several training needs to address these constraints. With exception to preparing management plans for Buraa Protected Area and for Aden wetlands, much of the efforts made during last decade or so with regard to biodiversity conservation and habitat protection were focused on Socotra island. With regard to CSOs evaluation of the capacity (knowledge and skills) of their staff and members, and the need for training, Figure 8 summarizes COSs perception on this regard.


Figure 8: CSOs evaluation of the capacity (knowledge and skills) of their staff and members

CSOs Perception of Priority Environmental Interventions Needed

This section discusses CSOs perception of priority interventions needed in Yemen and which CSOs' are aligning their strategies and actions to achieve. Listing these interventions as CSOs potential roles and responsibilities provide ground for the analysis of CSOs respective training needs. Figure 9 Summarizes these interventions and the frequency of listing by respondents.

0%20%

40%60%

80%100%

Analysis of environmental and social problems at…

Ability to prepare god work plan (project work…

Preparing proposals for project funding

Financial management of projects

Grazing management and control of overgrazing

Projects management

Projects monitoring and evaluation

Integrated environmental management

Planning and implementing public awareness…

planning for and implementing environmental…

Environmental advocacy

Environmental media

Protecting key biodiversity areas

Combating illegal trees cutting

Species conservation and biodiversity protection

Eco-tourism

Regulating hunting and controlling illegal and…

Organic farming

Sustainable farming and integrated best…

Management of water resources

Water and soil pollution

Renewable energy and its relation to biodiversity…

Modern irrigation technologies

Adaptation to climate change

CSOs' having staff / members with sufficient knowledge/skills

CSOs' having staff / members in need for training


Figure 9: CSOs Perception of priority environmental interventions needed

0%5%10%15%20%25%30%35%

Protected areas management

Environmental consulting services

Controlling migration of citizens from rural to urban areas through increasing developmental projects

Networking between local/national NGOs/CSOs' working in the same field

Establishing specialized center for environmental research

Improved enforcement of environmental regulations

Enhancing action by governmental authorities with regard to nature conservation

Improving security conditions

Engaging youth and motivating volunteerism

Training on law enforcement

Creation of jobs

Integrated management of natural resources and sustainable exploitation

Influencing public environmental and social policies and regulations to mainstream EIA

Mainstreaming environmental issues in schools curricula

Developing environmental and social strategy with short, medium and long-term objectives

Institutional development of governmental and civil society organizations

Implementing economic and environmental projects, especially small economic projects

Enhancing stakeholders understanding of sustainable development concept and principals

Improving socio-economic status of communities and improving livelihood

Nature conservation and biodiversity protection

Partnership with international and local environmental organizations

Improving public awareness and enhancing the role of media

25 Capacity Gaps and Training Needs

Capacity Gaps and Training Needs

CSOs SWOT Analysis

The following presents strengths, weakness, opportunities and threats to CSOs involvement in addressing environmental issues in Yemen. Those have been identified by the participants in the project workshop held in Sana'a. As it can be noted from the table below, the workshop participants; who represent a group of the largest and most active CSOs within the AEM region, could not differentiate strengths (positive internal factors) from opportunities (positive external factors), and the same for weaknesses (negative internal factors) from threats (negative external factors). Therefore the strengths and opportunities are presented together without sub-grouping (Table 4), and the same for weaknesses and threats (Table 5). Table 4: CSOs' strengths and opportunities

Strengths and Opportunities Frequency of listing

Strong Strategic Plan and Planning Capability 16.7%

Strong management team and specialists in CSO focus areas 37.5%

Harmony and trust between staff 4.2%

Availability of volunteers ready to work 29.2%

Experience in environmental issues 20.8%

Availability of equipment's necessary for field surveys and assessment 8.3%

Strong training and capacity building team 4.2%

Diversity of staff and members expert domains 4.2%

Presence of female members and volunteers, and as such improved ability to reach women in such conservative community)

4.2%

Presence of youth, middle age and senior members, staff and volunteers in the organization

4.2%

Diversity of previously implemented projects 8.3%

Partnership and relationships built on trust between the associations and local authorities and/or international organizations

20.8%

Good relationship with the local communities and authorities 25.0%

Society membership with international organizations and local institutions 8.3%

Society participation in the preparation and discussions of national strategies 4.2%

Proven ability to protect the environment through implementation of environmental projects

4.2%

Harmony among the members of the management board and their sense of responsibility to maintain the environment

12.5%

The need for action at local level combined with international and national interest in supporting projects and actions addressing these needs

4.2%

Proven sustainability of previously implemented projects and actions by the organizations

4.2%

Pioneering environmental organization 4.2%

The only CSO concerned about the environment at the local level (uniqueness at local level)

4.2%

Strong institutional and management structures and availability of effective technical and financial systems that helps the organization to deliver projects/activities and progress in the implementation of its plans

4.2%


Strengths and Opportunities Frequency of listing

Focusing on women and decision makers 8.3%

CSO focus on one subject/strategic goal 4.2%

Ability to key the CSO running 4.2%

Table 4 and Table 5 also provide percentage of frequency of issue listed by the workshop participants. This frequency represent the weight given by CSOs' to respective issue, and the percentage of CSO's having respective SWOT measure in common between them. Table 5: CSOs' weaknesses and threats

Weaknesses and Threats Frequency of listing

Insufficient financial resources and limited financing/funding to CSOs and related environmental projects

59.1%

Political instability and insecurity 22.7%

Weak confidence in partners (weak trust) 4.5%

Shortage of cooperation and coordination between public authorities and CSOs'

