VOLUME I EVALUATION OF THE INSTITUTIONAL STRENGTHENING AND GRANT MAKING (ISGM) PROGRAM OF THE HORN OF AFRICA SUPPORT PROJECT Prepared by: Dennis M. Chandler Miriam W. Gachago James Osborn, Ph.D. Submitted to: USAID/REDSO/ESA AEP-1-00-00023-00 Task Order No. 802 Submitted by: Development Associates, Inc. 1730 North Lynn Street Arlington, Virgnia 22209-2023 Telephone: (703) 276-0677 Fw: (703) 276-0432 E-mail: devassocl@devassocl.com April 2001 I . I1 . 111 . IV . v . VI . TABLE OF CONTENTS VOLUME I EXECUTIVE SUMMARY ................................................................................... 1 ACRONYMS ....................................................................................................... 3 APPROACH AND METHODOLOGY ................................................................. 4 GHAVHASP. ISGM AND USAID/REDSO/ESA STRATEGY ............................. 5 ISGM PROGRAM: FINDINGS .......................................................................... 10 A . FORM AND CONTENT OF ISGM ................................................... 10 B . PACT ................................................................................................... 1 1 C . MWENGO ........................................................................................... 12 D . PACT/MWENGO RELATIONSHIP .................................................... 13 E . ADVISORY COUNCIL ...................................................................... 16 F . NGO PARTNERS: SELECTION PROCESS AND MACRO RESULTS .............................................................................. 17 G . NGO PARTNERS: MICRO RESULTS AND FEEDBACK .................. 33 H . GENDER ................................. ., ........................................................... 34 I . US AID MANAGEMENT ..................................................................... 35 CONCLUSIONS AND RECOMMENDATIONS .................................................. 40 A . RANGE. QUANTITY AND QUALITY OF RESULTS - UTILITY TO REDSO/ES A ............................................................ 40 B . PACT ................................................................................................... 41 C . MWENGO .......................................................................................... 4 1 D . PACT/MWENGO RELATIONSHIP ................................................... 42 E . ADVISORY COUNCIL ..................................................................... 42 F . NGO SELECTION PROCESS/ROUND 111 ......................................... 43 G . NGO PARTNERS .............................................................................. 43 H . GENDER ....................................................................................... 44 I . US AID MANGEMENT ...................................................................... 44 J . POST-ISGM: AFRICAN OWNERSHIP AND THE AMCAN DEVELOPMENT AGENDA ........................................................... 47 VOLUME II ANNEXES Annex A Annex B Annex C Annex D Annex E Annex F Annex G Annex H Scope of Work .............................................................................. A- 1 Evaluation Work Plan .................................................................... B- 1 Persons Contacted .......................................................................... C- 1 Partial List of Documents ............................................................... D- 1 NGO Interview Checklists I & 11 ................................................... E- 1 ISGM NGO Tables 2 and Interview Reports ................................... F-1 Tables 3A, 3B, 3C, 3D - ISGM NGO Data ..................................... G- 1 Table 5: NGO Directory ................................................................. H- 1 ISGM EVALUATION REPORT I. EXECUTIVE SUMMARY The Institutional Strengthening and Grant Making (ISGM) program is a key activity in the U.S. Greater Horn of Africa Initiative (GHAI) as well as in the current strategy of the U.S. Agency for International Development (USAID) in that region. ISGM provides assistance to local African non-government organizations (NGOs) working regionally in the areas of food security and conflict prevention, mitigation and response in nine of the ten GHAI countries as well as in the non-presence countries of that area. USAID7s Regional Economic Development and Support Office (REDSO) for East and Southern Africa (ESA) in Nairobi, Kenya manages this effort through a contract awarded in September 1998 to Pad, a U. S. private voluntary organization (PVO), in partnership with an African NGO, MWENGO. The activity is intended to last up to five years at a cost of $10 million. In the course of this first review of ISGM, the evaluation team found many positive results in applying the broader GHAI goals, in supporting the Strategic Objectives (SOs) and the Intermediate Results (IRs) of REDSOIESA and in accomplishing specific contract performance indicators. After a somewhat slow and difficult start, Pact and its subcontractor, MWENGO, have accelerated the pace of their work, benefiting more than 300 African NWs so far in the form of grant-making (1 5) and numerous, smaller institutional strengthening and other grants to build the capacities of these local organizations. When interviewing a number of the NGOs receiving grants, the team was impressed not only with the commitment of these groups to their regional food security and peace building work, but also with the practical improvements (e.g., strategic planning, financial management, networking, websites) provided to them by the Pact/MWENGO team. The target of sustainability of at least ten &can NGOs is now within reach. Of particular note is the active involvement and leadership of women in many of these local NGOs. Also, the role of an African Advisory Council in the decision-making process for grant making is another innovative and progressive characteristic of ISGM. Finally, the feedback from African stakeholders about ISGM is virtually universal in complimenting the U. S. Government and USAID, especially because ISGM is helping strictly African NWs in their institutional strengthening, ISGM involves Africans directly in designing and implementing activities and Africans participate in approving the grants. As a result of this mid-term evaluation, the team has the following major conclusions and recommendations: 0 REDSOESA should definitely continue supporting ISGM because of its accomplishments so far as well as its direct support to the Mission's SOs and IRs. For the same reasons, ISGM should be given high priority in the allocation of budgetary resources. To achieve even greater impact and efficiency ISGM should be more closely aligned with the work of all of the SO teams, including one not now covered, in REDSO and of other USAID operating units in the GHAI region. 0 REDS0 should proceed as soon as possible with the next round of competitive procurements for grant making, although serious consideration should be given to some targeting of NWs working with specific SO teams or Missions and in non-presence countries. ISGM EVALUATION REPORT 1 Because the work of the African Advisory Council is a very positive feature of ISGM, REDSO should not only continue the Council's active involvement, but also consider some expansion of its role. 0 ARer some initial problems, both Pact, the prime contractor, and MWENGO, the subcontractor, are performing very well in their contractual relationship implementing this NGO activity and their partnership should not only be sustained, but consideration ought to be given to enhancing it. w Because there is a clear but, as of yet, unquantified benefit for women, ISGM and REDSO should make every effort to develop this gender data and analysis further as this NGO activity continues. w As REDSO'S role evolves towards more actual regional project management in addition to support services, USAID needs to adjust and update some of its management and administrative procedures in order to take due account of these regional project needs. 0 While this is a mid-term evaluation, though with very positive findings, conclusions and recommendations, USAID should start planning now for the post-ISGM period in the form of a successor to this NGO program involving greater African management of operations and ownership of the development agenda. ISGM EVALUATION REPORT 2 AAYMCA APF BYDA CECORE COMESA CTO CPMR ES A FAN FEWS FDA FS GHAI IGAD HASP IB AR IQC IR IS ISGM KRA MCAT MWENGO NAWOU NGO OAU OCAT OFDA OLS PVO RCO REDSO RFA RFP SO SPO UNCED UNICEF USAlD USDH WASDA II. ACRONYMS Africa Alliance of the Young Men's Christian Associations Africa Peace Forum Bar-el-Gazal Youth Development Agency Center for Conflict Resolution Common Market for East and Southern Mica Contract Technical Officer Conflict Prevention, Mitigation and Response East and Southern Africa Forest Action Network Famine Early Warning System International Federation of Women Lawyers Food Security Greater Horn of Africa Initiative Inter-Governmental Authority on Development Horn of Africa Support Project Inter-African Bureau for Animal Resources Indefinite Quantity Contract Intermediate Result Institutional Strengthening Institutional Strengthening and Grant Making Program Kenya Rainwater Association Management Capacity Assessment Tool Mwelekeo wa NGO National Association of Women Organisations in Uganda Non-Governmental Organization Organization of African Unity Organizational Capacity Assessment Tool USAID'S OEce of Foreign Disaster Assistance Operation Lifeline Sudan Private Voluntary Organization Regional Contract Office Regional Economic Development and Support Office Request for Applications Request for Proposals Strategic Objective Special Objective United Nations Conference on Eradication of Desertification United Nations Children's Education Fund U. S. Agency for International Development U. S . Direct Hire Employee Wajir South Development Association ISGM EVALUATION REPORT 3 III. APPROACH AND METHODOLOGY Following a brief competition period under an Indefinite Quantity Contract (IQC), AEP-1-00-00- 00023-00, the Regional Contract Office (RCO) of the Regional Economic Development and Support Ofice (REDSO) for East and Southern Africa (ESA) of the U.S. Agency for International Development (USAID) in Nairobi, Kenya awarded a task order (No. 802) on March 6, 2001 to Development Associates, Inc. of Arlington, Virginia. The purpose of this task order is to prepare an evaluation of the Institutional Strengthening and Grant Making (ISGM) program of the Horn of Africa Support Project (HASP). A copy of the scope of work is attached to this report as Annex A. Development Associates mobilized a consultant team on March 8 in Washington, DC, composed of Dennis M. Chandler as team leader and Dr. James Osborn as project development expert, both whom have had extensive, senior level experience working on a variety of USAID programs in sub-Saharan Mica and elsewhere. The third member of the team, Miriam W. Gachago, a Kenyan specialist in non-governmental organizations (NGOs), training and gender issues, joined the team upon its arrival in Nairobi. The evaluation team's approach consisted of a review of all available documents relating to the USAID/REDSO, HASP and ISGM program (See Annex D for a partial list). The team also met at least once with appropriate USAID officers in Washington, Nairobi, Kenya; Kampala, Uganda; and Harare, Zimbabwe. In addition, the evaluators interviewed the responsible individuals of Pact, the NGO prime contractor, in Washington and Nairobi; the Director and staff of MWENGO, the NGO subcontractor, in Harare and Nairobi; seven members of the African Advisory Council in Nairobi; and also other regional institutional contractors in Nairobi. Furthermore, evaluation team members visited the offices of all of the NGOs available in Nairobi and Kampala that were partners in this project. Annex B describes the evaluation team's work plan and Annex C lists the names of people contacted. Following this intensive review process within the time period allowed by this USAID task order, the evaluation team prepared a draft report, consisting of background information about ISGM as well as the team's preliminary findings, conclusions and recommendations relating to this assignment. The team presented this draft report in writing to USAIDREDSOfESA managers on April 5,2001, and discussed it with them the following day, before the departure of Messrs. Osborn and Chandler to the U.S. The team then continued working on the final report while it awaited receipt of USAID'S written comments on the draft. The Development Associates team carehlly considered these USAD comments in the completion of the final evaluation report of ISGM and submitted the final report to REDSO by the agreed upon date of April 21, 2001. The Development Associates team wishes to express its sincere appreciation to all of the staff and managers of USAID, Pact, MWENGO, the African Advisory Council and the NGO partners for their cooperation in the preparation of this evaluation. The team also commends the dedication, hard work and successes of the many individuals and organizations involved in helping to bring about greater NGO institutional strengthening, especially in the food security and conflict preventiodpeace building sectors in the Horn of Africa region. ISGM EVALUATION REPORT 4 IV. GHAI/&ASP, ISGM AND USAID/REDSO/ESA STFUTEGY A. BACKGROUND During the last decades of the twentieth century, there have been few regions of the world that have experienced as much human suffering as has the Greater Horn of Africa (GHA). Wars, tribal conflicts, droughts and famines have wreaked havoc on this area, resulting in hundreds of thousands of lives lost, countless rehgees and displaced persons, and general social and economic upheavals. The governments of the countries in the region have either been unable to cope with these disasters, have often actually exacerbated them or have sometimes been non￾functional. The United States and the international community have responded to these recurring calamities with billions of dollars of food aid and other assistance, but have been largely frustrated in trying to deal with many of the core issues, especially those that are more political in nature. They also have realized that, if ever there were to be a more lasting resolution, it would have to come from within and be led by the people and organizations of the region. Out of this tragic situation grew the Greater Horn of Africa Initiative (GHAI) by which the United States would assist local governmental and non-government organizations (NGOs) in the region to address many of the root causes of these chronic problems. A key element in this new approach would be the greater emphasis placed on the increased role of African organizations themselves in finding and implementing solutions. The U.S. Agency for International Development (USAID) acted on this U.S. Presidential initiative by providing a $23 million Horn of Africa Support Project (HASP) designed to support the activities of African organizations in promoting food security (FS) and conflict prevention, mitigation and response (CPMR). The Institutional Support and Grant Management Program (ISGM) is a major assistance and cooperation vehicle of the U. S. inter-agency GHAI. Through GHAT and HASP, USAID finances a Grant Agreement with the African Inter-Governmental Authority on Development (IGAD). The agreement was refined in June, 1997 to concentrate on catalytic support for IGAD itself and the implementation of a "grant-making/institutional strengthening mechanism for African [non￾governmental] Institutions," i.e., ISGM. The USAID/REDSO/ESA Mission in Nairobi manages ISGM through a contract with Pact, an American private voluntary organization (PVO). The contract came into effect on September 3, 1998 with an intended cost of $10 million and a duration of five years. The U. S. Presidential GHAI began in 1994 and took its definitive form for USAID in the GHAI Strategic Plan covering the fiscal years 1998-2002. It treats ten (10) countries in the area: Rwanda, Burundi, Tanzania, Kenya, Uganda, Sudan, Somalia, Ethiopia, Eritrea and Djibouti. It calls for USAID actively to engage all stakeholders in this troubled region, especially African NGOs, in effecting its strategy, the overarching principles of which are: ISGM EVALUATION REPORT 5 Strategic Coordination GHA17s Strategic Objectives are: Strengthening African Strengthening African Improved Capacity to Enhance Capacity to Prevent, Access to Regional Food Security Mitigate and Respond Regional (FS) To Conflict in the Analytical GHA Region Information. (CMPR) (Special Obj.) For ISGM, the defining and controlling document is USAID/REDSOYs contract with Pact (623- C-00-98-00026-00). It confirms the above GHAI principles and strategic objectives as the basis of the program. ISGM7s concentration on NGOs follows from the contract's basic assumption that "in order to achieve food security and CPMR results the capacity of NGOs working these sectors must be strengthened." Thus, ISGM is "a grant-making program for eligible African non-governmental institutions [to] provide institutional strengthening (IS) services to African organizations [which] will be implementing activities that contribute to the HASPIGHAI results of7 FS and CMPR. ISGM's means to achieve these results should take the forms of institutional strengthening, promotion of innovation and strategic coordination. In the program of REDSO/ESA as late as March 2000 (date of the FY2002 R-4 submission), REDSO had one strategic objective of three (four the year before) entitled: "Establishing a Strong Basis for Implementation of the Greater Horn of Africa Initiative." However, that report indicated that REDS0 would adopt a new strategy soon, infer alia "to better integrate the GHAI into [its] regional program. Thus, the "REDSO/ESA Strategy FY 2001 - 2005" (June 2000) absorbed GHAI (and with it, ISGM up to a point), having among five Strategic Objectives (SOs) one to enhance African capacity to achieve regional food security (#5) and one to enhance capacity for managing conflict (#6). Apart from the REDSO7s traditional regional services objective, the other two SOs treat health (#7) and non-presence country programs (#9) - in which there is also a strong need for NGO strengthening and activity support. This REDSO strategy, affecting 22 countries in its East and Southern Africa region of responsibility, was fkrther refined in another version, entitled REDSOIESA's "Strategic Plan 2001-2005, Strengthening Partnerships and Capacity" (undated), a copy of which was given to the evaluators during the latter stages of their stay in Nairobi. This document focuses on the three SOs to enable REDS0 to achieve its goal of a healthy, food secure and peacehl region. The team was also then told that some of the performance indicators for this seemingly still evolving strategy are yet to be worked out following this latest revision. Strategies for non￾presence countries, while clearly related regionally and managerially, are to be treated more separately on an individual country basis. ISGM EVALUATION REPORT 6 GHAI's higher principles are likewise adopted in REDSO's strategic construct, in which regionalism is the cornerstone and the focus is on "empowering African organizations to identify and solve their own problems'' through organizational strengthening, increased availability of appropriate technologies and innovations, increased networking and cooperation, increased availability of information and use of communication technologies and an improved policy environment. Most notably the GHAI principles of African ownership and regional perspective are operationally fundamental. There is without question a near perfect fit of the operational principles and modus operandi of ISGM into this strategy. Pact has accordingly easily adapted its Intermediate Results (IR) array derived from the GHAI strategy of 1997 to focus on the new (June 2000) REDSOIESA SOs, IRs and sub-IRs (22 of the last, in all). It may be a year or more before REDS0 refines these measures further, possibly changing them somewhat. The current versions are the basis of this evaluation's analysis and the team does not believe that any conclusion will be invalidated by marginal changes in wording in some uncertain future. (See Figure 1, below, second page.) In short, ISGM seeks to enhance African NGO capacities in FS and CMPR. It does it regionally through grants and activities benefiting two and usually more countries in the region. And prominent among its means are stimulating technological innovation, networking and strategic coordination. Figure 1 summarizes this in its first page. ISGM provides grants, non-grant assistance and develops andlor supports regional sustainability-inducing assets, against some targets in the Pact contract, including most importantly the development of ten sustainable NWs. These actions result in effects on indigenous NWs translatable into REDSO results as currently understood, the structure of which has one fundamental objective: enhanced African capacity. ISGM EVALUATION REPORT 7 FIGURE 1 SUMMARY OF ISGM STRUCTURE AND PERFORMANCE (TARGETS1 ISGM STRUCTURE AND PERFORMANCE (TARGETS) REDSOESA STRATEGY FY2001-2005: AT THE END OF THE FIVE-YEAR STRATEGY, THERE KILL BE A NUMBER OF MATURE, SUSTAINABLE REGIONAL ORGANIZATIONS IN ESA THAT HAW THE INTERNAL CAPACITY TO OPERATE EFFECTIVELY TO ACHIEVE THEIR AND THE REGION'S AGENDAS IN THE AREAS OF CONFLICT MANAGEMENT, FOOD SECURITY AND PROVTSION OF HEALTH SERVICES. - S05: ENHANCED AFRICAN CAPACITY TO ACHIEVE REGIONAL FOOD SECURITY - S06: ENHANCED AFRICAN CAPACITY FOR MANAGING CONFLICT IN THE REGION MEANS: INSTITUTIONAL STRENGTHENING APPROPRIATE TECHNOLOGIESmVNOVATION NETWORKING AND STRATEGIC COORDINATION ISGM INPUTS: A. NGO GRANTS B. NON-GRANT C. REGIONAL 18 Rnd 1&2 (40) ASSISTANCE TO NGOs SUSTAINABILITY- (10 NGOs Sustainable) Through Grants = 187 INDUCING ASSETS (10 Innovative) 67 CMPR Data Bases 2 (2) 18 Nascent (10) 120 CmS Tools 8 CPMR Non-grant = 130+ Info Dissemination 10 FS 52 CMPR 4 conferences (5) 32 FS 4 Networks (5-10) 43 CmS Centers of Excellence Human Resources Af. Advisory Council WENGO] ISGM EVALUATION REPORT 8 ISGM INPUTS BY SUB-IR : GRANT AND NON-GRANT iOCTOBER 1998-MARCH 20011 R1: REGIONAL ORGANIZATIONS STRENGTHENED (S05) AFRICAN CONnICT MANAGEMENT ORGANIZATIONS STRENGTHENED (S06) No. of Inputs: Grant/(~ln) Non- rant Su b-Irs 1. Improved Institutional Management/Governance (S05) 8 Strengthened Institutional and Financial ManagementlGovernance (S06) 7 t. Improved Strategic Planning/M&E (S05) 4 (3) Strengthened Strategic Planning, Program Development and M&E (S06) 6 (1) 3. Improved ability to Generate and Manage Funds (S05) 4 (3) Automated Office Systems Upgraded (S06) 3 (1) 4. Improved Technical Skills (S05) 2 (5) 5. Improved Technical Skills in Conflict Prevention, Mitigation and Response (S06) 1 (4) 5. Improved Program Design and Management Skills (S05) TOTAL IR2: IMPROVED REGIONAL USEIAVAILABILITY OF APPROPRIATE TECHNOLOGIES/PRACTICES (S05) INCREASED AVAILABILITY OF BEST PRACTICES (S06) Sub-Irs I. Technologies Disseminated (S05) Best Practices Disseminated (S06) 2. Technologies Identified and Tested (S05) Best Practices Identified and Tested (S06) TOTAL lR3: INCREASED NETWORKING AND COOPERATION (S05) INCJXEASED COMMUNICATION/NETWORKING AMONG STAKEHOLDERS IN CONFLICT SITUATIONS (S06) Sub-Irs 1. Increased Public and Private Sector Information Sharing(SO5) Enhanced Mechanisms for Face-to-Face Communication among Stakeholders (S06) 2. Increased Information Sharing across Disciplines (S05) Enhanced Capability for Electronic Communication among Stakeholders (S06) 3. Increased Use of Information Technologies (S05) Protocols/Rules of Engage. for Problem-Based Interactions among Stakeholders (S06) TOTAL IR4: SELECTED POLICY, REGULATORY AND PROCEDURAL CHANGES ADVOCATED BY AFRICAN PARTHERS (SO5 ONLY) Sub-Irs 1. Policy Analyses Conducted 2. Increased Dialogue on Policy/Regulatory Issues 3. Advocacy Activities Expanded TOTAL ISGM EVALUATION REPORT 9 V. ISGM PROGRAM: FINDINGS A. FORM AND CONTENT OF ISGM The ISGM program is contracted out to Pact, which has a sub-contract for institutional strengthening services with MWENGO, a regional African NGO headquartered in Harare. Pact directs and manages all activity and takes particular responsibility for grant-making, much of the non-grant assistance to African NGOs, much of the development and deployment of the infrastructure the program requires - called here Regional Sustainability-Inducing Assets - and monitoring, evaluating and reporting (through its MERIT system). 1 Grant-making by ISGMys Pact is effected through open competition and employs an African Advisory Council to vet, suggest modifications of and rank competing proposals. There are currently 15 grants, of which the first three have already been closed and two audited. (See Table 1 .) Referring to Figure 1, it may be seen that these grants must support institutional strengthening and can also support activities -- of African NGOs operating internationally in the region and pursuing food security andlor conflict management ends. They also should employ appropriate technology/innovation andlor networkinglstrategic coordination means. Ideally, they should serve some, or many, of the more specific intermediate and sub-intermediate results of REDSO/ESAys strategy, as displayed on the second page of Figure 1. For results, see V.F., below. There is more, however. A common, but erroneous, view in some circles is that ISGM is little more than a grant management scheme with a predominance of institutional strengthening. It is seen, as such, to be cumbersome, somewhat slow, perhaps costly and possibly unresponsive to REDSO's current needs. If the principles of GHAI and now REDS0 are taken literally, and their obvious implications are understood (in particular, Afi-ican ownership and regionality), then this is clearly not so. For African ownership, take the African Advisory Council: it may be an extra step; but it is not time consuming (its one-week review process is minimal in USAID'S work cycle). Rather, the Council's serious analysis, African identity, collaborative work style and project-level recommendations seemed eminently reasonable to the evaluators and add substantive value and African political credibility to this program (See E., below). Likewise, devising regional approaches in NGO FS and CPMR activities is a challenge. And institutional strengthening (IS) aimed at sustainability of indigenous NGOs could scarcely be regarded as a likely quick fix even by optimists: this is a long haul process. In that regard, as illustrated above, if Pact/MWENGO perform adequately, ISGM can hardly fail to deliver numerous REDS0 strategic results at the IR and sub-IR levels highly attuned to the Mission's and USAID7s hndamental Mican institution-building purpose. Therefore, ISGM is far more than simply a grant maker that institutionally strengthens. In terms of inputs, ISGM provides (a) grants for IS alone, or combined with activity support; (b) non￾grant assistance; and (c) regional sustainability-inducing assets. (See Figure 1 and Tables 2-4). Results are analyzed in V. F. and G., below. 1 Management methods and issues under the contract are treated in B, C, and D, below. For purposes of this analysis, management is considered as unitary and is referred to as ISGM Pact or Pact/MWENGO. ISGM EVALUATION REPORT 10 It is not a fbnction of this evaluation to compare ISGM's costs and results to those of other REDSO programs. However, along absolute costhenefit lines, and considering the contract nature of the competitively procured services, the Pact contract and its deliverables - and ISGM's performance so far (but allowing for the initial year's delay in effective start-up) -- are commendable and appear to be in line with international cost standards. Treated in a bit more detail below (V.F. 1 .), taking into account sunk costs in tools, human resources, data bases and other assets, the marginal cost of various inputs for institutional strengthening (e.g., financial management workshops) by now is remarkably low: ca. $250 plus travel per NGO, according to Pact in two cases. Thus, ISGM has had to create, adapt or update regional assets at some cost to sustain grant￾making. Beyond that role, however, these assets can and should be seen, in themselves, as potentially lending to the sustainability of NGOs and NGO strengthening efforts now and in the post-ISGM future around the Greater Horn region. Four were foreseen specifically in the Pact contract as deliverables: databases, information-disseminating conferences and the like, networks, and the African Advisory Council itself. (See targets on Figure 1). Otherwise, PactlMWENGO have adapted and refined previously designed development mechanisms, like the Organizational Capacity Assessment Tool (OCAT), which they then modified for ISGM to fit the individual NGO development organizations and reflect their regional nature. In addition, they have developed the Management Capacity Assessment Tool (MCAT) specifically for ISGM. They have also developed training materials on each of the subjects that they have addressed and will soon be coming up with standard training manuals. Finally, ISGM also actively supports regional centers of excellence. The results of these efforts are analyzed in V.F.3, below. The third category of inputs from ISGM is non-grant assistance - called that not because the funds used are not grant development assistance, but because these numerous activities and interventions do not target competed grantees. Rather, they target regional NGOs in far wider numbers and geographical distribution than the grant competition winners could possibly represent. And they lend to institutional strengthening, innovation and networking along FS and CPMR lines. This is arranged in two ways: either the benefiting NGOs are assisted by the activities of ISGM grantees; or they are aided directly by PactMWENGO support efforts around the region that often are associated with networking, innovation-dissemination, centers of excellence and data base development. Regional assets back up these non-grant assistance activities, of course. This process is analyzed in V.F.3, below. B. PACT Pact began in 1971 as a U.S. PVO and NGO. Pact's mission is to work globally to reduce poverty by helping to build strong communities that provide people with an opportunity to earn a dignified living, raise healthy families and participate in democratic life. Pact proposes to achieve this by strengthening the capacity of grassroots service delivery organizations, coalitions and networks and by assisting in forging links among governments, business and the citizen sector to address urgent social and economic needs. Pact is currently working in about 18 countries in Africa, Asia and Latin American and the Caribbean. ISGM EVALUATION REPORT 1 ] When USAIDIREDSOfESA issued the RFP for the ISGM contract in 1998, Pact submitted its proposal, including MWENGO as a partner in the form of a planned subcontractor. Following a best-and-final-offer (BAFO) round, Pact was awarded this USAID contract on September 3, 1998. The contract was intended to finance the provision of technical services and hnding for grant-making to and institutional strengthening of Afiican NGOs in the GHAI region. This REDSOPact contract designated two key personnel: the chief-of-party and the grants manager, both of whom are Pact employees. While a MWENGO employee does hnction as the deputy chief-of-party in the Nairobi headquarters of ISGM, this is not a USAID-required arrangement. At the same time, however, while MWENGO is not specifically mentioned in the USAIDPact contract, apparently the proposed role of this East and Southern African NGO as a subcontractor was viewed favorably by REDSO as helping to achieve the GHAI/HASP/ISGM principle of greater African ownership and participation. Pact and MWENGO signed a USAID-approved subcontract under ISGM and elaborated on the relationship in a Memorandum of Understanding. The ISGM program had a very slow and difficult start. There were numerous problems, mostly of an administrative nature, that severely hampered the beginning of the program elements in ISGM during the better part of the first year of implementation. It seemed to take an inordinate amount of time for ISGM to find office space, procure commodities, hire staff, finalize the Request for Applications (RFAs), set up the Advisory Council and generally begin the planned institutional strengthening and grant-making. As a result, Pact, of its own volition and with REDSO approval, made a key business decision to change its chief-of-party. Shortly thereafter, in a related vein, MWENGO also changed the deputy chief-of-party. Both of these replacement managers (as well as the rest of the capable ISGM staff) now seem to be administering very effectively the various activities of the ISGM program, as described in the other sections of this report. ISGMYs regional nature, without the benefit of a bilateral agreement, also added to delays. C. MWENGO MWENGO is an acronym derived from a Kiswahili expression, "Mwelekeo wa NGO", that simply means giving direction or vision. MWENGO's mission is to strengthen the capacity of NGOs in Eastern and Southern Africa and to articulate and implement a development agenda that is rooted in African experience and analysis. MWENG07s origins go back to the late 1980s when the African NGO leaders were grappling with the question of "what ails the African NGO." As they tried to answer that question, the NGO leaders saw the need for a coordinating body as they sought to address the issues identified. Accordingly, MWENGO was founded and registered in 199 1 as a regional NGO headquartered in Harare. MWENGO has a membership of 76 regional NGOs, who constitute the general assembly that meets triennially to review the organization's programs, make projections for the next three years, elect an executive committee and appoint project task forces. The executive committee consists of seven NGO leaders and is responsible for supervising the work of the secretariat while the task forces work with the program officers in developing creative strategies for the program activities. An Executive Director, who is supported by three program officers that work in four program areas all targeted to the African NO, leads the MWENGO secretariat. Focus areas are: ISGM EVALUATION REPORT 12 NW Self-understanding - This program assists the NGOs go through a process of self￾analysis. This process applies to individual NGOs as well as the NGO sector in general. The results lead to development of capacity building programs. Strengthening organizations for sustainable development - This activity involves research, materials development and a training component aimed at strengthening both the technical and managerial capacity of NGOs. Civil society and advocacy - This component seeks to help NGOs appreciate the need to be responsive to the broader social and political context within which they operate. The great need to influence policy and challenge institutional barriers to development is given emphasis. Communications - This element plays a dual role: that of keeping the NGOs and the rest of the world informed about the activities of MWENGO, and that of being a resource to the MWENGO community by providing various materials. The MWENGO secretariat also networks with many civil society organizations at the regional and international levels. Due to its regional nature, MWENGO is unable to acquire fbnding from bilateral donors. Thus, its major donor partners are regional donors and private foundations. MWENGO raises about 92 percent of its fbnding from such sources. The rest of the hnds are raised from subscriptions and related income. MWENGO has made great strides in improving its donor base over time in order to ensure sustainability of its programs. Prior to ISGM, MWENW has not worked directly with USAID in any project. While the challenge of maintaining donor relations is immense, MWENW is confident that so long as it maintains its focus, implements good programs and maintain a high level of accountability it will continue to receive adequate funding. D. PACT/MWENGO RELATIONSHIP Pact and MWENGO established contact in 1996 when MWENGO was invited to some Pact activities in Southern Africa. The two organizations soon realized that they could combine their skills and in that spirit submitted to USAID a joint proposal for implementing "STRENGTH', a program for institutional strengthening of NGOs in Southern Mica. They did not win this bid, but in the meantime the request for proposals (RFP) on ISGM was published and again they submitted a proposal. Pact won this contract with MWENGO as an intended subcontractor. In going through their teaming process, MWENGO and Pact had basic understanding on: a) Pact had much more experience in dealing with USAD and would therefore be the prime contractor, handling all the contractual arrangements for the project. MWENGO was proposed to be a subcontractor to Pact, but, as usual, this subcontract would have to be approved by USAID. In addition, the two organizations agreed that they would have a Memorandum of Understanding to guide their relationship in the program's implementation. ISGM EVALUATION REPORT 13 b) MWENW did not feel comfortable dealing with USAID due to the management complexities and time involved in accounting for hnds. Therefore, it was agreed that Pact would handle all financial transactions with USAID. Pact would provide the chief-of-party, who would be responsible for the overall management of the project, and MWENGO would provide a deputy chief-of-party, who would also be in charge of the IS portion of the project. c) Because Pact had lengthy experience in managing grant-making programs, it would also specialize in that element of ISGM. Since MWENGO was expert in dealing with institutional strengthening of NGOs, it would handle that task in the implementation of ISGM. While not all of these aforementioned points were included specifically, they were reflected in principle in the division of responsibilities in the USAID-approved sub-contract signed by Pact and MWENW on March 13 and May 24, 1999, respectively. This subcontract also included specific deliverables, schedules as well as the reporting and monitoring requirements. Memorandum of Understanding In March 2000, Pact and MWENW signed a Memorandum of Understanding (MOU). The purpose of this MOU was to outline more precisely a guiding framework for the development of a partnership that would enable them to work effectively on ISGM and also explore possibilities for hrther collaboration. The MOU had been negotiated with recognition that both organizations had specific strengths and contributions that they would be bringing into the project. The MOU is not a USATD-required document and, as such, has no contractual weight for USAID, although the MOU does speak well of the working relationship between these two organizations in ISGM. With regard to ISGM, the MOU: o Reiterated what had been outlined in the subcontract in terms of roles and responsibilities of each organization and stated that the MOU would not supersede the clauses of that contract. o Identified specific action areas for each organization in project implementation. These are: - Close collaboration in day-to-day operations of the project. - Use of both organizations' names in all communication about the project. - Joint decision making in allocation of project resources and responsibilities. - Activity monitoring and reporting that satisfies the needs of both organizations. - Collaboration at every opportunity in program-related advocacy/government relations. Developments in PactlRIWENGO Relationship The Pact/MWENW relationship, while good, has occasionally been a subject of discussion within the two organizations and also between them and USAID. Because there is a general feeling by some that the relationship may not have entirely developed according to expectations, it is important to review briefly what has happened in the process of ISGM implementation. a) Interpretation of the Subcontract and MOU - While USAlD was impressed with the potential role of MWENGO in ISGM, the REDSO ISGM EVALUATION REPORT 14 contract with Pact does not even mention MWENGO. Therefore, the subcontract and the MOU are the two main documents that have governed the relationship between Pact and MWENGO in ISGM. Although the two organizations had agreed on negotiating a MOU even before a subcontract, it was necessary that they sign the subcontract first to enable USAlD to authorize them to move forward with the project's activities. Because MWENGO was somewhat uncomfortable with signing the USAID-required subcontract before the MOU, it took almost two months fiom the time that Pact signed before MWENGO did. After signing the subcontract, work had to start immediately and the negotiation and signing of the MOU took almost another year. These two documents seem to have had different levels of importance and maybe even meanings to the two organizations. To Pact, it seems that the subcontract has been the more important document. Once it was signed, USAID then authorized work to start as planned. MWENGO's role is that of a subcontractor to provide specified services and that relationship was well documented in terms of work expectations and financial obligations. Because their ISGM relationship is governed by a subcontract and MWENGO has been viewed by USAlD as qualified to provide the stipulated services, there is no reference to "equal" partnership of MWENGO as a subcontractor or to Pact's mentoring MWENGO. In the course of the evaluation, Pact, as the prime contractor and ultimately accountable, has made repeated reference to the subcontract as the controlling document in their respective ISGM roles. On the other hand, MWENGO feels that the MOU should have been the more important document to guide their relationship. b) Staffing According to the subcontract, Pact was to provide the chief-of-party, who was to be responsible for the overall management of the project. At the same time, MWENGO was to provide the deputy chief-of-party to be responsible for the implementation of the institutional strengthening component of the project. The chief-of-party and deputy were hired by their respective organizations. As indicated elsewhere in this report, both Pact and MWENGO subsequently changed these senior personnel in order to improve the performance of ISGM. For this and other reasons, the project had a rough start during its first year. In addition to the chief-of-party, Pact also provides a second key position in the form of an expert in grant-making as well as the rest of the support staff. MWENGO in turn has a second staff member based in Harare who supports the IS expert part-time. To some, the MWENGO presence in the Nairobi ISGM ofice is so limited that there is a chance for it not to be noticed, except as a well integrated part of ISGM. c) Use of Both Organizations' Names The identity of the ISGM implementers has been at times a sensitive issue. While some of the documentation, like the "ISGM Update", has borne the names of both organizations, in other cases only the name of the prime contractor, Pact, has been listed. Communications fiom the project has often been on Pact letterheads. This has happened although the MOU has not been renegotiated. d) Joint Decision Making in Allocation of Resources The planning process for ISGM