Building Civil Society in Times of Turmoil Final Evaluation Report Mercy Corps- PVC Program September 1999- January 2003 Mercy Corps Contact Mara Galaty Director of Civil Society Tel(503) 450 1979 Fax (503) 796 6843 PSC Contact Tom Kennedy Supervisory Pro,- Jlanager DCH&PVC PDJI Tel(202) 712 5339 .d Revised final evaluation, amended by Mercy Corps for Aileen Kishaba a a Per EVALUATION IDENTIFICATION SHEET . PVO Name Matching Grant Title Cooperative Agreement Number Amount of Grant, Amount of Match and Funds Respectwely ( December 5. 2000'(~trst ~nnuil Report) USAIDIPVC Grant OHicer(s) I Mary HerberU Regme Douthard Mercy Corps 1 Building Civil Society in Times of Turmoil FAO-a-00-99-00047-00 $1.2 million matched 100% by PVO; all funds disbursed by 1 Disbursal to Date Period of Grant Any (cosffno cost) extension? Current status of MG DIP Submission, ADDrOval and Chanae Dates Jan 31,2003 i September 21, 1999-September 20.2002 1 Yes-no cost; Sept 20,2002 -Jan 31,2003 i Completed 1 March 17. 2000: A~ril22. 2001(Mid-Term Evaluation): I . Technical area of Grant Date of the evaluation Countries of program activity Principle Partners (all local partners) Civil Society September 2002-February 2003 Tajikistan, Nicaragua, Honduras. Indonesia: US Taiikistan-Dilsuz, NABW, Citizen Working Groups; Country programs evaluated Evaluation Team Members (organization) ~icara~ua-~~~~l~~, Jinotega Civil SOC& Netivork: Honduras-PAG; Patronatos Associations Indonesia-numerous local NGOs Tajikistan, Nicaragua. Honduras. Indonesia: US Mercy Corps (with independent consultant) Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Table of Contents EVALUATION IDENTIFICATION SHEET .......................................................................... 1 MAJOR SUCCESSES AND SHORTCOMINGS ................................................................ 4 ACRONYMS, ABBREVIATIONS AND DEFINITIONS ...................................................... 5 EXECUTIVE SUMMARY .................................................................................................... 6 METHODOLOGY ............................................................................................................... 8 CONSTRAINTS TO EVALUATION PROCESS ................................................................. 8 FINDINGS TAJIKISTAN ............................................................................................................... 9 NICARAGUA ........................................................................................................... 16 HONDURAS ............................................................................................................. 21 INDONESIA ............................................................................................................. 29 HEADQUARTERS .................................................................................................... 34 RECOMMENDATIONS ................................................................................................... 39 Appendices A: DIP Planning Matrices B: Evaluation Resources List C: List of Evaluation lnterviewees D: Representational List of Training conducted in Mercy Corps Tajikistan E: lshtirok Program Description F: Mercy Corps Tajikistan Gender Policy G: Technology of Participation Information H: PAGJINO Board Member Focus Group Responses I: Mercy Corps Tajikistan Working Group Success Stories J: Representational Listing of Training Activities Offered by PAG K: Honduras Subgrant Projects and Success Stories L: Civil Society Exchange Visit-Honduras-Tajikistan M: Mercy Corps Indonesia PalulPoso Program Report '7 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba N: Mercy Corps lndonesia Micro finance Partner Information 0: Mercy Corps lndonesia Top Ten Civil Society Best Practices P: Maluku Case Study Q: Trip Report Indonesia-Afghanistan Exchange Visit R: Mercy Corps lndonesia Civil Society Follow-on Staffing Plan S: Evaluation Scope of Work Revised final evaluation, amended by Mercy Corps for Aileen Kishaba MAJOR SUCCESS AND SHORTCOMINGS Maior Successes Replication of successful Matching Grant civic groups activity with funding from another (USG) source. Majority of participating civic groups in small grants program not only complete goals of grant award but continue to function as active civil society organizations, many forming associations of groups with similar interests. Gender workshops and seminars raise awareness of partners and beneficiaries resulting in more women participating actively in civil society. (Common observation by partners and beneficiaries: women are more "trustworthy" and more likely to repay loans.) Creative funding mechanism to retain CS program and staff within office portfolio; CSP folded into and funded by sector programs (e.g., MC-I). ldentification of competent local partners who