22.7%

Insufficient public environmental awareness and weak community involvement 31.8%

Poverty and illiteracy 13.6%

Weak governance of natural resources and private control of publicly owned resources

13.6%

Insufficient voluntary work 4.5%

Insufficient trained human resources 18.2%

Weak environmental research especially with regard to EIA and the assessment of natural environmental disasters

13.6%

Weak attention to environmental issues and challenges, and lacking firm policies and decision making on this regard

4.5%

Below expectations implementation of environmental strategies and action plans

13.6%

Having only few active NGOs and CSOs out of very large number of existing civil society organizations (i.e. weak involvement and action by CSOs)

9.1%

Over exploitation of natural resources and having several serious environmental challenges

4.5%

Weak environmental laws and regulations 9.1%

Corruption in the public sector 4.5%


CSOs Overall Capacity Gaps

The following section discuss CSOs capacity gaps which have been identified based on the results of the survey, the outcomes from the assessment workshop and information available from secondary sources.

Institutional and Organizational Gaps Internal governance within Yemeni CSOs' is one of the major capacity gaps which require particular attention. Though national regulations do exist to govern local and national CSOs' establishment and organization, however enforcement, monitoring and control measures are still developing within respective public authorities. Political unrest and security concerns are key drivers to the slow progress in this regard. A recent EU study on CSOs' stated that "CSOs cannot demonstrate good internal governance, gender mainstreaming and accountability to be more accepted at different level when advocating for these issues". The results of this study agree to certain extent with this generalization, however a number of CSOs' are making progress toward improved CSO accountability, and several CSOs are making substantial efforts toward gender mainstreaming. Several CSOs' are lacking efficient internal organizational set-up, this situation concerns not only its operational structure (i.e. functional organization of business units, working staff and volunteers), but also extends to the loose organizational structure and the confusing relationships between the operational units, management boards and general assemblies.

CSOs Identity, Strategic Planning and Branding The consultations of respective CSOs and information available from reviewed literature indicates CSOs' weak management vision, absent strategic direction for the organization, and overall below expectations strategic planning and fundraising to achieve strategic goals. Several CSOs in Yemen seems to undervalue the importance of organizational identity in terms of its vision, mission statement, overall image with regard to how it position itself at local and national level, branding and communication of this identity to its partners. Though few CSOs succeeded in developing such an identity and position, they are struggling with the presentation and communication of such identify. The Assessment revealed that about 92% of the assessed organizations do have written strategy, however none of the CSOs which reported to have such planning documents was able to provide a copy to the assessment team. In addition, the review of their answers to the survey questions showed that more than half of them could not write proper vision and mission statements, and are not able to differentiate between strategic objectives, outcomes and operational objectives. More than 70% of the assessed CSOs demonstrated weak capacity with respect to preparing CSO Strategy, CSO and/or Project action plan. Also, they demonstrated weak capacity to report progress against their objectives and targets, probably this has much to do with the previously mentioned weak objectives which in general lack specific outcome to achieve, and lacks key performance indicators to measure progress against it.

Organization and Projects Management Gaps Though more than 37% of assessed CSOs' reported that they do have strong management team and specialists in CSO focus areas, and considered this as one of their strengths, the following have been noted from one-to-one discussion during the workshop:

About 50% of the consulted CSOs do not have neither full time nor part time employees, and 25% do not have employees or volunteers;

Almost all CSOs, especially those active in the field of environment, do not have administrative or finance sections/units within their organization, and that all management of human resources, financing, procurement and related management operations are being handled by the director of the organization; and


Participants evaluation of project management capacity of their own organization staff and members showed that at least 35% of them consider it below average and does not satisfy the needs of the organization.

Overall, management skills and experience in managing organizations and projects, including financial management, information management, administration, logistics and procurement, projects planning and monitoring, etc. all are considered as priority training subjects for environmental CSOs within the EAM region in Yemen.

Networking and Alliances At the regional and national levels, CSOs' networking, alliances and participatory work is an issue of interest to many committed CSOs' who took the initiative and facilitated a number of attempts to establish such networks. However these attempts have been challenged repeatedly, according to CSOs' representatives and published literature by weak facilitation support to participatory planning of network visions, strategic directions and internal regulations. Many networking attempts were initiated an lead by donor agencies, some of which succeeded to establish similar networks, nevertheless donors influence on setting networks priorities and even governance was significant. This situation, though have many advantages, however it created a number of donor-driven networks of CSOs' competing on funding and having an issue of "low confidence" in their civil society allies. In recent years, social CSOs have been subject to intensive training on organizational and managerial aspects, however environmental CSOs are still suffering from below expectations organizational and managerial skills of most of their human resources. This is mainly due to the fact that most of donor funded projects were related to specific environmental interventions, having local CSOs' playing marginal role in its implementation, and with limited to absent investment in delivering capacity building programmes targeting CSOs' institutional development. Of course this generalization does not apply to all environmental and environment-concerned CSOs' as there are a number of CSOs' members and representatives who took part in introductory and advance training on strategic planning, management, fundraising and many other organization-related issues. CSOs were noted to lack vision for engaging with national and local mass-media for environmental causes, and most of their relations with media were limited to cover events and activities. The participants in the workshop explained that CSOs have poor capacity to engage with media to inform on development issues and priorities, and they have weak knowledge of environmental media aspects. However it was noted from web searches that many CSOs are currently active in using social media for promoting their causes, publicizing the organization, reporting on events and activities, and for networking among similar organizations.