is a joint activity between Pact and MWENGO, with each of them taking the lead in their assigned areas. The work plan is, however, dependent on the availability of fbnds and this is an area in which Pact, as prime contractor, has final control. Once ISGM EVALUATION REPORT 15 the work plan is approved by the chief-of-party, however, the resources are allocated to the IS and grant-making units and the activities are implemented. It was reported to the evaluators that in a few cases, however, Pact has made decisions that seem to change the work plan without apparently consulting sufficiently with MWENGO. In addition, Pact has at times hired experts in IS without any prior consultation. While these instances may be few, they tend to cause hard feelings among the respective staffs and could even affect work performance in some cases. e) Activity Implementation, Monitoring and Reporting Activity implementation, monitoring and reporting are the three areas where Pact and MWENGO have demonstrated sustained teamwork. Even though the areas of specialization are identified, the team has gone as one to the NGO grantees and most of the grantees do not know that there is any difference between Pact and MWENGO. The grantees have a lot of respect for the team because they feel that the they have helped them to make major strides in their development. Effects on Work Performance According to some, more work could have been done if the working relationship were better between the two organizations. It is, however, important to point out that the ISGM objectives have been met despite any such sensitivity about roles and responsibilities and even in light of the problems experienced at the beginning of the project. The findings of the evaluation team indicate that most of the objectives are being achieved and that there is no serious issue between Pact and MWENGO impeding progress in delivering the services for which they were hired under ISGM. E. ADVISORY COUNCIL All of the pertinent USAID documents speak of the creation of an Advisory Council under the HASP. These include the July 28, 1995 Project Paper; the Project Agreement signed by REDSOESA and IGAD on September 20, 1995, as amended; the May 15, 1997 "HASP Grantmaking Program Options Paper"; the June 20, 1997 Action Memorandum signed by the REDSOESA Director; the RFP for the ISGM; and the eventual scope of work in the September 3, 1998 contract signed between PACT, as the winning bidder, and REDSOESA. Therefore, there can be no doubt about the consistent intention and commitment of USAID to foster significant African ownership and participation in the management of this part of the HASP program. The only refinement appears to have been a modification of the role of this Advisory Council from that of the HASP Advisory Council to the ISGM Advisory Council. The ISGM Advisory Council held its first regular meeting from June 20 to June 24, 1999 in Nairobi. At that inaugural session, the Council established its charter, discussed roles and working relationships among its 10-12 members and with USAID and PACT and then reviewed grant making project proposals under Round 1 of ISGM as submitted to it by PACT and USAID/REDSO. According to its charter, the Council's officially stated purpose was to review the short-listed applications presented to it and to make hnding recommendations to REDSO, which reserves the right to approve or disapprove those recommendations. Council members are invited to serve by USAID and ISGM and their tenures are expected to be of a limited duration and to rotate. The Council met for the second time in Addis Ababa from January 17 to January ISGM EVALUATION REPORT 16 21, 2000 to review the grant-making proposals under ISGM7s Round 11. Although all of the relevant documents appear to refer to the Council's meeting at least twice a year, the only other time when the Council was formally convened in part was when seven of its members met with this ISGM evaluation team on March 29, 2001. It was only at this last session that the Council members received any stipend for their services, in addition to the usual reimbursement for their travel and per diem expenses. In its meeting with seven members of the Advisory Council, the evaluation team found them to be an impressive group of wise and seasoned representatives of various geographic and professional backgrounds. The Council members obviously took their ISGM responsibilities very seriously in reviewing proposals expeditiously and in offering to provide other advice andlor services to USAID as well. In a half-day discussion, the Council representatives complimented the U.S. Government and USAID and strongly endorsed the ISGM regional grant￾making process. They made favorable comments particularly about ISGM's methodology for its African identity in the form of assisting only African NGOs and in including African decision￾makers in the form of the Council in the grant-making approval process. When discussing the role of the Advisory Council with other stakeholders and those actually knowledgeable about ISGM, there was near unanimity about the importance of this concept of African management participation, a GW principle, being put into practice. Virtually everyone believed that the Council members selected were qualified and that they took their work seriously. While not everyone agreed with the actual decisions and recommendations of the Council all of the time, these appear to have been honest differences of opinion, at least partly motivated by one's respective areas of interest and responsibilities. It is interesting to note that the Advisory Council's role is strictly limited to the review of and recommendations for approval or disapproval of proposed grant activities under ISGM. As discussed elsewhere in this evaluation report, there are numerous other grant and non-grant hnded forms of assistance financed by ISGM that are not within the purview of the Council. In addition, there are, of course, many other USAID regional and bilateral NGO activities, which are also funded separately and have no input from the Advisory Council. F. NGO PARTNERS: SELECTION PROCESS AND MACRO RESULTS 1. Introduction and Summary As noted, results from ISGM can conveniently be identified and analyzed at the macro-scale, i.e. across all operations, in terms of REDSO'S current results framework. This has been assayed for the grants, the non-grant assistance, and the development and deployment of sustainability￾inducing assets. Summary data are displayed in Figure 1, at the end of Section IV. 2 The REDSOIPact ISGM contract specifies deliverables, here termed invuts or events, and one sustainability target only. The target is that at least ten NGOs be made sustainable by the end of the program. At mid-term, none has been (see 2, below.). Five to six are regarded as promising; 2 the time limits of this evaluation have created an almost complete dependence on Pact for the data used in this section. Their work to provide tables to the evaluation team's specifications was arduous and is greatly appreciated. Independent verification of these data has not been possible, but they appear reliable, given the MERIT system. ISGM EVALUATION REPORT 17 but, attaining the target likely will not occur if at least the intended third, and more usehlly also a forth and fifth rounds of grant-making, primarily competitions -- suitably tailored to REDSO/ESA7s needs -- are hrther delayed or suppressed. Up to forty grants are to have been made, according to the contract, and so far there have been 18 from the first two competitive rounds and three have been completed. Again, more rounds are required to reach that target. Eight of the current 18 grants are directed at African NGOs treating CPMR issues and ten to FS. In late 2000, ISGM acknowledged USAID7s view that "peace and development of any kind are hndamentally intertwined;" and it began including a CPMR component in all grants in the belief "that activities for enhancing food security have the potential to create the enabling environment for conflict resolution." This is a good first step in recognizing and acting on the important synergies of food security and conflict, presumably consistent with any new US AID priorities; although at present some SO leaders in REDSO may not always see it that way. The foremost means of enhancing NGO capacity in ISGM is institutional strengtheningper se. This is accomplished through grants and non-grant assistance to Nos and by bringing to bear various tools, conferences, networks and other assets developed by PactfMWENGO that lend to innovation and networking. Non-grant institutional strengthening through grantees has aided at least 187 NGOs in the GHA region, 120 specializing in CPMR and the rest a combination of that and FS. (Details on effects of individual grantees along these and other lines are found in Tables 2- 1 through 2- 18, in Annex F.) Non-grant assistance provided directly, usually in the forms of conference participation, receipt of information, and participation in networks has benefited some 52 GHA African NWs confronting FS, 32 confronting CPMR and 43 some combination of both. Regional "sustainability-inducing assets" have been created, strengthened or, where they were already strong, supported by ISGM to enable its grant program and to hrther NGO institutional strengthening region-wide. They take the forms of databases, assessment tools, information dissemination objects, centers of excellence, networks, and human resources (see Table 4, below). Databases and networks have targets specified in the REDSOPact contract, as do conferences and workshops. Although REDSOESA is still revising its performance indicators, it appears so far that ISGM reaches a remarkable breadth of REDSO strategic interests across its results matrix. While the Mission plan is to begin engaging more of ISGM's outputs into SO/lR reporting, tabulation at mid-term of ISGM (Figure 1, page 2, above) now confirms that 18 of 22 Sub-IRs have found inputs or events effected by ISGM already and the four remaining have planned results. (The relationship between inputslevents and actual results, that is enhanced NW capacity along various lines, will be discussed in 2, 3, and 4, below.). The mid-term inputs/results pattern of ISGM by REDSOESA IR is as follows: ISGM INPUTS/EVENTS BY EDSO IR 1 TOTAL 86 19 69 7 ISGM EVALUATION REPORT 18 INPUTSEVENTS Grants - Actual Grants Additionally Planned Non-Grant IR1 IR2 IR4 34 20 32 IR3 6 13 0 11 14 44 3 4 0 ISGM likewise reaches widely and deeply into most of the Greater Horn region - including not insignificantly the non-presence countries of Sudan (south), Somalia, and Burundi. The 18 grantees delivered 68 inputslevents or partnered across nine of the ten GHAI countries. Non￾grant inputslevents numbered at least 79 across seven countries, more than half in Uganda. Other non-grant inputsleventslpartnering inputslevents numbered at least 127 in all ten countries, USAID'S non-presence countries included. 1 REGIONALITY OF ISGM INPUTS1 RESULTS1 EVENTS1 PARTNERS Grant ( 1 8) Non-Grant by Grantee Other Non￾KEN UG SUD SOM ETH EFUT DJI # I++ I## I# BUR # 2 0 RWA # 7 2 Grant TOTAL 2. Grantee NGOs TAN # 9 10 1 The grant-making procedure of Pact/MWENGO is as straightforward as any, according to the participating NOS. Despite the increased regulations because it is a USAID-funded procurement, Rounds I and I1 have apparently been comprehensible to, if not always easily navigated by, the regional African NO community. ISGM's standard procedure so far has been to compose RFAs, advertise them widely and process applications. The role of the African Advisory Council is central to the process, as described in E., above. ISGM staff members have visited more remote or less NGO-friendly countries in the region in order to establish special ISGMIRFA publicity. 8 The processing of grants often requires screening by ISGM for responsiveness, selected field visits and past performance verification, and sometimes a clarifying step for final proposals, which ISGM and the African Advisory Council have successfblly jointly managed in several cases. The Advisory Council reviews, scores and recommends action on the short list of proposals. Individual U.S. Embassy Country Team concurrence is required for grants to proceed. 2 A second stage of grant processing involves assessment of prospective NGOs applying the OCAT, MCAT, and regional assessment tools to gauge IS requirements (see 3 ., below for findings) and performance of a certain amount of skill building. Following this, pre-award conditions for award are addressed through traininglmentoring and/or technical assistance, which generally take place over three to nine months (see Tables 2-1 through 2- 18 section IV). Then the grant is negotiated, signed by the parties and approved by REDSOIESA. In two rounds, the ratio of applications to awards is 11 : 1. The ratio of applications to those forwarded to the African Advisory Council is 7: 1. This seems reasonable and cost-effective. 10 4 ISGM EVALUATION REPORT lg 29 The duration of solicitation/review/pre-awardlnegotiation and clearance process in ISGM has been seen to be long - by some in USAID and some grantees alike. The one-week meetings and deliberations of the Advisory Council are but one factor, treated in E., above. The pre-award activities present a more important element, however. The average duration of pre-award activities for the 15 current fully operating grants was 6.3 months: ranging from five cases of four months (the first five grants) to five of seven months, to one of nine and one of 11 months (KRA). In that last case, skill building in accounting and general finance, with two workshops, took six or more months by itself One of the nine-month duration pre-award sequences was for Vetwork-Sudan, which required considerable assistance in registering in Kenya and Uganda as well as conventional skill building and is completely acceptable. The other, LEAT, received assessments and skill building, the former at months one, two, and six; and the latter in months eight and nine. This duration should not, on the face of it, be acceptable in achieving the goals of ISGM. GRANT PROCESSING One finds that an average of six months to equip an indigenous NGO to accept and implement a grant to USAID standards in the GHA region is not a bad record. Having more or less perfected its instruments and training programs, the constraint on PactlMWENG07s timeliness appears to be availability of staff and mentors, as well as travel conditions. The solution would be to augment, but a positive costhenefit ratio for that would be doubtful. On the other hand, as noted above, the costhenefit ratio of current IS modules appears to be fairly reasonable under the circumstances. Some indicative figures of input costs for IS to grantees were proffered by ISGM, but would have to be verified to be used in a serious costhenefit analysis. Nevertheless, these estimates are impressively modest in the circumstances: about $4,800 per NGO application for an OCAIMCAT; a cost of workshops in strategic planning and communications each of around $5,000 for 20 NGO participants plus travel ($250/NGO); individual work with grantees at about $1,500; networking workshop @ ca. $40,000 for 50-60 participants (ca. $750/NGO). These estimates may or may not include overhead. ROUNDS One Two TOTAL Does all this lend to sustainability and reaching ISGM7s modest initial goal of 10 NGOs in that state? The answer is: probablv yes. But when? First, it depends on what the definition of "sustainability" is. It is not possible in rational project management to postpone this discussion until the indefinite future. A surrogate measure at the least is required to reassure managers. ISGM's standard is the OCAT that is applied in early grant stages to each NGO for diagnostic purposes, but also to set a benchmark for that NGO and an average for the current set of grantees. The benchmark is an organizational capacity score derived from the complex, lengthy and seemingly very thorough OCAT questionnaire, which is administered over days by a Pact/MWENGO team. (See 3, below.). The method then is to have set thresholds of increasingly ISGM EVALUATION REPORT 20 APPLI￾CATIONS 85 109 194 RECOM'D FOR FUNDING 7 13 20 RESPON￾SIVE 14 39 5 3 AWARDS 6 9+3 pending+ 1 suspended 15 (18) +1 TOO FLAWED 5 14 19 TO AAC 9 20 29 greater sustainability based on relevant factors, including external (especially community and donor) relations and to see at the end of each grant, when the NGO has been reevaluated later, just where the NGO stands. There would be some predictability at that stage and certainly quantitative and qualitative indications of further strengthening needs. Based on its experience, ISGM has set three thresholds according to four categories of NGO capacity, as indicated below (characterizations of "sustainability", fourth column, are those of the evaluation team): CAPACITY Emerging Expanding Mature RANGE THRESHOLD SUSTAIN￾TO NEXT ABILITY PLATEAU 0.0 - 1.4 1.5 -2.9 Increasingly probable 3.0 -4.4 Reliable 4.5 - 6.0 --- Certain The mean OCAT scores for the first 14 grantees tested was 1.39, meaning t l hat in ISGM's terms, "intensive organizational capacity support [would] have to be provided for the organizations to mature." While interviews with ISGM staff indicated that they may believe the threshold for NGO sustainability in ISGM terms is crossed on entering the "emerging' realm, i.e. scoring 1.5, this can scarcely be credited. Entering 'expanding' would appear to be fine, but USAID andlor REDSO may have other viewslstandards that should be considered in view of ISGM's actual experience. On a more intuitive basis, ISGM managers have indicated they believe the most likely sustainability-attaining NGOs of the current crop are YMCA, FAN, Vetwork, CIFA, LEAT, and WASDA - among those with larger programs and not just one-off conferenceslreports. ISGM hastens to point out that Round 111, postponed by REDSO for eight months or more, could or would considerably relieve the pressure to meet the target of at least ten sustainable NGOs by the end of ISGM. The time to effect a score, say, of 2.4 on the part of new grantees would have to be a year and a half or less. It would be necessary to cull candidates carefblly according to perceived OCAT ability, choose the strongest and also be consistent with current REDSOESA strategy. Of course, REDSO managers may wish to create their own, sui generis, definition and measures of sustainability, and the one in use in ISGM may then not conform. In that case, Pact should be instructed, preferably by contract amendment, to adjust its measures and reporting as necessary on the basis of an independent analysis of the REDSO construct in relation to regional realities as it sees them. This could be immensely enlightening and, indeed, should be considered as a task to be performed under the Pact contract's "Special Studies" provision. The macro experience of NGO grantees at mid-term of ISGM is laid out in Tables 2-1 through 2-18, Annex F. The design of Table 2 - one sub-table for each NGO grantee - is intended to convey critical information from the databases of Pact in a way by which the reader can see what each grant is for, its dimensions, and the sequence of events (real and prospective) ISGM EVALUATION REPORT 21 until final audit. The considerations central to ISGM -- FS/CMPR, Institutional Strengthening, Innovation/Best Practices, NetworkingEtrategic Coordination, Centers of Excellence, and Leveraging of other donor resources - are highlighted in a cascade down to entries in and for the REDSOESA current strategic results matrix. Tables 2- 1 through 2- 15 are summarized in the boxes below as to the grant's focus, geographic reach, magnitude and timing, type and subject of activity, REDSOESA results, use of sustainability-inducing ISGM assets, and leveraging of other donor support. Seven of the 15 grants treat conflict, seven food security, and one both. All countries of the Greater Horn region have had activities supported by grants. Twelve out of 15 grants have had an impact in Kenya, nine in Uganda, and eight in Tanzania. This reflects those countries7 greater development of indigenous NGOs and their easier access to ISGM; but this also shows that greater efforts at geographical spread should be made in the next round of grant-making and competition. Nine of the grants were in the range of $240,000 - $250,000 and at the other extreme, there were three at or below $10,000 -the so-called "engagementyy grants. The bias towards the maximum in grant size may reflect a view that more than just institutional strengthening, i.e. activity support, is preferable. The success so far with several of these grants suggests that more activity orientation in future, perhaps less-competitive, grants is feasible. ISGMPact reports on the sub-activities in its grant management in terms of R.EDS07s food security (FS) and conflict management (CPMR) objectives and the specific Intermediate Results (IRs) and Sub-Intermediate Results (Sub-IRs) detailed in its Strategy FY 2001-2005 of June 2000. It may be a year or more from now before REDSO perfects its WSub-IR definitions; therefore, those of June 2000 are used here to demonstrate ISGM7s relevance. As in Figure 1, above and elsewhere, the boxes above indicate Sub-Intermediate Results obtained by ISGM according to REDSO7s numbering system: FS (#5) and CPMR (#6). The following decimal places denote IRs and Sub-IRs, whose names are contained in the second half of Figure 1. It is not surprising that measures of organizational strengthening efforts for both strategic objectives are distributed across all grants and networking and cooperation activities are also relatively strong. A particular thrust of ISGM7s institutional strengthening is assistance to get African NGOs up on and using the internet: interacting with neighboring and worldwide organizations of all sorts on common interests. Pact-Kenya has an elaborate website (www.pactke.org/isgm/) with a great deal of information about the ISGM program, the newsletter, the NGO directory, links and so forth. MWENGO's website (m.mwengo.orq) is similarly informative. It has a brief description of ISGM7s aims but is weak on form and content. Employing the Google search engine from the U. S., searches for websites of grantees (April, 2001) came up with three: NAWOU, CECORE and FDA-Uganda (extant but unavailable at the time). That is unsurprising given the early commencement of these grants and the vitality of Uganda NGOs. Searches for four other grantees (VETWORKS, PERIMART, BYDA, and RWN) let to Pact's site. Information on, though not a home page for, LEAT of Tanzania was discovered via the Environmental Law Center's site, and APFO was likewise found via the European Platform for Conflict Prevention and Transformation. A search for MWENGO found over 150 references in stories and indices. Thus it is abundantly easy to gain information on most of the grantees in ISGM already. The richness of communication, networking and information sharing we now see among indigenous African NGOs with access to the worldwide web is striking. ISGM managers ISGM EVALUATION REPORT 22 - -- SUMMARY OF 15 GRANTS REFS 0 FS K,U 154 12101- 12/02 IS Activ \dev & dissem ination improv d ag varie ies & techno iogies UFO CPMR K,U,T hB, ET,ER SO su 250 2/0 1 - 12103 IS Activ Con￾flict Early Wami "d Res Ponse & M@ WAS DA FS/ CMPR K, SOM 249.6 11/00- 05102 IS & Activ Capaci tY￾bldg. for pastora lists via Innov and Netwo rking DATUM Focus Counhies Amount $000 Dates Type Subject FIDA CP MR GHA NAW OU FS U,K, rnE T,ER, su SO 143.3 10199 -3100 Activ FS Netw coord CECO RE YMCA CPMR ET. K, T, R FAN VET￾WOR KS FS U, K, SUD PERI MART CIFA BYDA RWN KRA cMPR U,KT, R 239.8 10199- 1/01 IS & Activ CMPR Innovl B.P and Netwo rking CPM￾R U, K. T su, ET 243.5 10199 -9101 IS for Refus ee CPM R Innov Best Practi ce netwk CPMR su K u FS K U T 250 2101- 12103 IS Activ Legal Instl Amin gemnts Trans￾natio nal Resour ces FS K, U T, ET ER su 250 110 1 11 03 IS Activ Best Prac tices Netwk 91.3 10199- 3100 Activ CP MR, Reg Coord Netw Advo cacy 250 10199- 10/01 IS & Activ IS for refu gee work 250 3100- 910 1 IS IS for comm U￾nity animal health work ers 250. 11100- 1102 IS & Activ C~PY bldg for live stock mgt ISGM EVALUATION REPORT 23 2j 6 3 6 F 0 Z rx W Oa cy: I- may be congratulated for grasping and moving with this. The benefits should be undeniable, in terms of both cooperation and dispersion of innovation - far beyond the small set of grantees currently in the ISGM program. Measures of new or best technology dissemination (5.2.1, 6.2.1, 5.2.2, and 6.2.2) are less common. That is not necessarily bad, in that arguably technology is not the worst constraint. As for centers of excellence, eleven grantees avail themselves of such services or connections and five of the 15 have been able in one way or another to leverage donor support. Both of these are commendable indicators of movement toward sustainability. The relationship of ISGM to REDSO SOs or programs other than SO5 (FS) and SO6 (CPMR) arises as a question for this evaluation in light of the apparent ability of ISGM to facilitate the delivery of strategic results for indigenous NGOs efficiently and explicitly. ISGM is a contract mechanism that works and the program has invested in regional assets for African NGO capacity building that has wide-ranging potential utility. So long as REDSO7s programs require an expanding involvement of indigenous NGOs, that collaboration will imply strengthening and support of the type ISGM has proven itself capable of providing reasonably rapidly and fairly inexpensively. In REDSO/ESAYs newly revised strategy, the Health Systems SO (#7) is the remaining regionallsectoral one. ISGM7s methods and procedures are no less germane to the requirements of this SO than to those of the SOs it now treats. The evaluators find that buy-ins from fbnding vehicles serving SO7 could be accommodated in an amended contract with little difficulty. REDSO'S then has one country-specificlnon-sector-specific mandate, aimed at the needs of GHA countries where there is no USAID presence: Burundi, Somalia and Sudan (Djibouti is non￾presence, but receives no assistance at present.). In this case, regionality is generally not the point; but support of African NGOs could well be - whose capacity is no doubt in dire need of improvement. Again, buy-ins fi-om the non-presence country budgets could be arranged for in a modified contract. Regionality and networking elements in the ISGM process could be excepted and institutional strengthening, innovation, use of centers of excellence and leveraging retained. 3. Non-Grantee NGOs ISGM has wide-ranging effect on GHA African NGOs through both its direct grant program, whose grantees impact on sets of other NGOs, and through a program of institutional strengthening, innovation dissemination and networkinglstrategic coordination undertaken by ISGM apart fi-om grantee programs. It is difficult in a quick review to quantify this precisely and, even more, to make qualitative judgments. Perhaps partly for that reason, this element of ISGM and the attendant results do not figure specifically in the Pact contract. Thus, this is an aspect of ISGM that has gone generally less noted andlor less appreciated. Here one refers to the boxes above in Section 1, and to Tables 3-1 through 3-4 (Annex F) in which ISGM databases a first cut has been taken, and updated, at portraying inputs, outputs and preliminary results. For NGOs affected by the programs of direct ISGM grantees, we see that the list is long - 187 African NGOs at last count - and that the focus has been on CPMR, or a combination of that with FS. Of those for which specification of regional location has been possible, the ISGM EVALUATION REPORT 25 predominance of involvement has been in Uganda. This presumably should be credited largely to the vigor (and legal security) of NGOs there. Tanzania with 10, Ethiopia with eight and Kenya with seven follow; Eritrea and Sudan each had one. And the major means by which NGOs affected in this way came to that was via the conferences and training provided by grantees: on the role of media, engendering the peace process, natural resource based conflicts, GHA women, community training on natural resources based conflicts, experiences and strategies for intervention. See Annex F. for details of grantees' activities. For NGOs assisted by programs of ISGM outside of grant operations, one sees in Tables 3-2 through 3-4 a vast array of African NGOs - 127 in all. There have been 52 concerned with FS, 32 concerned with CPMR, and 43 umbrella and networking NGOs covering both, or occasionally neither (e.g. child welfare). They have received benefits from ISGM associated primarily with FS Sub-IRs 5.1 and 5.3 and CPMR Sub-IRs of 6.1 and 6.3; in other words, institutional strengthening and increased networking/strategic coordination. Some also attach to centers of excellence, the African Advisory Council and other donors for leveraging funds. Geographical distribution again has benefited NGOs in all GHA countries. Training in NGO governance, strategic planning, and accounting; application of capacity assessments, strategic planning, and pastoralist workshops; and a regional consultation on conflict resolution and peace building in the GHA region figure prominently. There are several ISGM macro evaluation findings in this regard. First, there is unquestionably a regional NGO strengthening phenomenon afoot here that is not summed up by a view of only the 18 grants. Second, it is largely unrecorded in USAID, in particular as against SOs, IRs and Sub￾IRs; in terms of the geography of FS and CPMR problems that REDSOIESA confronts; and in relation to the principles of the Mission's strategy, like African ownership. Third, the larger set of regional NGOs relevant to USAID strategy that this represents in terms of actual engagement in problem solving is impressive. Fourth, while preliminary results from grants are of major importance and comparatively more accessible and transparent, not least the secondary ones included in this category, ISGM's non-grant NGO benefits in terms of strengthening, networking and innovation dissemination seem to be considerable. 4. Regional Sustainability-Inducing Assets ISGM managers have had to create, adapt and/or strengthen a range of tools, databases, information dissemination devices, networks, and regional institutional and individual human resources in order to proceed with their task. Some databases and networks were indicated rather vaguely as targets in the Pact contract. But, the set of these can at mid-term already be seen as real, as well as prospectively even better, assets for regional NGO strengthening in the long-run. Table 4, below, sets forth in some detail the accomplishments so far -- as derived from ISGM's existing program databases'and compiled diligently by ISGM for the purposes of this evaluation. It has not been fblly possible within the time allowed in this evaluation to verifL completely all that ISGM, under the Pact contract, has presented for consideration, in particular the success and utility of centers of excellence and networks. That said, below is a short summary of the state of the ISGM assets and their relevance to NGO institutional strengthening in the GHA region. ISGM EVALUATION REPORT 26 Databases. If nothing else, ISGM will have laid down an informational foundation for NGO assistance in the region. It is not possible to compare the three ISGM databases - on organizations, consultants, and financial and administrative mentors - to others along the same lines in the region. It is difficult to imagine their equals, however. And in any case, these belong to REDSOESA. The first, and perhaps the second, are not necessarily dynamically maintained, probably because of lack of demand. It would strengthen ISGM's effect if a direction to do so, that is to search out organizations and consultants proactively, were transmitted by USAID/REDSO. In any case, all databases are in use and appear to exceed expectations. Tools. There has been inadequate time to analyze and judge more filly these essential mechanisms of Pact/MWENG07s invention andlor adaptation. They consist of two organizational capacity assessment tools, OCAT and MCAT, which are used for planning institutional strengthening and eventually for judging results in terms of sustainability, two imaginative assessment indices created to be responsive to the REDSOESA strategy elements of regionality and advocacy, and a series of five core courses used primarily, but not exclusively, for strengthening of grantee NGOs before and during their grant periods. Feedback from grantee NGOs has indicated great satisfaction with the assessment tools and courses. It is unclear how the indices have been employed as yet, beyond an interesting academic exercise. But if future grant rounds and buy-ins from REDSOESA SO teams and bilateral Missions were to occur, they could be very usefbl indeed. Information Dissemination. In today's electronic age, e-mail and websites are essential. NGOs in this region are attuned to this, and the assistance ISGM provides to wire them is impressive and greatly appreciated. That means, in turn, that ISGM should be a model to them and masterfbl at employing these information exchange devices itself. Also, the ISGM Newsletter appears adequate, but could be more detailed along the lines of this evaluation's analysis. Finally, ISGM managers became aware that certain GHA countries would be ahead of others in competitive terms on grant-acquisition. ISGM accordingly is trying to reach out, both to less sharp NGOs in East Africa, and more importantly to NGOs in Ethiopia, Sudan, Rwanda and Burundi. Nine distribution centers fbnction periodically to make RFAs more available and better distributed. This is commendable; yet more effort would be warranted during future grant competitions, and possibly with regard to non-grant activities as well. ISGM EVALUATION REPORT 27 ISGM EVALUATION REPORT 28 Table 4. ISGM Regional Sustainability Inducing Assets (continued) OAU/IB&: Provides long term support and training of pastoralist grantees and regional food security organizations. Kenya Rainwater Association: Provides long term support for organizations involved in rainwater harvesting. Promotes best practices and networking. Nairobi Peace Institute: Provides long term institutional strengthening of CPRM organizations. Arid Lands Network: Promotes networking and best practices for organizations involved in arid land management. African Council for Communication & Education (ACCE): Provides organizational capacity development in the area of communications. ILRI & ASARECA: Research institute promoting best practices to livestock membership organizations. ACTS: Provides support in the areas of policy analysis and advocacy ICRAF: Promotion of best practices and networking among agroforestry organizations. AAC: Provides support and promotion of best practices in CPMR Univ. of Nalrobi: Provides long term support to NGOs in the area of Strategic Planning. Community Based Contlict Resolution Network: Serves the needs of relevant media, peace and conflict resolution workers and other regional stakeholders. Operated by CECORE. The Peace Network: Being developed in response to a regional CPMR conference, the network will promote best practices in CPMR and serve the communication needs of regional conflict prevention and mitigation organizations. National Church Councils 1 Catholic Secretariat.' MWENGO Pastoral Network: Currently being reborn, this network will provide focus on building skills and knowledge of the many pastoral related NGOs on the GHA region. Operated by OAUIBAR with support fkom PACT 9 Food Security & NRM Policy Network: The Lawyers Environmental Action Team is currently building a series of regional networks relating to identifying legal issues affecting food security and natural resource management. Policy development/ analysis and advocacy will remain the focus of this network r Rainwater Harvesting Network: The network will coordinate the identification and evaluation of promising rainwater harvesting technologies and promote best practices. Operated by Kenya Rainwater Association. CPMR Early Warning System Network: The network will strive to collect, analyze and disseminate in a timely manner information on structural and dynamic factors which contribute to instability in order to promote peace. Operated by African Peace Forum BESTAVAILABLE COPY ISGM EVALUATION REPORT 29 Table 4. ISGM Regional Sustainability Inducing Assets (continued) Provide guidance, knowledge, and expertise in regional food security and CPMR issues: 4s. Ann Marie N. Semakula (Uganda): Chairperson, he Uganda Association of Women 4r. Aklu Girgre (Ethiopia) 5r. Stephen Karangizi (Uganda): C/o COMESA lecretariat )r. Bona Hora (Ethiopia): World Health Organization iaison Officer for Great Lakes Region vZr. William W. Wapakala (Kenya): Farm Kenya Lpresentative 'rot Patrick 0. Alila (Kenya): Director Institute of Ievelopment Studies, University of Nairobi Mr. Vedasto Rutachokozibwa (Tanzania) JSAID/FEWS Project Mr. Abdullatif Mohamud Abdi (Somalia) levelopment Consultant and Regional Livestock Expert Ron. Hussein Ali Dualeh (Kenya) Somali Affairs Monitoring Committee Dr. Isaac Cuir Riak (Kenya) Jnited State International University Mr. Benson Muchoge OJibouti) :GAD SECRETARIAT Financial and Administrative Mentors (FAME TEAlMn To facilitate the creation and strengthen& of a regional ' network of skilled mentors and advisors capable of performing, overseeing and conveying to NWs the full range of USAID grant administration and program monitoring activities; ISGM identified and trained financial administrators /trainers hm primarily African Xganizations around the region as financial mentors. ISGM and or the grantees themselves periodically employ these individuals to provide financial and administrative ISGM EVALUATION REPORT mentoring support Mr. Koonyo at Ewasa Ngiro South Dvp Authority Nr. Mwongela at Improve Your Business Consulting ar. Kashaangaki at JM Mantle & Co. VIr. Kigundo at Kigundo & Co Mr. Mukiri at Mukiri & Co Mr. Orr at Orr & Associates Mr. Kabarra at Price Waterhouse Coopers Mr. Ngaine at Sterling Securities Mr. Wambulaba at Wambulaba Associates ISGM STAFF AT PACTMENGO Organizational Capacity Assessors (OCATERS) To facilitate the creation and strengthening of a regional network of skilled mentors and advisors capable of performing organizational capacity assessment and institutional strengthening mentoring; ISGM identified and trained organizational development consultants /trainers from primarily African Organizations around the region as OCATERS. ISGM and or the grantees themselves periodically employ these individuals to conduct organizational capacity assessments andtor mentoring support Mr. Kabann Kabananukye, Makerere University (Uganda) Dr. Mussa Mohamed, MMA Consultants (Ethiopia) Mr. Steven Kirimi, NGO Council (Kenya) Ms. Jacqueline Nyokabi, NGO Council (Kenya) Mr. Terekegn Ararso, Rainbow Management Consultants (Ethiopia) Mr. Mutsotso Beneah Manyuru, University of Nairobi (Kenya) Mr. Rahab Kenana, Kenya Pastoralists Forum (Kenya) Mr. Ali Elmi Ahmed, Nomad Aid (Djibouti) Ms. Sheila Mukabakooba Kawamara, Uganda Women's Network Ms. Irene Gathinji, East Africa Wildlife Society (Kenya) Mr. Nicholas Loupa, SALTLICK (Kenya) Ms. Peris Tobiko, NSSF (Uganda) Ms. Fayemi Ade Coudordean-Marie Health and Environmental Watch (Kenya) Mr. Bigambo Nandiga, TWESA (Tanzania) Mr. T.S. Muyoya, MWENGO (Zimbabwe) It may also be noted that our Pact Kenya and MWENGO staff who currently implement the ISGM program also will be available to provide long term Centers of Excellence. Cooperation with and support of these appears to be an original contribution by ISGM managers to the program. As Pact/ MWENGO puts it, they are expected to be "well placed in the region to provide leadership support to upcoming food security and conflict prevention organizations. Some are already being brought to bear in NGO strengthening, innovation dissemination and networking. Not to fault the authors of the ISGM contract, but this idea is one whose time came and luckily ISGM noticed. For although a contract is time-limited, the need for NGO strengthening in the GHA will endure. These centers represent a promise that is important. Again, the evaluators had no time or mandate to review these centers and their role. Their names and specialties speak much. But, their effect so far and potential utility require judgment from another analysis. Some of them are ISGM grantees. They are: OAUWAR, Kenya Rainwater Association, Nairobi Peace Institute, Arid Lands Network, African Council for Communications and Education, ISGM EVALUATION REPORT 3 1 ILRI and ASARECA (agricultural organizations), ACTS (policy advocacy and analysis, ICRAAF (agro-forestry, actually not an NGO but rather an ICRAF entity), the African Advisory Council of ISGM, and the University of Nairobi. (Identification of acronyms for these and other regional NGOs may be found at the beginning of this report and in Annex H., Table 5.) Networks. Networking is central to ISGM's concept for NGOs to strengthen regionally. ISGM lists six networks as having been activated but not necessarily still active. Failures, in immediate terms, are common. It is no surprise that leaping into and running around in electronic networks is both hard and often not immediately valuable. The usual GIGO ("garbage idgarbage out7') problem arises, not to mention less than totally reliable and inexpensive web connections. Nevertheless, ISGM has been instrumental in starting or assisting the following: Community Based Conflict Resolution Network operated by CECORE, a grantee; Peace Network with MWENGO; Pastoral Network being reborn by OAUIIBAR; Food Security and NRM Policy Network for environmental lawyers; Rainwater Harvesting Network, operated by KRA, an ISGM grantee; and CPMR Early Warning System Network, operated by Africa Peace Forum, an ISGM grantee. Thus, against the ISGM contract target of five to ten networks, we now have six listable and perhaps four operating. As many as seven others have failed, according to ISGM managers. 