Ethiopia – European Commission Ethiopia – European Commission Civil Society Fund Civil Society Fund

2006 – 20122006 – 2012

““Celebrating the Past – Preparing the future”Celebrating the Past – Preparing the future”January 25January 25thth, 2012, 2012

Lessons learnt and the way aheadLessons learnt and the way ahead

Celebrating the Past – Preparing the futureCelebrating the Past – Preparing the future

1. Lessons Learnta) Relevance and programme designb) Efficiencyc) Effectivenessd) Impacte) Sustainability

2. The way ahead. Civil Society Fund II.

1a. Relevance and programme design (I/II)1a. Relevance and programme design (I/II) • The CSF is relevant and coherent with EC-GoE Country

Strategy Paper (both 9th and 10 EDF) and to the GoE development policies as well

• Was unique for its objectives to fund institutional capacity building of CSO, alongside governance service delivery and its tri-partite governance arrangement.

• CSF evolved in a changing governance environment and has succeeded in adapting.

Evolving programme environment to which the CSF had to adapt

The Charities and Societies Proclamation groups CSOs into different categories. It defines consortia (networks – one of the target groups of CSF) and allows CSOs to engage in income-generating activities. It sets limitations on the actors allowed to work in governance-related areas (one of the key result areas of the programme).

The recent guidelines (particularly 70/30) would have a strong impact on all the result areas of the programme, such as networking and capacity building. Future CSF projects would have to be adapted to comply with the 70/30 guidelines.

Incomplete framework; but no limitations as to the actors to engage with, the themes/areas to support or the way to support programmes.

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1a. Relevance and programme design (I/II)1a. Relevance and programme design (I/II) • Exclusive reliance on CfP approach has inherent limits

• More importance could have been awarded to programme-level initiatives, however, this would have needed additional resources.

• Efforts to enhance complementarity and coordination with CSSP and PBS SAP II need to be strengthened.

1b. Efficiency (I/II)1b. Efficiency (I/II)

• The tri-partite governance arrangement is a strong point of the programme.

• In general, the CfP is regarded as a transparent & fair mechanism for the allocation of funds.

• TAU non-grant support has been key for the efficient implementation of grant-support and is considered in itself a capacity building mechanism.

• Compared to other programmes in other countries, the cost-efficiency is high.

1b. Efficiency (II/II)1b. Efficiency (II/II)

• Resources were insufficient to ensure stronger mentoring of under-performing grantees.

• Availability of sufficient resources would have also strengthened programme knowledge management and cross-fertilisation across projects.

• Implementation, particularly the grant component, has

faced some delays.

1c. Effectiveness (I/III)1c. Effectiveness (I/III)• The programme has progressed well in achieving all

result areas, although with varying degrees.

• Challenges in ensuring effectiveness include:

– The difficulty to implement a programmatic approach with the CfP as the only main tool

– The inherent limitation of CfP to proactively and strategically support Capacity Building

– The underdevelopment of CSOs in emerging regions;

– From 2009 - the limitations imposed to work on governance-related issues

1c. Effectiveness (II/III)1c. Effectiveness (II/III)

• High stakeholder satisfaction amidst a degree of frustration with procedures and limited funds available.

• CSF has been effective at reaching mid-level organisations and networks across the country and supporting their role as intermediary organisations. Many grass-roots and CBOs have been reached and supported trough these intermediary organisations.

• Small Grants Scheme has the potential to create access for a larger number of CSOs but also entails high transaction costs

1c. Effectiveness (III/III)1c. Effectiveness (III/III)

• If procedures allow – increased use of block grants, sub-granting, follow-up grants and operational grants should be explored for CSF II.

• CSF has been effective at promoting partnerships, peer work and networking efforts, as well as multi-stakeholders’ approaches to development.

• Broader impact and sustainability of results are challenged by limited time-span of most projects

1d. Impact (I/II)1d. Impact (I/II) • Increased interaction and policy dialogue between CSOs

and government, particularly at the regional and local levels

• Increased coordination and networking within the civil society sector

• Enhanced organisational development and increased institutional capacity of CSOs

• Increased awareness on rights at the community level

1d. Impact (II/II)1d. Impact (II/II)

• The CSF contributed to enhancing CSOs’ capacity to act as development actors and national development plans by:– Promoting Local governance; monitoring of public

services and social accountability– Piloting alternative/innovative approaches in the

delivery of public services;– Strengthening the capacity of government to provide

effective leadership in areas like women’s empowerment; children’s rights; Human Rights etc.

– Grass-roots strengthening

1e. Sustainability1e. Sustainability

• Sustainability considerations were incorporated in design and promoted during implementation

• Duration of individual grants doesn’t always favour sustainability.

• GoE’s continued interest in and support to CSF key for sustainability

• sustainability of CSF results will be affected by the changes in the operating environment of CSOs with the Proclamation and the recently issued guidelines

2. The way ahead – Civil Society Fund II2. The way ahead – Civil Society Fund II

• Impact of the current environment on the Programme, and the adaptation work that may be required on the side of CSOs.

• Work closely with CSSP, PBS SAP II and other CSO support programmes

• Minimise delays by launching CfPs as soon as possible

• Review PSC composition with a view to ensuring equity, representativeness and guidance

• Provide adequate resources in support of programme level objectives