Capacity to stimulate productive partnerships and engagement with the private sector It was noted that almost all CSOs undervalue the need to engage with the private sector and have little or no appreciation for the value to engaging withthem for improving their awareness and encouraging better private sector environmental performance, or even for possible financial support from the private sector to environmental NGOs.

knowledge of threats to biodiversity and its mitigation and management It was noted from discussions with all participants in the workshop, and from the SWOT analysis conducted that there is a general limited attention to threats to biodiversity and possible efficient mitigation and management measures to address such threats. Capacity to enroll environmental safeguarding and application of safeguard tools have been also identified as a major limitation, especially when it comes to safeguarding biodiversity and KBAs within currently enforced EIA regulations. This does not necessarily mean that all CSOs staff and members are having such limitation, however it means that such knowledge is not properly communicated among CSOs community.


CSOs Perspective of Training Needs

Figure 10: CSOs representatives perception of training needs and the frequency of need listing by respondents

92%

88%

88%

88%

88%

83%

83%

83%

79%

79%

79%

79%

79%

75%

75%

75%

75%

63%

63%

63%

58%

58%

54%

46%

46%

46%

42%

67%

67%

58%

54%

54%

50%

46%

46%

Quality control planning for industries and services

Hazardous waste management

Inspection and records management (law enforcement)

ISO 14001

LEED

Basics of environmental engineering

Crisis management and environmental disasters

Renewable energy, mainly solar

Cost of environmental degradation / environmental economics

Environmental protection in tourism facilities

GIS applications in environmental assessment and management

Medical waste management

Waste water treatment and management

Chemicals hazard and safety management

Eco-labelling

Environmental monitoring and inspection (for law enforcement)

Integrated EIA

Basics of environmental health (i.e. health issues of concern…

Solid waste management, storage, processing and recycling

Strategic EIA

Environmental Law

Protected areas planning and management efficiency

Environmental Impact Assessment (EIA)

Biodiversity conservation

Pollution prevention and control

State of environment reporting

Environmental Awareness

Documents control and management for developmental projects

Sustainable use of natural resources as a tool for combating…

SMEs' for combating unemployment and poverty

Social development management

Financial management of developmental projects

Management of sustainable development projects

Effective planning for developmental projects

Social development reporting

Envi

ron

men

tal A

spec

tsSo

cial

Asp

ects

Need percentage


Priority Training Needs

The following discuss priority training needs for CSOs active and/or concerned with critical ecosystems and biodiversity within the EAM region in Yemen. The needs have been identified based on the results of the assessment survey, information available from secondary sources, and the analysis of potential CSOs role to address Yemen national capacity gaps. Prioritization of these needs is based on following:

1. CSOs input with regard to needed training (i.e. frequency of listing each training subject by respondent CSOs),

2. Information available on previous and current training to CSOs', 3. Training need relevance to CEPF investment priorities, and 4. The consultant overall understanding of the current state of nature conservation and

biodiversity protection context within Yemen EAM region. Training needs have been normalized and packaged into thematic groups thus to facilitate the formulation of action framework with practical and responding time schedule. In summary, Thematic Training Package include:

Theme (1): Institutional Development

o Package (1.1): Organizational Aspects

o Package (1.2): Financial Management and Sustainability Aspects

Theme (2): CSOs' Planning, Management and Sustainability

o Package (2.1): Planning and Programme Development

o Package (2.2): Management Skills

o Package (2.3): Financial Management

o Package (2.4): Communication and visibility

Theme (3): Environmental Safeguards, Policy and Advocacy

o Package (3.1): Environmental safeguarding

o Package (3.2): Environmental mainstreaming

Theme (4): Research, Information Management, Analysis and Reporting

o Package (4.1): Basic Information Management Skills

o Package (4.2): Use of Advanced Technology

o Package (4.3): Research methods

Theme (5): Nature Conservation and KBAs' Management

o Package (5.1): Basic conservation knowledge

o Package (5.2): Protected Areas Planning and Management

Theme (6): Environmental Outreach

o Package (6.1): Basics of environmental outreach

o Package (6.2): Community engagement and participation through local interventions

o Package (6.3): Outreach planning and piloting at national level

Theme (7): Engagement with Businesses and the Private Sector

o Package (7.1): basics of CSOs engagement with businesses Its worth mentioning that some training aspects, at least in their general terms, are cross-cutting across key training themes. Like for example research and information management. Therefore effort have been made not to repeat those unless necessary for specific research field where basic training might not be sufficient and more in-depth and theme specific training action is required. The following summarizes training needs priority to CEPF investment in Yemen EAM region. These training needs have been arranged into thematic groups in order to ease packaging it


into project or contracts. Urgency for delivery of these needs is considered as second factor to setting delivery/implementation priority as explained in the brief framework report section.

Theme (1): Institutional Development

Package (1.1): Organizational Aspects (Urgency: High)

CSOs institutional set-up, functional set-up and organization

Internal organizational and managerial visioning and priority setting

Internal regulations, governance and management of membership

Internal management systems (administrative and financial systems)

Branding, marketing and CSO accountability Package (1.2): Financial Management and Sustainability Aspects (Urgency: High)

CSOs financial management and sustainability

Resources development and management

Fundraising strategies and mechanisms

Environmental Economics and Sustainable Financing Mechanisms (forest carbon and for non-carbon payment for ecosystem services schemes and other market mechanisms)

Developing partnerships, cross-organizations collaboration and coordination (Communication)

Theme (2): CSOs' Planning, Management and Sustainability

Package (2.1): Planning and Programme Development (Urgency: High)

Priority setting and strategic planning (SOWT analysis, defining CSO vision and mission, setting priorities, defining strategic choices, evaluation of strategic alternatives, estimating costs and budgeting at strategic level, resources planning, time scheduling, etc.)