0 Human Resources. Again, the question arises about the sustainability of ISGM principles and objectives and a continuation of their application in the future. The Pact/MWENGO team has had to constitute itself, help set up an African Advisory Council, and recruitltrain a cadre of Organizational Capacity Assessors and other trainers in order to perform their contractual duties in the period specified. All have apparently been effective, though not without fault, and their achievement a credit to ISGM. Pact/MWENG07s staff and their effectiveness are assessed elsewhere in this report. Here one may say that their results so far speak for themselves. Yet, as significant proportions of current staff are African professionals, they undeniably represent a valuable resource now and for the future. The nature and value of the Advisory Council is also treated elsewhere in this report. It has performed its assigned tasks expeditiously and has been immensely useful to the grant process by injecting more Afiican knowledge and operational African ownership of development actions. Lastly, to operate effectively, ISGM needed mentors and advisors to nascent NGOs assisted by its program, and also a skilled group of OCAT operators ready to land on grantees and prospective grantees like SWAT teams. ISGM has developed these human resources in the form of numerous OCAT specialists. The use of regional educational institutions for their training is impressive. While it has not been possible to evaluate more fully their performance and value at this time, ad hoc observations and feedback tiom NGOs seem to put a high value on these human resources. And the same should be said emphatically of the African professional staff of ISGM. They represent now and in the future a major asset to NGO strengthening in this region. lSGM EVALUATION REPORT 32 G. NGO PARTNERS: MICRO RESULTS AND FEEDBACK The evaluation team visited with all six NWs in Round I in both Kenya and Uganda and a selection of the Round II NGOs operating ii-om Kenya. With no exception, all the NGOs have been full of praise for ISGM. They have particularly benefited from the institutional strengthening element. Most of the NGOs indicate that earlier they had unsuccessfblly tried to raise funding for institutional support. They view the ISGM granting process as a very important part of their organizational development. Some of the NGOs dared to say that the ISGM application process was good in itself even if they had not obtained the funding. a) Selection Process In most cases, it took between three and six months from the time of application to when the grant was approved. For the NGOs, the period was not just a time to wait. For most of them, it was a time of engagement when they were expected to clarify their proposals and deal with pre￾award requirements. The activities depended on the needs of a particular NGO and for some NGOs, the period extended beyond six months. Most of the Nos did not dislike this period so long as they were kept informed and engaged. A few of the NGOs, especially those who passed the six-months mark, felt that the waiting time was too long and it should have been shortened. b) Organizational Capacity Assessment (OCA) Tool All the organizations went through the OCA as soon as the application process started or when the ISGM grants were approved. Virtually every organization views the OCA as the beginning of true institutional strengthening. The ISGM tool used allows self-discovery and criticism leading to planning on how to enhance the strengths and address the weaknesses for the benefit of the organization. Most of the NGOs have adapted this tool for their partners and this has made it easy for them to move together into the next stage of development and project implementation. c) Board and Staff Training Most of the weaknesses identified through the OCA are addressed by ISGM training of the boards, staff and partners. Some of the training was carried out at each organization to meet their specific needs. The rest of the training was organized jointly for various organizations to meet general needs. These were mainly financial management, strategic planning, networking, website developmentlcommunications and monitoring and evaluation. The NGOs valued the ISGM training provided because it was addressing their actual needs. d) Development of Strategic Plans The NGOs participating in ISGM did not have strategic plans. The older organizations did not know that they needed to have one, and if they knew, they had left it for some time in the future. The nascent NGOs had not had the opportunity. ISGM required them to have such plans and this compelled them to develop them. The strategic plan exercise proved to be more useful than the NGOs ever imagined. It turned out to be a time of analysis and consolidation of NGO activities and aspirations. Many of them view the strategic plan as "the guiding light" for their organization. ISGM EVALUATION REPORT 33 e) Establishment and Strengthening of Networks While most of the NWs participating in ISGM were already networking with a number of partners, their networks grew tremendously within their countries and the GHA region and beyond. This was especially so for NGOs that organized regional conferences. They now plan to communicate regularly with the other organizations. This has been made much easier by ISGM because the NWs now have websites where they can post information for their networking partners. The installationlimprovement of the information technology within the ISGM NGOs increased their capacity to pefirm within the scope of ISGM and other projects. f) Development and Installation of Financial Management Systems Lack of financial management systems was one of the major weaknesses found in many of the NWs. Some of the NGOs indicated that though they were transparent in all of their financial dealings, the management was a tedious process and at times they could not trace some of the mistakes that had occurred in the process of accounting. The computerized systems introduced by ISGM are very much appreciated by the NWs and they are using them not only for ISGM but also for all their operations. This has given them extra confidence when approaching and accounting to other donors as well as dealing with their own constituencies. g) Leveraging of Donor Funding Obtaining and accounting for USAID fknding is reputed to be the ultimate certification in accountability. While the NGOs admit that it was difficult to meet the required USAID standards, they now have systems in place that earn them respect fiom other donors as well as NGOs. Some NGOs have already received new grants from other donors partly as a result of ISGM. Suffice it to say that the NGOs were universally appreciative of this USAD-funded assistance in strengthening their institutions and in helping to finance some of their grant activities. The NWs also like the professional approach of the Pact/MWENGO team in addressing their needs and in providing ready advice and solutions. The NGOs universally compliment USAID for ISGM. H. GENDER In the OCA tool, one of the sections concentrates on gender diversity in an organization's governance and project implementation. The areas for consideration are: o Participation in governance and management of the organization o Inclusion of gender and diversity issues in the programs and operations of the organization o Development of a gender policy o Provision of gender training at various levels of the organization. The grantees have taken the gender issue seriously and do not want to be found lacking in this regard. Most of the NGOs that are implementing long term projects had already set targets for ISGM EVALUATION REPORT 34 achieving a level of gender diversity. These have mainly been included in the NGOs7 strategic plans. In one of the projects operating in nomadic/pastoralist areas, the NGO grantee (WASDA) was surprised to find that women are excluded when dealing with animal heath issues in a project context, while they have a very clear role in animal health within the traditional context. The organization is planning to have specific targets for the participation of men and women in the project and has included addressing of gender issues in its strategic plan. This will ensure that women, who have been marginalized in the society, will not only keep what they already have, but will also make specific gains towards achievement of equity during the project period. Gender training has been provided in most of the NGOs both at the organization and community levels. While ISGM statistics are not available on this training, it is evident that the organizations are adequately aware of the importance of gender sensitivity in the process of project implementation. It is also important to note that the training was originated by the organizations themselves and not by Pact/MWENGO or USAID. It was also observed that more than 50 percent of the NGOs hnded during the first round of grants were either women's organizations or were predominantly led by women. Pact/MWENGO confirmed that this was not by design, but these were the NGOs whose proposals met the criteria. The evaluators, however, have a basic concern about the lack of ISGM monitoring and reporting on gender issues. Currently there is no indication in the ISGM reports that this is being addressed and there appear to be no tools developed to be used for such gender monitoring. Also, it appears that REDS0 has been unaware of the potentially significant impact that ISGM is having and will have on women in development in the GHA region. I. USAID MANAGEMENT Background USAID/REDSO/ESA is organized, on the one hand, in a somewhat typical USAID Mission fashion with groupings of line and staff ofices lead by an OEce of the Director with a Deputy. (See attached REDSOIESA Organizational Chart in Figure 2). On the other hand, there are a number of unique factors that affect REDSO/ESAYs organization and management of activities such as ISGM. First, REDS0 is a regional Mission, which has responsibilities for addressing development and humanitarian issues in three major SO areas across 22 countries in East and Southern Africa, including the ten countries in the GHA area. Therefore, because REDSO7s mandate is to work on such multi-country problems and with regional organizations, it has no real bilateral "home", with all that that fact implies in terms of program content, administration and its dealings with and support fiom national governments and organizations. Second, while it was difficult enough to administer a regional USAID when it was primarily supporting bilateral Missions, it is even more so now that REDSO/ESA itself is responsible for the design, fbnding and management of some such programs in this vast region. Third, REDSO7s task is even more complicated because many of the activities are in non-presence countries where there are no USAID offices and sometimes not even any U.S. Embassies. Fourth, unlike other regions of sub-Saharan Mica, there is less regional identity, cohesiveness and history of working together in the Greater Horn area and the GHAI program is consequently more of a "top-down" program ISGM EVALUATION REPORT 35 Figure 2. REDSO/ESA Organizational Chart - --- - - Office of the Director Dirk Dijkerman Regional Director Steven Wisecarver Deputy Regional Director Regional Legal Advisor Office @LA) Pauline Johnson Director - L Office of Program Development and Implementation (PDT) I -I William Garland Director I I Office of Procurement (OP) Michael Walsh Director I Office of Non-Presence Countries and Conflict (NPCIC) Gerald Cashion Director Regional Financial Management Center (RFMC) George Zegarac Acting Director I Office of Food Security Diana Putman Director Food for Peace Office (PFP) Carolyn Hughes Acting Director - Office of Population, Health and Nutrition (PHN) Leslie Perry lSGM EVALUATION REPORT 36 initiated by a U.S. Administration. Fifth, the GHAI, of which HASP and ISGM are a part, is unfunded and consequently must compete vigorously for financing with bilateral programs that are themselves under increasing budgetary pressures. Finally, USAID'S severe shortage of senior, experienced U.S. direct hire (USDH) officers and its consequent reliance on contractors, though qualified, can sometimes complicate the management structures of Missions, including REDSOJESA, by resulting in creative organizational alignments because contractors, at least in the past, were not supposed to exercise all of the same USG authorities as do USDH employees. a) ISGM Management Structure With the above in mind, the GHAI, HASP and the ISGM program are situated in and managed by U.S. PSCs in the REDSO's Office of Program Development and Implementation (PDI), which also has other major responsibilities for overall program planning, budget allocations, monitoring and evaluation. This management arrangement appears to have been decided upon in order to give GHAI and its various program components greater prominence when they were clearly a political priority and also to spread around the administrative workload in the absence of as many senior USDH officers as perhaps are needed in REDSO. (It is interesting to note that another major SO office in REDSO is led by an experienced, former USDH officer, but who is now a PSC and, apparently for that reason, reports through still another senior USDH officer). The evaluation team finds the above described REDS0 management arrangement to be less desirable because it places a line/functional office (GHAVHASPASGM) in a staff office, which is already very busy with its many staff functions and where it may create the appearance for some of potential conflicts in terms of the allocation of scarce budgetary resources. In addition, the ISGM program, despite its actual support of two of the REDSO's major SOs/IRs (food security and conflict) is not as well integrated into these SOAR activities as it ought to be for maximum effectiveness. Some of this relates to USAID'S typically poor communications within the REDS0 and between the REDS0 and other bilateral Missions about the actual accomplishments of ISGM, its relevance to the SOs/IRs and its user friendly implementation mechanism, as discussed elsewhere. The consequences have been periodic misunderstandings among the offices concerned. There also appears to be less than optimum efficiency in the implementation and complete reporting of SOIIR performances because SO teams do not take full account of the results achieved under ISGM in those specific SOAR areas. The evaluation team has noted with interest that the ISGM program is being implemented via a contracthubcontract mechanism, rather than a cooperative agreement or grant, which are normally the procurement vehicles used when dealing with NGOs like PACT and MWENGO, who in turn work with local NGOs. According to the REDSO Contract Office, this course was decided upon because the scope of work "defined strategic objectives and results oriented activities to accomplish intermediate results with specific illustrative performance indicators." If a cooperative agreement or grant were chosen instead, there would have been more flexibility given to the implementing NGOs about how best to meet the general objectives of the program, but with less precision in terms of meeting REDSO7s SOAR matrix of results. Despite the fact that Pact and MWENGO were less experienced in delivering services via the contracting route, REDS0 was sufficiently impressed with their overall capabilities and the quality of their ISGM EVALUATION REPORT 37 proposal, including the involvement of MWENGO as an African partner, to award the ISGM contract to this bidder in a competitive procurement process. In this case, however, the team found that the contract/subcontract route led to some initial uncertainty on the part of the implementers, particularly MWENGO, which had never worked in a USAID-fknded contract before and was unfamiliar with this arrangement. This resulted, in part, in an early learning process for MWENGO and, to some extent, PACT about how best to comply with all of USAIDys regulations and procedures. Both PACT and MWENGO now appear largely to have overcome those start-up hurdles and are working more effectively to deliver the services called for in the contract, as discussed in other parts of this ISGM evaluation report. c) Administrative Support Another USAID management issue that has definitely affected ISGM has been the time and effort required by all concerned to resolve problems and delays related to tax exemptions, duty free status, vehicle importation and similar administrative issues affecting regional institutional contractors. Despite the 30-40-year existence of REDSO, USAID as an agency still has no clear policy and procedures to deal with these real world administrative problems. In reviewing the files and talking to those involved, one sees inconsistent and varying practices in this area, which can make life and work very difficult for some institutional contractors. To be fair, one has to quickly add that the regional nature of a REDS0 not covered apparently by the existing Kenya bilateral agreement and the lack of bilateral project or strategic objective agreements does complicate matters in this vexing area. A drafl of a new bilateral agreement that will hopefblly address regional activities is in Washington awaiting clearance. Also, REDSOys reduced management staff has been very busy handling similar matters for its own USDH and PSC employees. While institutional contractors like PACT are supposed to be more self-sufficient, some of these administrative matters are simply beyond their control and they need the intervention of REDS0 to facilitate clearances of goods, obtain tax-fkee status, etc. In talking to other REDS0 institutional contractors, one sees a very conhsed picture of how such issues are actually handled and hears about how much time is spent on such necessities, sometimes to the detriment of the program. While some contractors are better in this regard than others are - and PACT should have been, as discussed elsewhere - USAID, whether it was REDS0 or USAIDAVashington, seems occasionally to have given inconsistent signals in this key administrative support area. Some USAID advice or decision making was more along the lines of what was perceived as not being permissible, rather than providing practical support for a job that USAID wants done. d) Communications As indicated elsewhere in this report, the evaluators have positive findings about the successes of and lessons learned from ISGM so far. However, this story has not being effectively told and virtually all parties have created wrong impressions because of faulty communications involved. In addition, a lot of very busy people in REDSO work hard in very compartmentalized ways and do not always have the time or opportunity to share information in a usefbl manner. Partly for ISGM EVALUATION REPORT 38 this reason, the evaluation team has spent countless hours working with very capable staff in ISGM to help restructure more of its reporting in a way that will lend itself to easier and quicker understanding and practical use by REDS0 SO teams and managers. There is apparently some discussion underway within REDS0 about an "institutional viability scale" that may touch some of the same types of data and performance indicators, but it has not yet connected with ISGM. e) NGO Selection Process As pointed out earlier, the ISGM program has administered the first two rounds of the NW selection process for grant making, resulting in six grants having been made in Round I and another twelve made or being processed for Round 11. This is in addition to numerous Institutional Strengthening grants and other small grants made under this program, as discussed in other parts of this report. Additional REDSO hnding is needed to finance hlly all of these Round I1 grants and to consider future grants. While an RFA has been prepared for the Round III NGO selection process, it is being held in abeyance pending the outcome of this evaluation. In the meantime, REDS0 SO teams and other USAlD entities (bilateral Missions, OFDA, OTI) are continuing to work separately with some of the same NGOs in similar capacities and SO fields. The evaluation team found this situation of parallel USAID activities with the same or similar NGOs and SOs/IRs to be less than optimum in terms of work load and management efficiency. While not wishing to get mired in traditional regional versus bilateral program debates, the team sees a now reasonably well functioning NGO selection and strengthening processes in ISGM that could be put to greater use in support of specific REDS0 SOs and other USAID offices. One must hasten to add that some modifications would and could be made in how such NGO selections are made in order to reflect individual circumstances and specific needs. Therefore, the evaluators find that REDSO now has an opportunity to make some practical adjustments as it decides about how best to proceed with Round 111 of the NGO selection process. J. POST ISGM As indicated earlier, the evaluators found a number of positive developments at this mid-way point in ISGM. There are a large number of NGOs receiving assistance under ISGM and working in the priority SOiTR areas of interest to REDSOESA. Pact and MWENGO are well on their way to achieving the targets and goals laid out in the scope of work in the USAIDPact contract. Because no situation is ever static, the Mission is revising some of its thinking about how best to utilize the operations of ISGM, particularly as the Mission's somewhat evolving strategy becomes more finite with performance indicators. In this context, it is not too soon to start thinking about a successor to the ISGM program, the increased role of African partners and generally building upon the foundation that has been and continues to be put in place by ISGM. More is said about this possible agenda in the following section of this evaluation report. ISGM EVALUATION REPORT 39 VI. CONCLUSIONS AND RECOMMENDATIONS Based on its findings and analysis, the evaluation team has the following conclusions and recommendations regarding the ISGM program: A. RANGE, QUANTITY AND QUALITY OF RESULTS - UTILITY TO REDSO ISGM was created by HASP managers to fill a need in the GHAI for non-governmental organizations capable, motivated, willing and supported to play major, even central, roles in regional promotion of food security and conflict management. The same principles, needs and means set forth for the Pact contract under the GHAI apply exactly vis a vis the new REDSOESA strategy. The results structure of that strategy, in fact, is more detailed and pointed than GHAI's; and that of ISGM has been adapted to an almost perfect match (for SOs 5 and 6). The question, therefore, is not one of the match of intents and rhetoric. It is whether ISGM actually delivers in a manner and at a scale, economically, that matches the strategic imperative and constraints of REDS0 today. This question has been examined at the macro scale by considering the principles, strategic objectives and means REDSOESA has adopted, and by tabulating and analyzing ISGM's delivery of inputs as against IR and Sub-IR targets - as well as the targets set in the Pact contract itself. And it has been examined at the micro scale: where the African institutional ownership resides. A representative set of grantee NGOs and the Advisory Council have been interviewed at length. At both scales, the answer to the question is "yes." In addition, ISGM also has potentially important relevance and utility to another RESO/ESA SO (#7): Enhanced Regional Capacity to Improve Health Systems, as well as to facilitate the work of REDSO in addressing SOiIR concerns in non-presence countries. Given the momentum, reach and vigor of ISGM under the Pact contract, it is fair to estimate that if the project is expanded as recommended here, it should reach and improve to a degree at least 80 percent of the potentially viable indigenous NGOs in the Greater Horn region. ISGM's database already records details of 346 NGOs in 19 countries (the most, 114, in Kenya with Uganda (8 1) and Tanzania (55) following next). More NGOS in Rwanda, Burundi and Djibouti are about to join the list. ISGM7s assistance through grants has benefited 178 indigenous NGOs and that through non-grants another 127. What this means is that assisting large numbers of these NGOs, and also community based organizations (CBOs), is possible even in remote Greater Horn areas. More effort could be directed at this outreach through publicity and avid networking by existing grantees. However, a more systematic approach would also be in order: to employ the "special study" provision of the ISGM contract to get a thorough survey and assessment of accessibility and viability done throughout the region this year. The conclusion of this evaluation is that ISGM is essential: REDSOIESA should continue it and augment it as possible both directly and through buy-ins. To suppress ISGM now would only mean that it would have to be reinvented later at a higher cost. Accordingly, the evaluation team recommends the following: ISGM EVALUATION REPORT 40 ISGM should be given high priority in the allocation of REDSO7s resources, including those devoted to non-presence countries. And for the GHA region, both the REDSOIESA Health and the bilateral GHA regional USAIDs should be enabled to buy-in to it. The next round (111) of RFA procurement should begin immediately and subsequent ones be planned promptly thereafter. Grant-making should be bifbrcated to support open competition candidates as before, and secondly to be directed separately at NGO targets suggested by REDS0 SO offices (follow-on grantees or new ones properly vetted). The essential "African ownership" principle should be confirmed by retention of the Advisory Council in ISGM decision-making, and ideally by enhancing its mandate to include broader advice on development activities under consideration or already undertaken by REDSOESA. B. PACT Pact has established an elaborate and impressive monitoring, evaluation, and reporting system called MERIT, which tracks virtually all of its important activities and is user-friendly. Nevertheless, Pact's reporting does not do justice to ISGM's results. Nor does it serve REDSOESA's essential interests as well as it could. The confirsion of ownership of ISGM in REDSO, as among SO leaders in particular, has to a degree betrayed ISGM's meaning and obscured its utility. ISGMiPact has developed some excellent procedures, networks and other assets to further indigenous NGO development in the region, but it has not been appreciated sufficiently by its client nor used to optimal effect. Pact's performance, furthermore, has been imperfect in ways that are correctable: in its initial start-up, speed of grant management, efficacy of communications and reporting to USAID and NGOs, and perhaps relations with its subcontractor, MWENGO. Therefore, the evaluation team recommends the following: a Pact should adopt a more results-oriented reporting format, similar, possibly to that developed for this evaluation. In doing so, Pact should take on the responsibility to set forth the requirements for a contract amendment incorporating something like the herein-proffered recommendations. At the same time, Pact should improve its response time to demands of grantee development. 0 Pact should improve its information dissemination regionally for better coverage of potential grantees and publicity among donors and governments. Pact should take steps to get past this "African Agenda," rhetorical/cooperative impasse with MWENGO. While not harming program implementation in any grievous way, the African ownership imperative of GHAI and now REDSOESA requires a correction of impressions. That is not least because MWENGO should probably be a contender for succession to Pact in contracts for ISGM-like services at some point in the future of the GHA region. C. MWENGO The evaluation team concludes that MWENGO as an indigenous NGO has the basic infrastructure to enable it to grow and contribute not only to ISGM, but also to the broader African development agenda. It has a widespread patronage fiom the area of operation and its governance structures are member-based. The NGOs that had foreknowledge of MWENGO ISGM EVALUATION REPORT 41 respect the organization especially in the area of institutional strengthening. They have been able to attract funding for their activities from a variety of donors. The evaluation team views MWENGO as an organization with a sustainable base. As a growing organization, they are doing a satisfactory job with ISGM and their other projects. Because MWENGO could use further capacity development in some areas and more experience working with USAID, the team concludes that MWENGO is not yet ready to assume a prime contractor role in ISGM, but could take on more responsibility during the later stages of ISGM. Accordingly, the team recommends the following: Continued active participation by MWENGO in the current ISGM with a view to building its capacity hrther as well as providing the required ISGM services. That MWENGO should in the hture pursue a more proactive role in taking on more responsibility within its relationship with Pact with a long-range view to possibly taking over from Pact in a post-ISGM period and thereby enhancing the African ownership. That MWENW take the initiative to approach USAID to be considered for other grants, cooperative agreements and contracts for other projects to develop a more direct relationship. D. PACTAMWENGO RELATIONSHIP The evaluation team has concluded that the sub-contractual arrangements between Pact and MWENGO are proper, that they appear to be following USAID requirements and that work performance is within the accepted standards. There are, however, some hard feelings in MWENGO quarters that they are treated as "junior" partners in what they expected to be an equal partnership negotiated by a MOU. These feelings may relate to the fact that a sub￾contractor is, by definition, "juniory7 to a prime contractor in USAID terms. In some instances, this contractual relationship may have sometimes blocked communications lines especially between the senior Pact and MWENGO staff The overall conclusion is that any sensitivities in the PactlMWENGO relationship has not detracted from the success so far of ISGM The evaluation team recommends: That since USAID only recognizes the PactiMWENGO sub-contract, the two organizations renegotiate it to include some of the aspects covered in the MOU. In the sub-contract modification, MWENGO should be willing to take on more responsibility with a view to learning how to handle USG funding (because lesser NGOs are already doing it, MWENGO should surely be able to do so as well, if it is willing). This new sub-contract amendment would then need to be approved by USAID. E. ADVISORY COUNCIL The evaluation team concludes that the African Advisory Council is a valuable asset to the ISGM program. The Council's active participation in reviewing and approving grant proposals gives credence to the GHAI principle of African ownership and management. USAID receives favorable comment in this regard, particularly because there are probably very few other projects like this. Council members appear to provide added value to the review of proposed grants ISGM EVALUATION REPORT 42 based on their individual and group knowledge of and experience in related activities. The evident concern of Council members in addressing the food security and conflict problems and to endorse quality proposals in the Horn area serve to enrich USAID's understanding of the development and humanitarian problems in the region. Finally, the team has a sense that the Council is an underutilized resource that is ready, willing and able to provide additional services to the HASP program and other USAID activities. Accordingly, this evaluation team strongly recommends: That the role of the Advisory Council be continued in ISGM as a clear sign of USAID'S commitment to Mican ownership and participation. That USAID give serious consideration to an expansion of the Council's responsibilities. For example, it could provide added input to some of the institutional strengthening and other activities under the ISGM program. In addition, individual Council members could advise other SO teams in their respective areas of expertise and/or in separate NGO grant making activities. While it is not technically part of this evaluation team's scope of work, the team recommends that REDS0 management might very well benefit from having more of an African "sounding board" with a knowledgeable group of Mican advisors from the region. Such inter-action could provide substantive inputs as REDS0 designs activities and seeks to elicit support for its regional programs among its constituents in the GHM area, with bilateral USAID Missions and with USAIDMashington. NGO SELECTION PROCESSIROUND JII Based on the findings and figures as outlined in other sections, the evaluation team has concluded that the ISGM program has met or exceeded many of its objectives and performance indicators in providing assistance to numerous African NGOs for specific grants or institutional strengthening. In addition, ISGM is very closely aligned with REDSO7s newly approved strategy and should actually be incorporated more into the R-4 reporting under the relevant SOs/IRs. The NGO selection process - involving the vetting by PactNEWNGO, the parallel U. S. Country Team clearance and the Advisory Council review and recommendations - works well in meeting the goals and objectives of the USAID strategy and the objectives of the ISGM contract. Therefore, the team strongly recommends that: REDSO proceed with a Round III NGO selection process in some manner as a way of continuing, at least in part, some competitive assistance to local NGOs working in agreed upon SO fields. The Round 111 selection process be a hybrid combining full and open competition with a more short-listed version of competition of selected Afiican NGOs that work more closely with REDS0 SO teams and other USAID interests. G. NGO PARTNERS The evaluation team has concluded that the institutional strengthening activities under ISGM may have the greatest potential impact on the participating NGOs. In addition, based on ISGM EVALUATION REPORT 43 extensive interviews, it is clear that the OCAT and MCAT, as adapted to ISGM, are very useful diagnostic mechanisms in starting the process of institutional strengthening. Finally, while most of the NGOs have been launched into a higher level of networking by being connected to the Internet and with the development of individual organizational websites, some of the grantees indicated that they did not have sufficient technical skills to maintain these facilities. Accordingly, the evaluators recommend: That ISGM continue with its institutional strengthening both for the grantees and non-grant NGOs. More funds should be allocated to this activity to enable ISGM to deal with some of the strategic partners of the grantees as well as of the SO teams. That the OCAT/MCAT become standard procedure for any NGOs selected for REDSO funding. That ISGM follow-up with its NGO grantees to ensure that they maintain the networking systems already created. H. GENDER While the NGOs have shown that they are positive to addressing gender issues, there are no ISGM reporting mechanisms in place to show how far they have moved. And yet, ISGM seems to have great potential for impacting women in development. The evaluators concluded that the REDSO and ISGM need to pay more attention to this concern. Therefore, it is recommended That Pact/MWENW assists the NGOs to develop indicators for monitoring the implementation and operating of gender responsive programs and organizations. REDSO should also work with ISGM to develop systems for maintaining gender-desegregated data and report these accordingly by SO/IR. USAID MANAGEMENT Future USAID Support - Because of its now documented success to-date, the evaluation team concludes that ISGM definitely merits future USAID support and priority for additional funding. Since this ISGM evaluation does not look at the overall REDSO program - not to mention the bilateral USAID programs in the GHAI region - it is not possible for the evaluators to ascertain exactly what priority should actually be given to ISGM versus the other regional and bilateral activities vying for scarce budgetary resources. However, for all of the reasons previously stated, the evaluators recommend That ISGM continue to be accorded high priority for funding. Closer Ties to Other USAID Interests - At the same time, the point has been convincingly made that ISGM needs to be more closely coordinated with other USAID activities because of shared SOIIR interests. Also, as a proven conduit for providing assistance to African NGOs in SO/IR areas, ISGM can function, in part, as a service vehicle to other USAID ISGM EVALUATION REPORT 44 activities. This could also be a labor-saving device because it would reduce the numbers or complexity of separate procurement actions. Such a buy-in mechanism could also economize on the use of scarce budgets while still assisting African NGOs in agreed upon SO/R areas. Therefore, this evaluation team strongly recommends: That REDSO SO teams, bilateral Missions and other USAID offices in the region seriously consider a more coordinated approach to ISGM, including buying-in to ISGM for more directed procurement of specific NGO services of interest to those fbnding USAID entities. 3. REDSO's ISGM Management Structure - The evaluation team has concluded that the management interests of REDS0 and the SO teams would be better served if the ISGM program were situated and managed from a line ofice in the Mission. This is not a criticism of the PDI Office or staff, but their purposes and interests are simply different. They are also too busy handling other Mission-wide responsibilities to be able to devote sufficient time and energies to managing an active project like ISGM. In addition, it is highly desirable, if not essential, to better integrate ISGM activities into the SOs/IRs and programs that it is intended support (at present, food security, conflict, and non-presence countries). In addition, because of REDS0 staff transfers now underway or planned, including the recruitment of a new U.S. PSC Project Manger for ISGM, this would appear to be an opportune time to make such changes. Accordingly, the evaluators recommend: That ISGM (and presumably GHAVHASP) be managed by any of several other office arrangements. For example, the first, and preferred option, is to make GHAI/HASP/ISGM a free-standing office led by the current U.S. PSC now directing HASPhSGM and reporting to the Deputy Mission Director. A second option is to place HASP/ISGM in another REDS0 office, such as the Office of Non-Presence Countries and Conflict (NPCK), which is now led by a senior USDH officer and is currently responsible for two of the program areas assisted by ISGM (conflict and non-presence countries). A disadvantage of the latter option is that office is already very busy with its many other tasks, especially for the non-presence countries. That a more formal "project committee" knction be re-established under the chairmanship of the current HASPDSGM CTO and that it consist of SO/IR and other concerned offices. This would enable more active involvement by the SO teams in order to better inform, coordinate and take advantage of the facilities afforded by ISGM for each SO. That REDS0 seriously consider expanding the scope of ISGM's technical areas of NGO responsibility to include the Health SO/IR because of its obvious impact on conflict and food security, to address more of these concerns in non-presence countries and to achieve any management efficiencies involved with working with local NGOs. Contract/Subcontract - The evaluation team certainly understands and finds no fault with the REDS0 decision to proceed in the ISGM procurement via the contract/subcontract route rather than the perhaps more typical cooperative agreement when dealing with NGOs working with other NGOs. The more directive nature of a contractual relationship would appe& to be more conducive to the achievement of specific performance indicators in direct ISGM EVALUATION REPORT 45 support of SOsmRs. And, despite some early problems for PACT and MWENGO, the contract/subcontract mode has not detracted from the overall positive results achieved so far in ISGM. Not everyone in USAID or the NW community would agree with this decision, however, because of perceived difficulties and limitations with USAID contracts. Therefore, the evaluators recommend: That USAID7s REDSO, Africa Bureau and/or Ofice of Procurement monitor the progress in using this ISGM contract mechanism with NGOs and report the results as a way of informing others about what appears to be a useful approach to getting a job done well under USAID'S reengineered management. Contract Amendment - Given the validity of the contract method for acquiring the services of PactfMWENW to implement ISGM, the evaluators conclude that a contract amendment would be the easiest course to take to effect the recommendations of this evaluation. That recommended modification should have, inter alia, the following elements. A general replacement of GHAT references by ones to the REDSO Strategy of 2001- 2005, including philosophy, principles, and objectives thereof The addition of that strategy's third SO, Health, as a focus of ISGM. Change of description of the African Advisory Council to confirm the periodic rotation, payment of honoraria for attendance at meetings, and additional consultation to REDSO. Removal, in so far as possible, of reference to HASP and IGAD as relevant to ISGM decision-making, in favor of closer connection to current REDS0 strategy. Provision for non-competitive or not completely competitive grant making to indigenous NGOs serving the three SOs, according to category, e.g.: non-presence country needs, follow-on grants to graduate ISGM grantees, selected NWs in need of special strengthening or activity support having high priority to SO teams of REDSO. Greater specification of reporting by the contractor on SO/IR/Sub-IR results, on the universe of indigenous NGOs being affected by ISGM, and on non-grant effects in the wider NGO community. Specification of at least one "Special Study" to be completed within one year: on the universe of NGOs relevant to REDSO'S strategic interests in the Great Horn region and perhaps beyond. Administrative Support - The start-up of any new program is almost always very difficult, particularly in administrative areas. Certain arrangements need to be made quickly and support in place early to enable work to proceed expeditiously. PACT could and should have done a better job in this regard, such as sending to Nairobi right away a "SWAT team" to jump-start all such matters (finding ofice space, procuring equipment, hiring staff, addressing tax status issues, etc.). At the same time, however, a further review of ISGM files leads to the conclusion that while some in REDSO were very helpful, as an agency USAID could have been more forthcoming in facilitating clearances of office and personal goods, purchasing a vehicle and figuring out a way to deal with VAT and other taxes. If USAID and REDS0 cannot or will not provide needed administrative support, then the contractor's work suffers and USAID loses in the ISGM EVALUATION REPORT 46 end. Admittedly, USAID does not have full control over some of these sticky issues when dealing with reluctant local government officials. Also, the new bilateral agreement with the Government of Kenya, iflwhen approved, should help in this regard. However, the contractor is really left with few, if any, alternatives but to rely on USAID7s support or to pay the taxes or other fees. In the latter case, such expenses should be allowable for billing under the contract. Therefore, the evaluators recommend: That USAIDM7ashington and REDS0 clarify its policy and procedures in this area of administrative support for institutional contractors, especially regional ones. That USAID confirm that when all else fails legitimate expenses related to these administrative matters be clearly reimbursable under the contract. 