are better able to carry on civil society training and civil society activities having in MGICSP. Partners serve as"front line" troops for additional and ongoing activities to develop civil societies. Empowerment of community groups, (patronatos,) and community-based organizations (e.g., Association of Patronatos, PAGJINO) results in increased dialogue between civic organizations and government, increased ability of communities to address own needs and issues, and increased participation by women in community and government affairs. Work with patronatos (empowerment for community identified activities) is replicable model for other regions. Conflict resolution approaches in Maluku serves as model for programs in other areas of conflict worldwide. ldentification of strong local partners to carry out MGlCSP maximizes Institutional strengthening projects which increases Mercy Corps own institutional capacity to integrate civil society in development programs. Improved and adapted civil society tools to support program activities. Maior ShortcominqslConstraints The MGICSP suffered from a lack of dedicated staff and other resources needed for effective fundraisina. - IN MC-HQ, there was a period where the organization was without a Foundations Director; in the field, staff was busy implementing activities andlor did not have the necessary proposal writing skills. Often, this resulted in a lack of additional and follow-on civil society activities for partners and beneficiaries left them frustrated and "lost" when funding ended. No provision for continuing availability of technical assistance and training to reinforce lessons learned or to support identified in-country organizations to continue civil society training and support activities. Civil society networks need more and continuing support to strengthen and build the capacity of organizations and individual members. Only two full time staff at Mercy Corps Headquarters dedicated to development of Civil Society Program for organization. I Little, if anv, communication and coordination with local USAlD field mission. MGICSP activities would &ortfol~o of act'v~ries. (The exception is the-pomrmr"ndones a) - - - - - - - relationshi~s between a. three c vil socerv "acrors' - aovernment, business. , - I civic organizations or to encourage dialogue and participation by all threk in civil society development activities. Lack of independentlylexternally produced case studies (as opposed to "success stories'); need for Mercy Corps definition of "case study" and template for development. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Acronyms, Abbreviations and Definitions CS CSN CSP DIP GOH GO1 GON GOT Hokumat INGO JCSN LNG0 M&E MC-HQ MC-T MC-H MC-N MC-I MC-IIM MG MGICSP NABW NGO PAG PAGJINO Patronato Raion SME 5 Civil Society Civil Society Network Civil Society Program Detailed Implementation Plan Government of Honduras Government of lndonesia Government of Nicaragua Government of Tajikistan Local, regional government body in Tajikistan International NGO Jinotega Civil Society Network (Honduras) Local NGO Monitoring and Evaluation Mercy Corps Headquarters (Portland, OR) Mercy Corps Tajikistan field office (Dushanbe) Mercy Corps Honduras field office (same as local NGO affiliate PAG) Mercy Corps Nicaragua field office Mercy Corps Indonesia field office (Jakarta) Mercy Corps Indonesia-Maluku Matching Grant Matching GrantICivil Society Program National Association of Business Women (Tajikistan) Non Governmental Organization Proyecto Aldea Global (local Mercy Corps affiliate in Honduras) Proyecto Aldea Global Jinotega (local partner in Nicaragua) Neighborhood citizen group in Honduras Regional government body in Tajikistan Small and Medium Enterprises Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Executive Summary This report highlights the successes, constraints and unanticipated effects of Mercy Corps' (MC) civil society program, "Building Civil Society in Times of Turmoil." The evaluation took place from September 2002 through February 2003. It confirms the progress and achievement of targets identified for individual country objectives as reported in Annual Reports 2000 and 2001 .' Targets identified in the Detailed Implementation Plans (DIPS) were basically numerical outcomes, which, for the most part, were achieved. Those few instances where they were not are due to changes in local situations andlor on-site reassessments. The evaluation focuses on the "impact" of the program activities in each participating country and MC Headquarters. While objectives, indicators and targets were specifically developed for each participating field site, overall goals were similar: 1)strengthening the institutional capacity of local partners and beneficiaries to implement civil society activities; 2) developing MC's institutional capacity in the