Designing programmes and operational planning (problem analysis, stakeholders analysis, defining outcomes and results desired, outcomes relevance to CSO strategy, outcomes prioritization, identifying key performance indicators-KPIs', setting KPIs' parameters, setting operational objectives, analysis of required resources, budgeting and estimation of programme costs, forecasting possible constraints, setting constraints management strategy, preparing action plan and time schedule)

Fundraising skills (projects conceptualization, promotion and marketing, alliance building and gaining support, identifying donors/sponsors, CSO-donor relations and communication management, compliance with donor regulations and requirements, proposals writing, proposals presentation skills, follow up on submitted proposals, Strategy/programme-oriented versus donor-driven funding, etc.)

Projects appraisal, planning and management (full management cycle)

Monitoring and evaluation (monitoring management processes, monitoring indicators and parameters, reporting and self-evaluation of the organization performance and activities, records keeping and documents control, mid-term evaluation, adaptation strategies and correction actions, final evaluation)

Package (2.2): Management Skills (Urgency: Low)

Team building and human resources management (staff, project’s coordinators and volunteers)

Informed decision making and conflict mitigation in CSO management of operations (information sources and credibility, management need for information, efficient information management, exchange of information, decision making models and processes, conflicts and conflict management)

Personal management skills (time management, business ethics and values, etc.) Package (2.3): Financial Management (Urgency: High)

Financial management and internal audit

CSO resources management and sustainability Package (2.4): Communication and visibility (Urgency: Low)


Communication (internal communication, relationships management with local, national and international partners, communication skills, presentation skills, meetings management and recording, self-evaluation, using media, etc.)

CSO branding, image management, outreach and marketing

Theme (3): Environmental Safeguards, Policy and Advocacy

Package (3.1): Environmental safeguarding (Urgency: High)

Introductory course on environmental safeguards (definitions, why safeguarding?,

international versus national safeguard policies,

Most common international environmental safeguard policies (World Bank Operational Policies and IFC Performance Standards)

Environmental safeguarding strategies

Environmental safeguarding tools (EIA, SIA, environmental management plans, designation of biodiversity areas, environmental economics, ecosystems services and environmental flow, etc.)

ESIA as environmental safeguard tools (EIA types and categories, applicable national regulations, international best practice in projects environmental screening, ESIA scoping and stakeholders engagement and consultation, need for baseline data, introduction to assessment methods, impacts versus mitigation, introduction to evaluating alternatives, reviewing mitigations efficiency and effectiveness, introduction to monitoring environmental impacts, projects performance and compliance)

EIA disclosure and public review

Promoting, monitoring and reporting effectiveness and efficiency of EIA enforcement

Environmental economics (cost of environmental degradation, cost-benefit analysis of environmental prgrammes and actions, environmental compensation schemes)

Package (3.2): Environmental mainstreaming (Urgency: Medium)

Understanding political processes of environmental regulations (plural versus elite

policy models, interest groups and conflicting interests, power-bargaining in political

processes, conflicts resolution, etc.)

Global and regional developments, national development and emerging issues likely

to affect the environmental performance of the national at national or local level

(analytical skills, synergies identification, causality links, DPSIR approach to

assessment of sectoral and cross-sectoral environmental impacts)

Understanding mainstreaming (what to mainstream, why to mainstream, where to

mainstream, who can mainstream, when to advocate mainstreaming environmental

issues, how to mainstream environmental issues in policies, legislations, strategies and

programmes?)

Mainstreaming planning

Skills and capacity building for reviewing and benchmarking policies, legislations,

strategies and programmes

Skills and capacity building for conceptualizing, discussing (with key stakeholders),

negotiating and advocating modifications or additions to existing policies, legislations,

strategies and programmes

Principals of protected areas mainstreaming in land use, development and territorial

policies and planning at national and local/territory levels

Mainstreaming environmental issues in schools and universities curricula

Theme (4): Research, Information Management, Analysis and Reporting

Package (4.1): Basic Information Management Skills (Urgency: High)

Effective gathering of information from secondary sources (especially with regard to critical ecosystems, biodiversity KBA's dependent local communities and MEAs'


reporting needs) , documentation and validity check, gap analysis, technical analysis and synthesis

Obtaining, management and analysis of KBAs' monitoring data

Programmes and projects information gathering, documentation, analysis and technical reporting (reporting to donors)

Documents control and records keeping

Package (4.2): Use of Advanced Technology (Urgency: Medium)

Information management systems and information sharing

GIS applications in nature conservation and biodiversity research and protection

Advocating KBA's research priorities in national research institutions, and encoring and mobilizing scientific researchers action on this regard (defining research interest and priorities, conceptualizing research projects, resources mobilization and fundraising for research projects, use of knowledge created by CSO-mobilized research projects, ownership and sharing of created knowledge, etc.)

Package (4.3): Research methods (Urgency: Medium)

Environmental and social assessment of protected areas (problem analysis)

Technical research skills with respect to critically threatened habitat and endangered species identified with Yemen EAM region

Technical research skills with respect to socio-economic conditions, livelihood and traditional knowledge related to biodiversity, and locals use of biological resources by local communities within Yemen EAM KBAs'

Technical research skills with regard to climate change trends, impacts, mitigation and adaptation actions within KBAs'

Theme (5): Nature Conservation and KBAs' Management

Package (5.1): Basic conservation knowledge (Urgency: High)

Basics of environmental science and management

Best international practices in community-based planning model over management of

natural resources.

Best international practices in participatory national and local planning of natural

resources use and management

Protected areas categories (based on international and national definitions)

Yemen traditional approaches to the protection of biodiversity area (Hima, Waqf, etc.)