7. Communications - During the four weeks spent in the region, it has become very clear to the evaluators that there have been poor communications about ISGM among USAID offices. This is not a new or recent phenomenon for USAID. However, it does detract from the effectiveness of USAID7s various programs when officers do not have the facts or the right data about what is taking place under ISGM. Hopefully, this evaluation report will help to bridge this communications gap so that managers can make more informed decisions. Accordingly, it is recommend: That ISGM managers and PACTIMWENGO better inform REDS0 senior managers and SO teams as well as other USAID offices and bilateral USAID Missions in the region about the role and activities of ISGM. In turn, that the recipients of this information work together more to coordinate and enhance their respective activities with the awareness of what other USAID "spigots" and mechanisms are helping to bring about in common areas of responsibility. J. POST-ISGM: AFRICAN OWNERSHIP AND THE AFRICAN DEVELOPMENT GENDA Unquestionably the principles, objectives, and modes of operation of ISGM are appropriate to the times. That is owed not just to some GHAI prescience, but more to the success of particular ISGM actions - coincident with the development of REDSO/ESA7s new strategy. Conclusions and recommendations above point to a continuation and augmentation, even, of ISGM through its intended or perhaps somewhat extended life. But what about sustaining its certainly valuable and even essential functions into the future? Thus, the evaluators recommend: That this question be answered definitively by REDSO/ESA ASAP. That the end game of ISGM should be thought through thoroughly with major stakeholder participation. That African institutionalization of ISGM7s major functions, contributory potential, assets, access and goodwill should be considered to be the obvious route unless proved otherwise ISGM EVALUATION REPORT 47 regardless of budget constraints in USAID. ISGM's essential features should be planned to endure under Mican ownership and according, within reason, to an African development agenda. Actions leading to this should be incorporated in the contract amendment this evaluation sees as a forthcoming REDSO/ESA action. ISGM EVALUATION REPORT 48 VOLUME I1 EVALUATION OF THE INSTITUTIONAL STRENGTHENING AND GRANT MAKING (ISGM) PROGRAM OF THE HORN OF AFRICA SUPPORT PROJECT Prepared by: Dennis M. Chandler Miriam W. Gachago James Osborn, PhD. Submitted to: USAID/REDSO/ESA AEP-1-00-00023-00 Task Order No. 802 Submitted by: Development Associates, Inc. 1 730 North Lynn Street Arlington, firginia 22209-2023 Telephone: (703) 276-0677 Fax: (703) 276-0432 E-mail: devassocl@devassocl.com April 2001 ANNEXES Annex A Annex B Annex C Annex D Annex E Annex F Annex G Annex H TABLE OF CONTENTS VOLUME IT Scope of Work ............................................................................. A-1 Evaluation Work Plan .................................................................... B- 1 Persons Contacted .......................................................................... C- 1 Partial List of Documents.. ............................................................. D- 1 NGO Interview Checklists I & I1 ................................................... E-1 ISGM NGO Tables 2 and Interview Reports .................................. F- 1 Tables 3.4, 3B, 3C, 3D - ISGM NGO Data .................................... G-1 Table 5: NGO Directory ................................................................. H- 1 ISGM EVALUATION REPORT 50 ANNEX A SCOPE OF WORK The ISGM three principal areas of emphasis are Food Security, Conflict Prevention Mitigation and Response and Capacity Building. The evaluation should provide a detailed presentation of the ISGM accomplishments to date as well as problems encountered and lessons learned in the process. It should also include an assessment of the value and practicality of the various concepts and themes that direct the activities of the ISGM. Finally, the evaluation should identity areas of program impact, if any. Specifically, this evaluation should include the following: A. Detailed information of the ISGM program accomplishments, including information on the funded NGOs, their costs and contributions to the achievement of ISGM results and GEAI goals and principles. More specifically, the team should review the purposes of each grant agreement and achievements therefrom, and the cost effectiveness of the grants as related to the purposes of both the ISGM and the specific activities implemented by the African NGQs. B. Detailed information and feedback from the partners about the program Specifically the team will address the adequacy of the NGO selection process by the African Advisory Council its effectiveness. Advisory Council PACTLMWENGO relationship should also be addressed in this evaluation 'The pre-award surveys and the length of time before grant awards are made by FACT/MWENGO, and the performance monitoring and evaluation of the grantees by PACT /MWENGO. The perception of partners about the value of the program, recommendations as to whether or not the program should be continued, or whether changes should be made in program design and or implementation. The partners, participants and beneficiaries to be interviewed are listed in section IV below. C. An Assessment of the validity of program assumptions and progress in achieving key results as stated in the ISGM contract and other relevant documents: 0 Capacity of the ISGM funded regional NGQs strengthened Strategic coordination between key development actors (African organizations, donors, and government) clearly established to date 0 Responsiveness of the NGOs, PACT/MWENGO and the Advisory Council to African Agenda Innovative and effective regional approaches to Food Security and Conflict Prevention Mitigation and Response promoted The team should make recommendations on whether there are too many results proposed, and if not, suggest how to prioritize the results. D. A review of the basic assumption of the ISGM program is that the capacity of African NGQs must be strengthened in order for these NGQs to achieve results: ' The team should report on the progress made by PACT and MWENGO in strengthening the capacity of the ISGM grantees. Further, this report will include an analysis of the ISGM EVALUATION REPORT A- 1 separate organizational roles of PACT and of MWENGO in the transfer of skills to the ISGM grantees. E. Assess the effectiveness and sustainability of the partnership of PACT and MWENGQ. Clearly delineate problems encountered in the working relationship between PACT and MWENGO and recommendations made on how problems could be solved. F. The team should make recommendations on how the ISGM program can best support the 3 SOs in the Mission's new strategy approved in August 2000 G. Methods and procedures to be used for the evaluation include the following: A review of the ISGM contract, the GILA1 strategy, the REDSO/ESA newly approved strategy (August 2000) and other key documents and in-depth interviews with grantees and their colleagues. The team will also interview key persons associated with the ISGM program, such as PACT, MWENGO staff and representatives, the ISGM Program Manager, the HASP Project Manager, relevant REDSOIESA Strategic Objective (SO) team memb.ers, and the Advisory Council members. Team members may be required to travel to the field and within the region for data collection and or interviews ARTICLE IV - DELIVERABLES The expected product of the evaluation will be a report to the ISGM Program Manager, The main report should be no more than 50-SO pages and should contain an executive summary of the findings and conclusions. The executive summary should not exceed 4 pages. ISGM EVALUATION REPORT A-2 ANNEX B DATES 1 March 6, 200 1 March 8-9 I March 10 March 11 1 March 12-17 March 19-24 March 26-3 1 April 2-7 April 9-14 April 16-20 EVALUATION WORK PLAN ACTIVITIES Contract signing. Development Associates mobilization in Washington with document review and meetings. Departure of ChandlerIOsborn from Washington. Arrival in Nairobi. Chandler/OsbodCachago team meetings in Nairobi with USAID, PACTMWENGO, and NGOs. Team departs for Kampala for three days for meetings with NGOs and USAlD in Uganda; then returns to Nairobi for meetings with NGOs and USAID; team departs over the weekend for Harare for meetings with MWENGO and USAID. Harare meetings for two workdays per above; then team returns to Nairobi for follow-on meetings with NGOs, PACT, USAID and others. Preparation of draft report, especially findings, conclusions and recommendations; submission to USAID and discussion of draft report on April 6; OsbodChandler departure by end of the week. Final drafting of report, pending receipt of written USAID comments by April 14. Consideration of USAID comments in finalization of report and submission to USAID by the agreed upon deadline of April 2 1, 200 1. ISGM EVALUATION REPORT B-1 53 ANNEX C PERSONS CONTACTED U. S. Agencv for International Development (US AID): Ruth Buckley, Social Science Advisor, Africa Bureau, Washington Gerald Cashion, Leader, Non-Presence County Programs, REDSOIESA Jock Conley, Mission Director, USAIDKenya Lynne Cripe, GHAl Coordinator, REDSOESA Dirk Dij kerman, Mission Director, USAIDhU3DSOESA Anne Fleuret, Monitoring/Evaluation Specialist, USAIDIUganda Patrick Fleuret, Deputy Director, USAIDIUganda Rick Garland, Chief, Program Developrnent/Implementation, REDSOESA Gregory C. Gottlieb, Senior Regional Advisor, OFDA, REDSOESA Ned Greeley, Leader, Democracy GovernanceIConflict Team, REDSOESA Pauline Johnson, Regional Legal Advisor, REDSOESA Yves Kore, ISGM Program ManagerICTO, REDSOESA Dawn Liberi, Mission Director, USAIDIUganda Kymberly Lucas, Africa Bureau William H. Lyerly, Jr., Senior Advisor for CPMR, Africa Bureau William B. Martin, Program Officer, USAIDIZimbabwe John Mullenax, Agricultural Advisor, REDSOESA John Munuve, Senior DGIConflict Advisor, REDSOESA Thomas Okeefe, Deputy Director, Development Planning, Africa Bureau Sharon Pauling, NGO Coordinator, Africa Bureau Leslie Perry, Leader, Health Team, REDSOESA Diana Putnam, Leader, Food Security Team, REDSOESA Sheryl Stunbras, DemocracyIGovernance Oficer, USAIDKenya Natalie J. Thunberg, Regional Contract Oficer, REDSOESA Michael Trott, Executive Officer, REDSOESA Michael Walsh, Regional Contracting Officer, REDSOESA Charles Ward, Program Manger, HASP, REDSOESA Steven Wisecarver, Deputy DirectorIActing Mission Director, REDSOIESA ISGM: Jack McCanna, Grants Manager, Pact, Nairobi K. Lynn McCoy, Technical Coordinator, Pact, Nairobi Florence Omosa, Deputy Chief-of-Party, MWENGO, Nairobi Bill Polidoro, Chief-of-Party, Pact, Nairobi Pact: Evan J. Bloom, Vice PresidentKapacity Building, Washington Andrea K. Freeman, Program Officer, Washington Traer Sunley, Vice President/Communications ISGM EVALUATION REPORT C- 1 5Y Ezra Mbogori, Executive Director, Harare Twisema S. (TS) Muyoa, Institutional Strengthening, Harare African Advisom Council: Abdullatif Mohamud Abdi, Development Consultant and Regional Livestock Expert, Nairobi Patrick 0. Alila, Director, Institute of Development Studies, University of Nairobi, Kenya Hussein Ali Dualeh, Somalia Affairs Monitoring Committee, Nairobi, Kenya Stephen Karangizi, COMESA Secretariat, Lusaka, Zambia Maria Nassali Semakula, Chairperson, Executive Director of East African Centre for Constitutional Development, Kampala, Uganda Dr. Isaac C. Riak, U.S. International University, Nairobi, Kenya Vedasto Rutachokozibwa, FEWS NET Representative, Dar-es-Salaam, Tanzania Abdi Hussein Abdi, Programme Coordinator, Wajir South Development Association (WASDA), Nairobi James F.P. Gomez, Executive Secretary, Africa Alliance of YMCAs, Nairobi Irene M. Kakooza, Vice Chairperson, The Uganda Association of Women Lawyers (FDA￾Uganda), Kampala John Kimathi, Finance Manager, Kenya YMCA, Nairobi Bethuel A. Kiplagat, Executive Director, Africa Peace Forum (APF), Nairobi James Kiwolu, Nutrition Project Coordinator, National Association of Women Organisations in Uganda (NAWOU), Kampala Majok B. Kur, Finance Officer, Vetwork Services Trust, Nairobi Peace T. Kyamureku, Deputy Secretary General, NAWOU, Kampala Gabriel Langat, Development Resource Manager, Kenya YMCA, Nairobi Dr. Bancy M. Mati, Chairperson, Kenya Rainwater Association (KRA), Nairobi Duncan 0. Mbuge, Information Officer, KRA, Nairobi Georgina Mbugua, Project OfEcer, Forest Action Network (FAN), Nairobi Eva Mulema, Acting Executive Director, FDA-Uganda, Kampala John Munyendo, Coordinator, Vocational Training Center, Kenya YMCA, Nairobi Elizabeth Mutorpa, Program Officer, APF, Nairobi Kuol A. Muwier, Administrative Secretary, Bahr El Ghezal Youth Development Agency (BYDA), Nairobi Frederick M. Ndehe, Member, Publicity Committee, KRA, Nairobi Stephen N. Ngigi, KRA, Nairobi Josephine Nganga, Human Resource Development Manager, Kenya YMCA, Nairobi Eileen Omosa, Network Coordinator, FAN, Nairobi Naftali M. Onchere, International Director, Perimart International, Nairobi Rose Othieno, Administrative Oficer, Center for Conflict Resolution (CECORE), Kampala Frank 0. Oyugi, Associate Executive Secretary, Africa Alliance of YMCAs, Nairobi Kizito S. Sabala, Program Officer, APF, Nairobi ISGM EVALUATION REPORT C-2 Stella M. Sabiti, Executive Director, CECORE, Kampala Thomas Y. Taban, Managing Director, Vetwork Services Trust, Nairobi Edith Wangari, Programme Coordinator, Perimart International, Nairobi, Kenya Other: Edward Butler, Campfire Chief-of-PartyDevelopment Associates, Harare Nick Maunder, Regional Representative, FEWS NET, Nairobi Roy A. Stacey, Program Manager, FEWSfChernonics, Washington ISGM EVALUATION REPORT C-3 5fld ANNEX D PARTIAL LIST OF DOCUMENTS USAIDIREDSO-Pact Contract, dated September 3, 1998 Pact-MWENGO Subcontract, signed March 24, 1999 and May 13, 1999 MWENGORact Memorandum of Understanding, March 2000 REDSOESA, Strategic Plan 2001-2005, Strengthening PartnershipsICapacity, undated REDSOIESA Strategy FY 2001-2005, June 2000 REDSOESA Results Review and Resource Request (R-41, May 1999 REDSOESA R4,3 1 March 2000 REDSO/ESA/DG/Conflict Team, Program Overview/Cables/Memoranda, February 200 I Action Memorandum for the Mission Director, REDSOESA, June 20, 1997, including HASP Project Paper, July 28, 1995 Project Agreement between IGAD and REDSO for HASP, 20 September 1995, as amended through 23 August 2000 USAIDmEDSO "HASP Grantmaking Program Options Paper, May 15, 1997 GHAI Strategic Plan FY 1998-2002, Final Version, November 1997 GHAI Annual Performance Report, REDSOESA, 1999 GHAI Annual Report, REDSOIESA, 1998 ISGM Performance Report, Program Monitoring & Evaluation, Pact, October 1998-December 2000 ISGM Quarterly Performance Reports: eight editions, from 16 December 1998 to 3 1 December 2000 ISGM Updates: July-September, 2000 and October-December, 2000 Pact, OCA Assessment Score Reporting Sheet Pact/MWENGO, Greater Horn of Africa Regional Index ISGM Assessment Report - Edna Adan Maternity Hospital, Hargeysa, Somaliland, 23 January 200 1, by Jack McCanna ISGM EVALUATION REPORT D- 1 ISGM Draft Workplan 2001 ISGM African Advisory Council Report, 24 June 1999 Second ISGM Advisory Council Minutes, 17-2 1 January 2000 "Report on Technical Assistance Provided to the PactKenya ISGM Program, by Robert J. Morin, Jr. and Radya Ebrahim, Pact, August 14, 1999 Request for Applications (RFA) No. 0002611, PactlISGM, issued 11 February 1999 Request for Applications (RFA) No. 0002612, PactIISGM, issued 01 September 1999 NGO Brochures - received from each NGO visited ISGM EVALUATION REPORT D-2 ANNEX E NGO INTERVIEW CHECKLISTS I AND I1 ISGM NGO INFORiMATION CHECKLIST I: COMPREHENSIVE INTRODUCTION We are evaluating events up to now and seeking to improve ISGM's performance. This NGO seen as a partner: Want Wir perspective and perceptions and their information and data as & create and use them. Issues are: process, results, problems, needs and recommendations. With a view to the future. L NATURE OF THIS NGO A. Status (NGO, Association, 'Company Limited by Guarantee,' etc.: WHY?), "nacency". B. Field of endeavor: FS or CPMR - generally and in this project. 1. B: Increase sustainability of agricultural production, reduce barriers to regional trade, enhance capacity to provide for food needs, increase private sector involvement in enhancing food security, improve collaboration in management of transnational natural resources, improved regional information systems. 2. CPMR: effective as regional mechanism for responding to conflict, improved regional information systems. C. History and magnitude of NGO. D. Overall program and place of this grant in it. E. Relations with other donors. GRANT IL PRE-AWARD A. Prior donor experience with projects (especially of this type). Specific experience with AID. B. Knowledge of AID. ISGM and how received RFP. C. Precompetition strengthening by PACT/MWENGO p/MW) D. Wty of solicitation (RFA and other contacts). E. Preparation of proposal - issues, including regional perspective, linking relief and development, promoting stability, innovation, as well as general difficulties. F. Assistance to proposal preparation - steps by P/MW. G. "Clarification" experience in grant approval process. H. Negotiations ILL IMPLEMENTATION BY NGO A. Planning. B. Operations including disbursements and accounting. C. Monitoring and Evaluation (M&E). D. Networking. E. Relationship to other NCO programs (and donors). F. Regionality IV. ADMINISTRATION BY P/MW A. P/MW performance. B. Relations between PACT and MWENGO and relative quality. C. M&E and feedback. OTHER ISGM INPUTS V. STRENGTHENING RECEIVED VL STRATEGIC COORDINATION RECEIVED (networks [e.g. conferences and computerization] and partnerships) - as (V.), above. VIL RESULTS A. Grant/B. Non-Grant: FS or CMPR outcomes, costlbenefit, African ownership, "African Agenda" networks, institutional strengthening, leveraging. C. In tenns of NGO's own obiectives VIII. NEEDS, COMPLAINTS AND CONSTRUCTIVE SUGGESTIONS: THE FUTURE ISGM EVALUATION REPORT E- 1 GRANTEE NGO INFORMA TION CHECKLIST 11: REDSO RESULTS S05: ENHANCED AFRICAN CAPACITY TO ACHIEVE REGIONAL FOOD SECURITY S06: ENHANCED AFRICAN CAPACITY FOR MANAGING CONFLICT IN THE REGION KEY DATA. 1. Degree of regionality 2. StrengtheningIActivity grant 3. NGO's contribution 4. Mix of Food Security (FS) and Conflict Prevention, Mitigation and Response (CMPR) IR1: REGIONAL FOOD SECURITY ORGANIZATIONS STRENGTHENED AFRICAN CONFLICT MANAGEMENT ORGANIZATIONS STRENGTHENED SUB-IRS: 1. Improved Institutional Management/Governance (S05) Strengthened Institutional and Financial Management/Governance (S06) 2. Improved Strategic Planning/M&E (S05) Strengthened Strategic Planning, Program Development and M&E. 3. Improved ability to Generate and Manage Funds (S05) Automated Office Systems Upgraded (506) 4. Improved Technical Skills (S05) 5. Improved Technical Skills in Conflict Prevention, Mitigation and Response (S06) 5. Improved Program Design and Management Skills (S05) IR2: IMPROVED REGIONAL USEIAVAILABIILITY OF APPROPRIATE TECHNOLOGlES/PRACTICES IN FS (S05) INCREASED AVAILABILITY OF BEST PRACTICES IN CPMR (506) 1. Technologies Disseminated (5) / Best Practices Disseminated (6)misty 2. Technologies Identified and Tested (5) / Best Practices Identified and Tested (6) IR3: INCREASED NETWORKING AND COOPERATION IN FS (SOS) INCREASED COMMUNICATION/NETWORKING AMONG STAKEHOLDERS IN CONFLICT SITUATIONS (S06) I. Increased Public and Private Sector Information Sharing(5) Enhanced Mechanisms for Face-to-Face Communication among Stakeholders (6) 2. Increased Information Sharing across Disciplines (5) Enhanced Capability for Electronic Communication among Stakeholders (6) 3. Increased Use of Information Technologies (5) Protocols/Rules of Engagement for Problem-Based Interactions among Stakeholders IR4: SELECTED POLICY, REGULATORY AND PROCEDURAL CHANGES ADVOCATED BY AFRICAN PARTHERS (SO5 ONLY) 1. Policy Analyses Conducted 2. Increased Dialogue on Policy/Regulatory Issues 3. Advocacy Activities Expanded PARTNER NGOS AFRECTEDITOUCHED - ACCORDING TO WSIR COMMUNITY BASED ORGANIZATIONS (CBOS) AFFECTEDITOUCHED - ACCORDING TO WSIR OTHER REGIONAL ORGANIZATIONS AF'FECTEDITOUCHED - BY IRISub-IR USE OF SUSTAINABIILITY-INDUCING ISGM SUPPORT SYSTEMS AND TOOLS E.G. Networks. Mentors, MCAT, OCAIOCAters, NGO Database, Centers of Excellence. ISGM EVALUATION REPORT E-2 C ANNEX F NGO TABLES 2 AND INTERVIEW REPORTS ISGM EVALUATION REPORT F-1 TABLE 2- 1. Federation of Women's Lawyers I. KEY DATA COUNTRIES GHA Reglon AMOUNT $91,279 (USD) FOCUS CPMR NAME of GRANTEE Federation of Women's Lawyers of Uganda (FIDA) CONTACT Juliet Nassuna 2157 Kampala UG (256-041 -530) platforms I I I SUBJECT CPMR Regtonal Coordinatton and Networkrng Build advocacy + II. SUMMARY OF GRANT fida-ug@starcorn co ug DATES 10199-3/00 ACTIVITY AREA: Support for a regional conference to: Strengthen the capacity of FIDA Africa to influence peace processes and interventions in conflict situations and to enhance the networking among country chapters and affiliates. Coordinate activities among FlDA Africa for 2 years; Provide a forum for women lawyers to share experiences & network about human rights violations in conflicts, Increase awareness and understanding about the effects of armed conflict in society; Develop a common strategy to access respective governments and regional bodies, and lobby for the development of peaceful mechanisms of addressing conflict; Develop strategies for securing commitments from policy makers in government and inter-governmental agencies to include women in peace initiatives and to develop gender responsive policies, programslinstruments. Ill. GRANTEE IMPLEMENTING PARTNERS FIDA CHAPTERS: Kenya, Rwanda, Ethiopia, Tanzania, Uganda, Botswana, Cameroon, South Africa, Malawi, Nigeria, Ghana, Egypt, Nigeria, Zimbabwe, Zambia TYPE Acttvlty lrnplementatlon ADVOCACY YES IV. ISGM PRE-AWARD ACTIVITIES (Dates 7/99-10/99) ASSESSMENTS: Pre Award Assessments (7-8199) I STRATEGIC COORDINATION NETWORKING YES INSTITUTIONAL STRENGHTENING YES 4 V. ACTIVITIES OVER LIFE OF GRANT (Dater: 10/99-3/00) AMOUNT DISBURSED $86,169 (USD) INNOVATION BEST PRACTICES YES INSTITUTIONAL STRENGTHENING of FlDA Skill Building in: Accounting and General Finance (1 ISGM workshop 11199; plus 2 mentoring visits on site 11/99, 2/00) Strategic Communications (I ISGM workshop 1 1/99) Electronic Communications (1 ISGM mentoring visit 12/99) ASSESSMENTS: ISGM Organizational Capacity Assessment (3100) ISGM Regional Capacity Assessment (3100) Audits: Independent Close-Out Audt (5100) STATUS Closed-out FlDAS ACTIVITIES IN REGIONAL STRATEGIC COORDINATION I NETWORKING 1 COOPERATION Developed FI DA Website (1 2/99) International conference held to provided a forum for women lawyers to share experiences & network about human rights violations in conflicts and to increase awareness and understanding about the effects of armed conflict in society; (Uoo) Conference participants developed a common strategy to access respective governments and regional bodies, and lobby for the development of peaceful mechanisms of addressing conflict;. ISGM EVALUATION REPORT F-2 Conference participants developed strategies for securing commitments from policy makers in government and inter-governmental agencies to include women in peace initiatives and to develop gender responsive policies, programs~instruments. Coordinated activities among FlDA Africa for 2 years; Attended ISGM Conference on Conflict Resolution and Peace Building in the GHAlGreat Lakes Region (CPMR strategic planninglregional agenda setting and networking) (5100) ISGM disseminates summation of FlDAs conference results in ISGM newsletter (4100) ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS ISGM supporting the creation of a CPMR electronic network which FlDA will be a member (began 5100) ISGM EVALUATION REPORT F-3 VI. RESULTS CASCADE GM Contracted Performance Results Organizational Strengths and Weaknesses of FlDA identified, documented and presented to mgmt staff and board. Staff skills sbengthened in organizational capacity development through participation in OCA FIDA coordinated for 2 years (2000/2001) capacity of FIDA Africa to influence peace processes and interventions in conflict situations by providing a forum for women lawyers to share experiences on human rights violations in conflicts and increase understanding about the effects of armed conflict in society 159 lawyers and peace￾builders representing 53 separate GHA regional entities from 14 counkies Wned on the. Produced and dismbuted copies of Engendering the Peace Process proceedings to 159 lawyers and peacebuilders representing 53 separate GHA regional entities from 14 countties ISGM internet newsletter highlighted conference results (400) for FIDA FIDA will participate in GHA Strategies developed for securing commitments from policy makers in government and inter￾governmental agencies to include men in peace initiatives and to develop gender responsive policies, programdinstrurnents BEST AVAILABLE COPY I lobby for the development of peaceful mechanisms of addressing conflict ISGM EVALUATION REPORT F-4 Vlb. Tallv of number of institutions that were im~acted or benefited in relations hi^ to this want. plus access on the internet ASSOCIATION OF WOMEN LAWYERS, UGANDA (FIDA) FDA, Uganda was registered as a NGO in 1973. At first it operated as a social club where women lawyers supported each other. In the 80s, it started implementing programs geared to assisting women who needed legal assistance and out of this FDA has grown into a formidable organization with 3 branch ofices and 198 members spread out in different parts of Uganda. In their provision of legal services FIDA mainly deals with issues of family law especially in maintenance, child support and custody and inheritance. According to FIDA these cases are on the increase due to the breakdown of traditional family institutions. The application for ISGM resulted from a conference organized by FIDA international where different subjects were discussed. The African women in the conference decided to pursue the subject of conflict because it was of great concern to them. They felt that they must inform themselves on the subject so that they can try to be involved in mainstream discussions on conflict resolution in the region. The first activity was to be a regional conference and FDA Uganda was elected as the coordinator. The ISGM RFA was timely and FDA applied for knding and was granted US$ 91,500 for the activity. The following activities were planned and have been implemented: - o Institutional assessment and training o Research on conflict before the conference o Organization of the regional conference o Development of a web site Results Achieved through ISGM The conference was successfbl and the women who attended have continued to network. FDA had never worked in the area of conflict beyond the family. They have now been moved to another level and have started a new program on conflict and peace building. In this respect they have locally:- - Started to lobby parliament in matters that relate to conflict. - Began writing in newspapers on matters of conflict and peace-building - Identified organizations working in conflict and started networking with them. They particularly have started using CECORE, one of the other ISGM grantees as a resource in their training programs. - Been asked to coordinate one thematic area, Violence against women, in an ISGM EVALUATION REPORT F-5 f international conference being organized by Makerere University. - Participated in negotiations for women and children who have experienced injustice due to conflict with the neighboring countries e.g. repatriation of Congolese child soldiers, resettlement of Congo wives of Ugandan Soldiers and Ugandan girls abducted into Sudan. - Dealt with arbitration of election related conflict. o FIDA was exposed to other organizations in the region as a resource and therefore have acted as resource for the following activities:- - Invited to Namibia to assist family law reform - The Zimbabwe women lawyers have invited them to deliver a paper on family law - They have been asked to participate in a team that is head-hunting for a woman OAU Secretary General - They have been requested to coordinate the information on an international conference on racism and ethnophobia. - They have received inquiries from countries that would like to start associations of women lawyers. o The technical assistance provided on publishing the workshop report helped them publish their best report so far. The report has been distributed widely. o Donor confidence has been inspired. FDA has specifically received assistance directly from US& D to strengthen one of their branches FDA projects itself as a solid organization that has the backing of its constituency. Although it is a national organization, it has managed to gain regional respect and this was greatly enhanced by the ISGM grant. Nationally, FIDA has taken advantage of the existing enabling political environment in Uganda to advocate for the legal rights of women especially at policy levels. ISGM EVALUATION REPORT F-6 TABLE 2-2. National Association of Women's Organizations in Uganda I. KEY DATA NAME of GRANTEE Nat~onal Assoc~ation of Women's Organ~zat~ons InUganda SUBJECT INSTITUTIONAL STRENGHTENING YES I Food Secur~ly Networkmg and Reg~onal Coordinat~on CONTACT Florence Nekyon 1663 Kampala UG (41-258463) nawou@,infoccorn co ug DATES ADVOCACY NO 10199-3/00 ACTIVITY AREA: $ Il. SUMMARY OF GRANT FOCUS FS TYPE INNOVATION BEST PRACTICES YES Support for a regional conference to: Share experiences on critical issues which affect food production, security, and household nutrition; Identify social, cultural, and political constraints in the improvement of household nutrition and how they affect child development; Identify possible interventions used by govemments, NGOs and women to improve food security, household nutrition and child development which can be adopted for the region; Assess the potential and capacity that exist in the region with reference to women to improve household level nutrition and child development; Actlv~ty lmplementat~on STRATEGIC COORDINATION NEWORKING YES Lay strategies for food production and marketing opportuniti es; r Develop an E. Africa regional action strategy COUNTRIES Uganda, Kenya, Tanzania, Rwanda, Burund~, Eth~op~a, Er~trea, Sudan, Somalia AMOUNT DISBURSED Ill. GRANTEE IMPLEMENTING PARTNERS AMOUNT $143,338 (USD) STATUS $137,215 (USD) IV. ISGM PRE-AWARD ACTIVITIES (Dates 7199-1 0199) ASSESSMENTS: Pre-Award Assessments (7-8199) Participatoly Assessment of IS needs for CPMR orgs in GHA (1 ISGM workshop 7/99) Closed-out 4 v. AcTMrns OVER LIFE OF GRANT mates: lo/99-3/oo) INSTITUTIONAL STRENGTHENING of NAWOU Skill Building in: Accounting and General Finance (1 lSGM workshops 11199; plus 2 mentoring visits on site 11199, 2/00, 3/00) Strategic Communications (1 ISGM workshop 11/99) Electronic Communications (1 ISGM mentoring visits 3/00) Audits: l ndependen t Close-Out Aud t (5100) Equipment: I computer I printer NA WOU's ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION/BEST PRACTICES Conference participants identified key interventions used by govemments, NGOs and women to improve food security, household nutrition and child development which could be adopted for the region (i.e. identified and promoted best practices); (12199) ISGM EVALUATION REPORT F-7 NA WOU's ACTIWTIES in REGIONAL STRATEGIC COORDINATION / NET WOWG / COOPERA TION International conference held to provide a forum for regional food security organizations to share information, experiences & network about critical issues, which affect food production, food security and household nutrition in the region (1 2/99) Proceedings were distributed to 107 participants representing 38 NGOs throughout East Africa (4100) Website for NAWOU created (3100) ISGM EVALUATION REPORT F-8 d VI. RESULTS CASCADE Iontracted Performance Results syst&s (I computer, I printer). Improved accounting systems in place and staff skills skengthened through ISGM mentoring and financial workshops. communicatio~skills throuah Wshoo interventions usedby - governments, NGOs and women to improve food security, household nutrition and child development which could be adopted for the region, identified by regional NGOs and Govt. representatives (conference participants) (1399) . . . . - . . . - - - . . - . conference held to provide a forum for regional food security organizations to share infarmation, experiences & network about critical issues which affect food production, food security and household nutrition in the region.107 participants representing 38 organizations throughout East Africa global macro and sbvctural adjustment programs on regional food security. (1399) Discussed specific policy gaps in the different governments of GHA concerning food security and the rights of women. (12/99) created (3100) ISGM EVALUATION REPORT F-9 NATIONAL ASSOCIATION OF WOMEN OF UGANDA (NAWOU) NAWOU is the umbrella organization of Uganda women organizations. It has a membership of 70 big and National NGOs, 53 District Umbrellas and 2000 Community Based Organizations. - NAWOU views its main responsibility as linking up the CBOs with the national and professional organizations. NAWOU responds to training requests from the CBOs and it is a major challenge meeting their needs. In addition NAWOU assists the organizations in providing display facilities for their handicrafts at the NAWOU ofice and at the National Museum. NAWOU has established relations with various donors who have supported their project activities as well as core costs. Currently they are implementing a World Bank hnded program in Nutrition and early Childhood development in 5 Districts. ISGM PROJECT ACTMTIES NAWOU came to learn about the ISGM from the local press. The food security sector was appealing to them because they were already dealing with it. They also had always wished to network with women from the region and they identified this as an opportunity to do so. The grant covered: - o Organizational capacity assessments that led to strengthening in areas of financial and web site management. o Organization of the GHA regional conference on "Household Nutrition and Childhood Development7' o Production and dissemination of the workshop report Production and dissemination of a newsletter issue covering the conference. o Development of a web site RESULTS THROUGH ISGM The organizational strengthening activities have Left NAWOU a much better organization. The development of the Web site has put them into a new phase in terms of networking. The conference brought them in touch with a big number of women organizations in the GHA and they have started receiving information from the participants. on issues in their countries. Their food security ofice was strengthened. ISGM acted as a springboard to other food security programs. The World Bank Program on food security is a direct result of the ISGM. NAWOU however views the grant for organizing the conference as a starting point. They believe that they should be given another grant to implement a project activity on the ground. They have ISGM EVALUATION REPORT F- 10 therefore developed a proposal awaiting the third RFA. Their proposal covers the following main areas: - - Training in food security - Micro-finance - Community level conflict resolution - Improvement of technology for food production. - Strengthening of country focal points - Improving their skills in web site management. SUGGESTIONS FOR ~~PRovEMENT The capacity assessment and resultant training need to be more relevant to the needs of the organization. E.g., NAWOU needed more input in financial management than was given. They would have needed more time to practice the concepts. o The period given to prepare for various training activities was too short. This resulted to some key people not attending. iSGM EVALUATION REPORT F- 1 1 a/ TABLE 2-3. Center for Conflict Resolution 1. KEY DATA NAME of GRANTEE I CONTACT I FOCUS I COUNTRIES I AMOUNT Center for Conflict Resolution SUBJECT lnnovat~on &best practrces ~n CPMR and CPMR Networkrng 4 "- SUMMARY OF GRANT Stella Sabrrt~ I CPMR 1 Uganda, z;;aranzann, 521 1 Kampala, UG (256541 -2550) ACTIVITY AREA: Investigate the role of media in conflict situations, 0 Identify traditional methods of conflict resolution and identify best practices of those who have spearheaded peace initiatives in the region; 0 Hold a conference to develop training materials (based on best practices), Hold a workshop to train media professionals in the GHA region in conflict prevention and post conflict reconciliation interventions and training strategies; Produce a practical resource handbook and video for the media and others working in situations of violence; Establish an electronic communication network to serve the needs of the relevant media, peace and conflict resolution workers and other regional stakeholders. $239,766 (USD) cecore@sw~ftuganda corn DATES 10199-1/01 INSTITUTIONAL STRENGHTENING YES Ill. GRANTEE IMPLEMENTING PARTNERS ACCORD Search for Common Ground TYPE lnst~tutional Strengthening & INNOVATION BEST PRACTICES YES IV. ISGM PRE-AWARD ACTIVITIES (Dates 7199-1 0/99) ASSESSMENTS: Pre-Award Assessments (7-8199) Participatory Assessment of IS needs for CPMR orgs in GHA (I ISGM workshop 7/99) I V. ACTIVITIES OVER LIFE OF GRANT (Dates: 1 O/99-l/Ol) AMOUNT DISBURSED $236,356 (USD) STRATEGIC COORDINATION NETWORKING YES INSTITUTIONAL STRENGTHENING of CECORE Skill Building in: Accounting and General Finance (2 ISGM workshops 11199 & 4/00; plus 3 mentoring visits on site 2100, 10100, 10/00) Strategic Communications (1 ISGM workshop 1 1199) Electronic Communications (2 ISGM mentoring visits 11199, 10100) Monitoring, Evaluation and Reporting (1 ISGM workshop 11100) ASSESSMENTS: ISGM Organizational Capacity Assessment (3100) ISGM Regional Capacity Assessment (3100) Audits: Independent Close-Out Audit Equipment: (210 1) 2 computers I photocopier 1 UPS 2 printers I television STATUS Closed-out ADVOCACY YES ISGM EVALUATION REPORT F-12 72 CECORE's ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION/BEST PRACTICES Conducted desk research searching for best practices on role of media in conflict (1 0199-5100) Conducted field research on African Traditional Methods for CPMR in Uganda, Kenya, Tanzania, Rwanda (1 1/99-5100) CECORE's ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION/BEST PRACTICES (CONTINUED) Conducted a conference to test (validate) best practices identified through desk and field research on CPMR I the role of media in conflict1 and African Trad. Methods of CPMR (55 regional organizations attending) (ISGM provided substantive logistics support for workshop) (6100) Developed training materials on above subjects (6100-9100) In response to Uganda American Cultural Center Request - wrote and presented a paper on how meda con be involved in peace building (for International Press Freedom Day) (6100) Pilot tested training materials regarding role of media in conflict &best practices in CPMR (9100) Conducted a workshop to train media professionals in the GHA region (53 organizations attending) In conflict prevention and post conflict reconciliation interventions and training strategies (10100) Wrote three practical resource handbooks based on best practices (6100-1 1/00) 1 Developed a training video for the media and others working in situations of violence (10100-1101) ISGM disseminates summation of CECORE's Best Practices in ISGM newsletter (1100) CECORE'S ACTInTZES IN REGIONAL STRA TEGZC COORDINATION / NETWORKZNG / COOPERA TION Established an electronic communication network to serve the needs of the relevant media, peace and conflict resolution workers and other regional stakeholders. (1 1-00 12/00) Attended ISGM Conference on Contiit Resolution and Peace Building in the GHA and Great Lakes Region (CPMR strategic planninglregional agenda setting and networking) (5-100) ISGM SUPPORT IN LEVERAGING FUNDS / ASSISTANCE lSGM Linked CECORE with Search for Common Ground. ACCORD helped facilitate Media Workshop ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS African Center for Communication and Education contacted by ISGM as a potential Center of Excellence ISGM EVALUATION REPORT F- 13 VI. RESULTS CASCADE Vla. Results as related to SO6 and ISGM Contracted Performance Results systems in place and staff skills strengthened through ISGM mentoring and financial workshops. =Organizational Stengths and Weaknesses of CECORE identified and documented and presented to mgnt staff and board. Staff skills strengthened in organizational capacity development through oartici~ation in multi~le monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop. software installed and being utilized. Updated office systems (computers, by researchws and field practitioners regarding the role of media in conflict and African traditional methods of conflict resolution 2 pilot tests conducted on findings and draft training materials regarding CPMR best practices. peace-builders representing 53 separate GHA regional entities trained on the role of media in peace building. Produced and widely distributed 3 resource handbooks (250 copies each): 1) Experiences and best practices of peacebuilders; 2) The role of media in peace building; 3) African Traditional Methods in Conflid Reconciliation and forgiveness). Training video on the Role of Media in Peace Building produced. 500 copies of ISGM newsletter distributed highlighting summary of CECORES CPMR best practices (also made available on the internet) and disthbuted regarding community level African taditional methods of conflict resolution (focused on face to face communication) communication network established to swve the needs of the relevant media, peace and conflict resolution workers and other regional stakeholders. To date there are m suubscribers CECORE will participate in GHA CPMR network (MWENGO). Communication and Education contacted by ISGM as a potential Center of Excellence and agrees to work with ISGMICECORE to develop syllabi relating to the role of media in CPMR for regional journalism schools GM EVALUATIOP CECORE with Search for Common Ground who provided technical ass~stance for CECORE media workshop. I CECORE's staff CPMR skills strengthened through extensive process of identifying, testing and promoting best practices in CPMR Vlb. Tallv of number of institutions that were im~acted or benefited in relations hi^ to this grant. 583 maximum CENTER FOR CONFLICT RESOLUTION The Center for Conflict Resolution (CECORE) was registered in 1994 as a NGO. CECORE works with local groups as well as with other mediators within the region. All along CECORE has been concerned about the role of the media in peace-building and conflict resolution. There is a commonly accepted belief in the media that " peace does not sell". The ISGM grant provided an opportunity for CECORE to change the attitudes of the media in respect to this belief They have been able to bring the media and mediators together. Project Activities o Research in role of the media in conflict resolution from the perspective of the media a Research in Afi-ican traditional mechanisms of dealing with conflict. Research was carried out in Kenya (among the Maasai and Pokot), Uganda (among the Karamajong and the Acholi) and in Tanzania (on the border with Mozambique) and in Rwanda. The research was aimed at bringing out some best practices in peace building. n A regional workshop to validate the research. o Training workshop for the media and various groups affected by conflict. The training was carried out jointly by CECORE, ACCORD and Nairobi Peace Initiative. During the workshop, Pact also trained on the use of the Internet. P Equipping of the CECORE office with training equipment and computers. RESULTS THROUGH ISGM a Organizational growth and experience has been dramatic - The organizational profile has been improved leading to creation of confidence among the staff. - The grant enabled CECORE to pay 50% of staff salaries and therefore was able to ISGM EVALUATION REPORT F- 15 concentrate on the work of the organization. - Accounting capability has improved. ISGM is the biggest grant that CECORE has handled and it has gone along way in uplifting their confidence as well as raising donor confidence in the organization. As a result, GTZ has supported a project to be implemented in Karamoja Changing of people's perceptions on peace-building and conflict Journalists have changed their attitudes and have learned that peace sells. The participating journalists are partners of CECORE in using more positive methods of conflict resolution. CECORE has produced its first published materials for training on conflict. The materials have been in great demand and have been reprinted. Opening of communication channels with the state security institutions in Uganda. CECORE have been invited to participate and make presentations in their workshops. USAJD invited CECORE to a conference on Early Warning Systems in Dakar. Many researchers and visitors have been referred to CECORE for consultation. CECORE was invited to train the ministry of education in peace-building in Liberia Developed a team of 20 trainers in the districts whom they use whenever they have activities. The trainers are also being used by other organizations. The granting process was a learning event. They dared say, "Even if we did not get the grant, we would still have benefited through the interaction of Pact and Mwengo". They talked of the positive feeling they got from the beginning " Don't worry if you do not have your act together, we are here to prop you up and help you grow". The calculated steps taken before the grant were therefore not painful. o The ISGM grant has provided CECORE with a valuable growth opportunity and it is evident that the organization will become a major player in the CMPR sector. o Further support to CECORE in both capacity building and program implementation would enable them to provide support to other NGOs in the region. ISGM EVALUATION REPORT F- 16 TABLE 2-4. African Alliance of YMCAs I. KEY DATA NAME of GRANTEE African Alliance of YMCA (MY MCA) SUBJECT lnst~tut~onal strengthenmg to Improve capac~ty of organ~zat~on to be ~nvolved with reg~onal refugee work INSTITUTIONAL STRENGHTENING YES CONTACT COUNTRIES James Gornez 60856 Na~rob~ Kenya (722974) aayrncas@africaonline co k e DATES 10199-1 0101 Eth~opla, Kenya, Tanzan~a, Rwanda FOCUS CPMR TYPE lnst Strengthenmg & Activ~ty lmplementat~on AMOUNT DISBURSED $175,887 (USD) ACTIVITY AREA: AMOUNT $250,000 (USD) INNOVATION BEST PRACTICES YES STATUS In progress STRATEGIC COORDINATION NElWORKlNG YES ADVOCACY NO C "- SUMMARY OF GRANT Intensifying the organizations' capacity to be involved with refuge work in GHA region by: Establishing an expert advisory committee to enhance YMCAs' ability to network & develop appropriate responses to refugee problems; Increasing community participation in 4 National YMCA's (initiate pilot projects focusing on alleviation of refugee problems); Improving governance of 4 National YMCA's (and their local branches) confronted with displaced person problems Reducing financial dependency and requirement from external sources for supporting refugee populations (through training, advocacy, project feasibility studies and pilot incomegeneration activities). Ill. GRANTEE IMPLEMENTING PARTNERS YMCA Country Chapters in Ethiopia, Kenya, Tanzania and Rwanda IV. lSGM PRE-AWARD ACTIVITIES (Dates 7/99-10/99) ASSESSMENTS: Pre-Award Assessments (8199, 10199) AAYMCA participates in the Participatory Assessment Workshop ldentiiying IS needs for CPMR orgs. in GHA (1 ISGM workshop 7199) I $. v. ACTIVITIES OVER LIFE OF GRANT (Dates: 1 0/99- 10/0 1 ) italics denotes planned activities upcoming for 2001 INSTITUTIONAL STRENGTHENING of AAYMCA Skill Building in: Accounting and General Finance (1 ISGM workshop 11199; plus 3 mentoring visits on site 2/00, 10100, 3/00) Financial Development Workshop held by AAYMCAs for 4 chapters (1 AAYMCA workshop 6100) Strategic Planning (1 ISGM workshop 12/00) Strategic Communications (1 ISGM workshop 3101) Monitoring, Evaluation and Reporting (1 lSGM workshop 541) Initial Environmental Evaluation (1 lSGM workshop 5'01) Resource Mobilization (1 lSGM workshop 6'0.1) Accounting and Grant Mgmt (1 lSGM workshop WOl) Pafficipatoy Planning and Management (1 ISGM workshop 9/01) Mgmt Control for Non-Financial Managers (1 ISGM workshop 1 WO1) ASSESSMENTS: ISGM Organizational Capacity Assessment (3100) ISGM Regional Capacity Assessment (3100) Needs assessment conducted at 4 country chapters. (1 100-4100) ISGM EVALUATION REPORT F- 17 AuditdEvaluations: Mid-Term Evaluation (1101) Mid term Audit (310 1 ) Close-Out Audit (1 1/01) Equipment: 9 computers 2printers 1 scanner 3 UPS AAYMCAs ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION/BEST PRACTICES Pilot testing of income generation projects for Regional YMCAs is ongoing (9100-1 010 1) Pilot testing of computer training program for refugees is ongoing (9100-1 010 1) AA YMCAs ACTIVlTIES in REGIONAL STRATEGIC COORDINA TION/ NETWORKING / COOPER4 TION An advisory committee has been established and has met twice to better link alliance HQ staff with general secretaries of regional YMCAs who work with refugees; (1100) Attended ISGM Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (CPMR strategic planninglregional agenda setting and networking) (5100) Website for AAYMCAs Nairobi headquarters nearing completion (12100-410 1) ISGM SUPPORT IN LEVERAGING FUNDS / ASSISTANCE ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS ISGM supported the development of an Intema~onal Displaced Persons Report lSGM EVALUATION REPORT F- 18 7 VI. RESULTS CASCADE Via. Results as related to SO6 and ISGM Contracted Performance Results & develop appropiate responses to refugee problems and oversee regional chapters dealing with displaced persons through the crea+jon of an advisory committee. lmproved accounting systems in place in 4 country chapters staff skills strengthened through ISGM mentoring and IGM and AAYMCA financial workshops. .Organizational Strengths and Weaknesses of AAYMCA identified and documented and presented to mgnt staff and board. Staff skills strengthened in organizational capacity development through participation in OCA assessment. lmproved governance of 5 National YMCA's (and theit local branches) confrontea with displaced person problems Reduced financial dependency and requirement from external sources fo, suppotting refugee populations (through training, pmject feasibilify studies am promoting pilot incme generation pmjects for Regional YMCAs to reduce external financial dependency, (ongoing) Pilot tested skills training (computer training program) for refugees (ongoing) ltalics denote iorosioecfiv supported the development of an International Displaced Persons Report ISGM EVALUATION REPORT F- 19 7 = Staff skills in strategrc planning strengthened through participation in ISGM workshop. = Staff skilk in monitoring, evaluation and reporting strengthened through participation in ISGM MEBR workshop. . AAYMCA has produced a ME&R plan with an input tracking system, Results of pilot test Website completed for Nairobi chapters. AA YMCA will participate in GHA CPMR network (MWENGO). I oerformance indicators. etc I I I I -Updated off~e systems I I N A I communications strengthened through participation in ISGM workshop. 2 pilot tests ALLIANCE OF AFRICA YMCA The Alliance of Africa YMCA is composed of 27 country chapters from all over Africa. While the Alliance has been working for many years, they have not been able to work with the country chapters in any meaningful programs due to limitation of resources. ISGM therefore has come as a tool to assist the alliance discover and develop its capabilities as well as renew its mandate. To intensify the organization's capacity to be involved in refugee work by: - o Establishing an expert advisory committee to enhance AAYMCA ability to network and develop appropriate responses to refugee problems. o Increase community participation in 5 national YMCA by initiating pilot projects focusing on alleviation of refkgee problems. o Improving governance in 5 national YMCA and their local branches conf?onted with displaced person problems o Reducing financial dependency for support to refkgee populations by introducing viable income generation projects. ISGM EVALUATION REPORT F-20 RESULTS ACHIEVED THROUGH ISGM o Organizational assessment was carried out and this helped the Alliance, which showed the strengths and weaknesses of the organization and therefore revealing areas of future development. The following were identified - The organization was too inward looking in relation to other organizations as well as the YMCA country chapters. - They were very gender insensitive - Priorities in resource allocation were not justifiable - Though they had a lot of information, they were not managing it for utilization by the alliance and partners - Need for decentralization to a zonal approach The AAYMCA has incorporated the above aspects in its strategic plan and are going to fund￾raise in order to strengthen all these areas. The following areas have been addressed through the ISGM grant: - - Networking with like-minded institutions like the All Africa Conference of Churches and youth organizations has been facilitated. - A resource mobilization and documentation desk has been set up in the alliance office. The desk has been able to make contacts with donor new organizations and the response has been positive. They have started packaging of information and sharing with the national chapters and other organizations. The alliance has also developed a web site and all this has increased the visibility of the alliance and its services. The alliance has also - Partnership with other YMCAs e.g. UK and USA has been strengthened - Training on gender mainstreaming has been carried out and this has featured as one of the areas that needs to be strengthened in the strategic plan - An endowment fhnd capitalized at 5 million US Dollars has been started to allow the national chapters to get grants of up to !h million dollars to start small and medium enterprises for sustainability. o The ISGM did not only assist in the capacity building of the alliance but also of the country chapters. In this respect an assessment tool was developed for the national chapters and after that assessment there are good examples of achievements in the project countries. - In Kenya where the financial management systems were found to be lacking, they have been developed and are in use, and it is evident that the chapter will be self￾sustaining. The board has also been trained with a view to helping them clearly identifl their roles and responsibilities in relation to those of the employees. In their vocational training project for refugees in the city, a computer training project has been started. - In Tanzania where computerization was identified as a priority in order to attain efficiency, a computer was installed as well as an accounting package. This has improved accountability and confidence of the country chapter restored at the grassroots. Projects in food security and poverty alleviation have also been started with some grassroots movements. - In Rwanda, the national chapter has started income generation strategies in Kigali and the rural areas. ISGM EVALUATION REPORT F-2 1 - In Ethiopia, the national chapter was very weak and therefore could not implement meaningful projects with its members. After the capacity assessment, the board of directors has been revitalized, minimum staff capacity created and a strategic plan is underway. a The regional nature of the alliance has been rekindled - Participating country chapters have formed a committee of chief executives that meets every 6 months to deliberate over matters related to ISGM and general matters of the alliance and their national chapters. The committee is expected to meet regularly after completion of ISGM - Exchange programs between the various countries - the visits have concentrated on best practices in the various countries. - The zonal strategic plan for the Eastern zone has already been developed ~ACT ON KENYA NATIONAL CHAPTER OF YMCA The Kenya chapter of the YMCA views this program as one of its kind. It is the first time they have had a tangible project activity with the Alliance. They identify the following results: - a The needs assessment survey carried out through ISGM acted as a mirror to the organization and led to: - Restoration of the powers of the board. Overtime, the executives learned to work on their own and the Board had merely turned into a figurehead. After the assessment the executive clearly understood the value of having a functional board and therefore organized a board development workshop. - Improvement of participatory processes at the grassroots and demand for accountability and transparency. - o A higher level of sustainability for the refugee program has been attained. ISGM fhded new computers in the Vocational Training Center. This has improved the quality of training and the number of paying as well as refugee students has increased. o The computerized accounting system has improved efficiency as well as accountability of the national chapter. o The incidence and quality of networking with local, regional and international organizations have improved greatly due to establishment of a web site. o The networking has brought specific benefits from other organizations e.g. offers to provide counseling services, job placements and even additional assistance for the refugees, o The AAYMCA has demonstrated that a regional organization with a grassroots constituency can deliver project benefits to the lowest levels. o The ISGM institutional strengthening has not only benefited the grantees. It has trickled down and assisted more partner organizations. o When networking is used appropriately, it can be of great benefit to an organization with limited resources. lSGM EVALUATION REPORT F-22 TABLE 2-5. Forest Action Network I. KEY DATA NAME of GRANTEE CONTACT Forest Action Network (FAN) Dornlnic Walubengo 21428 Nalrob~, Kenya (02-71 8-398) lnnovatlon & best practices ~n CPMR 10199-9/01 and CPMR Networking for natural resource related ~ssues/confl~cts FOCUS CPMR TYPE lnst Strengthening and Actlvity lmplementatlon ACTIVITY AREA: COUNTRIES Uganda, Kenya, Tanzania, Eihiopla, Sudan AMOUNT DISBURSED $133,166 (USD) AMOUNT $243,500 (USD) STATUS STRATEGIC COORDINATION NETWORKING YES INSTITUTIONAL STRENGHTENING YES ADVOCACY YES INNOVATION BEST PRACTICES YES 4 "Im SUMMARY OF GRANT a To build capacity of local communities and other stakeholders in conflict identification and management. a To bring together GHA experts in CPMR to share experiences on techniques and develop strategies for intervention at various levels. To build FansJ institutional capacity to provide useful sustainable resource management teachings and conflict management interventions to stakeholders within the GHA. Illa. GRANTEE IMPLEMENTING PARTNERS: Center of Human Resources, Ethiopia (3) IV. ISGM PRE-AWARD ACTIVITIES (Dates 7/99-10/99) ASSESSMENTS: PreAward Survey (3 days in July, August, and October 1999) Participatory Assessment of IS needs for CPMR orgs in GHA (1 ISGM workshop 7/99) V. ACTIVITIES OVER LIFE OF GRANT (Dates: 10/99-9/01) italics denotes planned activities upcoming for 2001 INSTITUTIONAL STRENGTHENING of FAN Skill Building in: Organization Capacity Assessments (I ISGM workshop 1 1199) USAlD grant procedures and policies (1 ISGM workshop 11199) Strategic Communications (I ISGM mentoring visit onsite 3/00) Monitoring, Evaluation and Reporting (1 ISGM workshop 11100) Computerized Accounting and General Finance (1 ISGM workshop 4100; plus 2 mentoring visits on sitell01 2/01) Strategic Planning (1 ISGM workshop (12100 and 1 FAN specific training 2101) Initial Environmental Evaluation (1 ISGM workshop 5/01) Resource Mobilization (I ISGM workshop 6/01) Accounting and Grant Management (QB3) (1 ISGM workshop WOi) ASSESSMENTS: ISGM Regional Capacity Assessment (1 0199) l SGM Organization Capacity Assessment (2/00) Audits/ Evaluations: Required internal mid-term evaluation f4W End of contract independent audits (1 WO1) ISGM EVALUATION REPORT F-23 FAN'S ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION/BEST PRACTICES Funded the development of case studies identifying CPMR practices in the GHA region (2100) Conducted a regional conference on natural resource based conflicts to share lessons learned and identify best practiced strategies for CPMR intervention in the GHA (ISGM provided substantive logistics support for workshop) (3100) FAN'S ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION/BEST PRACTICES (continued) Piloted a community stakeholder capacity building program aimed at teaching community leaders in Kenya, Uganda, Tanzania, Ethiopia and Sudan, skills and methods for teaching CPMR skills to their own communities (this was one of the innovative and best practices identified at the conference). (6100 and 7100) FAN'S A CTIPTTIES IN REGIONAL STRATEGIC COORDINATION/ NET WORKING / COOPERA TION Created and dsseminated a CPMR 2000 calendar depicting various natural resource conflicts in the GHA regain and the impact on resources and humanity. (12100) Attended ISGM Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (CPMR strategic planninglregional agenda setting and networking) (5100) Conducted an exchange visit for community leaders to share experiences relating to NRM CPMR issues (2101) ISGM EVALUATION REPORT F-24 VI. RESULTS CASCADE Vla. Results as related to SO6 and ISGM Contracted Performance Results Improved accounting systems in place (ISSGM is now assisting Fan with implementing a completeiy new central accounting system) and staff skills have been strengthened through ISGM mentoring and financial workshops. lOrganizational Strengths and Weaknesses of FAN identified and documented and presented to mgmt staff and board. Staff skills strengthened in org. capacity development through participation in multiple ISGM OCA monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop. Fan has produced a daft ME&R plan with an input tracking system, performance indicators, etc. Staff skills in strategic planning strengthened through participation in ISGM workshop Fan has produced a draft Strategic field practitioners identify best practices for NRM related conflict interventions. FAN pilots a community stakeholder capacity building program (based on best practices) teaching 28 community leaders in Kenya, Uganda, Tanzania, Ethiopia and Sudan, skills and methods for teaching CPMR skills to their own communities. I Conference proceedings highlighting lessons learned and best procaticed strategies dissemainated (also key points made available on the FANS internet site and newletter). I 28 community leaders in Kenya Uganda, Tanzania, Ethiopia and Sudan, taught skills and methods for teaching CPMR skills to their own communities (facilitating community level dialogue). I 5 community stakeholders participate in face to face exchange visits to learn about efforts in resource related conflict prevention among communities in Kenya. in GHA CPMR network (MWENGO). recording period ISGM EM New financial tracking software installed and skills strengthened through process of idenwing, testing and promoting best practices in CPMR Staff skills in htegic communications strengthened through participation in ISGM workshop (3100) FOREST ACTION NETWORK The Forest Action Network (FAN) is a NGO registered in Kenya. Their main objective is building capacity of local communities and stakeholders in resource-related conflict management. o Development of conflict management skills among local communities and stakeholders o Sponsorship of exchange visits and community workshops in relation to conflict and natural resources management. o Conducting a regional workshop to create awareness and share information on conflict situations and develop new management systems. o Increase capacity among FAN staff to provide useful conflict management intervention strategies at various levels. RESULTS THROUGH ISGM FAN has particularly benefited from the institutional strengthening in the following areas: - o The organizational capacity assessment was very revealing in terms of strengths and weaknesses of the organization. This led to:- - Development of a strategic plan - The need to revisit the structure of FAN - Development of a long-term project document - Installation of new financial management software that has improved the efficiency of FAN accounting function. o Apart from ISGM the rest of the projects ran by FAN have benefited in the following ways:- - Financial reporting for all the projects implemented by FAN has improved greatly - Training on time management has affected all the projects. All project officers have been keeping time sheets. 0 The FAN partners have received training in the following areas:- - 1 participant attended the PRA training - 5 attended the OCA process ISGM EVALUATION REPORT F-26 - 1 attended in strategic planning training a The partners have shown evidence of using the skills:- - Participants from the Ruvu Forest Project in Tanzania have started using skills acquired in PRA - The Arabuku Sekoke forest community in Kenya has set up a tourism based income generation project - Requests for more training at community level have come up. E.g. in one of the areas in Kenya the team of trained persons would like to be strengthened with a few older and more influential people in the community. - In Mt. Elgon Forest area in Kenya an activist was arrested after taking the District Forest Officer to an area where the forest had been destroyed. The activist was released after using the skills in conflict resolution to argue his case. a FAN has identified the need to be gender sensitive in their projects. The importance of men and women to be involved in natural resource management cannot be overemphasized. In addition to including gender sensitization in the workshops organized under ISGM, they have organized 6 gender analysis workshops for their trainers at the community level. Resource-based conflict has been a very key area in the African context. It is even more so now that the resources are scarce while the population of people and animals is increasing. Add the effect of global climate change, and the situation needs urgent attention. ISGM assistance in building the capacity of FAN and its partners will go along way to help FAN address these issues ISGM EVALUATION REPORT F-27 TABLE 2-6. VETWORK SERVICE TRUST I. KEY DATA NAME of GRANTEE I CONTACT I FOCUS I COUNTRIES 1 AMOUNT Vetwork Sewrces Trust SUBJECT lnst~tut~onal Strengthen~ng of Vetworks and ~ncreased techn~cal skrlls of communrty an~mal health Dr Thomas Taban / Uganda. Kenya. Sudan 77901 Na~rob~ Kenya (254-2-60415) vetwork@nbnet.co.ke DATES 3100-9/01 $l93,ll9 (USD) FS TYPE lnst~tut~onal Strengthenmg $250,000 (USD) STATUS In progress care workers $ It. SUMMARY OF GRANT Provide sustainable animal health and veterinary services to improve health, protection, food security and livestock cross border trade by: a Strengthening Vetworks professional and technical capacity to efficiently implement activities, undertake strategic planning, program evaluation and governance; Training community animal health care workers and veterinaly coordination communities in service provision. Providing professional and technical backup services; Increasing private sector involvement in food security interventions &promote role of women. ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS Vetworks has 6 donors who have shared in implementation of their program this includes: ZOA Refugee Care UNlCEFlOLS Fienstein lntem Famine Centre CHRISTIAN AID Sudan Production AID USAlD Vetworks has several partners with whom they receive support or assistance to implement activities1 networks. This includes: OAUABAR PACE Project Technical Center for Ag & Rural Development RDP Veterinary Services Sudan NGOs consortium World Vet Assoc. Community based organizations IV. ISGM PRE-AWARD ACTIVITIES (Dates 7/99-3100) ASSESSMENTS: Pre-Award Assessments (8-1 0199) Participatory Assessment of IS needs for CPMR orgs in GHA (1 ISGM workshop 7/99) Other Support in registration of Vetworks in Kenya (completed) & Uganda (underway) (9199 onward) Skill Building in: Accounting /General Finance Procurement (1 ISGM workshops 11/99; plus 2 mentoring visits on site 12199, 3/00) Financial & Personnel Policy Development (1 FAME mentoring visits 12/99) INSTITUTIONAL STRENGHTENING YES V. ACTIVITIES OVER LIFE OF GRANT (Dates: 3100-9/0 1 ) I INNOVATION BEST PRACTICES YES STRATEGIC COORDINATION NEWORKING YES ISGM EVALUATION REPORT F-28 ADVOCACY1 POLICY YES ifalics denotes planned acfivifies upcoming for 2001 INSTITUTIONAL STRENGTHENING of Vetworks Skill Building in: Accounting /General Finance /Procurement Financial & Personnel Pdicy Development Recruitment pracf ceslprocedures Electronic Communications Resource Mobilization Monitoring, Evaluation and Reporting Strategic Planning Strategic planning and management trainings for Veterinary Coordination Committee Initial Environmental Evaluation Strategic Communications NGO Management Resource Mobilization Accounting and Grant Management NGO Ideology Accounting and General Finance (Q83) ASSESSMENTS: ISGM Organizational Capacity Assessment ISGM Regional Capacity Assessment ISGM Organizational Capacdy Progress Assessment Audits: Independent Close-Out Audit Equipment: 4 computers 3 printers 3 UPS I photocopier 1 fax machine 1 radio I typewriter telehpne equip, office furniture (2 Pact and 2 FAME mentoring visits 3/00,4100, 6100, 11100) "" (1 ISGM mentoring visits 6100) (1 Endowment Fund Workshop, 1 ISGM Workshop 6/07) (1 l SGM workshop 1 1100) (1 ISGM workshop 12/00) (2 Vetworks trainings 1 1100, 12/00) (1 PacffCORE workshop 1101) (1 ISGM workshops 3101) (1 external course 64.1) (1 lSGM workshop 6/01) (1 ISGM workshop 6'01) (1 ISGMIMWENGO workshop 7/01) (1 ISGM workshop 8/01) Vetwork's ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVAT/ON/BEST PRACTICES Trained and Deployed 15 Community Animal Health Workers (CAHWs) to improve health practices for pastroalist herds (3100) Established 10 member Veterinary Coordination Committee to carry out planning on livestock improvement and supervise CAHWS (3100) Established and implemented a cost recovery program for animal vaccinations and medicine (3100) VETWORK'S ACTMTIES IN mGIONAL STRATEGIC COORDINATION 1 NETWORKING I COOPERATION Attended ISGM Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (CPMR strategic planninghgional agenda setting and networking) (5100) Attended New Sudan Indigenous Networks Meef ng (9100) Attended Sudanese Indigenous Networks Forum meeting (1 0100) Attended Pastoralist livelihood networking workshop (OAUIIBAR) (1 0100) Attended Sudanese Indigenous Networks Forum Meeting (1 0100) Attended S. Sudan livestock Coordination Meeting (UNICEF) (1 1/00) Attended ISGMIOAU IBAR Conference on Pastoralist Networking (410 1 ) Will Attend ISGM Food Security Conference f8/w VETWORK'S ACTIVITIES IN ADVOCACY AND POLICY DEVELOPMENT Played lead role in establishing a committee to examine privatization of veterinary services and distribution of vet medicine, vaccines and biological products in S. Sudan. (6100 and onward) Met with Uganda official at local, regional and National level to discuss animal disease control and surveillance through cross border and veterinary health certifications of export livestock &products (1 1100) Drafted protocols for development of livestock policy framework for S. Sudan (Yo1 ISGM EVALUATION REPORT F-29 ISGM SUPPORT IN LEVERAGING FUNDS 1 ASSISTANCE $30,000 forthcoming from CAPE as cost share for livestock policy framework development ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS Will be linked to the following Centers of Excellence: And Lands Network: Promotion of best practices for Arid Land Mgmt and networking. KRA: Promotion of best practices for rain water harvesting OAUABAR: Long term support and training of pastoralist related NGOs 1 ILRl & ASARECA Research and promotion of best practices for livestock membership organizations. ISGM EVALUATION REPORT F-30 VI. RESULTS CASCADE Contracted Perform Organizational Strengths and Weaknesses of Vetworks identified and documented and presented to mgmt staff and board. Staff skills strengthened in org. capacity development through participation in multiple ISGM OCA workshops Upgraded office systems (computers, print ers...) Piloting cost recovery program for vaccinations Piloting roving community animal health care worken training program. Attended ISGM Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5W Attended New Sudan lndigenous Networks Mtg 910 Attended Sudanese lndigenous Networks Forum Meeting (10100) Attended Pastoralkt livelihood networking workshop (OAUIIBAR) (1 0100) Attended Sudanese lndigenous Networks Forum Meef ng (1 0100) Attended S. Sudan livestock Coordination Meeting (UNICEF) (1 1/00) Attended ISGMlOAU BAR Conference on Pastoralkt Newking (401 1 Will Attend ISGM Food re Results Jlayed lead role in stablishing a committee o examine privatization of ~eterinary services md distribulon of vet nedicine, vaccines and )iological products in S. Sudan. Drafted protocols :or development of ivestock policy framework local, regional and National level to discuss animal disease control and surveillance through cross border and veterinaly health certifications of export livestock and products Will be linked to the following Centers of Excellence: Arid Lands Network: Promotion of best practices for Arid Land Mgmt and networking. KRA: Promotion of best practices for rain water harvesting OAUIIBAR: Long term support and training of pastoralist related NGOs lLRl & ASARECA: Research and promotion of best practices for livestock membership organ~ations. Vetworks also participates in New Sudan lndigenous Networks $30,000 forthcoming from CAPE as cost share for livestock policy framework development 8 ISGM EVALUATION REPORT F-3 1 Staff skills in monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop. Vetworks is producing a draft ME&R plan with an input tacking system, performance indicators, etc. Staff skills in strategic planning strengthened through participation in ISGM workshop Vetworks is producing a draft accounting systems/ policies and procedures in place and staff skills strengthened through ISGM mentoring and financial workshops. lmproved skill in resource mobilizdion lmproved community based animal health services delivery (15 CAHWS hined) (1524 cattle treated in 2000 for sickness 3846 goats and sheep treated in 2000 for sickness 4300 cattle vaccinated against finderpest. Vaccinations and salaries paid for by ZOA however CAHWSs supported effort} / created (I 2/00} ISGM EVALUATION REPORT F-32 Improved technical skills through participation in multiple pastoralist and livestock related networks. I 8 Im~roved skills in I initial environmental evaluation. Initial Environmental Assessment screening completed and environmental mapping completed for future activities Vlb. Tally of number of institutions that were impacted or benefited in relationship to this grant. internet access VETWORK SERVICES TRUST. Vetwork Services Trust is an indigenous organization specializing in veterinary work. Mainly professionals started it fiom South Sudan who wanted to get together and utilize their ideas and expertise especially on how they can improve conditions in their area of operation. The SRRA accepted their idea and recognized them as a development organization. In 1998 UNICEF Operation Lifeline Sudan (OLS) recognized them as a member of the NGO consortium for NGOs operating in Sudan and they started cooperating in various activities. One of these activities was a community survey in Tali, South Sudan which culminated to a Community Based Animal Health Program. The organization also attracted support from other donors who ISGM EVALUATION REPORT F-33 have supported specific activities. Vetwork however had problems being registered in Kenya as a NW. During this period, there was a moratorium in registration of new NGOs. In December 1998, Vetwork came into contact with USAD and were informed about the ISGM. They sent their proposal in March 1999. All along Vetwork had wanted to deal with cross-border issues but had no idea as to how they would acquire hnding to start such operations. ISGM was a great opportunity. The organization however did not have any legal basis considering that they had not been registered in Kenya. No amount of follow up however produced results. Pact however examined their proposal and found it satisfactory but continued to wait for them to be registered. In the final analysis Pact assisted them to register as a service trust and they were ready to start work on ISGM. The grant was approved in March 2000 and the organization started using the grant in April. The capacity building activities started, an office was rented and equipped and are now in the process of implementing the project. The following project activities are planned under the grant. o Organizational strengthening. This is based on the capacity assessment of the organization. Considering that this organization was practically new when the grant was given, there have been many activities to be carried out. The organization recognizes this and they are ready to participate in as many capacity building activities as possible. a Establishment of a second office in Arua, Uganda to facilitate in dealing with the cross border activities in Uganda a Sustainable control of livestock diseases o Organization of a cross-border livestock marketing system o Addressing issues related to cultural cattle rustling o Addressing issues of resource based conflict in pastoral communities across the borders. RESULTS THROUGH ISGM While the project has been implemented for less than one year, there are definite results that have been achieved. By going through the OCA process they have known who they are and to a great extent determined where they want to go. This has been actualized in a strategic plan, which was completed 3 weeks ago. The whole granting process has given them confidence to approach other donors and they are positive that this will bear results. The ISGM has introduced them to regional networks like OAUWAR, which will contribute positively to the Vetwork activities. The installation of the Web site will allow them to network with other organizations on a continuous basis. The ability to establish the two offices in Nairobi and Arua is a big first step in creation of a regional organization to enable deal with program partners in Kenya and Uganda as well as with other countries on the borders. ISGM EVALUATION REPORT F-34 o The acquisition of a high frequency base radio has greatly assisted in communication SUGGESTIONS FOR IMPROVEMENT While the strengthening activities were of great importance to the organization, there is room for improvement in administering future grants. o There is need to consider activity fbnding in order to ensure that the principles taught in IS activities are being implemented. They had proposed support to their project in Tali, South Sudan but this was not considered. a Commodity support with vaccines and other pharmaceuticals was also not supported. o Vetwork is committed to achieving gender equality in its program activities. Gender equity is one of the core values. They have set criteria for having women included in the CBAH teams and they had women participating in all the activities of the project. The board of 7 members has one woman but they intend to do better in future. o While Vetwork Services Trust is a new organization, it has identified its niche in the food security and conflict sectors. The establishment of an ofice in Uganda will help the NGO to have easy access to the authorities in the country and therefore make it easier to achieve results. o The organization's work at both policy and community levels will give it a competitive edge in achievement of objectives. ISGM EVALUATION REPORT F-3 5 TABLE 2-7. Perimart International I. KEY DATA NAME of GRANTEE 1 CONTACT FOCUS Permart lnternat~onal FS SUBJECT lnst~tutlonal Sirengthenmg of Perlrnart NPE lnstitutlonal Strengthening (Engagement Naffall Onchere 33976 Nalrob~ Kenya (02-243-989) perhart@ !connect co.ke DATES 11/00 - 05/01 COUNTRIES Kenya, Uganda, Tanzanla, Ethlopla AMOUNT DISBURSED $3.764 (USD) AMOUNT $8,700 (USD) In progress II. SUMMARY OF GRANT Strengthen Perimart's capacity to efficiently and effectively achieve its mission as a regional organization engaged in food security in Kenya and bordering countries. ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS N A INSTITUTIONAL STRENGHTENING YES IV. ISGM PRE-AWARD ACTIVITIES (Dates 5/00-11/00) Skill Building in: ASSESSMENTS: Management Control Assessment (05100, 6/00) ISGM Regional Capacity Assessment (07100) V. ACTIVITIES OVER LIFE OF GRANT (Dates: 1 1 100-0 5/0 1 ) Italics denotes upcoming planned activities INSTITUTIONAL STRENGTHENING of Perimart Skill Building in: Accounting and General Finance (1 ISGM workshop 6/01 plus2 mentoring visits on site 02/01, 401) Monitoring, Evaluation and Reporting (1 ISGM workshop 1 1/00) Board Creation & Development (internal action 11l00-2/01) Strategic Planning (1 ISGM workshop 12/00) Strategic Communications (1 ISGM workshop 3101) Project Development & Mgmt (Internal Training 401) Gender & Development (Infernal Seminar 401) Disaster Preparedness & Mgmt (Enrollment in external course 4/01) Initial Environmental Evaluation (1 ISGM workshop OVOI) Managing Grants and Contracts (I ISGM workshop 6/01) Mgmt Control for non-Financial Managers (I ISGM workshop 10101) Audits: Internal (Pad) Close-Out Audif (OWOI) Equipment: 1 computer INNOVATION BEST PRACTICES NO ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS Perimart will be linked to some or all of the following Centers of Excellence: Arid Lands Network: Promotion of best practices for Arid Land Mgmt and nefworking. OAU/If3AR: Long term suppod and training ofpastoralist related NGOs lLRl & ASARECR. Research and promotion of best practices for livestock membership organizations. KRN GHARNET Center of Excellence ISGM EVALUATION REPORT F-36 STRATEGIC COORDINATION NETWORKING NO ADVOCACY NO VI. RESULTS CASCADE Vla. Results as related to 505 and ISGM Contracted Performance Results Board created and trained (210 1 Improved skills in management control fDr non￾financial mangers (1 0/01). planning strengthened through participation in ISGM workshop Perirnart is producing a draft Skategic 5 year Plan (4/01) a Staff skills in monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop (1 1/00). Perimart has produced a draft ME&R plan with an input tacking system, performance indicators, etc. I a lmwoved accountina I bocedures in' place and staff skills strengthened through lSGM mentoring and financial workshops. (ongoing) created (I MI) en& and Development (4101); Disaster Preparedness (4101) and strategic N A ISGM EVALL inked to some Ir all of the bllowing :enters of :xcellence: Arid Lands Network: Promotion of best practices for Arid Land Mgmt and networking. OAU/IBA R: Long tern support and training of pastoralist related NGOs lLRl& ASARECA Research and promotion of best practices for liveslock membership organizations. KRN GHARNET Center of Excellence TlON REPC Improved skills in prujecf development and management (4.0 1); and initial environmental evaluation (training 90 I) Perimart International was conceptualized immediately aRer the UNCED conference. The stakeholders are environment-based organizations in Africa who are working with National Food Security Committees on issues of desertification. Due to its regional nature and the general moratorium on registration of NGOs in Kenya at the time, Perimart could not be registered and this made it difficult for them to access any donor finding. In the meantime, they registered Perimart as a management consulting firm to give them legal status to carry out the few activities that they were able to do. In 1999 however they got their registration as a NGO and immediately started kndraising activities. Perimart applied during the 2nd RFA and while their proposal was good, their organization was found to be strong in terms of skills but almost non-existent as an organization. PactMwengo did finally make a decision to provide them with an engagement grant. This grant would assist the organization to do the following: - - Improvement of internal governance mechanisms. - Improvement of management practices - Installation of financial management systems - Carrying out technical training for members of staff RESULTS THROUGH ISGM The small and very short-term grant has had the following impact: - This is the first grant of any kind that Perimart has received from a donor agency and it has raised the confidence level of its members as well as other donors. They have been exposed to other members of the ISGM network who have been going through similar problems and have learned from them. The training provided to the staff will go along way to building their capacity for management and fkture project implementation. The installation of the financial management system has started them of properly and will always be able to account for any fhds received. ISGM EVALUATION REPORT F-3 8 o The grant has eased pressure from the executive so that they can concentrate on development of other proposals SUGGESTIONS FOR IMPROVEMENT While the engagement grant has graduated the organization to a slightly higher level, the following could be improved: - o The engagement grant is too little, too short and too fluid. And therefore needs to be reviewed for greater effectiveness. o Salary support should particularly be included in engagement grants. The training provided in various organizational strengthening areas needs to be a bit longer to allow for clear understanding for application. ISGM EVALUATION REPORT F-39 4 TABLE 2-8. Community Facilitation Initiatives & Assistance I. KEY DATA NAME of GRANTEE Communrty Fac~l~tat~on ln~t~at~es & Assistance (CIFA) SUBJECT Bu~ld the capac~ty of pastoral~st communrt~es through support of livestock management act~vrties INSTITUTIONAL STRENGHTENING YES I CONTACT I FOCUS Chachu Tadicha P 0 Box 147 DATES 11flO- 11/02 AIIIS INNOVATION BEST PRACTICES YES ACTIVITY AREA: COUNTRIES Kenya, Ethropta AMOUNT DISBURSED $18,793(USO) STRATEGIC COORDINATION NETWORKING YES AMOUNT $250,000 (USD) STATUS open ADVOCACY NO 11. SUMMARY OF GRANT Train and institutionally strengthen community groups, CBOs and local NGOs leaving them in a position to identify and solve their own development constraints; confidently access and influence the international community and funding sources through their proven records of implementation and accountability. Train CBOs and pastoralist groups in techniques and best practices for improving food security through: improved livestock management training of community animal health care workers and supporting the establishment of a sustainable local supply of veterinary drugs; receiving traditional rangeland and grassland management techniques to ensure adequate pasture; micro-enterprise management training combined with micro credit system to enable income generation from both livestock and non-livestock sources; the informal education of adults and youth to promote literacy and understanding; improved human health through a community based human health training program. Strengthen CIFA's capacity to efficiently and effectively achieve its mission as a regional organization engaged in food security and conflict resolution. Ill. GRANTEE IMPLEMENTING PARTNERS FARM AFRICA, CBO, BDO CIDA, CDTF, LVI, EPARDA (Ethiopia), Govt. of