Landscape approaches for the protection of nature and natural resources

Integrated environmental planning and management

Package (5.2): Protected Areas Planning and Management (Urgency: Medium)

Best international practices in protected areas and KBAs' identification, prioritization,

delineation and designation

Protected areas management planning

Planning for law enforcement to protect biodiversity

Protected areas management effectiveness

Integrated rangeland management and control of overgrazing within KBAs'

Conceptualizing, piloting and expanding pro-poor environmentally sound businesses

and sustainable livelihood activities that explicitly address causes of environmental

degradation in and around KBAs' (e.g. eco-tourism, sustainable agriculture,

sustainable grazing management, sustainable medicinal plants harvest, IWRM, etc.)

Theme (6): Environmental Outreach

Package (6.1): Basics of environmental outreach (Urgency: Medium)

34 Conclusion

Introduction to environmental outreach (awareness, education, social marketing for

behavioral change, outreach and media)

Stakeholders Analysis and awareness related research

Partnerships creation, and establishment, management, maintenance and evaluation

of collaborative mechanisms

Basics of social marketing for environmental causes

Production of awareness and marketing materials

Presentation, workshop and discussion groups moderation and facilitation skills

Package (6.2): Community engagement and participation through local interventions (Urgency: Medium)

Planning for local community empowerment and engagement in the management of protected areas

Community action/mobilization for environmental causes (social pressure groups,

biodiversity champions, nature conservation clubs, etc.)

Designing and implementing women-oriented, biodiversity-related, environmental

outreach programmes (Gender and biodiversity, behavioral change)

Package (6.3): Outreach planning and piloting at national level (Urgency: Low)

Designing, implementing, monitoring and evaluating environmental outreach

(education, awareness and social marketing) programmes at national and local levels

Environmental education in protected areas

Communication management and media mobilization (e.g. Social media for

environmental awareness, encouraging the creation of investigative environmental

media in Yemen)

Theme (7): Engagement with Businesses and the Private Sector

Package (7.1): basics of CSOs engagement with businesses (Urgency: Medium)

Understanding the need for engagement with the private sector (advocating

environmental issues, mainstreaming ecosystem services in business planning and

management, promoting corporates social and environmental responsibility, and

gaining support to nature conservation)

CSOs-businesses engagement ethics and principals

Engagement planning (defining engagement vision, identifying engagement priorities,

identifying desired outcomes, appraising private companies, designing strategy for

engagement)

Engagement actions, relationship management and conflict resolution

Business and biodiversity; engaging with professional unions (e.g. farmers union) and

private sector to promote protection of biodiversity (key related sectors in Yemen EAM

region: agriculture, mining)

Monitoring and evaluation

Conclusion Though Yemen local communities inherited a wealth of ecosystems and biodiversity traditional conservation approaches, however respective traditional knowledge is vanishing. Evermore, CSOs are suffering from tangible limitation in their knowledge and skills for implementing nature

35 Conclusion

conservation programmes, initiatives and projects. Such defeciency relats, as discussed above, to technical conservation knowledge and skills, environmental safeguard policies and tools, enforcement of wildlife protection laws and regulations, planning and management skills, and other aspects. CSOs capacity to undertake institutional and management improvement is also limited. Coupled with the limited trained resources to carry out projects planning and fundraising, Yemeni CSOs are witnessing serious challenges to advance and to positively contribute to nature conservation actions. The above shortages seriously affect Yemen ability to achieve its conservation targets, especially given the undergoing socio-political and socio-economical new realities, and less satisfactory capacity to address its obligations to signed environmental international agreements. This does not mean that Yemen do not have well trained and dedicated conservation experts, but it means that the overall number of such trained expert is insufficient, especially within the EAM region, and the overall capacity needs to be strengthened. This project developed a brief framework to address these capacity gaps within the EAM region, which is being provided as a stand alone document, and also can provide justifyable road map for future action/investment by CEPF.

36 References

References 1. Bulletin of Government Statistics, Issue No. 38, fourth quarter 2009, page 89,

www.mof.gov.ye

2. Country Assistance Strategy for the Republic of Yemen for The Period FY 2010-2013, April, 2009, www.worldbank.org

3. Deutsche Gesellschaft fur Internationale Zusmmenarbeit (GIZ) GmbH website. http://www.giz.de/en/worldwide/369.html

4. DPPR: Ministry of Planning and International Cooperation 2006 – 2010, 2006, www.mpic-gov.ye

5. Elbayar, K. (2005). NGO Laws in Selected Arab States. The International Journal of Not-for-Profit Law. Volume 7, Issue 4, September 2005. International Center for Not-for-Profit Law

6. Environment Protection Authority (EPA). 2005. Yemen National Biodiversity Strategy and Action Plan.

7. Environmental Protection Council (EPC). 1995. The First National Environmental Action Plan.

8. EPA. The National Strategy for Environmental Sustainability 2005-2015/2025 (NSES), 2005.

9. European Union. 2010. Civil Society in Yemen: A National Participatory Review.

10. http://esa.un.org/unup/unup/index_panel1.html

11. http://web.worldbank.org1T

12. http://yemen.nlembassy.org1T

13. National Strategy for Solid Waste Management 2009-2013, Ministry of Local Administration, Sana'a

14. The National Adaptation Program of Action (NAPA 2004-2009), 2009.

15. The National Capacity Self-Assessment (NCSA) report and action plan, 2008

16. The National Capacity Self-Assessment (NCSA) report and action plan, 2008, www.undp.org.ye

17. United Nations Development Assistance Framework UNDAF, Country Program Action Plan 2007-2011 CPAP

18. Website of the United Nations Development Programme in Yemen. www.undp.org.ye

19. World Bank Country Assistance Strategy CAS for the period FY 2010-2013, www-wds.worldbank.org

20. World Bank. 2013. Yemen civil society organizations in transition. Washington DC : World Bank.

http://documents.worldbank.org/curated/en/2013/06/18267983/yemen-civil-society-organizations-transition

21. Yemeni-German Technical Cooperation - Water Sector Program website. www.tc-wateryemen.org

http://www.mof.gov.ye/

http://www.mpic-gov.ye/

http://esa.un.org/unup/unup/index_panel1.html

http://web.worldbank.org1t/

http://yemen.nlembassy.org1t/

http://www.undp.org.ye/

http://www.wds.worldbank.org/

http://www.wds.worldbank.org/



http://www.tc-wateryemen.org/

http://www.tc-wateryemen.org/

37 Appendices

Appendices Appendix 1: CEPF Investment Priorities

Strategic Direction Investment Priority

1. Mainstream biodiversity into wider development policies, plans and projects to deliver the co-benefits of biodiversity conservation, improved local livelihoods and economic development in priority corridors.

1.1 Enhance civil society efforts to develop and implement local governmentand community-level planning processes to mainstream biodiversity conservation, and leverage donor and project funding for livelihood activities that explicitly address causes of environmental degradation in and around priority KBAs in priority corridors. 1.2 Promote civil society efforts and mechanisms to mainstream biodiversity conservation into national development policies and plans, and into territorial planning in priority corridors and countries. 1.3 Support civil society to build positive relationships with the private sector to develop sustainable, long-term economic activities that will benefit biodiversity and reduce poverty in priority corridors.

2. Improve the protection and management of the KBA network throughout the hotspot.

2.1 Increase the protection status (via creation or expansion of protected areas) and/or develop, update and implement management plans for terrestrial priority KBAs. 2.2 Support the role of civil society organizations in the application of site safeguard policies and procedures, including the strengthening of environmental impact assessment implementation in order to address ongoing and emerging threats to terrestrial KBAs, and priority freshwater KBAs. 2.3 Advance the identification and prioritization of KBAs in Africa and the Arabian Peninsula.

3. Initiate and support sustainable financing and related actions for the conservation of priority KBAs and corridors.

3.1 Support civil society organizations to develop forest carbon partnerships and projects that advance biodiversity conservation in priority KBAs in Africa. 3.2 Support civil society organizations to develop partnerships and projects for non-carbon payment for ecosystem services schemes and other market mechanisms in priority KBAs in Africa, particularly priority freshwater KBAs that influence freshwater biodiversity, livelihoods and health. 3.3 Support training for civil society organizations in fundraising and project management, especially training such organizations at all levels with

38 Appendices

respect to emerging opportunities for sustainable financing for KBAs in Africa. 3.4 Support the institutional development of civil society organizations in Eritrea, South Sudan and Yemen, and their role in the conservation of KBAs in their respective countries.

4. Provide strategic leadership and effective coordination of CEPF investment through a regional implementation team.

4.1 Operationalize and coordinate CEPF’s grant-making processes and procedures to ensure effective implementation of CEPF’s strategy throughout the hotspot. 4.2 Build a broad constituency of civil society groups working across institutional and political boundaries toward achieving the shared conservation goals described in the ecosystem profile.

39 Appendices

Appendix 2: List of workshop participants

البريد اإللكتروني الهاتف المحافظة الجهة األسم #

[email protected] 000644777 األمانة الوطنية إلدارة مساقط المياهالمؤسسة مها على عبد اللطيف البان 1

9671632259

[email protected] 076077067 األمانة سفراء البيئة ناصر الكميم 2

[email protected]

[email protected] 000066467 األمانة منظمة األرض عبد هللا األوذن 3

[email protected] 000070047 األمانة منظمة حماة البيئة والتنمية المستدامة د. عصام محرم 4

www.epods-ye.org

yahoo.com-shami-Al@77 000477447 األمانة منظمة بيئتنا أمين خالد عبد هللا الشامي 5

[email protected] 000727677 األمانة مؤسسة حماية للتنمية البيئية المستدامة أحمد عبد هللا السوسوه 6

074777777

[email protected] 737555065 األمانة الشبكة اليمنية للبيئة و التنمية د. عبد الباقي الزعيمي 7

2449720

[email protected] 773757317 األمانة الجمعية اليمنية لحماية الحياة الفطرية عبد العليم سيف 8

[email protected] 770171669 األمانة المؤسسة اليمنية للحيوانات البرية المهددة باألنقراض د. محمد الدعيس [email protected]

[email protected] 771272727 األمانة الجمعية الوطنية للطاقة المتجددة د. محمد عبد هللا الشغدري 11

375625

375620

[email protected] 777131673 األمانة إرادة وطن بال قات وضاح عبد الرحمن شعالن 11

mailto:[email protected]







40 Appendices


[email protected] 772063794 األمانة منتدى صناع الحياة جميلة محمد علي صالح 12

[email protected] 777333137 األمانة جمعية حياتنا للتنمية البيئية والثقافة آمال الحسيني 13

[email protected] 714277563 أب جمعية ملتقي إبداع عبد هللا البعداني 14

[email protected] 777373689 تعز جمعية أصدقاء البيئة مكرم المنيفي 15

737891474

[email protected] 773959056 حجة الجمعية الوطنية لحماية البيئة عباس أحمد الكحالني 16