Kenya, Govt. of Ethiopia IV. ISGM PRE-AWARD ACTIVITIES (Dates 4/00-10/00) ASSESSMENTS: Management Control Assessment (04100, 0900) ISGM Organizational Capacity Assessment (05100) ISGM Regional Capacity Assessment (05100) Skill Building in: Accounting and General Finance (1 ISGM workshop 06100) V. ACTIVITIES OVER LIFE OF GRANT (Dates: 1 1 /00- 1 1 /02) ISGM EVALUATION REPORT F-40 Italics denote upcoming planned activities INSTITUTIONAL STRENGTHENING Skill Building of ClFA in: Accounting and General Finance (1 ISGM workshop 12/00; plus 3 mentoring visits on site 03/01, 5/01, YOI) Monitoring, Evaluation and Reporting (1 ISGM workshop 1 1/00) Strategic Planning (1 ISGM workshop 12100 plus 1 mentoring visit 01/01) Organizational Policy Development (internal activities based on OCA 1/01) Boards & Governance (internal board training on constitution 3/01) Initial Environmental Evaluation (I ISGM workshop 05/01) External Relations (internal activities based on OCA li/Ol) Resource Mobilization (I KGM workshop OWOI) NGO Ideology (1 ISGM workshop 07/01) Food Security Conference (1 ISGM Conference 08/01) 1 Participatory Planning & Management (I ISGM workshop 9/01) Mgmt Control for non-Financial Managers (1 ISGM workshop 10101) Electronic Communications & Networking (I lSGM workshop 11/01 and mentoring visifs) Organizational Management (internal activities based on OCA 2/02) Service Delivery (internal activities based on OCA 3/02) Audits: Independent Close-Out Audit (I 2/02) Skill Building by ClFA of CBOs and local NGOs in: CBO Capacity Building 4/01 Facilitation skills 4/01 Participatory Rural appraisal 5/01 Organization and management of groups 6/01 Financial control and responsibildy 7/01 Community based monitoring & evaluation WOI Development perspectives 9/01 Conflict Resolution 11/01 Community based environment and natural resource management 12/07 Micro-enterprise management & marketing 11/02 Disaster preparedness 11102 ClFAs ACTIVITIES in IDENTIFlCATION/TESTING/PROMOTION OF INNOVATION/&EST PRACTICES Disseminated information on best practices for community environmental management and develop of Environment Management Committees to supervise, drect and control natural resources (1101) Disseminated information on best practices in animal health care and train of 35 CAHWs (1101) Dissemination of information on best practices in human hea/th care and training 25 community health care workers (4.41) Disseminated information on best practices in animal health care and train of 35 CAWS (7w CAHWS trained on veterinary practices and medicine revolving fund for CAHWS established Community training on livestock marketing @'of) CIFAs ACTJYITIES in REGIONAL STRATEGIC COORDINATION 1 NETWORKING 1 COOPERATION Attended ISGM & OAUllBAR Conference on Animal Health Networking (04101) Affend ISGM Food Security Conference fW0.r) Conduct Community exchange visits KenydEthiopia to promote collaboration across borders (402) ISGM SUPPORT IN LEVERAGING FUNDS 1 ASSISTANCE ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS ClFA will be linked to the following Centers of Excellence: Arid Lands Network: Promotion of best practices for Arid Land Mgmt and networking. OAU/IBAR: Long term support and training ofpastoralist related NGOs 1- lLRl8 ASARECA. Research and promotion of best practices for livestock membership organizations. KRA/ GHARNET Center of Excellence APFO: CPMR Early Warning Systems ISGM EVALUATION REPORT F-41 VI. RESULTS CASCADE Vla. Results as related to 505 and ISGM Contracted Performance Results mOrganizational Strengths and Weaknesses of ClFA identified and documented and presented to mgmt staff and board. .Staff skills strengthened in org. capacity development through participation in ISGM org. assessment process. Improved management practices (human and financial resource policies, improved I or created). (1101) see below information on best practices in animal health care and train of 35 CAHWs (1101) = Dissemination of information on best NA draft ME&R plan with an input tracking system, performance indicators, etc. (3101) syst&sl policies ani procedures in place and staff skills strengthened through ISGM mentoring and financial workshops. (ongoing) lmoroved skilk in resource practices for Arid Land Mgm t and net working, OAU/IBAR: Long term support and pracfices in human health care and training 25 community health care workers (401) Disseminated information on best practices in animal health care and train of 35 CMs (7/01) CAHWS trained on veterintvy pracfices and medicine revolving fund for CAHWS esfablished supervise, direct and control natural resources ( 1/01) Disseminated created APFO: CPMR Ea@ Warning Systems exchange visits Keny&fhiopia to promote collaboration across borders W02) KRN GHARNET Center of Excellence through participation in ISGM food security skills trahing course (10/01) through identification of best practices and participation in multiple networks. I lm~roved skills in inwd 1 environmental evaluation training (m1) and participatory planning and management Vlb. Taliv of number of institutions that were im~acted or benefited in reiationshi~ to this grant. analysis 1 ISGM EVALUATION REPORT F-43 TABLE 2-9. Bahr el Ghazal Youth Development AssoG~~~~o~ I. KEY DATA NAME of GRANTEE I CONTACT I FOCUS I COUNTRIES I AMOUNT Bahr el Ghazal Youth Development Assoclat~on (BYDA) SUBJECT lnstltutlonal strengthening of BYDA * II. SUMMARY OF GRANT Strengthen BYDA's capacity to efficiently and effectively achieve its mission as a regional organization engaged in conflict prevention, mitigation and response in Southern Sudan and bordering areas. Kwol Mawlen 13850 Nalrobi, Kenya (02443990) concernk@connect co.ke DATES ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS N A 11/00-05/01 IV. ISGM PRE-AWARD ACTIVITIES (Dates 5/00-11/00) Skill Building in: ASSESSMENTS: Management Control Assessment (05100, 06/00) ISGM Organizational Capacity Assessment (06100) ISGM Regional Capacity Assessment (07100) CPMR TYPE INSTITUTIONAL STRENGHTENING YES V. ACTIVITIES OVER LlF E OF GRANT (Dates: 1 1 /00-0510 1 ) IS (engagement grant) I STRATEGIC COORDINATION NETWORKING NO INNOVATION BEST PRACTICES NO Italics denotes upcoming planned activities INSTITUTIONAL STRENGTHENING of BYDA Skill Building in: Monitoring, Evaluation and Reporting (1 ISGM workshop 1 1/00) Strategic Planning (1 ISGM workshop 12/00) Accounting and General Finance (2 mentoring visits on site 02/01, 4/01) Partnership Networking (1 Christian Aid workshop 2/01) Resource Mobilization (1 Capacity Building Training for Civil Society Organizations 3101) Financial & Personnel Pdicy Development (internal efforts based on ISGM OCA 3101) Recruitment pracf ceslprocedures (4 ISGM mentoring visits) Computer & Business Admin (logistic officer attends external two month course 2-3/01) Strategic Communications (1 ISGM workshop 03/01) Audits: Internal (Pact) Close-Out Audit (OU01) Equipment: 1 computer Sudan, Kenya, Uganda AMOUNT DISBURSED ADVOCACY NO ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS BYDA will be linked to fhe following Centers of Excellence: Nairobi Peace Institute: Long term institutional strengthening for CPMR organizations I National Church Councils CPMR Network for support of regional CPMR organizations $10,000 (USD) STATUS $5,886(USD) * ISGM EVALUATION REPORT F-44 In progress VI. RESULTS CASCADE Vla. Results as related to 506 and ISGM Contracted Performance Results italics denotes Dmaecfiue resuits for 2001 place and staff skills strengthened through ISGM mentoring and financial workshops. .Organizational Strengths and Weaknesses of BYDA identified and documented and presented to mgmt staff and board. Staff skills strengthened in organizational capacity development through participation in ISGM Org capacity assessment lmproved management practices (human and financial resource policies, procurement policies, improved I or created). (3101) Improved skills in resource Staff skills in strategic planning 1 N A strengthened through participation in ISGM workshop (12/01) Staff skills in monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop. BYDA will produced a drag ME&R plan with an inaut trackina svstem, I GHA CPMR Network (National Church Councils) for support of regional CPMR organizations Improved skills in partnership networking fVW BYDA will participate in GHA CPMR network. ISGM EVALUATION REPORT F-4.5 BAR-ELGAZAL YOUTH DEVELOPMENT ASSOCIATION The Bar el Gazal Youth Development Association (BYDA) is a NGO registered in Kenya and also under the Sudan Relief and Rehabilitation Association which is the relief and development arm of the liberation movement in Southern Sudan. The organization was formed in 1997 and launched in 1998. The organization has its headquarters in Nairobi to facilitate easier access to funding. The organization since inception has worked in Bar el Gazal region in food security in addition to being involved in conflict resolution among the Sudanese community living in and out of Sudan. The main objectives of the organization are achievement of self-reliance, empowerment and unity among the Southern Sudanese. The organization has been involved mainly in food security program in Bar el Gazal where they have introduced use of the ox-plow with great success. While the organization has received grants from other donors, they have never managed the funds due to lack of capacity. Intermediaries always managed the hnds while they implemented the projects. In ISGM the organization could not get a full grant because this lack of capacity was evident. They were therefore given an institutional engagement award in November 2000. Institutional strengthening activities have therefore been carried out and are ongoing that include: - o Installation of computers and other office equipment. o Strategic planning training has been carried out and the organization is in the process of preparing the strategic plan. n Various training activities to be carried out by Pact. While the activities are still ongoing there are definite results that have been achieved. o The process of acquiring the engagement award has been one accompanied by a lot of discussion and training and has been very beneficial to the organization o The OCA process has revealed the level at which the organization is operating and will therefore work on strengthening activities. ISGM EVALUATION REPORT F-46 TABLE 2-10. RWANDA WOMENS NETWORK I. KEY DATA NAME of GRANTEE I CONTACT I FOCUS Rwanda Women's Network (RWN) CPMR SUBJECT lnst~tut~onal Strengthenrng of RWN TYPE lnstitut~onal Strengthenrng (Engagement Mary Balikungeri 3157 K~galr Rwanda (250-771 99) rwawnet@rwandatell .corn DATES 11/00 - 05/01 6 month extension probable COUNTRIES Rwanda AMOUNT DISBURSED $1,667 (USD) AMOUNT $10,000 (USD) ACTIVITY AREA: STATUS In progress ADVOCACY NO STRATEGIC COORDINATION NmORKING NO INSTITUTIONAL STRENGHTENING YES * II. SUMMARY OF GRANT I INNOVATION BEST PRACTICES NO Strengthen RWN's capacity to efficiently and effectively achieve its mission as a regional organization engaged in conflict prevention, mitigation and response in Rwanda and bordering areas. Ill. GRANTEE IMPLEMENTING PARTNERS N A IV. ISGM PRE-AWARD ACTIVITIES (Dates 7100-1 1/00) Skill Building in: ASSESSMENTS: Management Control Assessment (07100) ISGM Regional Capacity Assessment (07100) V. ACTIVITIES OVER LIFE OF GRANT (Dates: 1 1100-0510 1 -- 6 month extension probable to 1 l/Ol) Italics denotes upcoming planned activities INSTITUTIONAL STRENGTHENING of RWN Skill Building in: Accounting and General Finance (I ISGM workshop 6/01 plus2 mentoring visits on site 02/01, 4/01) CPMR Networking (1 ISGM Conference 5100) Monitoring, Evaluation and Reporting (1 ISGM workshop 1 1100) Strategic Planning (1 ISGM mentoring visit 3101) Boards and Governance (selected trainings) Financial & Personnel Policy Development (internal efforts 5/01) Recmitment practices/procedures (internal efforts UOI) Initial Environmental Evaluation (I ISGM workshop OUOI) 1 Audits: Internal (Pact) Close-Out Audit (OWOI) ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS RWN will be linked to the following Centers of Excellence: Nairobi Peace Institute: Long term institutional strengthening for CPMR organizations National Church Councils CPMR Network for support of regional CPMR organizations ISGM EVALUATION REPORT F-47 VI. RESULTS CASCADE Vla. Results as related to SO6 and ISGM Contracted Performance Results lmproved accounting systems in place and staff skills strengthened through ISGM mentoring and financial workshops. lmproved management practices (human and financid resource policies, procurement policies, improved / or created). (901) lmamved skills in Boards and strengthened through ISGM kenioring (21 3/01), RWN is producing a dratl Strategic 5 year Plan (40 1) Staff skills in monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop. RWN will produced a drat ME&R plan with an input kicking system, performance indicators, etc. (401). New financial hcink g xiiiffwariii CPMR' networking (conference 5/00) RWN will patticbate in GHA CPMR network. alics denotes ~rosaective r( . . R WN will be linked to the following Centers of Excellence: Nairobi Peace Institute: Long term institutional strengthening for CPMR organizations GHA CPMR Network (National Church Councils) for support of regional CPMR organizations ulfs for 2001 Vlb. Tallv of number of institutions that were imoacted or benefited in relationshio to this grant. ISGM EVALUATION REPORT F-48 TABLE 2- 1 1. Lawyers Environmental Action Team I. KEY DATA NAME of GRANTEE Lawyers Envlronmental Action Team (LEAT) SUBJECT Develop~ng and promoting legal and ~nstrtutional arrangements for enhanc~ng food secur~ty through susta~nable management of transnatronal natural resources 1C 11. SUMMARY OF GRANT Developing legal and institutional arrangements for enhancing food security through sustainable management of transnational natural resources in the GHA region. Analyze and review the existing legal structure in light of the need to have a harmonized management and use of natural resources in the region. Assist in influencing the set up of a legal regime in the management and use of natural resources. Coordinate regional fonrmlconference to formulate appropriate draft protocols and or legislation appropriate to the sustainable management of natural resources in the region. Promote protocols and legislation created. Strengthen LEAT's capacity to efficiently and effectively achieve its mission as a regional organization engaged in food security and conflict resolution. CONTACT Rugemeleza Nshala P 0. Box 12605 Dares Salaam Tanzan~a ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS Regional: LEAT has two main country implementing partners in this grant: RECONCILE (Kenya) and Green Watch (Uganda). National: SRDA, Hakiyaardhi, and CBOs. Leat@twrga.com DATES 02/01 - 12/03 INSTITUTIONAL STRENGHTENING YES IV. ISGM PRE-AWARD ACTIVITIES (Dates 4/00 - 12/00) ASSESSMENTS: Management Control Assessment (04100) ISGM Organizational Capacity Assessment (07100, 10100) l SGM Regional Capacity Assessment (05100) Skill Building in: Accounting and General Finance (1 ISGM workshop 12/00) Monitoring and Evaluation (1 ISGM workshop 1 1100) Strategic Planning (1 ISGM workshop 12/00) FOCUS FS V. ACTIVITIES OVER LIFE OF GRANT (Dates: 02/01 - 12/03) TYPE AIIIS I INNOVATION BEST PRACTICES YES ISGM EVALUATION REPORT F-49 COUNTRIES Kenya, Uganda, Tanzanra STRATEGIC COORDINATION ADVOCACY NETWORKING YES 1 YES AMOUNT $250,000 (USD) AMOUNT DISBURSED $0 STATUS open Italics denote upcoming planned acthfies INSTITUTIONAL STRENGTHENING of LEAT Skill Building in: Strategic Communications Management policies and procedures Dev, Initial Environmental Evaluation Governance / Constitutional Review Strategic Planning Monitoring, Evaluation & Reporting Managing Grants & Contracts Information Systems Dev. Resource Mobilization NGO Ideology Accounting and Finance Environmental Law Networking Participatory Planning & Management Mgmt Control for non-Financial Managers Food Security Skills Training CPMR Skills Training Electronic Nefworking Project Development & Mgmt Organizational Mgmt Audits: Independent Close-Out Audit Equipment: I computer (1 ISGM Workshop 03/01) (Internal activity OVOI) (I ISGM Workshop 05/01) (Internal Activity OVOI) (Internal Adivify OVOI) (Internal Activity 0WO1) (I ISGM Workshop 06'01) (Internal activity 0WO1) (1 ISGM Workshop 06'01) (I ISGM Workshop 07/01) (1 ISGM Workshop 0&'01, mentoring visit on 7/01) (1 ISGM Workshop 09'01) (I ISGM Workshop YOI) (I ISGM Workshop 1W1) (1 ISGM Workshop IWOI) (1 ISGM Workshop 11/01) (1 ISGM Workshop 11/01] (1 external course 2002) (I external course 2002) LEAT's ACTIVITIES TO IDENTIFY/TEST/PROMOTE INNOVATION & BEST PRACTICES Research and Analysis of existing situation relating to transnational issues of NRM iegislafon. Identify principal management issues affecting the region and existing mechanisms (national and international) for dealing with them. LEA T'S ACTMTIES IN REGIONAL STRATEGIC COORDlNA TION / NETWORKING / COOPERA TION Form regional networks relating to legal issues effedng food security and natural resource management, Identify principal management issues affecting the region and existing mechanisms (national and international) for dealing with them. Develop dra ff policy recommendations. Conduct regional workshop among policy makers and relevant NGOs and stakeholders to finalize draff policy recommendations. Develop regional networks focused on topics covered at conference LEAT's ACTIVITIES IN ADVOCACY AND POLICY DEVELOPMENT / ANALYSIS Prepare protocols based on conference findings, prepare draff regional legal instruments. Promote protocol and relevant legislation and enforcement. ISGM SUPPORT IN LEVERAGING FUNDS / ASSISTANCE ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS LEAT will be linked to some or all of the following: 1 OAUIIBAR: Long term supportltraining of regional FS organizations. ACTS: Policy analysis and advocacy. Moi University Tanzania Food and Nutrition Center East African Community ISGM EVALUATION REPORT F-50 Aqpd suo,ppuaururow 6wap WM 'way4 wa @uo!pwajufleuo.pu) lq 6ugs!xa swguey3aw 6upajje ayj u0!6a1 pue juawaBeuew sansq paw oj Mjuap! ledpuud puo!6atl syonyau pocg &n%s ,sanssy sylomaweg iq leuo.~usueq Aqod 9sApue /eBa14o TABLE 2-12. Kenya Rainwater Association I. KEY DATA NAME of GRANTEE I CONTACT I FOCUS I COUNTRIES I AMOUNT Kenya Ramwater Assoc~atron (KRA) SUBJECT Promot~on of best pract~ces of ramwater harvesting through network creat~on and support. It II. SUMMARY OF GRANT Identi, evaluate the performance of water harvesting systems in the GHA with the aim of promoting best practices in water management in order to enhance food security in the region by establishing and strengthening a regional rainwater network that will coordinate the identification and evaluation of promising technologies, and promote best practices. Identify appropriate rainwater harvesting options for improving food security in the selected areas within the region by conducting 8 case studes from 4 countries in the region which will: 9 ldentify different rainwater harvesting systems in selected areas of the region > Evaluate the performance of identified systems under prevailing conditions P Evaluate socio-economic ;and gender perspectives under which each technology is being adopted > Inventory land user conshints considering their fragile farming systems > Document how the people have coped with drought and famine, Identify impact of drought and famine on relationships at the household, community and national level and the potentials for contiit and its resolution > Examine gender influence in the adoption of water harvesting technologies and respond to food insecurity 9 Understand social structures that guide beliefs, attitude values, expectations and norms of behaviors > ldentify limitations and advantages if dierent RWH technologies in the region Exchange and share experiences among stakeholders within the region Strengthen KRA to cany out its mandate. Encourage reduction of conflicts over water resources. ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS: Regional and Country Rainwater Associations (Tanzania, Ethiopia, Uganda) and SEARNET Regional Advisory Office of the International Water Management Institute l ntemati onal Rainwater Catchment Association Africa Water Network Dr Mancy Bat1 72387 Na~rob~, Kenya (02720269) kra@net2000ke com DATES 01101 - 01/03 IV. ISGM PRE-AWARD ACTIVITIES (Dates MOO-1 101 ) INSTITUTIONAL STRENGHTENING YES Skill Building for KRA in: Accounting and General Finance (2 ISGM workshops 06100 8 12/00) Monitoring, Evaluation and Reporting (1 ISGM workshop 11/00) Strategic Planning (1 ISGM workshop 12/00) ASSESSMENTS FOR KRf% Management Control Assessment (4100,5100) ISGM Organizational Capacity Assessment (05100) 1 ISGM Regional Capacity Assessment (05100) FS (w~th some CPMR) TYPE AIIIS I NO INNOVATION BEST PRACTICES YES STRATEGIC COORDINATION NETWORKING YES V. ACTIVITIES OVER LIFE OF GRANT (Dates: 01/01 - 01/03) ADVOCACY ISGM EVALUATION REPORT F-53 Kenya, Uganda, Tanzanta, Eth~opia, Er~trea, Sudan AMOUNT DISBURSED $13,94i(USD) $250,000 (USD) STATUS ~n progress ItaIics denotes upcoming planned activities INSTITUTIONAL STRENGTHENING of KRA and KRA branches Skill Building in: Strategic Planning Accounting and General Finance Strategic Communications Monitoring, Evaluation & Reporting lnitial Environmental Evaluation NGO Management Resource Mobilization NGO ldeology Participatory Planning & Management Management Control for non-Financial Managers Electronic Communications & Networking Governance/ revised constitution Evaluation /Audits: Internal KRA mid-term evaluation lndependent Close-Out Audit Equipment: 1 computer Office furniture (1 mentoring visit on site 01/01) (1 mentoring visit on site 03/01, planned mentoring visits on YO1 and 9/01) (1 ISGM workshop 3/01 and mentoring visits) (I lSGM workshop 05/01) (I ISGM workshop 05/01) (1 external course WOl) (I lSGM workshop 0WO1) (1 lSGM workshop 07/01) (I lSGM workshop 9/01) (1 ISGM workshop 1 WOl) (I ISGM workshop 11/01 and mentoring visits) f5/('1) KRA'S ACTIVITIES TO IDENTIFY/TEST/& PROMOTE INNOVATION/BEST PRACTICES ldentify appropriate rainwater harvesting options for improving food secunty in the selected areas within the region by conducting 8 case studies from 6 countries in the region Synthesize case studies and develop two ovetview papers (Y01) V/W Condud 3-day regional workshop for 30 partidpants to disseminate findings, and exchange further information (8/01) Prepare and disseminate proceedings highlighting best practices for rainwater harvesting technologies. (I WOI) Distribute findings on best practices through GHARP internet website (1 1/01) KRA'S ACTIVITIES IN REGIONAL STRATEGIC COORDINATION 1 NETWORKING 1 COOPERATION Attended ISGM Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (CPMR strategic planninglregional agenda setting and networking) (5100) Attended ISGM & OAUABAR Conference on Animal Health Networking (0410 1) Establish and strengthen a regional GHA Rainwater Network (GHARP) that will coordinate the identiication and evaluation of promising technologies, and promote best practices (5101 and ongoing) Conduct a two-day regional workshop to launch the GHA Rainwater Networks (GHARNET) and identify ways of expanding GHARP and further strengthening of collaborating associations Establish a GHARP newsletter and website for disseminating information ) Enhance communication and coordination and monitoring of KRA branch activities (YO1 and ongoing) Attend lSGM Food Securify Conference (1 ISGM workshop 08/01) ISGM SUPPORT IN LEVERAGING FUNDS 1 ASSISTANCE ISGM has selected KRA as a Center of Excellence and to that end will be providing additional assistance, skill development and knowledge transfer. OAUIIBAR will provide long term support and training as relevant. ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS KRA Will be linked to the following Centers of Excellence: Atid Lands Network: Promotion of best practices for Arid Land Mgmt and networking. OAUABAR: Long term support and training of pastoralist related NGOs lLRl & ASARECA: Research and promotion of best practices for livestock membership organizations. ACCE ISGM EVALUATION REPORT F-54 VI. RESULTS CASCADE Vla. Results as related to SO5 and ISGM Contracted Performance Results weaknesses of ~didentified and documented and presented to mgrnt staff and board. Staff skills strengthened in org. capacity development through participation in ISGM org. assessment process. I Management, secretananat body in place (employmenf of executive officer (541) I Improved management practices ljob descriptions, human and financial resource policies, improved / or creafed). (YW I Streamlined office management procedures in place. (YOI) planning strengthened throigh participation in ISGM workshop KRA k producing a drat Strategic 5 year Plan ( 6'01) Staff skilk in monitoring, evaluation and reporting strengthened through ptuticipation in ISGM ME&R workshop. KRA will producing a draff MEW plan with an input tracking system, pehnnance indicators. etc, f7/01) regional rain water harvesting options for improving food secunty in the selecfed areas wthin the region identfied (by conducting 8 case studies from 6 countries in the region). (YOI) 1 p $ I internet) (1/02) 30 rainwater related organizations trained on best practices in rainwater harvesting (WOI) Produced and widely distributed proceeding of conference. (1 WOI) 500 copies of ISGM newsletter distributed highlighting summary of KRAs RWH best practices (also made available on the see belaw Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Attended ISGMIOAU IBAR Conference on Pastoralkt Networking (4101) Will Attend ISGM Food Secunty Conference /&1011 EVALUATION hked to the Following Centers 3f Excellence: I Arid Lands Network: Promotion of best practices for Arid Land Mgmt and networking. I OAU/IBAR: Long tern support and training of pastoralist related NGOs I ILRl & ASARECR' Research and promotion of best practices for livestock membership organizations. ACCE EPORT F-55 . ISGM has selected KRA as a Center of Excellence and to that end will be providing additional assistance, skill development and knowledge transfer. 1 OAU/IB AR will provide long term supporf and training as relevant. ISGM PROJECT ACTMTIES The KRA grant was only signed in February 2001 and therefore the activities have not been implemented. The planned activities are: - o Establishment of a professional secretariat as well as equipping the oflice. o Institutional strengthening activities that would include training in strategic planning and consequently develop their own strategic plan as well as assisting their partners to do the same, training in financial management as well as understanding of the granteelgrantor relationship and other types of training according to the requirements of the organization. o Promotion of best practices in rainwater harvesting in the countries of operation - Existing rainwater harvesting technologies to be identified and turned into case studies for dissemination in the region, evaluation of the technologies and where they work best. RESULTS THROUGH ISGM Though the grant has been running for a short time, KRA has witnessed specific results, especially in their organizational development. o They have been able to rent and equip more spacious offices that are compatible with their program portfolio o Two computers have been installed and are in the process of developing a web site. o A finance and a communications officer have been hired and they are in the process of hiring an executive director o They are in the process of formalizing their regional network KRA projects itself as an organization with serious professionals who were previously handicapped by lack of institutional capacity. With the capacity strengthening through ISGM they will access fimding and also network with other organizations so that they can become a truly regional organization. ISGM EVALUATION REPORT F-57 TABLE 2- 13. Africa Peace Forum I. KEY DATA NAME of GRANTEE I CONTACT Afrlca Peace Forum (APFO) Amb Bethuel K~plagat 76621 Nalrob~, Kenya (02574092) SUBJECT FOCUS CPMR TYPE AlllS k~lenem@afncaonline.co ke DATES Early warn~nglresponse system for confl~ct ~dentlkat~on and management ACTIVITY AREA: 02/01 - 1203 COUNTRIES Kenya, Uganda, Tanzanla, Rwanda, Burund~, Ethlopla, Erltrea, Somaha. Sudan AMOUNT DISBURSED AMOUNT $250,000 (USD) STATUS In progress STRATEGIC COORDINATION NETWORKING YES INSTITUTIONAL STRENGHTENING YES ADVOCACY YES I INNOVATION BEST PRACTICES YES * 11. SUMMARY OF GRANT Establish a permanent and internally recognized conflict warning network across the entire Great Lakes and the Horn of Africa Regions; Strengthen local and regional capacities for information monitoring, gathering, analysis and policy formulation; Ensure that local regional and international policy makers have access to accurate objective and timely information; Ensure that local opinions, perspectives and recommendations for short, medium, and long term action are taken into consideration by policy makers at all levels; = Initiate strategic studies aimed at tackling short, medium, and long-term issues necessaly for building sustainable peace. Strengthen APFO's capacity to efficiently and effectively achieve its mission as a regional organization engaged in conflict resolution networking. Ill. GRANTEE IMPLEMENTING PARTNERS APFO cooperates with the following organizations: People for Peace in Africa Nairobi Peace Initiative All Africa Conference of Churches Norwegian Church Aid African Evangelical Enterprise International Committee for the Red Cross Action Aid EECCLHA Regional members of the Early Warning and Early response network include: Center for Conflict Resolution Center for Basic Research Africa Dialogue Center African Center for Conflict Resolution and Development Compagnie des Aportes de la Paix IV. ISGM PRE-AWARD ACTIVITIES (Dates 07100-1/01) ASSESSMENTS: ISGM Organizational Capacity Assessment (07100) ISGM Regional Capacity Assessment (08100) Management Control Assessment (08100) Skill Building in: 4 Accounting and General Finance (1 ISGM workshop 12/00) Monitoring & Evaluation (1 ISGM workshop 11/00) Strategic Planning (1 ISGM workshop 12100) ISGM EVALUATION REPORT F-58 V. ACTIVITIES OVER LIFE OF GRANT (Dates: 02/01 - 12/03) Italics denote upcoming planned activities. INSTITUTIONAL STRENGTHENING Skill Building in: Strategic Communication Accounting and General Finance Initial Environmental Evaluation Strategic Planning Managing Grants & Contracts Resource Mobilization Strategic Communication (11) Constitution Review NGO Ideology Accounting and Finance (QB3) Environmental Law Networking Mgmt Management Practices Participatory Planning 8 Management Financial and Personnel Policy Dev. Mgmt Control for non-Financial Managers Electronic Networking Project Development & Mgmt Audits: Independent Close-Out Audit (1 ISGM workshop 03/01) (2 mentoring visits 04/01 & 08101 (I ISGM Workshop 05/01) (Internal Activity 05/01) (1 ISGM Workshop OWOl) (I ISGM Workshop 06'01) (1 ISGM Workshop 07/01) (Internal Activity 07/01) (I ISGM Workshop 07/01) (1 ISGM Workshop OWO1) (1 ISGM Workshop OYOI) (Internal Activities 0W1) (1 ISGM Workshop YOI) (Internal activify 1W1) (1 ISGM Workshop 1 W01) (1 ISGM Workshop 11/01) (1 ISGM Workshop 2002) APFO's ACTIVITES TO IDENTIFY/TEST/PROMOTE INNOVATION &BEST PRACTICES Collect, analyze, assess information relating to structural and dynamic factors, which contribute to instability in order to find opportunities for peace building. Promote the development of Peace Forums throughout the region Collaborate with partners to undertake contikt mapping and architecture. Produce regular reports assessing risks and providing viable options for actions to reduce tensions. APFO'S ACTMTES IN REGIONAL STRATEGIC COORDINATION 1 NETWORKING 1 COOPERATION Establish a permanent and internally recognized conflict warning network across the entire Great Lakes and the Horn of Africa Regions; Ensure that local regional and international policy makers have access to accurate objeciive and timely information; Ensure that local opinions, perspectives and recommendations for short, medium, and long term action are taken into consideration by policy makers at all levels; Affend CPMR Skill Training (I ISGM Workshop 12/01) APFO's ACTIVITES IN ADVOCACY AND POLICY DEVELOPMENTI ANALYSIS Conduct, Idenw and disseminate findings of strategic studies to key actors to exchange analyses and promote options for conflict mitigation and peace building Strengfhen local and regional capacities for information monitoring, gathering, analysis and policy formulation. ISGM SUPPORT IN LEVERAGING FUNDS / ASSISTANCE ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS APFO will be linked to some or all of the following: National Church Councils and Catholic Secretariat Network regional CPMR organizations. NPI: Long term institutional strengthening of CPMR organizations. African Council for Communication and Education: Transfer of strategic communication support services 1 training materials. AAC: Potential support for CPMR activities. ISGM EVALUATION REPORT F-59 VI. RESULTS CASCADE Vla. Results as related to SO6 and ISGM Contracted Performance Results and Weaknesses of ~FO identified and documented and presented to mgmt staff and board. Staff skills strengthened in organizational capacity development through participation in multiple ISGM OCA workshops. lmproved accounting systems in place and staff skills strengthened through ISGM mentoring and financial workshops. lmproved management practices (human and financid resource policies, improved / or created). Revised constitution lmproved skills in resource mobilizdon planning strengthekd fhrough participation in ISGM workshop APFO is producing a drail Strategic 5 year Plan (YO1) Staff ski/& in monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop. APFO is producing a draR MEM plan with an input tracking system, performance indicators, etc. (MI) identified and tested through the collection and analysis of information relded to the causes of instability and conflict in the region. disseminated through network to key actors. I Regular reports produced hr key policy makers assessing on going events in terms of risks and viable opeions for avoiding conflicts promote local peace fomms to encourage local discussion of peace issues and strengthen local and regional capactties for information monitoring, gathering, analysis and policy formulatian Warning system will & developed fhrough electronic networks. Regular reports- produced for key policy makers assessing on going events in ferms of risks and viable options for avoiding conflicts APFO will strengthen local and regional capacities for information monitoring, gathering, analysis and policy formulation !o some or all of the bllo wing: National Church Councils and Catholic Secretariat: Network regional CPMR organizations. I NPE: Long term institutional strengthening of CPMR organizations. I Afrcan Council for Communication and Education: Transfer of strategic communication support services I training materials. I AAC: Potential support for CPMR activities ISGM EVALUATION REPORT F-60 I New financial tracking ( I APFO will provide soffware to be instdled and staff trained in I utilization. I potential options for 1 actions to reduce tensions and build sustainable peace. enhanced through CPMR skills training (1241) and though nefworking with other CPMR organizations as well as through their extensive collection and analysis of CPMR related information. Vlb. Tally of number of institutions that were impacted or benefited in relationship to this grant. 1 requires further info for ana&sis AFRICA PEACE FORUM (APF) Africa Peace Forum is a NGO registered in Kenya to deal with peace and security issues in the IGAD area and the Great Lakes region. The organization has been operational for six years although they only got registered within the last one year. Over the years, they have been specifically engaged in: - o Negotiating a peace process in Sudan. o Building of a peace network in the Great Lakes Region o Developing and running training programs for early warning systems in relation to conflict in the IGAD region. APF has been working with a small group of donors and they belief that they have been making a valuable contribution to the peace processes in the countries they are involved in. They have however found that working in the area of CMPR is very difficult because while one may make gains, one also makes terrible losses and may have to start all over again. APF has project ideas for other countries of GHA that they have not been involved and they will tackle them as their capacity develops. ISGM EVALUATION REPORT F-6 1 APF applied for the ISGM grant in March 2000 and they had it approved in March 200 1. While the organization may have had a lot of pre award activities to be done, they still feel that it was along waiting period The APF plans to achieve the following with the ISGM o Establish a conflict warning network across the GHA and the Great Lakes Region o Provide accurate information to policy makers both in the region and internationally. o Initiate strategic studies aimed at tackling and building sustainable peace. Strengthen their organizational capacity to efficiently and effectively achieve its mission as a regional organization in CMPR. RESULTS ACHIEVED THROUGH ISGM o The OCA process was so useful to them and they believe that it should happen to all NGOs so that they can plan their activities in relation to their capacity and also know specific areas that they should address in order to serve their constituency better. o The training in financial management and installation of a system has simplified the task and will enable them not only to account for the ISGM grant but also for other grants. o The process for approval of the grant should be shortened The application forms should be simplified to encourage the less established organizations to apply. o At some point in the project, a meeting of all the grantees should be arranged to share lessons learned. o There is need to prepare for indigenization of the ISGM process so that it will be fully performed by an African partner The APF projected itself as a successfbl regional organization that was fhlly focused on CMPR. The leadership is composed of eminent people who have the necessary network to contact the leaders in various countries in GHA and the Great Lakes Region. ISGM EVALUATION REPORT F-62 TABLE 2- 14. Wajir South Development Association I. KEY DATA NAME of GRANTEE 1 CONTACT 1 FOCUS ( COUNTRIES 4 II. SUMMARY OF GRANT Promote innovative integrated livestock develoment' Kenya, Somaha AMOUNT DISBURSED $92,197(USD) Walir South Development Association (WASDA) SUBJECT Bulld the capaclty of pastoralist commun~t~es through support of livestock management actwitles and networking ACTIVITY AREA: AMOUNT $249,616 (USD) INSTITUTIONAL STRENGHTENING YES STATUS in progress Cpt Omar Husseinal~ 28409 Nalrobl, Kenya (254221835) wasdahq@wananchl corn DATES 1 1/00 - 05/02 ADVOCACY YES FS (also CPMR focus) TYPE AIIIS INNOVATION BEST PRACTICES YES Improve animal health of pastoral herds bn communities of Wajir South and Afmadow District of Southern Somali) over 18 months. Establish Pastoral Associations that will coordinate collaboration of resources, prevent and respond to disputes across borders, and lobby and advocate for land use rights. Provide sustainable systems for pastoral communities of Wajir South and Afmadow District to access more water. Support community efforts to reduce conflicts related to resources, and environmental destruction in Wajir South and Southern Somali over 18 months. Support community efforts to reduce barriers to cross border cattle trade by accessing livestock drugs, conducting vaccinations in southern Somalia and by increasing security along trade routes. Strengthen WASDA's capacity to efficiently and effectively achieve its mission as a regional organization engaged in food security and conflict resolution. STRATEGIC COORDINATION NEWORKING YES Ill. GRANTEE IMPLEMENTING PARTNERS Kenya Pastoralist Forum PENHA Ethiopia FARM AFRICA OXFAM Wajir ALDF OAUIPARC Intermediate Technology Development Group NPHC lTDG Community groups and Pastoral Associations in Wajir South and Afrnadow Districts IV. ISGM PRE-AWARD ACTIVITIES (Dates 6100-1 1/00) ASSESSMENTS: Management Control Assessment (06100,07100) ISGM Organizational Capacity Assessment (06100) ISGM Regional Capadty Assessment (07100) I * V. ACTIVITIES OVER LIFE OF GRANT (Dates: 11100-05102) Italics denotes upcoming planned activities INSTITUTIONAL STRENGTHENING of WASDA Skill Building in: Accounting and General Finance (2 ISGM workshops 12/00 & 6'01, 1 mentoring visit on site 03/01 planned menforing visifs on YO1 and 8'01) Monitoring, Evaluation and Reporting (1 ISGM workshop 1 1/00) Strategic Planning (1 ISGM workshop 12/00 plus mentoring visit 01101) Strategic Communications (1 ISGM workshop 03101) Initial Environmental Evaluation (I ISGM workshop 05'01) ISGM EVALUATION REPORT F-63 Resource Mobilization (1 ISGM workshop 06/01) NGO Ideology (1 ISGM workshop 07/01) Governance (Educational Tow and mentoring 9/01) Participatory Planning & Management (1 ISGM workshop 9/01) Mgmt Control for non-Financial Managers (1 ISGM workshop 10101) Electronic Communications & Networking (I ISGM workshop 11/01 and mentoring visits) Audits: Independent Close-Out Audit (OWO2) Equipment: I computer I vehicle Office furniture Radios WASDA's ACTIVITIES TO IDENTIFYlTEST/and PROMOTE BEST PRACTICES Conduct educational visits to Farm Africa and OXFAM Wajir sites for 24 leaders from project areas to gather lessons learned on decentralized animal health Trained leaders conduct training in their communities on concept of decentralized animal health Communities establish Pastoral Associations and WASDA trains Pastoral Associations on roles and functions 70 pastoralists who move with the livestock selected by Pastoral Associations to be Community Animal Health Care Workers (CA H Ws). CAHWS trained on veterinary practices and medicine revolving fund for CAHWS established WASDA researches and documents ethno veterinary practices, holds workshop and disseminates information. Community Training on environmental friendly practices (i.e, improved methods for charcoal use, improved use of water resources.. .) Communities form Peace Groups who receiving training in facilitating conflid resolution Formation ofjoint cross border peace team Communities form water user associations. Water users Associations trained and develop water management plans for boreholes Rehabilitation of boreholes and water management plans WASDA'S ACTMTES IN REGIONAL STRATEGIC COORDINATION / NETWORKING / COOPERATION Attended ISGM Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (CPMR strategic planninglregional agenda setting and networking) (5100) Attended ISGM & OAUABAR Conference on Animal Health Networking (0410 1) Attend ISGM Food Security Conference (1 ISGM workshop OW01) WASDA's ACTIVITIES in ADVOCACY and POLICY DEVELOPMENT1 ANALYSIS Community Training on land tenure, and general basic rights related to humans, animals and the environment Support Pastoral Associations in efforts to lobby and advocate for land use rights. ISGM SUPPORT IN LEVERAGING FUNDS /ASSISTANCE ISGM supported WASDA in successful efforts to leverage additional funding from UNDP (Up to $ 60,000) for water relief efforts in Wajir. (3101) ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS WASDA will be linked to the following Centers of Excellence: Arid Lands Nefwork: Promotion of best practices for Arid Land Mgmt and networking. OAU/IBAR: Long term support and training of pastoralist related NGOs ILRl & ASARECA Research and promotion of best practices for livestock membership organizations. KRN GHARNET Center of Excellence NPI: Networking regional CPMR InstEMions APFO: CPMR Early Warning Systems ACCE ISGM EVALUATION REPORT F-64 VI. RESULTS CASCADE Vla. Results as related to 505 and ISGM Contracted Performance Results Italics denotes nrosnedive weaknesses of WASDA identified and documented and presented to mgmt staff and board. Staff skills strengthened in org. capacity development through participation in ISGM org, assessment process. = lmproved management practices (human and financial resource policies, improved / or created). (12/01) Proper office management and filing procedures in place. (9/01) = Revised constitution (9/01) Updated office systems planning strengthened through participation in ISGM workshop WASDA has producing a drafl Stategic 5 year Plan ( 3/01) = Staff skills in monitoring, evaluation and reporting skengthened through participation in ISGM ME&R workshop. WASDA has produced a drafl ME&R plan with an input backing system, performance indiib, etc. syst&s/ policies anc procedures in place and staf skills skengthened through ISGM mentoring and financia, workshops. (ongoing) Improved skilk in resource mobiliz~ion (WI) ' decentralized animal health implemented in piloted in 8 communifies Best practices in ethno veterinw care researched and documented Community Peace Groups and crass border peace teams piloted. Water user associatiom piloted. animal health cab workem trained in best practices. I cc conference pcuticipants trained in ethno veterinary practices. 