771388535

712044192 الضالع الميثاق االجتماعية التنموية الخيرية ابتسام علي بن علي 17

716395273

777322932 عتمة جمعية عتمة التعاونية محمد على صالح 18

[email protected] 771321468 مناخة جمعية النماء د. علي الغيل 19

[email protected] 773018997 يريم جمعية خديجة للتنمية ريهام عبد الكريم الغراصي 21

[email protected]

777303219 خوالن جمعية عطية العذريحزام بن حزام 21

[email protected] 733573155 الحديدة الجمعية اليمنية لحماية البيئة نشوان عبدالمنان العبسي 22

[email protected] 736000885 األمانة صحيفة الثورة صادق السماوي 23

[email protected] 777466038 األمانة المؤسسة أحمد يحي علي 24





41 Appendices


[email protected] األمانة جميلة حسين الريدي 25

[email protected] 733740485 األمانة المؤسسة عبد الحكيم راجح 26

[email protected] األمانة أبو غانمأفراح علي علي 27

[email protected] 777799061 األمانة المؤسسة سالم محمد العزاني 28



42 Appendices

Appendix 3: Analysis of CSOs Training Needs Against NCSA (National Capacity Self-Assessment) Identified National Capacity Constraints & CEPF Investment Priorities

CEPF Investment Priority number 3.4 aims to "Support the institutional development of civil

society organizations in Eritrea, South Sudan and Yemen, and their role in the conservation of KBAs in their respective countries", therefore this section of the report discuss relevant national gaps for compliance and fulfilment of the country obligations under ratified MEAs' which form opportunity for Yemen CSOs' to play bigger role in the conservation of KBAs'. Table 6 lists training needs identified by this study against a number of Yemen identified national capacity constraints to the implementation of UN Framework Convention for Climate Change (UNFCCC), UN Convention on Biological Diversity (UNCBD) and the UN Convention on Combating Desertification (UNCCD) in Yemen. Those constraints/gaps have been selected from more detailed list of national capacity constraints listed in the Yemen National Environmental Summary (UNEP, 2010) as these gaps represent action areas where CSOs' can play positive role in fulfilling Yemen obligations under mentioned conventions. The results presented in Table 6 are based on the understanding that the government would encourage and support CSOs' engaging in fulfilling such national gaps, and that the CSOs' are interested in playing such a role. Training needs have been identified against CSOs' expected actions on this regard and cross-referenced to CEPF Investment Priorities (Appendix 1). Building the capacity of CSOs' in the above mentioned fields would, in overall, enable wider movement in the community to positively contribute to the conservation of KBA's in particular, and biodiversity in general in Yemen. This study notes that CEPF current investment strategy in Yemen focus only on Strategic Direction number "3", and that Yemen is currently not eligible for funding from CEPF for Investment Priorities under strategic directions 1, 2 and 4. Nevertheless, and in order to make best use of information available from this Project and for future reference, the analysis of training needs was cross-analyzed to CEPF strategic directions and respective investment priorities all over CEPF investment areas.

43 Appendices

Table 6: Identified training needs against Yemen national capacity constraints and CEPF investment priorities

Multi-lateral Agreement

National Capacity Constraints where CSOs can play a role

Training Gaps (Needs) Related CEPF Investment Priority

Priority to CEPF Investment in Yemen (High, Medium, Low)

UN Framework Convention for Climate Change (UNFCCC)

Limited reporting capacity to regularly update national communication meeting all needs and covering all areas as stated by the conventions.

Information management, analysis and reporting related to UNFCCC national communication

Not related Low

Limited climate change related research

Research technology and scientific reporting related to climate change trends, impacts, mitigation and adaptation within KBAs'

3.1, 3.2 Medium

Inadequate capacity for promoting educational programs, conducting public awareness campaigns

Designing, implementing, monitoring and evaluating environmental outreach (education, awareness and social marketing) programmes at national and local levels

Not related Medium


1.2 Medium

Developing and conducting public awareness campaigns 1.1 Medium

Inadequate capacity to plan and adapt against the negative impact of climate change.

Environmental assessment and impacts causality analysis 2.2 High

Planning for, experimenting and evaluating measures for local communities adaptation to climate change within Yemen KBAs'

1.1, 1.2 Medium

Planning for, experimenting and evaluating water conservation and management measures in adaptation to climate change

1.1, 1.2 Medium

44 Appendices





UN Convention on Biological Diversity (UNCBD)

Weakness in the ability to collect and document the Genetic Resources and regulate their use

Research technology and scientific reporting related to genetic resources

2.3 Medium

Documentation and revival of local/traditional knowledge related to biodiversity and use of biological resources

1.1, 1.2 Medium

Insufficient enforcement of EIA in development projects

Best international practices in enacting environmental safeguard policies, promoting wider use of safeguarding tools including EIAs, and advocating strict enforcement of efficient EIA processes that involves stakeholders consultation

2.2 High

EIA categories, processes, stages and methodologies 2.2 High

Designing, implementing, monitoring and evaluating engagement with the development sector (public and private)

1.3 High

Weak capacity in protected areas management

Protected areas categories (based on international and national definitions)

2.1, 2.3 High

Revival of traditional approaches to the protection of biodiversity area (Hima, Waqf, etc.)

1.1, 1.2, 2.1, 2.3

High

Best international practices in protected areas and KBAs' identification, prioritization, delineation and designation

2.1, 2.3 High

Protected areas mainstreaming in land use, development and territorial policies and planning at national and local/territory levels

1.2, 2.1, 2.3 High

45 Appendices





Environmental and social assessment of protected areas (problem analysis)

2.1 High

Protected areas management planning 2.1 High

Resources mobilization and management (including fundraising)

1.1, 3.3 High

Law enforcement to protect biodiversity 1.2, 2.2 Medium

Local community empowerment and engagement in the management of protected areas

1.1 High

Protected areas management effectiveness 2.1 High

Environmentally sound businesses and livelihood activities that explicitly address causes of environmental degradation in and around protected areas (e.g. eco-tourism, sustainable agriculture, sustainable grazing management, etc.)

1.1 High

Environmental education in protected areas Not related Low

Public awareness and promotion of protected areas 1.1 Medium

Environmental economics (cost of environmental degradation and cost-benefit analysis of environmental measures and biodiversity protection programmes)

3.1, 3.2, 3.3 High

Law enforcement of violations of environmental regulations

2.2 Medium

46 Appendices





Weak national capacity to protect ex-situ biodiversity components

Environmental safeguard policies and tools (especially EIA)

2.2 High

Mainstreaming conservation of biodiversity conservation in development regulatory organizations

1.1, 1.2 High

Mainstreaming KBAs and biodiversity protection priorities in land use planning and management

1.1, 1.2, 2.3 High


1.1, 1.2, 2.3 High


Inadequate studies and inventories on biodiversity components

Species identification, species inventories and KBAs' monitoring

2.1 High

Low social awareness of the issues of conserving and protecting biodiversity

Stakeholders Analysis All High


All Medium

Public awareness research and monitoring 1.1 Medium


1.2 Medium


47 Appendices





Communication management and media mobilization (e.g. encouraging the creation of investigative environmental media in Yemen)

All High

Community action/mobilization for environmental causes (social pressure groups, biodiversity champions, nature conservation clubs, etc.)

1.1 High

Production of awareness and marketing materials All Medium

Social media for environmental awareness All High

Business and biodiversity; engaging with professional unions (e.g. farmers union) and private sector to promote protection of biodiversity (key related sectors in Yemen EAM region: agriculture, mining)

1.1, 1.3 High

Gender and biodiversity 1.1 Low

Weak capacity in preparing, implementing plans and programs and reporting in biodiversity

Information management, analysis and reporting related to UNCBD biodiversity targets

All Medium

Limited research activities and training on biodiversity

Identification of biodiversity research priorities in KBAs' 2.3 High

Communication and networking (emphasis on research institutes like universities)

1.1 Medium

Biodiversity research (species identification, population studies, assessment of biological habitat, etc.)

2.1, 2.3 Medium

48 Appendices





Lack of using modern technologies in biodiversity and biosafety

GIS applications in nature conservation and protection of biodiversity (Remote sensing, GIS mapping)

2.1, 2.2, 2.3 High

Lack of vision and incentives for protection and sustainable use for biological diversity.

Environmental economics (cost of environmental degradation and cost-benefit analysis of environmental measures and biodiversity protection programmes)

3.1, 3.2, 3.3 High

Environmentally sound businesses and livelihood activities that explicitly address causes of environmental degradation in and around protected areas (e.g. eco-tourism, sustainable agriculture, sustainable grazing management, sustainable medicinal plants harvest, IWRM, etc.)

1.1 High

Business and biodiversity; engaging with professional unions (e.g. farmers union) and private sector to promote protection of biodiversity (key related sectors in Yemen EAM region: agriculture, mining)

1.1, 1.3 High

Promoting Corporate Social and Environmental Responsibility (CSER)

1.3 Medium

Religious and cultural guidance for sustainable use of biological resources

All High

Environmental assessment and impacts causality analysis 2.2 High

49 Appendices





UN Convention on Combating Desertification (UNCCD)

Weak planning capacity of desertification issues

Planning for, experimenting and evaluating local measures for combating desertification within Yemen KBAs'

1.1 High

Integrated environmental planning and management 2.1 High


1.2, 2.1 High

Unsustainable management of land resources

Mainstreaming KBAs, biodiversity protection priorities and desertification related considerations in land use planning and management

1.2, 2.1 High


1.2, 2.1 High

Limited public education and awareness of UNCCD issues


All Medium

Limited integrated research on land degradation

GIS applications in land degradation and habitat conservation studies (Remote sensing, GIS mapping)

2.1, 2.2, 2.3 High

Inadequate monitoring of land degradation

Land degradation causes and indicators 1.1 Medium

Lack of drought and other disaster management plans

Environmental risks, disasters and drought resilience 1.1 Medium

Drought resilience and sustainable livelihood 1.1 High

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Lack of integrated plans for management of rangelands

Integrated rangeland management and control of overgrazing

1.1 High

Insufficient opportunities for alternative livelihood systems

Environmentally sound businesses and livelihood activities that explicitly address causes of environmental degradation in and around KBAs' (e.g. eco-tourism, sustainable agriculture, sustainable grazing management, sustainable medicinal plants harvest, IWRM, etc.)

1.1 High

Cross-cutting gaps related to all MEAs' ratified by the government of Yemen

Mainstreaming obligations under MEAs' in national legislations

1.2 High

Environmental Policy and advocacy 1.2 Medium

Governance of water and other natural resources 1.1 Low

Environmental safeguarding, safeguard policies and tools 2.2 High

Integrated environmental planning and management 2.1 High

Community-level planning, local community engagement and grass-root consultative/participatory approaches

1.1 High

Ecosystem services, values and attributes 3.3 Medium

Biodiversity/Ecology All High

Developing partnerships and projects for forest carbon and for non-carbon payment for ecosystem services schemes and other market mechanisms

3.2, 3.3 High

CEPF-Yemen CSOs training needs assessment report · Yemen community is a conservative tribal one,...

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Transcript of CEPF-Yemen CSOs training needs assessment report · Yemen community is a conservative tribal one,...