60 community members trained in best practices relating to management of natural resource base. xx community peace groups trained in best practices for facilitating conffict and promoting peace, 40 water users assoc, members trained in best practices for water management. = 500 copies oi ISGM newsletter distributed highlighting summary Conference on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Attended ISGWOAU IBAR Conference on Pastoralkt Networking (401) Will Attend ISGM Food created (9/01) IS Establish Pastoral Associations and provide skills and inhation so they may lobby and advocate for land use rights. M EVALUATION VASDA will be hked to the ollowing :enters of !xcellence: Arid Lands Network: Promotion of best practices for Arid Land Mgmt and networking. I OAU/IBAR: Long term support and training of pastoralist related NGOs I lLRl& ASARECR' Research and promotion of best pracfices for livestock membership organizations mKRA.1 GHARNET Center of Excellence NPI: Networking regional CPMR Institutions APFO: CPMR Ea* Warning Systems ACCE :PORT F-6. ISGM supported WASDA In successful efforts to leverage additional funding from UNDP (Up to $ 60,000) for water relief efforts in Wajir (301 Improved technical skills in CPMR through specialized training (WO 1) also pcuticipation in ISGM hod security skills training course (f0/01) through ed. visits in best practices and participation in multiple networks. I ~Im~rovsd skills in inilid l / ehvironmental evaluation training (YO1) and parti~i$ory ' pl&ning and management training (9/01) Vlb. Tallv of number of institutions that were im~acted or benefited in relations hi^ to this grant. WAJIR SOUTH DEVELOPMENT ASSOCIATION (WASDA) 124 maximum Wajir South Development Association started its operations in 1993 and registered in 1995 as a NGO in Kenya. At the outset the organization aimed at mobilization of local resources for development activities. They have conducted Harambees for construction of schools and other facilities in Wajir South. They have carried out other major projects in water and education in collaboration with UNICEF. Due to the close proximity to Somalia and the nature of nomadic communities, WASDA has always implemented projects Wajir South and Afinadow district of South Somalia. The residents move freely between the two places as if the international borders do not exist. 500 /~~~-newsletters plus unlimited access on ISGM internet sites The need for a secretariat was identified in 1999 and therefore the application for ISGM fbnding. 600 PLUS maximum o Livestock development o Formation of community peace groups and animal health groups o Reduction and prevention of natural resources-related conflict. LI Institutional development of associations that will coordinate cross border development activities in Kenya and Somalia. o Institutional development of WASDA The grant was released in December 2000 and the activities started immediately ISGM EVALUATION REPORT F-66 RESULTS THROUGH ISGM Within the three months of operation, there are definite achievements. o The pre-award consultations and training have been a learning process for the organization. o Equipping of the secretariat with furniture and computers. o Salary support will enable the staff to concentrate in development activities. o Purchase of vehicle has enabled the organization to visit project sites more regularly cn They are more confident to apply for fbnding from other donors for the project. o The development of the organization strategic plan has enabled them to look into the fbture in and develop mechanisms of addressing their problems. The results are expected to increase when all planned activities are carried out. Although WASDA started with the intention of addressing problems in Wajir South, they have realized that many of their solutions will only be sustainable if addressed across the border. The effort has already borne good results and their plans to work across the border with Ethiopia will therefore be hastened. ISGM EVALUATION REPORT F-67 TABLE 2-1 5. Community Livestock Initiative Program (CLIP) I. KEY DATA FOCUS FS NAME of GRANTEE Commun~ty L~vestock ln~t~at~e Program (CLIP) itkenya@tdg or ke COUNTRIES TBD CONTACT Elija Agev~ (ITDG) at present unt~l CEO of CLIP rdentified 39493 Nairob~, Kenya (024421 08) SUBJECT Improved livestock product~v~ty through idenbficabon and promotion of best pracilces in commun~ty anlmal health care AMOUNT DISBURSED $0 AMOUNT TBD DATES TED STATUS negot~at~on In progress TYPE AlllS ADVOCACY NO POTEMIAL ACTIVITY AREA: I II. SUMMARY OF PROPOSAL Improve livestock productivity through identification, testing and dsseminating improved technologies for the management of livestock by lncreasing knowledge and dissemination of information on safer ethno-veterinary practices in the region in prevention and treatment of livestock disease. Increasing knowledge awareness and know-how and adoption of community tsetse control techniques Promoting wider acceptance of community based animal health concept in the region Strengthen CLIP'S capacity to efficiently and effectively achieve its mission as a regional organization engaged in food security. STRATEGIC COORDINATION NETWORKING YES INSTITUTIONAL STRENGHTENING YES Ill. GRANTEE IMPLEMENTING PARTNERS ITDG INNOVATION BEST PRACTICES YES IV. ISGM PRE-AWARD ACTIVITIES Skill Building of CLIP in: Accounting and General Finance Strategic Planning Strategic Communications Monitoring, Evaluation and Reporting ASSESSMENTS: ISGM Organizational Capacity Assessment 4 ISGM Regional Capacity Assessment Management Control Assessment (Dates 03100-?/01) NEGOTIATIONS IN PROCESS lfalics denote upcoming planned activities. (1 ISGM workshops 12/00) (1 ISGM workshop 12100 1 mentoring visit 01101) (1 ISGM workshop 03/01) (1 ISGM workshop 05/01) (08100) (08100) (in process) V. ACTIVITIES OVER LIFE OF GRANT N A VI. RESULTS CASCADE Vla. Results as related to SO6 and ISGM Contracted Performance Results Premature to analyze prior to signing of grant although some institutional strengthening has already taken place. Vlb. Tally of number of institutions that were impacted or benefited in relationship to this grant. Premature to analyze prior to signing of grant ISGM EVALUATION REPORT F-68 TABLE 2- 16. Rural Energy & Food Security Organization I. KEY DATA + II. SUMMARY OF GRANT Promote and facilitate farmer based improved planting materials of cassava clones and orange fleshed sweet potatoes Facilitate Agroforestry technologies to ensure food security. Strengthen REFSO's capacity to efficiently and effectively achieve its mission as a regional organization engaged in food security. NAME of GRANTEE Rural Energy & Food Securlty Organization (REFSO) SUBJECT Identlficatlon, testlng and dlssernlnatlon of Improved agricultural varletles and technologies ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS REFS0 has 8 key implementing partners: 2 KARl Research Stations KEFRll ICRAF Agroforestry Research Station PRAPACE Kenya Ministry of Health EARNET Kenya's Ministry of Agriculture CIP Farmer CBO's CONTACT Fred Waslke P 0 Box 751 Narobi, Kenya bgs@africaonline co.ke DATES 02/01 - 12/02 IV. ISGM PRE-AWARD ACTIVITIES (Dates 11/00 - 01/01) ASSESSMENTS: ISGM Organizational Capacity Assessment (02/00,03/00) ISGM Regional Capacity Assessment (12/00) Management Control Assessment (1 2/00) Skill Building in: Monitoring & Evaluation (1 ISGM workshop 11/00) Strategic Planning (1 ISGM workshop 12/00) AMOUNT $154,000 (USD) STATUS In progress FOCUS FS TYPE AlllS ADVOCACY NO INSTITUTIONAL STRENGHTENING YES 4 V. ACTIVITIES OVER LIFE OF GRANT (Dater: 02/01 -1 2102) COUNTRIES Kenya & Uganda AMOUNT DISBURSED $0 I Italics denote upcoming planned activities. INSTITUTIONAL STRENGTHENING OF REFS0 Skill Building in: Strategic Communications (1 ISGM Workshop 03/01) Accounting and General Finance (1 ISGM workshop 6/07 3 Mentoring visits 0401, 06'0.1, 1CYO1) GovernancdLeadership (internal activities 04f01) Monitoring, Evaluation & Reporting (1 ISGM Workshop OYO1) Initial Environmental Evaluation (1 ISGM Workshop 0901) Financial and Personnel Policy Dev. (internal activities 05'01) Strategic Planning (1 ISGM mentoring visit 5'01) Managing Grants & Contracts (1 ISGM Workshop 06/07) Quality Service Delivery (internal activities 0W01) Resource Mobilization (1 ISGM Workshop Oli/01) Human Resources Management (internal activities 07/01) NGO Ideology (1 ISGM Workshop 07/01) Participatory Planning & Management (1 ISGM Workshop WO1) INNOVATION BEST PRACTICES YES ISGM EVALUATION REPORT F-69 STRATEGIC COORDINATION NETWORKING NO Mgmt Control for non-Financial Managers (1 ISGM Workshop 1 6/01) Food Security Skill Training (1 ISGM Workshop 16/01) CEO Capacify Development (internal activities 10/01) Electronic Networking (1 lSGM Workshop 11/01) Audits: lndependent Close-Out Audit (12102) Equipment: Computers Printers Bicycles REFSO'S ACTIVITIES TO IDENTlFY/TEST/& PROMOTE INNOVATIONfBEST PRACTICES Puf in place multiplication sites and tree nurseries. (07/01) Conduct training and learning workshops on improved agricultural activities4arieties with key partners/sakeholders. (0&/01) Distribute improved variety seeds to farmers and promote production. (Ongoing) Conduct "field days" and participafion in agricultural shows and awareness campaigns (Ongoing) REFSO'S REGIONAL STRATEGIC COORDINATION / NETWORKING / COOPERATION Attend Food Security Conference (1 ISGM Workshop OUOI) ISGM SUPPORT IN LEVERAGING FUNDS / ASSISTANCE ISGM LINKAGES TO SUSTAINABILITY INDUCING SUPPORT SYSTEMS OAUIIBAR: Long term supporUtraining of regional FS organizations. ICRAF: Promotion of best practices and networking among agroforestry organizations. ACCE Local Church organizations for outreach ISGM EVALUATION REPORT F-70 VI. RESULTS CASCADE Vla. Results as related to SO6 and ISGM Contracted Performance Results he following >enters of ~xcellence: and weaknesses identified and documented to mgmt staff and board. Staff skills strengthened in organizational capacity development through participation in wg. capaciiy assessment process. Revised constitotion (WO 1) lmproved management practices (Job descriptions, human and financial resources policies, improved or created). (07/0 1) lmproved skilk in NGO management (7/01) lmproved skilk in management control fDT non￾financial mangers (10/0l). Updated office systems I Staff skiills in monitoring, evaluation and reporting strengthened through participation in ISGM ME&R workshop (V01). REFS0 will produce a drafi ME&R plan with an input tracking system, performance indicators, etc. (VO 1) Staff skills in strategic planning strengthened through participation in ISGM workshop. REFSO is currently producing a trails on variefies. Conduct training and learning workshops on improved agricuItura/ aclivitiewVan'eties with key partners / stakeholders. Distribute improved variety seeds to fanners and promote production. Conduct Yield days" and participation in agricultural shows and awareness campaigns. food security conference (0W01). ;M EVALUATION 3AUlIBAR: Long term support and kaining of FS ?elated NGOs ICRAF: Promotion of best practices and networking among agoforesby organizations ACCE EPORT F-7 Improved accounting systemd policies and procedures in place and staff skills strengthened through ISGM mentoring and financial workshops; improved skills in managing grants and contracts (UOI); lmproved skills in resource mobilization I rn lmaroved technical skills I through participation in ISGM food security skills training course /10/01J and I rn Improved skills in initid I environmental evaluation (OUOI) and pafticipatory planning and management O/O. 1 * Will develop website and information management system. (07/01). Vlb. Tally of number of institutions that were impacted or benefited in relationship to this grant. I present I present ISGM EVALUATION REPORT F-72 TABLE 2- 17. Resource Conflict Institute I. KEY DATA NAME of GRANTEE Resource Conflct lnst~tute (RECONCILE) SUBJECT Pol~cy development and analysrs surrounding pastoral ware development and lnstitut~onal strengthen~ng of selected organ~zatlons INSTITUTIONAL STRENGHTENING YES I CONTACT COUNTRIES Kenya, Uganda, Tanzan~a AMOUNT DISBURSED $0 AMOUNT TBD STATUS negotlat~ons m abeyance until RECONCILE IS reg~stered ADVOCACY YES POTENTIAL ACTIVITY AREA: II. SUMMARY OF PROPOSAL INNOVATION BEST PRACTICES YES Strengthen RECONCILE'S capacity to efficiently and effectively achieve its mission as a public interest environment and natural resources organization. 8 Identify and implement appropriate institutional arrangements at resource-user, district, regional and nafional levels for the sustainable and equitable management of pastoral water resources in East Africa. Strengthen the capacity of program partners to cany out participatory action research with a goal of analyzing the policy environment surrounding pastoral water development. Strengthen the capacity of various institutions to work with other stakeholders in the management of pastoral water resources. Inform and influence regional and national policies on pastoral water resource management Facilitate the exchange of information and experiences between program partners and others. STRATEGIC COORDINATION NETWORKING NO Ill. GRANTEE IMPLEMENTING PARTNERS Intl. Institute for Environment and Development KRC NPP OXFAM IV. ISGM PRE-AWARD ACTIVITIES RECONCILE is registered) ASSESSMENTS: ISGM Organizational Capacity Assessment ISGM Regional Capacity Assessment Management Control Assessment Skill Building in: Accounting and General Finance Strategic Planning CPMR Networking Monitoring & Evaluation V. ACTIVITIES OVER LIFE OF GRANT (initiated 03100-- negotiations in abeyance until ltalics denote upcoming planned activities. (0400) (04100) (in process) (1 ISGM workshop 12/00) (1 ISGM workshop 12/00) (1 ISGM conference 5/00) (1 lSGM workshop 05/01) ISGM EVALUATION REPORT F-73 VI. RESULTS CASCADE Vla. Results as retated to SO6 and ISGM Contracted Performance Results Premature to analyze prior to signing of grant although some institutional strengthening has already taken place. Vlb. Tally of number of institutions that were impacted or benefited in retationship to this grant. Premature to analyze prior to signing of grant ISGM EVALUATION REPORT F-74 TABLE 2- 18. Participatory Ecological Land-Use Management Association I. KEY DATA AMOUNT TBD NAME of GRANTEE Part~c~patory Ecological Land-Use Management Assoc~ation (PELUM) FOCUS FS CONTACT Ngugi Mutura 1134 Nairobi, Kenya 015130541 sacdepkenya@iconnect.co.k SUBJECT Networking and institutional strengthenmg of regional food security organizations SUMMARY OF PROPOSAL !' Strengthen PRUM's capacity to efficiently and effectively achieve its mission as an umbrella network supporting regional organizations engaged in food security. Improve food security in communities through strengthening project implementation capacities of PELUM Network members (food security related organizations) and expand PELUMs outreach = Strengthen networking and collaboration activities of existing PELUM members in east Africa. Outreach networking and collaboration activities to reach Eritrea, Ethiopia, Sudan and Rwanda. In total 85 organizations would benefit. Build the capacities of the 85 agencies in the areas of SRD, community mobilization, organization and self￾reliancelsustainability and thus by extension improve the food and agricultural security of the partner communities. COU NTRlES Kenya, Eritrea, Ethiop~a, Sudan and Rwanda POTENTIAL ACTIVITY AREA: Ill. GRANTEE IMPLEMENTING PARTNERS SACDEP e DATES TBD IV. ISGM PRE-AWARD ACT IVlTlES (Dates 08/00-?/O 1 ) NEGOTIATIONS IN PROCESS ASSESSMENTS: ISGM Organizational Capacity Assessment (08100, 09100) ISGM Regional Capacity Assessment (09100) Management Control Assessment (in process) 4 Skill Building in: Monitoring & Evaluation (I ISGM workshop 0Y01) INSTITUTIONAL STRENGHTENING YES V. ACTIVITIES OVER LIFE OF GRANT N A TYPE ISIAI STRATEGIC COORDINATION NEWORKING YES INNOVATION BEST PRACTICES YES VI . RESULTS CASCADE ADVOCACY YES Vla. Results as related to SO6 and ISGM Contracted Performance Results Premature to analyze prior to signing of grant although some institutional strengthening has already taken place. AMOUNT DISBURSED $0 Vlb. Tally of number of institutions that were impacted or benefited in relationship to this grant. Premature to analyze prior to signing of grant STATUS negot~ations In process ISGM EVALUATION REPORT F-75 ANNEX G TABLES 3A, 3B, 3C, 3D - ISGM NGO DATA ISGM EVALUATION REPORT G-1 136 Table 3 A. ~frican based institutions that received training, technical assistance or funding through an ISGM grantee (in programs supported by the ISGM grant) Peace Building (10100) 6. ACFODE Uganda CPMR FIDA: Engendering the Peace Process Conference (2MX)) 7. Acholi Religious Leaders Peace Initiative (ARLPI) Uganda CPMR CECORE: Training on the Role of Media in Peace Building (pilot 6100) 8. ActionAid Uganda CPMR CECORE: Training on the Role of Media in Peace Building (10100) 9. Addis Ababa University Ethiopia FS FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention (3100) ISGM EVALUATION REPORT G-2 10. Africa World Review . 1 1. African Peace Forum (APFO) 12. African Women's Economic policy network (AWEPON) -Uganda 13. Agreisence Ethiopia 14. Akina Mama Wa Africa (AMWA) 15. Amani People's TheatrelAfrica GHA region (London based) Kenya Uganda Ethiopia Uganda Kenya CPMR CPMR CPMR FS CPMR CPMR CECORE: Training on the Role of Media in Peace Building (pilot 6/00) (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention (3100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) CECORE: Training on the Role of Media in Peace Building (1 0100) NAWOU: Food Security Conference (1 2/99) 16. ARFEM I Rwanda I CPMR I CECORE: Training on the Role or ~eaia inI I I I ( Peace Building (1 0100) I 17. Asian Women Lawyers Association CPMR I FIDA: Engendering the Peace Process 18. AUWMD - KANVALA, UGANDA c/o-Kiswa Health Centre 19. A.W.A. Tanzania 20. AWC Features 21. AWLA-GHANA 22. B.1.A Environmental Conselvation Group 23. Bank of Uganda 24. BCCPMRR 25. BeMix CC Process Facilitation Services ISGM EVALUATION REPORT (3-3 I Uganda I Fs I NAWOU: Food Securiiy Conference I flN991 Uganda Tanzania Kenya Ghana 26. Bukedde 27. Cameroon Women Lawyers 28. Capital Radio Zambia Uganda FS CPMR CPMR CPMR CPMR Uganda Cameroon Uganda CPMR FS 29. CEDE Liberia CPMR CECORE: Training on the Role of Media in conference (ZOO)- CECORE: Training on the Role of Media in Peace Building (pilot 6/00) (10/00) FAN I st Regional Community Training on Natural Resources Based Conflicts (6100) CPMR CPMR CPMR 30. CEEWA 31. CEM Sierra Leone 32. Center for Foreign Relations NAWOU: Food Security Conference (12199) FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (2100) CECORE: Training on the Role of Media in Peace Building (pilot 6/00) NAWOU: Food Security Conference f 1 21991 CECORE: Training on the Role of Media in Peace Building (pilot 6100) (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6/00) Sierra Leone Tanzania .- - - FIDA: Engendering the Peace Process Conference (2100) FS CPMR CPMR CECORE: Training on the Role of Media in Peace Building (pilot 6100) CECORE: Training on the Role of Media in Peace Building (pilot 6/00) NAWOU: Food Security Conference (1 2/99) ISGM EVALUATION REPORT G-4 50. Ethiopia Chapter of Nesda 51. Ethiopia Environmental NGOs 52. Evangelical Lutheran Church in Tanzania￾Advocacy Desk 53. EWLA 54. FA0 -Forest Policy and Planning Division￾Community Forestry Unit ISGM EVALUATION REPORT G-5 55. Federation of Human Rights Initiatives 56. FEMNET-Mairobi 57. FlDA EGYPT 58. FlDA GHANA 59. FlDA Kenya 60. FlDA Nigeria 61. FlDA UGANDA 62. Food Science and Technology Research Institute (FOSRI Ethiopia Ethiopia Tanzania Ethiopia Uganda Kenya Egypt Ghana Kenya Nigeria Uganda Uganda CPMR CPMR CPMR CPMR FS FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention (3100) FAN 2nd Regional Community Training On Natural Resources Based Conflict (7100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for lntervention (3100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention (3100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention (3100) FIDA: Engendering the Peace Process Conference (ZOO) FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (2100) NAWOU: Food Security Conference (1 2/99) CPMR CPMR CPMR CPMR CPMR CPMR CPMR FS J FIDA: Engendering the Peace Process Conference (2100) NAWOU: Food Security Conference (12199) I CECORE: Training on the Role of Media in Peace Building (pilot 6100) (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) ISGM EVALUATION REPORT G-6 Peace Building (pilot 6/00) 80. Justice, Peace & reconciliation - Diocese of CPMR FAN: NRM Based Conflicts in the GHA￾Rumbek Experiences & Strategies for Intervention (3100) 81. Kaikor MobileCBHC Project CPMR FAN 2nd Regional Community Training On Natural Resources Based Conflict (7100) 82. Kararnoja Agro-pastoral Development Uganda CPMR FAN 1st Regional Community Training on Programme-Bokora Agro-Pastoral Development Natural Resources Based Conflicts (6/00) 83. Karamoja Agro-pastoral Development Uganda CPMR FAN 1st Regional Community Training on Programme-Karamoja Resource & Policy Centre Natural Resources Based Conflicts (6100) 84. Karamoja Resource and Policy Centre-Lutheran Uganda CPMR FAN: NRM Based Conflicts in the GHA￾I World Federation I I I Experiences 8 Strategies for Intervention I I I I (3100) I 85. Kawan& Research Institute FS I 1 NAWOU: Food Security Conference (1 2/99) 86. Kenya Community Media Network Kenya CPMR CECORE: Training on the Role of Media in Peace Building (10100) 87. KlBS TV CPMR CECORE: Training on the Role of Media in Peace Building (10100) 88. Kibuli (Wabigalo) Twezimbe, KAMPALA (U) Uganda FS NAWOU: Food Security Conference (1 .21991 - 89. Lakeside Publishers Uganda CPMR CECORE: Training on the Role of Media in Peace Building (1 0100) 90. Lem Ethiopia-Environment & Devp. Soc. Of Ethiopia CPMR FAN: NRM Based Conflicts in the GHA￾Ethimia Experiences & Strategies for Intervention (3100) 91. Local Fuel Security Unit,-Delegation of CE to Ethiopia CPMR FAN: NRM Based Conflicts in the GHA￾Ethiopia Experiences & Strategies for Intervention I I 1 (3100) I 92. - Lusaka National Assemblv Lusaka CPMR I 1 FIDA: Engendering the Peace 1 1 I Process Conference (2,100) 93. MAAlF I FS 1 NAWOU: Food Security Conference (12199) 94. Makerere University Uganda CPMR CECORE: Training on the Role of Media in NAWOU: Food Security Conference Peace Building (10100) (1 2/99) ISGM EVALUATION REPORT G-7 -- 95. Malawi Women Lawyers 96. Millennium Consultants 97. Millennium Leadership Trraining & Peace Foundation (MILETRAP) 98. MlSA 99. Mother Child Day Care Centre Wabigalo￾KANVALA, UGANDA 100. Mpigi 101. (The) Monitor 102. Motheho Integrity I I I Malawi Uganda Zambia Namibia Uganda Uganda S. Africa 103. MP GULU I I I I I I I Peace Buildina (10100\ 105. Mt. Elgon Conservation Action Group 106. Nairobi Peace Institute (NPI-Africa) CPMR CPMR CPMR CPMR FS FS CPMR CPMR Uganda 104. MP Kampala CPMR CECORE: Training on the Role of Media in Peace Building (pilot 6100) CECORE: Training on the Role of Media in Peace Building (pilot 6/00) CECORE: Training on the Role of Media in Peace Building (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6/00) CPMR Uganda Kenya Kenya I HUA: tnaenaenna tne reace 1 ' 107. Nalulingo Community Action Group 109. NCCWCPMRBDI Nairobi 110. NECDP 1 Process ConfereGe (2100) 1 FIDA: Enaenderina the Peace I -. CPMR ' FAN 1st ~egiii ~om'munity Training on 108. National Water & Sewerage Corp. I Process Confereke (2100) CPMR CPMR Uganda CPMR Kenya NAWOU: Food Securitv Conference FAN 1st Regional Community Training on Nalural Resources Based Conflicts (6100) CECORE: Training on the Role of Media in Natural Resources Based Conflicts (6100) (1 2/99) NAWOU: Food Security Conference (1 2/99) CPMR FS FIDA: Engendering the Peace CECORE: Training on the Role of Media in Peace Building (pilot 6100) (10100) Process Conference (2100) FIDA: Engendering the Peace Process conference (2100) FIDA: Engendering the Peace Process confereke (ZOO) New Sudan Workshop (10100) FIDA: Engendering the Peace Process Conference (2100) NAWOU: Food Security Conference ISGM EVALUATION REPORT G-8 .... ~- ~ I 1 (12199) 11 1. (The) New Vision Newspaper I Uganda I CPMR I CECORE: Training on the Role of Media in I FIDA: Engendering the Peace ISGM EVALUATION REPORT (3-9 128. Radio Freedom Uganda CPMR CECORE: Training on the Role of Media in Peace Building (1 0100) Process Conference (2,100) ISGM EVALUATION REPORT G-10 145. Sudanese Women's Voice For Peace 146. Sustainable Advancement of Zanzibar Sudan 147. Talking Drum 148. Taluma Women Group-Dar-Es-Salaam CPMR Zanzibar 149. TAMWA 150. TANGO CPMR Liberia Tanzania 151. Tanzania Home Econ. Association-(TABEA) CPMR FS I 152. Tanzania Traditional Energy Development and Environment Organization Tanzania Tanzania Tanzania I I 1 !ad Regional Community Training On I CPMR FS FS Tanzania 153. TAWLA Tanzania 154. Teso Initiative for Peace (TIP) 155. TORORO Natural Resources Based Conflict (7100) I FAN: NRM Baed Conflicts in the GHA￾CPMR CPMR I Experiences & Strategies for Intervention I Uganda (3ibo) I FAN: NRM Based Conflicts in the GHA￾CPMR FS Experiences & Stratmies for Intervention I (31~) I CECORE: Training on the Role of Media in Peace Building (16100) 1 I NAWOU: Food Security Conference 1 (12/99) CECORE: Training on the Role of Media in I I Process conference (2100) CECORE: Training on the Role of Media in I Peace Building (16100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention (3100) Peace Building (pikt 6100) (1 0100) I I NAWOU: Food Security Conference NAWOU: Food Security Conference (12/99) NAWOU: Food Security Conference (1 2/99) FIDA: Engendering the Peace 1 I 1 I Process Conference (2/00) 1 156. Tusasitwe & Company Advocates 157. Uganda American Centre 158. Uganda Disabled Women's Ass. lSGM EVALUATION REPORT G- 1 1 Uganda Uganda Uganda CPMR CPMR CPMR (1 2/99) FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (200) FIDA: Engendering the Peace I I 1 160. Uaanda Judicial Officels Association Uganda CPMR ( FIDA: Enrwnderinn the Peace " 161. Uganda Judicial Senrice Commission 162. Uganda Land Alliance 163. Uganda Television (UTV) 164. Uganda Women's Media Assoc. (UMWA) 165. Uganda Women's Networks (UWONET) 166. Uganda Women Parliamentary Ass. 167. USC 168. ULRC 169. UNHCR-UGANDA 170. UNHCR-KENYA 171. United Nation High Commission for Refugees I I I I Peace Building (pilot 6/00) I Process Conference (ZOO) I Uganda Uganda Uganda Uganda Uganda 172. United States International University Africa ISGM EVALUATION REPORT G- 12 Uganda Uganda Uganda Uganda Kenya 173. University of Nairobi CPMR CPMR CPMR CPMR CPMR CPMR (3100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention Kenya CECORE: Training on the Role of Media in Peace Building (pilot 6100) (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6\00) (10100) CECORE: Training on the Role of Media in FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (2100) CPMR CPMR CPMR CPMR CPMR CPMR Process Confereke (2MX)) FIDA: Engendering the Peace Process Conference (2,433) NAWOU: Food Securiiy Conference (1 2/99) FIDA: Engendering the Peace I CECORE: Training on the Role of Media in Peace Building (1 0100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) (10100) CECORE: Training on the Role of Media in Peace Building (10100) FAN: NRM Based Conflicts in the GHA￾Experiences & Strategies for Intervention CPMR pioo) CECORE: Training on the Role of Media in Peace Building (pilot 6100) 174. University of Zambia 175. UMWA 176. UNIFEM in. UNZA 178. UWFT 179. Voice of Teso 180. Voice of Tooro (VOT) 181. WBS Television 182. WFP 183. WHO 184. W.L.S.A. 185. Wondo Genet college of Forestry Lam bia Uganda Kenya Uganda Uganda Uganda 186. YWCA-UG 187. 2.W.L.A (3lii) - I I NAWOU: Food Security Conference CPMH CPMR CPMR CPMR FS CPMR CPMR CPMR FS C~CUH~: r rarnlng on me Hole or Meala n Peace Building (10100) CECORE: Training on the Role of Media in Peace Building (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) (10100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) FAN: NRM Based Conflicts in the GHA￾Ex~eriences & Strateclies for Intervention Zambia 1 (12/99) 1 FIDA: Engendering the Peace FIDA: Engendering the Peace Process Conference (2100) FIDA: Engendering the Peace Process Conference (2100) NAWOU: Food Security Conference (12199) FIDA: Engendering the Peace Process Conference (ZOO) FS CPMR FS Uganda Zimbabwe I Process conference (2100) FAN: NRM Based Conflicts in the GHA- 1 FS CPMR Experiences & Strategies for Intervention I ISGM EVALUATION REPORT G- 13 (3100) NAWOU: Food Security Conference (1 2/99) FIDA: Engendering the Peace Process Conference (2100) I I I Based ~onflkt (7100) I 189. Kitnum Diocese Uganda CPMR 1 CECORE: Training on the Role of Media in Peace Building (pilot I 1 193. Eritrea Ministw of I I I I Eritrea 1 FS - 190. Mwaluganje Community￾Elephant Sanctuary (CBO) 191. Wajir Peace & Devp. Committee Agriculture I I I 194. Kenya Arabuko Sokoke I Kenya CPMR I FAN 1st Regional Community Training on Natural Resources Based I ~0rtk.t Management - I Conservation Extension - Kenya Kenya I Conflicts (6160) CPMR CPMR I I I 201. Uganda District Council of I Uganda CPMR I CECORE: Training on the Role of Media in Peace Building (pilot 6/00) 6/00) FAN 1st Regional Community Training on Natural Resources Based Conflicts (6100) FAN: NRM Based Conflicts in the GHA-Experiences & Strategies for Intervention (3100) Offker 195. Kenya Bureau of Agriculture (Gedio) 196. Kenya Regional Bureau of Agriculture 197. Kenya Bureau of Planning & Economic Development 198. Kenya Environmental Protection Authority 199. Tanzania- Ministry of Agriculture 200. Rwanda Ministry of Justice NAWOU: Food Security Conference (1 2/99) NAWOU: Food Secuiiy Conference (12199) Kenya Kenya? Kenya Kenya Tanzania Rwanda ISGM EVALUATION REPORT G- 14 CPMR CPMR CPMR CPMR FS CPMR FAN 2nd Regional Community Training On Natural Resources Based Conflict (7100) FAN: NRM Based Conflicts in the GHA-Experiences & Strategies for Intervention (3100) FAN: NRM Based Conflicts in the GHA-Experiences & Strategies for Intervention (3100) FAN: NRM Based Conflicts in the GHA-Experiences & Strategies for Intervention (3100) CECORE: Training on the Role of Media in Peace Building (pilot 6100) zw. uganaa nrgn Goun I uganaa I l;r~n I I I I 203. Uganda Ministry of Foreign 1 Uganda CPMR I CECORE: Training on the Role of Media in Peace Building (pilot 6/00) Affairs 204. Uganda Ministry of Gender, Labour and Social Development 205. Uganda Ministry of Justice 206. Uganda Supreme Court of UGANDA 207. Ministry of Agriculture, Animal lndustrv and CPMR Uganda Uganda FS Fisheries 208. Ministry of Finance SNNPR I I I conflict (7/G) CPMR CPMR FS 209. Bureau of Agriculture Awassa District, (Sidama) 210. Nechisar National Park - FIDA: Engendering the Peace Process Conference (2100) NAWOU: Food Security Conference (12199) I FS CPMR FIDA: Engendering the peace Process Conference (2100) FAN 2nd Regional Community Training On Natural Resources Based Conflict (7100) FAN 2nd Regional Community Training On Natural Resources Based FIDA: Engendering the Peace Process Conference (2100) NAWOU: Food Securily Conference (12199) I ISGM EVALUATION REPORT G-15 New Sudan Council of Churches - ISGM supported organization (although not a grantee) conducted a workshop using ISGM funds with the following African organizations (many other donor agencies were also 21 1. Akiiou Afrika Hilfe CPMR New Sudan Workshop (10100) 212. BYDA CPMR New Sudan Workshop (10100) 213. CEAS CPMR New Sudan Workshop (1 0100) 21 4. Christian Aid CPMR New Sudan Workshop (10100) 215. CMA CPMR New Sudan Workshop (1 0100) 216. DCA CPMR New Sudan Workshop (1 0100) 217. FRRA CPMR New Sudan Workshop (10100) 218. IPF CPMR New Sudan Workshop (10100) 219. Life & Peace Institute CPMR New Sudan Workshop (1 0100) 220. LWR CPMR New Sudan Workshop (10100) 221. MSF-B CPMR New Sudan Workshop (1 0100) 222. NCC CPMR New Sudan Workshop (10100) - 223. SCBRC CPMR New Sudan Workshop (10100) 224. SUHA CPMR New Sudan Workshop (1 0100) 225. SUPRAID CPMR New Sudan Workshop (1 0100) ISGM EVALUATION REPORT G-16 Table 3-B. ISGM Non-Grant Assistance to Food Security Institutions. Sudan 2. Africa Relief l Kenva and Development Program 3. Arid Lands GHA Region Information Network Association Djibouti 7 Femme & Develooment du ~istrici du Dikhie 1 5. Association I Diibouti for Socio￾economic develoument 1 Kenya I 7. 810 Systems Kenya 18. Christian Vet I I Mission 1 9. COMESA and I GHA Region COMESA Secretariat (Karangazi) Food and Environmental Group I 11. Community I Tanzania Research and Development Services I 13. Dupoto e Maa I Kenya strategic 2ommunications Norkshop (3101) 3oards & Sovernance Training :10100) Boards & Governance Training (1 0100) Strategic Planning workshop (12100) Participatory assessment of the IS needs for FS & CP orgs in GHA (7199) Participatory - Workshop (4101) Assisted them in the set-up of a database for their members. Pastoralkt Networking Workshop (4101) Pastoralist Networking Workshop (4101) Pastoralkt Networking Workshop (4101) Pastoralit Networking Workshop (4101) Regional consultation on Conflict Resolution and Peace Building in the Greater Horn of Africa and the Great Lakes Region (5100) Pastoralist Networking Workshop (4101) National Workshop on Fundraising & I Resource I Mobilization (10199) Identified as Center of I Excellence ISGM Adviorv Council member I w National Workshop on Fundraising & Resource Mobilization (10199) ISGM EVALUATION REPORT G-17 assessment of the IS needs for FS & CP 14. EPAG 15. Farm Afrlcd Farm Kenya (Wapakala) 16. Farm Africa Ethiopia 17. FA0 18. FEWS 19. Global CRSP Project 20. Horn Relief 21. ICRAF 22. ILRllASAREC A ISGM EVALUATION REPORT G- 18 Kenya Ethiwia 23. JRRS Somaliland Kenya Kenya orgs in GHA (7199) Accounting IQB2 training (6100) Kenya, Somalia, Ethiopia Workshop (4101) Pastoralit Networking Workshop (4101) Pastoralkt Networking Workshop (4101) Pa~tor~st Networking Workshop (4101) Pastoralkt Networking Workshop (4101) Networking org. highlighted in ISGM newsletter Pastoralkt Networking Workshop (4101) Pastoralkt Networking Workshop (4101) Pastoraliit Networking identified as Center of Excellence identified as Center of Excellence Pre award support (2000) ISGM Adviiory Council member Pastoralkt Networking Workshop (4101) Forum needs for FS & CP orgs in GHA (7199) GHA capacity assessment tool 24. Kenya Pastoralists development. 25. LAD0 Kenya Participatory assessment of the IS Kenya I 26. LVlA I Org. capacity I 27. MAA I 28. NIA I 29. Nomad Aid Djibouti Participatory assessment of the IS needs for FS & CP orgs in GHA (7199) Boards & Governance Training (10100) 30. NORDA 131. Ocean Training Promotion OTP BOSASO PUNTLAND SOMALIA 32. OAUllBAR GHA Region I I 33. OGADEN I Kenya 7 Kenya assessment tool development (1 1/99) Joint OCA & Finance 36. Pastoral & Kenya, Environmental Uganda, Networks In the Eritrea, Horn ot Africa Ethiopia, (Mussa Tanzania, Consulting) Sudan, Rwanda 137. Pastoralists I I Tanzania Indigenous 1 WOO Forum I Workshop (1 1199) Partidpatow assekeni of the IS needs for FS & CP orgs in GHA (7199) GHA capacity assessment tool development (1 1199) Participatory assessment of the IS I needs for FS & CP orgs in GHA (7199) 38. PlSP National Workshop on Fundraising & Resource Mobilization (1 0199) 'astoralit Networking Vorkshop (4101) 'astoraliit Networking Vorkshop (4101) 'astoralist Networkina Vorkshop (4101) I I I ORG. capacity assessment training/OCATER (1 1/99) Partners for pastoralkt Identified as Center of ~orkshop and Excellence and a network(4lOl) network Pastoralit Networkina " Workshop (4101) I 1 I National Workshop on Fundraising & Resource Mobilization (10199) Pastoralist Networking Workshop (4101) I Pastoralist Networking Workshop (4101) ISGM EVALUATION REPORT G- 19 I I. SaveThe I Ethiopia Children Fund Ethiopia Southern Southern 1 Sudan Sudan I I. Sengiver I Kenya Indigenous Development project' I. Simba I Kenva Maasal Outreach Org. I' 5. Semi-Arid Kenya Land Training and improvement Centers (SALTLICK) I 6. Somali Relief Somalia Rehabilitation I 8. UNAI COOPI I 0. VETAID TZ Tanzania I 1. Vet. Labs in I Kenya Kabete Neighbors Pastoralist Networking Workshop (4101) Pastoralist Networking Workshop (4101) Pastoralit Networking Workshop (4101) Pastoralist Networking I Workshop (4101) I I I I National Workshop on Fundraising & Resource 1 Mobilization (I 0199) I I National Workshoo assessment of the IS needs for FS & CP orgs in GHA (7199) GHA capacity assessment tool development (1 1/99) assessment traininglOCATER (1 1199) I on Fundraising & Resource I Strategic Planning Workshop (lY00) W) I National Workshop on Fundraising & Resource Mobilization (1 0199) Pastoralit Networking Workshop (4101) Workshop on Fundraising & Resource I Mobilization (10199) I Pastoralist Networking I Workshop (4101) Pastoralist Networking Workshop (4101) Participatory assessment of the IS needs for FS & CP I ISGM EVALUATION REPORT G-20 Table 3-C. ISGM Non-Grant Assistance to CPMR Institutions. UGANDA Council for Communlcatl on and n Community Aid Abroad t￾undi Defense Studies Welfare Society of Kenya /Child Welfare League I Child ISGM EVALUATION REPORT G-2 1 Djibouti Kenya Djibouti Burundi Rwanda Zimbabwe Kenya IGHA Boards & Governance Training (1 0100) Boards & Governance Training (10100) GHA capacity assessment tool development (1 1/99) Assistance in developing a strategic plan1 provided materials (3101) conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) CP Network Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) ID as Centers of Excellence for CPMR Skill transfer, hosting SCS workshop with ISGM PARTNER KICOSHEP I I I I I 10. Christian I Ethiopia 1 Regional Consultation on 1 Relief & Dvp / Ass ... 1 (CARD) conflict Resolution and Peace Building in the GHA and Great Lakes Region , Human Rights Standing Committee . IDS, UASM I. Inter Africa Group i. KBC Radio 7. Nairobi Peace Initiative 8. National Church Councils of Kenya 3. New Sudan Council ot Churches 0. Ogaden conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) (5100) Regional Consultation on C P ar 4 $ -anzania 3hiopia and ;HA Kenya Kenya S. Sudan Jarticipatory assessment )f the is n& for FS & :P orgs in GHA (7199) Finance workshop (1 1/99) Participatory assessment of the IS needs for FS & CP orgs in GHA (7199) GHA capacity assessment tool development (1 1/99) Strategic Planning Workshop (12100) GHA capacity onflict Resolution and eace Building in the GHA nd Great Lakes Reaion :onflict Resolution and 'eace Building in the GHA nd Great Lakes Region 5/00) legional Consultation on ;onflict Resolution and 'eace Building in the GHA md Great Lakes Region 5100) (5100) bgional Consultation on anflict Resolution and %ace Building in the GHA ind Great Lakes Region >PMR Network Regional Consultation on I lded as Center of conflict Resolution and I Excellence Peace Building in the GHA and Great Lakes Region (5100) Conflict Resolution and Peace Building in the GHA and Great ~akes Region (5") I CPMR Network support I Web site set-up Regional ~onsultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Logistics, venue, facilitation etc for workshop on peace Regional Consultation on Support in Leveraging Assistance and Funds ISGM EVALUATION REPORT G-22 Society development (1 1199) Development wlthout borders Human Rights Networks, Somalia Somali and Djibouti Somalia Boards & Governance Training (1 0100) 23. Peace Net Wlthout Borders Garlssa 26. ROD1 Kenya, Uganda, Eritrea, Ethiopia, Tanzania, Sudan, Rwanda 27. SARIPS Zimbabwe I 28. Somali Somalia African Relief Development 1 29. Somali I Somalia Peace Initiative 30. Sudan Sudan, Councll of Kartoum Churches 31. TPI Peace Building in the GHA and Great Lakes Region (5100) Pastoralkt Networking Worksho 4/01 Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Regional Consultation on ISGM Advisory Council Conflict Resolution and Member Peace Building in the GHA and Great Lakes Region (5100\ 1 CPMR ~&ork I Reaional Consultation on I ~ohlict Resolution and Peace Building in the GHA and Great Lakes Region (5100) GHA capacity Regional Consultation on assessment tool Conflict Resolution and development (1 1199) Peace Building in the GHA and Great Lakes Region AP FO PARTNER (5100) Regional Consultation on PELUM Conflict Resolution and PARTNER Peace Building in the GHA and Great Lakes Region I Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Redon (5100) Boards and Governance Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region (5100) Participatory assessment of the IS needs for FS & CP orgs in GHA (7199) Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region ISGM EVALUATION REPORT G-23 Participatory assessment of the IS needs for FS & CP orgs in GHA (7199) GHA capacity assessment tool development (1 1/99) 32. Uganda OCATER Women's Network ISGM EVALUATION REPORT G-24 Uganda Strategic Planning Workshop (1 2100) workshop Your Business Consulting 1 Secretariat 1 studies (Allla) 69. JM Mantle & I co. Kashaan aki I* University Social Research 72. MMA Consultants 74 Networks in 1 the Horn of Africa. 75. NGO Council r Resource Center, Zanzibar 77. Uganda Association of (~a brr a) 80. Rainbow Management Consultants Rutachokozib Ethiopia (enya and ;HA Djibouti, Eritrea, Ethiopia, Sudan, Kenya, Uwda, ~omalia Kenya Kenya and GHA Kenya and GHA Uganda Ethiopia Kenya and GHA GHA Kenya Zanzibar Kenya and GHA GHA Ethiopia mentor training (1 1/99) Mgmt Consultants (1 1/99) S ISGM Advisory Council Member Financial & adnin. ISGM Advisory Council member Regional Consultation on Conflict Resolution and Peace Building in the GHA and Great Lakes Region ISGM Advisory Council Member I I I Mamt Consultants I Financial & acbnin. Mgmt Consultants " 1 1 mentor training (1 1/99) 1 Orwizational I GHA capacitv assessment I ORG, capacitv I Financial & adrnin. mentor training (1 1/99) ~Gelopment Consul tank I tool developnent (1 1199) assessment I trainin@OCAiER I I 1 mentor training (1 1/99) 1 Umbrella I Partlci~atow assessment I I Organizational Development Consultants Consultant I orgs(7199) Umbrella for both I Participatory assessment ( ORG. capacity Organizational Development Consultants GHA capacity assessment tool development (1 1/99) I of the is needs for FS & I assessment I (1 1/99) ORG, capacity assessment training/OCATER (1 1/99) Financial & acbnin. CP orgs in GHA (7199) GHA capacily assessment ISGM Advisory Council Member trainingJOCATER (1 1/99) Umbrella (IS) Mamt Consultants I I Financial & admin. I tool development (1 1/99) Strategic Planning Workshop (1 2/00) - I I mentor training (1 1/99) I " I mentor training (I 1/99) 1 (1 im) s iSGM Advisory Council member Organizational Development Consultants Tanzania Mamt Consultants ORG, capacity assessment IraininglOCATER lSGM EVALUATION REPORT G-26 I Financial & acbnin. Affairs Monitoring Committee Dualeh Kenya and Securities Councll for Soclal Development( TACOSODE) Kenya and Tanzania T Governmental Organizations I Kenyaand Literacy Bureau Association ot Women (Semakula) I 90. UN Country 1 Somalia I Team somalib I States International University (Riak) I 92. University I Kenya I of Nairobi - I ' (Alila) 193. Wambulaba 1 Kenyaand I Assoc. I GHA 94. Western I Kenva. Indian Ocean Marine Sclence Association F 95. World I Organization Consultant of the IS needs for FS & CP orgs in GHA (7199) Finance and OCA ioint of the IS needs for FS & CP orgs in GHA (7199) I GHA capacity assessment tool development (1 1199) Management GHA capacity assessment Consultant tool development (1 1199) I I Participatory assessment 1 of the is n& for FS & ~an&ia Mozambique, South Africa, Organizational GHA capacity assessment Development Trainers tool development (1 1/99) Mgmt Consultants Marine Scientists IS Planning Kenya Health SGM Advisory :ouncil member Financial & admin. mentor training (1 1199) ISGM Advisory Council member ISGM Advisory Council member ORG. capacity assessment training/OCATER (1 1/99} I SGM Advisory Council member Financial & adnin. mentor training (1 11992 ISGM Adviory Council member Workshop on Fundraising & Resource Mobilization (1 0199) ISGM EVALUATION REPORT G-27 ISGM EVALUATION REPORT G-28 Burundi African Public Radio Peace Project APR 02 - CPMR P.O. Box: 10973 City: Bujumbura Tel.: 23 1596 Fax: Email: alexis@cbinf.com Djibouti Djibouti Civil Society Network DCSN 01 - Food Security Conflict Management P.O. Box: 3 122 City: Djibouti Tel.: 35 1929 Fax: 35 195 1 Email: youssuf.ti@itojmail.com Ocean Training and Promotion OTP 01 - Food Security P.O. Box: City: Bosaso Tel.: 252 523 4521 Fax: 252 523 6248 Email: stop-@tref.ne Peace and Development Without Borders PD WB Conflict Management P.O. Box: 2666 City: Djibouti Tel.: 351929 Fax: 351951 Email: pdsf_oug@hotrnail.com Red-Sea Relief and Rehabilitation DOLPHIN P.O. Box: City: Djibouti Tel.: Fax: ANNEX H TABLE 5 NGO DIRECTORY Research and Documentation Center RDC Conflict Management P.O. Box: 897 City: Asmara Tel. : 291 1 117344 Fax: 291 1 122902 Email: rdc@eol.com.er Water Assistance 0 1 - Food Security Environment P.O. Box: 2417 City: Djibouti Tel.: 357025 Fax: 3 57025 Email: waterassistance@hotmail.com FIDA Egypt FIDA - EG 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Eritrea National Union of Eritrean women NUIW P.O. Box: City: Tel.: 2911115172 Fax: 219 1 120698 Email: Ethiopia African Peace and Conflict Management Study APCMSC Conflict Management P.O. Box: 2420 City: Addis Ababa Tel.: 251 1515243 Fax: 2511515094 Email: ISGM EVALUATION REPORT H-1 Agreisence Ethiopia A - Eth 0 1 - Food Security Conflict Management Democracy and Governance P.O. Box: City: Tel.: Fax: Email: Christian Relief and Development Association CRDA 0 1 - Food Security Conflict Management 02 - CPMR P.O. Box: 5674 City: Addis Ababa Tel.: 251-1-65-01-00 Fax: 25 1-1-65-22-80 Email: crda@telecom.net.et Ethiopia chapter of Nesda ECN 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Ethiopian Environmental NGOs EEN 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Ethiopian Evangelical Church - Mekane Yesus EEC 02 - CPMR P.O. Box: 2087 City: Adis Ababa Tel.: Fax: 1 552966 Email: Inter Africa Group IAG 0 1 - Food Security Conflict Management Democracy and Governance P.O. Box: 163 1 City: Addis Ababa Tel. : 01 518790 Fax: 01 517554 Email: iag@,telecom.net.et Lem Ethiopia-Environment and Development So LE-EDSE 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Local Fuel Security Unit-Delegation of the CEt LFSU 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Pastoral and Environmental Network in the Horn PENHA Environment Pastoralism P.O. Box: 14353 City: Addia Ababa Tel. : 126827 Fax: 553412 Email: p.penha@ukonline.co.uk Patriarchs of the Ethiopian Orthodox PEO Conflict Management Pastoralism P.O. Box: 1283 City: Adis Ababa Tel.: Fax: Email: ISGM EVALUATION REPORT H-2 Peace and Development Committee PDC Conflict Management Democracy and Governance P.O. Box: 41879 City: Addis Ababa Tel. : 0 1 5 119661 Fax: 01 515714 Email: Vision of Hope Ethiopia VOH 0 1 - Food Security P.O. Box: 101586 City: Addis Ababa Tel.: 18 20 01 Fax: Email: Ghana Center For Conflict Resolution Ghana CECORE Ghana P.O. Box: C 3147 City: Accra Tel.: 233 021 507363 Fax: Email: afiyakub29-@hotmail.com Common Market for East and Southern Africa COMESA - Za 02 - CPMR P.O. Box: City: Tei. : Fax: Email: FDA Ghana FIDA - GH 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Kenya AACCtEAMI￾02-CPMR P.O. Box: City: Tel.: Fax: Email: Abantu for Development 02-CPMR P.O. Box: City: Tel. : Fax: Email: Advancement for Small Enterprise Program ASEP P.O. Box: City: Tel. : Fax: Email: Afiica Alliance of Young Men's Christians Association AAYMCA 02 - CPMR P.O. Box: 60856 City: Nairobi Tel. : 722974 Fax: 725909 Email: aaymcas@afiicaonline. co. ke Africa De-Mining Programme AFRIDEP 0 1 - Food Security Conflict Management P.O. Box: 3 124 City: Nairobi Tel.: (02) 33 1420 Fax: (02) 33 1420 Email: jwwambua@sunkenya.co. ke African Relief & Development Program ARDP Economic Growth & Agriculture Pastoralism P.O. Box: 77860 City: Nairobi Tel.: 02 247224 Fax: 02 247224 ISGM EVALUATION REPORT H-3 Afncan Small Scale Farmers Communications FARMNET 0 1 - Food Security P.O. Box: 8622 City: Nairobi Tel.: 25402543362 Fax: 25402543362 Email: Arnani Peoples Theatre APT 02 - CPMR P.O. Box: City: Tel.: Fax: Email: American Friends Service Committee AFCS P.O. Box: 14893 City: Nairobi Tel. : 581472 Fax: Email: afcsid@igc.apc.org American Library in Kenya, The TALK P.O. Box: 54625 City: Nairobi Tel,: 02 862597 Fax: Email: americana@starex.africaonline.com Applied Community Development Program ACODEP 01 - Food Security P.O. Box: 64590 City: Nairobi Tel. : (02) 2 18768 Fax: Email: Arid Lands Information Network (Eastern Afiica ALIN-EA P.O. Box: 39493 City: Nairobi Tel.: 715293 Fax: 710083 Email: baobab@iconnect .co.ke AWC Features AWC 02 - CPMR P.O. BOX: 481997 City: Nairobi Tel.: 245 2 724756 Fax: 718469 Email: awcin@kenyaonline. corn Bahr El Ghazal Youth Development Association BYDA 0 1 - Food Security Conflict Management P.O. Box: 13850 City: Nairobi Tel.: 02 443990 Fax: 02 443653 Email: concernk@iconnect.co. ke Banadir Fishing Relief & Development Organization BAFREDO 0 1 - Food Security P.O. Box: 77496 City: Nairobi Tel.: Fax: Email: Bilan Hiran 0 1 - Food Security P.O. Box: 77934 City: Nairobi Tel. : Fax: Email: Bungoma Family Helper Project BFHP 0 1 - Food Security Household Level Nutrition Environment P.O. Box: 1038 City: Bungoma Tel. : Fax: Email: Centre for Initiatives on Rural Development CIRD Environment P.O. Box: 67834 City: Nairobi Tel.: 211135 Fax: 211324 Email: ISGM EVALUATION REPORT H-4 Christian Reformed World Relief Committee K CRWRC 01 - Food Security P.O. Box: 66490 City: Nairobi Tel.: 02 445828/9 Fax: 02 448464 Email: Climate Network Africa CNA 0 1 - Food Security P.O. Box: 76479 City: Nairobi Tel.: 254-2-54524 1/2 Fax: 254-2-559 122 Email: cna@lion.meteo.go.ke Community Accelerated Development Agency CADA 0 1 - Food Security Conflict Management P.O. Box: 3380 City: Thika Tel. : 0151 30398 Fax: Email: Community Based Livestock Initiatives Program CLIP 0 1 - Food Security Pastoralism P.O. Box: 3 9493 City: Nairobi Tel. : (02) 442108 Fax: (02) 445 166 Email: itkenya@itdg. or. ke Community Food and Environment Group COFEG P.O. Box: 293 City: Molo Tel.: 0363 21 186 Fax: Email: cofeg@kia.africaonline. co.ke Community Initiatives Facilitation and Assistance ClFA 0 1 - Food Security Improved Health Natural Resource Management Pastoralism P.O. Box: 147 City: Nairobi Tel.: 0183 2415 Fax: 0183 2415 Email: Dairy Farmers Network DFN 0 1 - Food Security Pastoralism P.O. Box: 72788 City: Nairobi Tel.: 240 192/3 Fax: 338817 Email: wwsea@nbnet.co.ke Danish Refugee council DRC P.O. Box: City: Tel.: 252 213 4603 Fax: Email: Desert Locust Control Organization DLCO-EA 01 - Food Security P.O. Box: 30023 City: Nairobi Tel. : (02) 501637 Fax: 254-2-505 137 Email: Development Alternatives Network DAN 01 - Food Security Conflict Management P.O. Box: 5443 1 City: Nairobi Tel.: 254-02-25 1070 Fax: 254-02-25 1070 Email: DEVNET@elci.gn.apc.org ISGM EVALUATION REPORT H-5 Development Rehabilitation & Relief Organization DERRO 0 1 - Food Security P.O. Box: 774 City: Kisumu Tel.: 035 42519 Fax: Email: DIIHAAL, DIID ORGANIZATION DD Democracy and Governance P.O. Box: 16473 City: Nairobi Tel.: Fax: Email: geffann@africaonline.co.ke. Diocese of Bungoma BD 01 - Food Security Conflict Management Democracy and Governance P.O. Box: 23 92 City: Bungoma Tel.: (0337) 30481 Fax: Email: Diocese of Eldoret CDE Environment P.O. Box: 842 City: Eldoret Tel. : 0321 33910 Fax: 0321 33766 Email: catdioce@net2000ke. corn Disabled Child Monitor DCM P.O. Box: City: Nairobi Tel. : 782304 Fax: 782304 Email: dcm@form-net.com Drought Containment Programme DCP 0 1 - Food Security Pastoralism P.O. Box: 2 1803 City: Nairobi Tel.: 02-762353 Fax: Emaib: dcp@hvincomp.africaonline.com Eastern Africa Environmental Network EAEN Conflict Management Environment P.O. Box: 20110 City: Nairobi Tel. : 02 572069 Fax: 02 572034 Email: Econews Africa ENA 02 - CPMR P.O. Box: 76406 City: Nairobi Tel. : 254 2 72 1099176 Fax: Email: ggithaiga@econewsafrica.org Education Centre For Women in Democracy ECWD Democracy and Governance P.O. Box: 627 14 City: Nairobi Tel.: (254) 2 570386 Fax: (254) 2 5613 16 Email: ecwd@arcc.or.ke Engineering Design Consultants EDC 0 1 - Food Security Household Level Nutrition P.O. Box: 38638 City: Nairobi Tel.: 601642 Fax: 605909 Email: EQUIPE D'URGENCE DE LA BIODIVERSIT EUB 01 - Food Security Democracy and Governance Environment P.O. Box: 1949 City: Bungoma Tel.: 0337-41161 Fax: 0337-41 161 Email: ISGM EVALUATION REPORT H-6 Ewaso Ngiro South Development Authority ENSDA P.O. Box: City: Tel. : Fax: Email: Expanded Trickle Up Program mc-TUP 0 1 - Food Security P.O. Box: 30762 City: Nairobi Tel.: 41812 Fax: 42795 Email: trickle@africaonline.co.ke FEMNET - Nairobi FEMNET- NB 02 - CPMR P.O. Box: 54562 City: Nairobi Tel.: 2542741301 Fax: Email: femnet@africaonline.co. ke FDA Kenya FDA - KE 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Food and Agricultural Research Management FARM-Africa Pastoralism P.O. Box: 49502 City: Nairobi Tel. : 02 44357819 Fax: 254-2-444048 Email: farmafiica@form-net.com GENESIS Community Development Assistance GENESIS 01 - Food Security P.O. Box: 66119 City: Nairobi Tel. : (02) 441 115 Fax: 445237 Email: genesis@afiicaonline.co.ke Giants Group of Kenya GGK P.O. Box: 34376 City: Nairobi Tel. : 7 12958 Fax: 748129 Email: nilhouse@hotmail. corn Heifer Project International HPIfK 0 1 - Food Security Pastoralism P.O. Box: 76478 City: Nairobi Tel. : 02-57 1692/3 Fax: 02-578253 Email: hpikenya@insightkenya.com Hope Agency for Relief and Development HARD 01 - Food Security P.O. Box: 61241 City: Nairobi Tel.: 02 575915 Fax: 02 566012 Email: mrda@maf.or.ke Honunarin Research and Development HRD P.O. Box: 38887 City: Nairobi Tel.: 02 72875 Fax: Email: Forest Action Network FAN 01 - Food Security Natural Resource Management P.O. Box: 21428 City: Nairobi Tel.: (02) 718398 Fax: (02) 718398 Email: fankenya@afiicaonline.co. ke ISGM EVALUATION REPORT H-7 Ikonzo Musanda Community IMSHG 0 1 - Food Security Pastoralism P.O. Box: 105 City: Bumala-Busia Tel.: Fax: Email: Ilkerin Loita Integral Development Project 0 1 - Food Security Conflict Management Pastoralism P.O. Box: 128 City: Narok Tel.: 0305 2280 Fax: 0305 2283 Email: ilkerin@africaonline.co. ke WACS 02 - CPMR P.O. Box: 46356 City: Nairobi Tel.: 254 2 445310 Fax: Email: crawleyonbi. ispkenya.com Indigenous Information Network IIN 0 1 - Food Security P.O. Box: 74908 City: Nairobi Tel.: 723958 Fax: 729607 Email: iin@swiftkenya.com Intermediate Technology Development Group ITDG Pastoralism P.O. Box: 3 9493 City: Nairobi Tel.: (02) 442108 Fax: (02) 445166 Email: itkenya@itdg.or.ke International Victims Recovery (IVR) 0 1 - Food Security Conflict Management Democracy and Governance P.O. Box: 79393 City: Nairobi Tel.: 0303 2432 1 Fax: 0303 24308 Email: Joint Relief and Rehabilitation Services JRRS 0 1 - Food Security Conflict Management P.O. Box: 39006 City: Nairobi Tel.: 02 605366 Fax: 02 601683 Email: Kanyadieto Rehabilitation Programme KRP 0 1 - Food Security P.O. Box: 324 City: Rongo Tel.: 713130 Fax: Email: Ken-Sud Medical Mission 0 1 - Food Security P.O. Box: 1488 City: Eldoret Tel. : 0321 63748 Fax: 254032161801 Email: postacom@net2000ke.com Kenya Community Media Network KCMN 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Kenya Network for Draught Animal Technology KEND AT 0 1 - Food Security Pastoralism P.O. Box: 61441 City: Nairobi Tel.: 254-2-766939 Fax: 254-2-766939 Email: KENDAT@AfricaOnline. co. ke Kenya Poverty Elimination Networks K-PEN 0 1 - Food Security P.O. Box: 51431 City: Nairobi Tel.: 02 223863 Fax: 02 22763 1 Ernail: ISGM EVALUATION REPORT H-8 Kenya Rainwater Association KRA 01 - Food Security Environment P.O. Box: 72387 City: Nairobi Tel.: 02 720269 Fax: 2542720269 Email: kra@net2000ke.com Kenya Society for the Blind KSB P.O. Box: 46656 City: Nairobi Tel.: (02) 50 1609 Fax: (02) 501733 Email: ksblind@africaonline.co.ke Kenya Working Group on Biological Diversity 0 1 - Food Security Conflict Management Environment P.O. Box: 443 3 City: Nairobi Tel.: (02) 250459 Fax: (02) 210810 Email: Winxock@hotmail.com Kenya Young Men's Christian Association YMCA 0 1 - Food Security P.O. Box: 30330 City: Nairobi Tel.: 7241 1617 Fax: 254-2-728825 Email: kenyaymca@net2000ke.com Langata Disabled Self Help Group P.O. Box: City: Tel.: Fax: Email: Lower Subukia Community Based Health Care LSCBHC Environment P.O. Box: 795 City: Nanyuki Tel.: 0176 32352 Fax: 0176 32883 Email: farmafrica@form-net. corn Lutheran World Relief LWRlEARO Conflict Management P.O. Box: 66220 City: Nairobi Tel.: 4476 1 1 Fax: 445838 Email: Iwr-earo@africaonline. co. ke Magetha Self Help Group MSHG P.O. Box: 71269 City: Nairobi Tel.: 76032 1 Fax: Email: Majaso Human Development MAHUDE 01 - Food Security P.O. Box: 73548 City: Nairobi Tel.: (02) 560214 Fax: Ernail: otsulah@officew.africaonline.com Map-International-East & Southern Africa MAP-PRM P.O. Box: 21663 City: Nairobi Tel.: 254-2-5695 131 Fax: 254-2-714422 Email: mapesa@map. org Mathare Community Health Parking Boys Cent P.O. Box: 7433 City: Nairobi Tel. : 763993 Fax: Email: Misikhu Clash Victims Community Development CVCOD 0 1 - Food Security Coflict Management P.O. Box: 130 City: Misikhu Tel. : Fax: Email: ISGM EVALUATION REPORT H-9 Mooyo International M.rNT. 0 1 - Food Security Conflict Management P.O. Box: 68926 City: Nairobi Tel . : 763695 Fax: 76608 1 Email: origins@gatewayonline.co.ke Moronjo Development Services/NGO 0 1 - Food Security Pastoralism P.O. Box: 3509 City: Eldoret Tel. : 0325-20265 Fax: 0325-20265 Email: gwmunoko@net2000ke.com Mount Elgon Conservation Action Group MECAG 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Nairobi Peace Initiative - Africa NPI - A 0 1 - Food Security 02 - CPMR P.O. Box: 14894 City: Nairobi Tel. : Fax: Email: npi@users.africaonline. co, ke National Council Of Churches of Kenya NCCWCPMR 02 - CPMR P.O. Box: City: NAIROBI Tel.: Fax: Email: National Council Of Churches of Kenya (Eldore NCCK - E P.O. Box: P.O. Box 723 Eldoret City: Eldoret Tel.: Fax: Email: Neighbour in Development Services NIDS 0 1 - Food Security P.O. Box: 3 54 City: Khwisero-Mumias Tel. : 254 033 1 20455 Fax: Email: NGO Council of Kenya P.O. Box: City: Tel.: Fax: Email: ngoc@africaonline. co. ke Oloip 02 - CPMR P.O. Box: 14588 City: Nairobi Tel.: Fax: Ernail: somjee@arcc.or. ke Ololua Environmental Group OEG 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Participatory Community Training & Rural Development PRACTICAL 0 1 - Food Security P.O. Box: 48655 City: Nairobi Tel.: 02 242890 Fax: Email: orlale@hotmail.com Participatory Ecological Land-Use Management PELUM 0 1 - Food Security P.O. Box: 1134 City: Thika Tel.: 0151 30541 Fax: 0151 30055 Email: sacdepkenya@iconnect.co.ke ISGM EVALUATION REPORT H- 10 PASTORAL AID 0 1 - Food Security Pastoralism P.O. Box: 1022 City: Garissa Tel.: (013 1) 2289 Fax: (013 1) 3240 Email: Pastoral Link and Network-Africa PALINA 0 1 - Food Security Pastoralism P.O. Box: 68535 City: Nairobi Tel. : 02 604498 Fax: 02 604498 Email: palina@forrnax africaonline.com Pastoralists Community Development Organization PACODEO 0 1 - Food Security Conflict Management Pastoralism P.O. Box: 28 City: Marsabit Tel. : 0183-2485 Fax: 0183-2416 Email: Peace Building and Reconciliation Ministries PRM-MAP-ES Coriict Management P.O. Box: 21663 City: Nairobi Tel.: (02) 5695 13 Fax: 254-2-7 14422 Email: Fnemeyimana@map.org People Ready To Eliminate Poverty And Redu P.R.E.P.A.RE 0 1 - Food Sechty Environment P.O. Box: 40599 City: Mombasa Tel.: 254 01 315412 Fax: Email: Perimart International 01 - Food Security Conflict Management P.O. Box: 33976 City: Nairobi Tel.: (02) 243989 Fax: (02) 243989 Email: perimart@iconnect.co.ke Poverty Africa - Kenya P.O. Box: 46433 City: Nairobi Tel.: (02) 760653 Fax: Email: Rainbow International Relief and Development RISP 0 1 - Food Security P.O. Box: 66168 City: Nairobi Tel. : 254-02-607446 Fax: 254-02-447015 Email: amadrainbow@insightkenya.com Rescue the Nomads P.O. Box: 75187 City: Nairobi Tel.: 0303- 40140 Fax: 0303- 41 156 Email: aligab@tyro.africaonline. com Resources Conflict Institute RECONCILE Conflict Management Natural Resource Management P.O. Box: 7 150 City: Nakuru Tel.: 037 44940 Fax: 037 212865 Email: RECONCILE@Net2000ke. com Rumwa Youth Group Environment P.O. Box: City: Waithaka Tel.: Fax: Email: ISGM EVALUATION REPORT H-11 Rural Energy and Food Security Organization REFSO 0 1 - Food Security P.O. Box: 75 1 City: Busia Tel. : (0336) 22333 Fax: (0336) 22333 Email: bgs@africaonline.co.ke Sadhaqa Development Aid Organization SAD A Conflict Management P.O. Box: 54867 City: Nairobi Tel.: 02-2245991 Fax: 02-330160 Ernail: sadhaqa@chasecyber.com Save Somali Women and Children SSWC Conflict Management Democracy and Governance P.O. Box: 38887 City: Nairobi Tel.: 02 744083 Fax: 02 749050 Email: Save the Habitat Conflict Management P.O. Box: City: Nairobi Tel.: 765076 Ex254 Fax: Email: Science and Environment For the Youth SEEY Improved Health Environment P.O. Box: 5 1736 City: Nairobi Tel.: 02 502802 Fax: 02 609372 Email: Shangilia Mtoto Wa Afrika P.O. Box: 47779 City: Nairobi Tel.: 571776 Fax: 562106 Email: shangilia@insightkenya.com Shelter Water & Energy Resource Network SWERN Environment P.O. Box: 44047 City: Nairobi Tel. : 244688 Fax: Email: SOHAN SOHAN P.O. Box: 57155,53370, City: Nairobi Tel.: 240836 Fax: 240836 Email: Sustainable Agriculture Community Development SACDEP 0 1 - Food Security P.O. Box: 1134 City: Thika Tel.: 0 15 1 3054 1 Fax: 0151 30055 Email: sacdepkenya@icomect.co. ke United Nations Associations of Kenya P.O. Box: 34977 City: Nairobi Tel. : 02 339000 Fax: 02 715004 Email: eagle@africaonline.co.ke Vetwork Services Trust VETWORK 0 1 - Food Security Conflict Management Pastoralism P.O. Box: 77901 City: Nairobi Tel.: 254-2-604153 Fax: 254-2-604 154 Email: vetwork@nbnet .co. ke Vokonyi Welfare Association 01 - Food Security P.O. Box: 55443 City: Nairobi Tel. : Fax: Email: ISGM EVALUATION REPORT H-12 Wajir South Development Association WASDA Economic Growth & Agriculture Pastoralism P.O. Box: 28409 City: Nairobi Tel.: 254-2-218358 Fax: 254-2-2215 16 Email: wasdahq@wananchi. com Wamo Agricultural Development Agency WADA 01 - Food Security Environment P.O. Box: 71027 City: Nairobi Tel. : 02 763069 Fax: 02 763 110 Email: Western Women's Network WWN 0 1 - Food Security P.O. Box: 73 523 City: Nairobi Tel.: 02 7 10682 Fax: 02 729460 Email: steve@bitlink.co. ke Widows, Orphans and Disabled Rehabilitation WODRANS P.O. Box: 2772 1 City: Nairobi Tel.: 02 57753013 1 Fax: 02 577529 Email: WUONDA Relief and Development Organization WUONDA 01 - Food Security P.O. Box: 77901 City: Nairobi Tel.: 02 604565 Fax: 02 605952 Email: Liberia Talking Dm TD 02 - CPMR P.O. Box: City: Tel.: Fax: Malawi Malawi Women Lawyers MWL P.O. Box: City: Tel . : Fax: Email: Nigeria Academic Associates Peace Works AAl'W 02 - CPMR P.O. Box: City: Lagos Tel. : 234 17743203 Fax: 234 1 4937853 Email: aapeaceworks@yahoo.co.uk FIDA Nigeria FIDA NG 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Rwanda Association "ABAGIRAMPUHWE" Production P.O. Box: 1383 City: Kigali Tel.: 250-7-4332 Fax : 250-7-7672 Email: PROFEMMES 02 - CPMR P.O. Box: City: Tel.: Fax: Email: ISGM EVALUATION REPORT H- 13 ! Rwanda Womens Network RWN 02- CPMR P.O. Box: City: Tel.: Fax: Email: Rwandese Association of Journalists RAJ 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Somalia Bantu Rehabilitation Trust - Somalia BRT Democracy and Governance Pastoralism P.O. Box: 32679 City: Nairobi Tel. : 02 217127 Fax: 02 217243 Email: arcadia@insightkenya.com Committee for Concerned Somalis CCS 01 - Food Security Pastoralism P.O. Box: City: Tel.: 253 210006 Fax: Email: Dr. Ismail'le Human Rights Foundation P.O. Box: C/o UNDP Somalia City: Nairobi Tel. : 252 1 210437 Fax: Ernail: Rural Development Voluntary Organization (RDVO) 0 1 - Food Security Pastoralism P.O. Box: 16351 City: Nairobi Tel. : 02 766649 Fax: 02 712409 Email: gambib@t.days.co.ke Somalia Development Fishing Organization SDFO 0 1 - Food Security P.O. Box: 75666 City: Nairobi Tel. : 2474 13 Fax: 247526 Email: Somali Organization for Community Development SOSDA Conflict Management P.O. Box: 34819 City: Nairobi Tel.: 335226 Fax: 336752 Email: socda@insigtkenya.com Somali Peace Initiative SPI P.O. Box: 68678 City: Nairobi Tel. : Fax: 7673 18 Email: Somali Peace Line - Mogadishu 0 1 - Food Security Conflict Management Democracy and Governance P.O. Box: City: Tel.: 252 1 215761 Fax: Email: Somali Peace Line - Mogadishu P.O. Box: City: Tel.: 252 1 215761 Fax: Email: Somali Relief and Rehabilitation Association SORRA 01 - Food Security P.O. Box: City: Hargeisa Tel.: 2 134577 Fax: 2522134501 Email: ISGM EVALUATION REPORT H-14 Somali Sewage Drainage & Building Company SSDB co. Environment P.O. Box: City: Mogadishu Tel.: 764624 Fax: 767922 Email: Sultan Community Based Organization SCBO Production P.O. Box: 2522 City: Hargeisa Tel.: 2522462284 Fax: 253 21 0006 Email: Techno Foundation Charitable Trust TFCT 01 - Food Security P.O. Box: 6509 City: Mogalshu Tel. : 225992 Fax: 225992 Email: Tawakal Hufan P.O. Box: City: Hargeisa Tel.: 253213915 Fax: Email: United Somali Professional Association UNISOPA 0 1 - Food Security Pastoralism P.O. Box: 54044 City: Nairobi Tel.: 02 765076 223 Fax: 02 769612 Email: South Africa ACCORD SOUTH Africa ACCORD SA 02-CPMR P.O. Box: City: Tel.: Fax: Ernail: Motheho Integrity MI 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Southern Africa Regional Institute for Policy St SARlPS P.O. Box: City: Tel. : Fax: Email: Sudan Church Ecumenical Action in Sudan CEE WA 01 - Food Security P.O. Box: City: Tel.: Fax: Email: New Sudan Council of Churches NSCC P.O. Box: 66 168 City: Nairobi Tel.: 02 446966 Fax: 02 447015 Email: peacedesk@swiftkenya.com Sudan Association of Disabled P.O. Box: 66286 City: Nairobi Tel.: 562195 Fax: 562195 Email: Sudan Human Rights Association Conflict Management Democracy and Governance P.O. Box: 7327 City: Kampala Tel.: 256-41-250586 Fax: 256-41-250586 Email: ISGM EVALUATION REPORT H- 15 Sudanese Womens' Voice for Peace SWVP 02 - CPMR P.O. Box: city: Tel.: Fax: Email: Tanzania Africa Link/IUST P.O. Box: 35102 City: Dar-es-Salaam Tel. : 74816 Fax: Email: Animal Traction Development Group ATDG P.O. Box: 464 City: Arusha Tel.: Fax: Email: AWA Tanzania AWA 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Bulgalda Sustainable Development Organization BULGALDA 0 1 - Food Security Democracy and Governance P.O. Box: 17 City: Arusha Tel. : 00-873-71685793 Fax: Email: psuhpdf@twiga.com Center for Foreign Relations CFR 02 - CPMR P.O. Box: 2824 City: Dar-es-salaam Tel.: 00751 851008 Fax: Email: dr@intafrica.com Christian Council of Tanzania CCT P.O. Box: 12047 City: Dar-es-Salaam Tel.: 602642 Fax: 602642 Email: Community Development Research Foundation CODEREO 01 - Food Security P.O. Box: 63 196 City: Dares-Salaam Tel.: 255-5 1-700667/8 Fax: 255-051-700669 Email: Dodoma Environmental Network DEN P.O. Box: City: Tel.: Fax: Email: East Africa Community EAC 02 - CPMR P.O. Box: 1096 City: Arusha Tel.: Fax: Email: magaga@eachq.org East African Rural Development Program EARDP 0 1 - Food Security Democracy and Governance Environment P.O. Box: 176 City: Duluti-Arusha Tel. : Fax: Email: driessen@habari.co. tz East African Support Unit for NGOs EASUN P.O. Box: 6 120 City: Arusha Tel.: 057-8803 Fax: 057-8289 Email: easun@habari.co.t. ISGM EVALUATION REPORT H- 16 East African Youth Council EAYCO P.O. Box: 10767 City: Arusha Tel.: 08 116 1268 1 Fax: 022-2135019 Email: mwakagendahebron@hotmail.com EnterpriseWorksITanzania EWIT 0 1 - Food Security P.O. Box: 14620 City: Dares-Salaam Tel. : 255-22-2700262 Fax: 255-22-2700697 Email: enterpriseworks@raha.com Environment Engineering and Pollution Control EEPCO Environment P.O. Box: 70 18 City: Dares-Salaam Tel.: 183702 Fax: Email: eepco@yahoo.com ES ATJRP ESATJRP Democracy and Governance P.O. Box: City: Tel. : Fax: Email: esaurp@ud.co.tz Family Alliance for Development and Co-opera FADECO 0 1 - Food Security Household Level Nutrition P.O. Box: 223 City: Karagwe- Kagera region Tel.: 00 255 66 22521 Fax: 002556622521 Email: drdp. ka@wxs. nl Holy Ghost Fathers - Spiritan Refugee Service P.O. Box: 211 City: Kasulu-Kigoma Tel.: 2436 Fax: 823 2 Email: EAP@habari.co.tz Joint NGO Commission of Tanzania JONGOCOTA 0 1 - Food Security P.O. Box: 72259 City: Dar-es-Salaam Tel. : 5 1-862226 Fax: Email: edwardmndeka@hotmail.com Lawyers Environmental Action Team LEAT 0 1 - Food Security Natural Resource Management P.O. Box: 12605 City: Dar Es Salaam Tel.: 255-05 1-180842 Fax: 255-5 1-180842 Email: leat@twiga.com Majengo Minerals Development Organization MAMlDEO 0 1 - Food Security Conflict Management P.O. Box: 5062 City: Arusha Tel. : 5 10605 Fax: 578965 Email: pingos@yakohabari.com Manza Women and Youths Salt Production Co-o Production P.O. Box: 5609 City: Tanga Tel.: Fax: Email: Mbutu Agriculture Society P.O. Box: 45736 City: Dar-es-Salaam Tel.: 857021 Fax: 181653 Email: mmbutu@hotmail.com Mianzini Community Development Association P.O. Box: 11023 City: Dar-es-Salaam Tel.: 051-111562 Fax: Email: ISGM EVALUATION REPORT H-17 Mrs Veronica F.R Shao P.O. Box: 10204 City: MOSHI Tel.: Fax: Email: National Youth Forum NYF Democracy and Governance P.O. Box: 9354 City: Dar es Salaam Tel.: 081 1612681f Fax: 022-2135019 Email: mwakagendahebron@hotmail . corn Network Against Female Genital Mutilation NAFGEM P.O. Box: 6413 City: Moshi Tel.: 055-55652 Fax: 055-55652 Email: NGO Resource Centre NGORC Pastoralism P.O. Box: 4128 City: Zanzibar Tel. : 24 2230696 Fax: 24 2230696 Email: ngorc@zanzinet.com NGO-Technical AIDS Committee TAC P.O. Box: 113 18 City: Dar-es-Salaam Tel.: 700668 Fax: 05 1-700669 Email: ngotac@twiga.com Peace House - Arusha AICC Building P.O. Box: 3033 City: Arusha Tel.: 8855 Fax: 8858 Email: SEHA SEHA P.O. Box: 5274 City: Dar -Es- Salaam Tel.: 0811 619311 Fax: 0255 170757 Email: bamwenda@intafrica. corn Shelter for Abused Women and Children in Tan SAWOCT P.O. Box: 722 1 City: Moshi Tel.: 055-530 16 Fax: Email: Shujaa Wa Kupiga Umaskini Vita SKW P.O. Box: 9952 City: Dar-es-Salaam Tel. : 081 1-334794 Fax: 255-022-21 19360 Email: Sidama Zone Agriculture 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Simanjiro Farmers Association S.F.A 0 1 - Food Security Pastoralism P.O. Box: 1326 City: Arusha Tel.: 7408 Fax: 2548208 Email: blackmamba@cybernet. co. tz Sustainable Advancement in Zanzibar SAZ 02 - CPMR P.O. Box: City: Tel. : Fax: Ernail: Swiss Foundation For Development Cooperation SWISSAID - T 01 - Food Security Environment P.O. Box: 60744 City: Dar-es-Salaam Tel.: 25-55 1-2668563 Fax: 25-551-2668543 Email: swiss@ud.co.tz lSGM EVALUATION REPORT H- 18 )&*I Tabora Voluntary Development Society TADESO 0 1 - Food Security P.O. Box: 32345 City: Dares-Salaam Tel. : 0255 22 2850794 Fax: 255 22 2850719 Email: maziku@ud. co. tz Taluma Women Group Dar-Es-Salaam TWG 0 1 - Food Security P.O. Box: City: Tel.: Fax: Email: TAMWA TAMWA P.O. Box: 8981, City: Dar Es Salaam Tel.: 255222115278 Fax: Email: tamwa@raha. com TANGO 01 - Food Security P.O. Box: City: Tel.: Fax: Email: Tanzania Centre for Conflict Resolution TCFR P.O. Box: 2824 City: Dares-Salaam Tel.: 081 1-334669 Fax: 05 1-85 1534 Email: cfr@intafrica.com Tanzania Council for Social Development TACOSODE 0 1 - Food Security P.O. Box: 63 196 City: Dar-es-Salaam Tel.: 255-5 1-70066718 Fax: 255-05 1-700669 Email: Tanzania Forest Conservation Group TFCG P.O. Box: 23410 City: Dar-es-Salaam Tel. : 74836 Fax: Email: tfcg@twiga.com Tanzania Home Economics Association THEA 0 1 - Food Security P.O. Box: City: Tel. : Fax: Email: Tanzania National Freedom from Hunger Camp P.O. Box: 54 10 City: Dar-es-Salaam Tel.: 051-1 11562 Fax: Email: Tanzania Organization of Permaculture Promote P.O. Box: 54 10 City: Dar-es-Salaam Tel.: 051-1 11562 Fax: Email: Tanzania Promotion Of Self Employment-Teme P.O. Box: City: Tel.: Fax: Email: Tanzania Red Cross Society - Kilirnanjaro Bran TRCS P.O. Box: City: Maparara-Moshi Tel.: 51931 Fax: Email: Tanzania Retrenched Workers Association TAREWA 0 1 - Food Security P.O. Box: 36201 City: Dar es Salaam Tel.: 2820305 Fax: Email: lSGM EVALUATION REPORT H- 19 Tanzania Scouts Association P.O. Box: 945 City: Dar-es-Salaam Tel. : 255-51-150115 Fax: 255-51-150382 Email: Tanzania Traditional Energy Development and TTEDEO 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Tanzania Tree Planting Foundation TTPF P.O. Box: 813 1 City: Dar-es-Salaam Tel.: 180005 Fax: 180005 Email : TAWLA TAWLA 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Uganda Acholi Religious Leaders Peace Initiative ARLP 02 - CPMR P.O. Box: 475 City: Gulu Tel.: Fax: Email: Action Aid A. 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Adventist Development and Relief Agency ADRA 0 1 - Food Security Democracy and Governance P.O. Box: 9946 City: Kampala Tel.: 41 223316 Fax: 25641286033 Email: adra@imul. com African Centre for Treatment and Rehabilitation ACTV Democracy and Governance P.O. Box: 1483 City: Kampala Tel.: 041 542489 Fax: 256 41 533 189 Email: actv@africaonline.co.ug African Womens Economic Policy Network AWEPON 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Agency for Co-operation and Research in De ACORD 0 1 - Food Security P.O. Box: 280 City: Kampala Tel.: 41 26766718 Fax: 41 267669 Email: acordug@uol. co.ug Akina Mama Wa Afrika AMWA 02 - CPMR P.O. Box: 24130 City: Kampala Tel. : 41 54368113 Fax: 543683 Email: gracia@imul.com ISGM EVALUATION REPORT H-20 /@ Aktion Afrika Hilfe (AAH) 0 1 - Food Security Household Level Nutrition Conflict Management Pastoralism P.O. Box: 10501 City: Kampala Tel.: 041 543725 Fax: 041 543639 Email: akafri@imul.com Betwix CC Process Facilitation Services 0 1 - Food Security P.O. Box: City: Tel.: Fax: Ed: Buganda Cultural and Development Foundation BUCADEF 01 - Food Security P.O. Box: 745 1 City: Kampala Tel. : 27 1870 Fax: 344169 Email: bucadef@infocom.co.ug Bukedde B P.O. Box: City: Kampala Tel.: 256 041235209 Fax: Email: nvision@imul.com nvision@newvision.co.ug Busia Private Sector Promotion Centre 0 1 - Food Security P.O. Box: 368 City: Busia Tel.: 045 43479 Fax: 045 43467 Email: Busiki Multi-Purpose Rural Development Assoc. BUMURUDA 0 1 - Food Security P.O. Box: 169 City: Busembatia-Iganga Tel.: 256-043 242070 Fax: 041 345804 Email: Center For Conflict Resolution CECORE Conflict Management 02 - CPMR P.O. Box: 5211 City: Kampala Tel. : 256-41-255033 Fax: 256-41-2550331 Email: cecore@swiftuganda.com Child Welfare Support Organization-Uganda CWSO-UGAN 0 1 - Food Security P.O. Box: 40 1 City: Gulu Tel.: 256-4 1-540009 Fax: 256-41-53 1896 Email: comed@avumuk. ac.ug Church of Uganda - Peace and Development D CU P.O. Box: 23 2 City: Gulu Tel.: 2560471451293 Fax: Email: Community Agency for Social Enquiry Internat CASE 02 - CPMR P.O. Box: 33614 City: Kampala Tel. : 255577 Fax: 230691 Email: intl@yahoo.com CORE International CORE - I 01 - Food Security P.O. Box: 24626 City: Kampala Tel.: 256 041 5438 10 Fax: Email: omeri@imul. com Eastern Africa Work Camps Association NET- WORK P.O. Box: 33 12 City: Kampala Tel.: 41 268522 Fax: 41 530765 Email: co.msuga@ms.or. ug ISGM EVALUATION REPORT H-21 Eastern African Sub-regional Support Initiati EASSI 01 - Food Security Conflict Management P.O. Box: 24965 City: Kampala Tel.: 041 543995 Fax: 041 540256 Email: eassi@infocom.co.ug Federation of Human Rights Initiatives FHRI P.O. Box: City: Tel. : Fax: Email: FIDA (UGANDA) FIDA - (U) Conflict Management 02 - CPMR Democracy and Governance P.O. Box: 2157 City: Kampala Tel. : 256-04 1-530-848 Fax: Email: fida-ug@starcom.co.ug Food Science and Technology Institute FOSRI 01 - Food Security P.O. Box: City: Tel. : Fax: Email: Fredrick Ebert Foundation FES 02 - CPMR P.O. Box: 3860 City: Kampala Tel.: 256041344696 Fax: 256041256559 Email: fesugand@imul . corn Foundation for Human Rights FHRI 02 - CPMR P.O. Box: 1 1027 City: Kampala Tel.: Fax: Email: God's Mercy Organization P.O. Box: 298 City: Gulu Tel. : Fax: Email: Hoima District Farmers Association HODFA 0 1 - Food Security P.O. Box: 240 City: Hoima Tel.: 0465 40450 Fax: 0465 40 399 Email: olefred@africaonline.co.ug Human Rights Focus HURIFO 02 - CPMR P.O. Box: 970 City: Gulu Tel.: 256 0471 32259 Fax: 256 0471 32402 Email: Human Rights Network HURINET 02 - CPMR P.O. Box: 21265 City: Kampala Tel.: 256041 245526 Fax: Email: hurinet@swiftuganda.com Inter Aid Uganda IAU 0 1 - Food Security P.O. Box: 737 City: Kampala Tel.: 041 347545 Fax: 041 347545 Email: iauga@uol.co.ug ISIS - WICCE ISIS - WICCE P.O. Box: City: Tel.: Fax: Ernail: ISGM EVALUATION REPORT H-22 Jamii Ya Kupatanisha JYAK 02 - CPMR P.O. Box: City: kampala Tel.: 256041346449 Fax: Email: jyak@swiftuganda.com Joint Effort to Save the Environment JESE 0 1 - Food Security Environment P.O. Box: 728 City: Fort-Portal Tel.: 483 22544 Fax: 483 22636 Email: Karamoja Agro-Pastoral Development Program KAPDP-B APD P.O. Box: City: Tel. : Fax: Email: Karamoja Agro-Pastoral Development Program KAPDP-BAPD 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Karamoja Ago-Pastoral Development Program KAPDP - KRP 0 1 - Food Security 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Karamoja Resource and Policy Center - Luther KRPC - LWF 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Kibuli (Wabigalo) Twezimbe 0 1 - Food Security P.O. Box: City: Kampala Tel. : Fax: Email: Kiwafu Co-Operative Saving and Credit Society Kiwafu 01 - Food Security P.O. Box: 454 City: Entebbe Tel.: 041 321263 Fax: Email: Kiwafucoop@usa.net Masaka Youth Development Organization MAYODO 0 1 - Food Security P.O. Box: 92 16 City: Kampala Tel. : 41-344755 Fax: 41-344156 Email: gasterk@yahoo.com Mental Health Care Organization P.O. Box: 186713760 City: Kampala Tel.: 256-41-23 1534 Fax: 256-41-23 1289 Email: Millenium Leadership Training and Peace Found MlLETRAP 02 - CPMR P.O. Box: 32144 City: Lusaka Tel.: 260 1 291690 Fax: Email: msodzi@zamnet.zm Mityana Diocese P.O. Box: 102 City: Mityana Tel.: 046 2017 Fax: Email: ISGM EVALUATION REPORT H-23 National Association of Women Organization NAWOU 0 1 - Food Security P.O. Box: 1668 City: Kampala Tel. : 41-258463 Fax: 256-46-2038 Email: nawou@afsat.or.ug National Association of Women Organization NAWOU 0 1 - Food Security P.O. Box: 3 86 City: Mithyana Tel.: 41-258463 Fax: 256-46-203 8 Email : National Water and Sewarage Corporation NWSC 02 - CPMR P.O. Box: City: Tel.: Fax: Email: New Development Perspective NDP 0 1 - Food Security P.O. Box: 7305 City: Kampala Tel.: 256-4 1-347854 Fax: 256-41-532821 Email: misrlib@imul.com New Horizons Women's Education Center WEC 01 - Food Security Conflict Management Democracy and Governance P.O. Box: 10795 City: Kampala Tel.: Fax: 041 347688 Email : eruguuza@yahoo.co.uk Ogaden Welfare Society P.O. Box: City: Tel.: Fax: Email: Ogiek Welfare Council OWC 02 - CPMR P.O. Box: City: Tel.: Fax: Email: oxhm - UgandaOXfm - UG 01 - Food Security 02 - CPMR P.O. Box: 6228 City: Kampala Tel.: 256 041 266437 Fax: 256041232874 Email: oxfam.kampala.wfp.or.ug Pajule Women Development Association PWDA 0 1 - Food Security P.O. Box: 11235 City: Kampala Tel.: 256-41-342253 Fax: Email: Pan - African Movement 02 - CPMR P.O. Box: 24590 City: Kampala Tel.: Fax: Email: pawlo@imul.com Pan African Relief and Rehabilitation Association 0 1 - Food Security Conflict Management P.O. Box: 2611 City: Pam, Kampala Tel.: 256-041-255037 Fax: 256-041-255037 Email: Peace Initiative and Research Center PIRC 02 - CPMR P.O. Box: 720 City: Lira Tel.: Fax: 473 20187 Email: forward@swiftuganda.com ISGM EVALUATION REPORT H-24 Pentecostal Assembly of Jesus Ministry P AJ-Uganda 0 1 - Food Security P.O. Box: 399 City: Busia Tel. : Fax: Email: Poverty Alleviation and Community Develop PACODEF P.O. Box: 1375 City: Mbale Tel.: 045-34089 Fax: 045-34089 Email: PPDI PPDI 0 1 - Food Security 02 - CPMR P.O. Box: City: Garissa Tel. : 245 0131 2533 Fax: Email: mareb@justice. com Ruvu Forest Project RFP 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Single Mothers Association Uganda SMAU P.O. Box: 694 City: Entebbe Tel.: 256-041-321248 Fax: Email: srnau@swiftuganda.com SNV - Uganda SNV -UG 02 - CPMR P.O. Box: City: Tel.: Fax: Email: SODANN 02 - CPMR P.O. Box: 240 City: Soroti Tel. : 25604561792 Fax: 256 045 6 1292 Email: Teso Initiative for Peace TIP 02 - CPMR P.O. Box: 5 5 City: Soroti Tel. : 256 041251408 Fax: 256 041 2571 18 Email: Torit Diocese P.O. Box: 26157 City: Kampala Tel. : 271 153 Fax: Email: Tusasirwe and Company Advocates TA 0 1 - Food Security 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Uganda Girl Guides Association, The UGGA 0 1 - Food Security Democracy and Governance P.O. Box: 696 City: Kampala Tel. : 256-4 1-256872 Fax: Email: Uganda Joint Christian Council UJCC Democracy and Governance P.O. Box: 30154 City: Kampala Tel. : 041 2542191 Fax: 041 254522 Email: ISGM EVALUATION REPORT H-2.5 Uganda Judicial Office Association UJOA 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Uganda Judicial Service Commission UJSC 02 - CPMR P.O. Box: City: Tel.: Fax: Ernail: Uganda Land Alliance ULA 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Uganda Media Women's Association UMWA P.O. Box: 7263 City: Kampala Tel. : 041 543996 Fax: 04 1 543996 Email: umwa@swiftuganda.com Uganda Parliamentary Association UPA P.O. Box: City: Tel.: Fax: Email: Uganda Peace Foundation UPF Conflict Management P.O. Box: 684 1 City: Kampala Tel. : 041 233349 Fax: Email: Uganda Resources Management Foundation REMAFO 01 - Food Security P.O. Box: 11 189 City: Kampala Tel.: 041-259477 Fax: 041-255288 Email: glob@inforcom.co.ug Uganda Women Network UWONET Conflict Management 02 - CPMR P.O. Box: 27991 City: Kampala Tel.: 41 543968 Fax: 41 543968 Email: uwonet@starcom.co.ug UJSC UJSC 02 - CPMR P.O. Box: 268 City: Kampala Tel.: 256 041346112 Fax: Email: ULRC ULRC P.O. Box: City: Tel.: Fax: Email: United Humanitarian Development Association UHDA 01 - Food Security Environment P.O. Box: 77 1 City: Kampala Tel. : 041 20232 Fax: Email: United nations High Commissioner for Refugee UNHCR - UG 02 - CPMR P.O. Box: 3813 City: Kampala Tel.: 256 041 23 123 1 Fax: Email: lSGM EVALUATION REPORT H-26 Wera Development Association WEDA 0 1 - Food Security Conflict Management P.O. Box: 8872 City: Kampala Tel. : 41 221094 Fax: 77 484249 Email: etyangat@infocom. co. ug YWCA - UgandaYWCA - UG P.O. Box: City: Tel.: Fax: Email: UWFT UWFT P.O. Box: City: Tel. : Fax: Email: WLS A WLSA 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Zimbabwe United Arab Emirates Red Crescent Society for the United Arab Emira RCS-UAE P.O. Box: City: Tel.: 252 1216123 Fax: 252 1216124 Email: Zambia Common Market for East and Southern Africa P.O. Box: City: Tel.: Fax: Email: Lusaka National Assembly LNA 02 - CPMR P.O. Box: City: Lusaka Tel.: Fax: Email: University of Zambia uoz P.O. Box: City: Tel. : Fax: Email: Mwelekeo wa NGO MWENGO P.O. Box: City: Tel. : Fax: Email: ZWLA - Zimbabwe ZWLA 0 1 - Food Security 02 - CPMR P.O. Box: City: Tel.: Fax: Email: OTHER (FAN TO PROVIDE DETAILS) BIA Environmental Conservation group BIA 02 - CPMR P.O. Box: City: Tel.: Fax: ~mhl: Center for Defense Studies (CDS) P.O. Box: City: Tel. : Fax: Email: ISGM EVALUATION REPORT H-27 Center for Human Environment CHE 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Envirocare EC 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Horn of Africa Center for Democracy and Development HACDD 0 1 - Food Security P.O. Box: City: Tel.: Fax: Email: Horn of Africa Research Center HACDAD 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Human Rights Standing Committee KRSC 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Ilafamatak Lorkonerei 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Integrated Rural Development Committee IRDC 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Integrated Rural Development Initiatives JRDI 02 - CPMR P.O. Box: City: Tel. : Fax: Email: International Corporation for Development ICD 02 - CPMR P.O. Box: City: Tel.: 252 213 4701 Fax: 252 25 230 11 Email: J ACH JACH 0 1 - Food Security P.O. Box: City: Tel. : Fax: Email: Justice Peace and Reconciliation - Diocese of JPR 02 - CPMR P.O. Box: City: Tel. : Fax: Ernail: Kaiko Mobile - CBH Project KM - CBH 02 - CPMR P.O. Box: City: Tel.: Fax: Email: ISGM EVALUATION REPORT H-28 Kowanda Research Institute KRI 01 - Food Security P.O. Box: City: Tel.: Fax: Email: MAAIF MAAIF 0 1 - Food Security P.O. Box: City: Tel.: Fax: Email: Mpigi 0 1 - Food Security P.O. Box: City: Tel.: Fax: Email: Nalulingo Community Action Group NCAG 02 - CPMR P.O. Box: City: Tel.: Fax: Email: NECDP NECDP 0 1 - Food Security P.O. Box: City: Tel. : Fax: Email: NS ARW NSARW 0 1 - Food Security P.O. Box: City: Tel. : ax: Email: NVIG. Hope 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Peace and Development Foundation PDF 02 - CPMR P.O. Box: City: Tel.: Fax: Email: Peace Point PP 02 - CPMR P.O. Box: City: Tel.: Fax: Email: PeaceNet PN 02 - CPMR P.O. Box: City: Tel. : Fax: Email: Regional Community Forestry Training Center RCFTC 02 - CPMR P.O. Box: City: Tel. : Fax: Email: m m 02 - CPMR P.O. Box: City: Tel.: Fax: Email: ISGM EVALUATION REPORT H-29 Roka Community Development Committee P.O. Box: City: Tel.: Fax: Email: Sabala Kizit Democracy and Governance P.O. Box: City: Tel. : Fax: Email: Saint Barbara Foundation SBF P.O. Box: City: Tel.: 253 22 3898 Fax: 253 22 3898 SAWA SAWA P.O. Box: City: Tel . : 252 5243955 Fax: Email: SMIU SMIU 0 1 - Food Security P.O. Box: City: Tel.: Fax: Emai: ISGM EVALUATION REPORT H-30