area of civil society; 3) strengthening the local NGO sector's ability to be active civil society leaders through training and technical support; and 4) increasing dialogue and cooperation between and among civil society actors: civic organizations, the government and the private sector. Each participating field site had several success stories which "increased Mercy Corps' institutional capacity to implement civil society strengthening activities."' Mercy Corps' Tajikistan Office identified two strong local partners which have become registered and recognized national organizations. One partner now actively facilitates civil society training and workshops for civic groups nationwide. Many of these groups were started with MGICSP grants and carried out innovative programs to "raise public awareness on human rights and peace buildingv3 - groups such as the one assembled by former mujaheddin, or the group which adapted traditional conflict resolution traditions to promote peaceful change between ethnic groups. (See Appendix I.) The civic group sub-grant program was such a success, MC-T initiated a larger grants program using funds provided by USDA. While Mercy Corps no longer has a field office in Nicaragua, its activities under the MGICSP continue to bear fruit with its MGICSP local partner, PAGJINO. The civil society network the grant supported has developed a strong working relationship with municipal officials, participating in community development planning in the aftermath of Hurricane Mitch. One program, which could be replicated throughout Honduras, was carried out by Mercy Corps' local partner, Proyecto Aldea Global (PAG). Although legally mandated, community organizations (patronatos) became more proactive and organized in carrying out improvements I 2 First Annual Report, transmitted December 5,2000; Second Annual Report, transmitted November 8,2001 Headquarters DIP, Objective #4. Tajikistan DIP, Objective #2. 6 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba to their neighborhoods. Credit for this feeling of empowerment was given to the skills and knowledge acquired through MGICSP training activities. Local groups then banded together to form local associations, which gave them a stronger voice in engaging in dialogues with local government officials. With grant support, PAG and civic organizations sponsored political forums and associations in a rural area established a working relationship with the recently elected president of Honduras. A civil society was certainly built in an area of turmoil in lndonesia. The MGICSP activity in Maluku serves as a model for conflict resolution programs in other conflict areas in that country. Practical lessons in participation, in bringing together diverse groups for the betterment of the entire community is the continuing legacy of the MGICSP in lndonesia. Accountability and transparency, not often demonstrated by Indonesian groups (civic, business, government) are built into all Mercy Corps program throughout lndonesia. Civil society principles strengthened humanitarian activities following the Jakarta flood in February 2002, and Mercy Corps' relationships with local NGOs provided a ready source of support during times of turmoil. With civil society overlaying its portfolio, MC-I developed an innovative way for continuing work and retaining experienced staff from the MGICSP period. All these successes in the field provided a wealth of information and experiences to build Mercy Corps Headquarters institutional capacity "to develop, implement, monitor and evaluate quality civil society initiatives and interventions" 4and carry out civil society programs and activities in other areas of conflict and turmoil. Lessons learned serve as starting points for developing improved civil society tools and designing additional training opportunities. Training was an activity cited as both the base for institutional strengthening and program development ... and the demand for more was voiced in each site. The presentation on the Civil Society Framework is one activity that local staff can learn to pass on to local civic organizations ... and is translate-able into local languages. There were many requests for training in advocacy as partners and beneficiaries began to work more and more with government agencies. The majority of MGICSP activities would be well served with follow-on activities to reinforce lessons learned, to support fledgling civic groups in need of additional technical assistance, to increase the possibility that these groups and activities would be sustainable into the future. A collection of re-occurring recommendations cited in this report is contained on the last page. There is little doubt that MGICSP program activities serve as a foundation-a start-for continuing capacity building of civic organizations, for strengthening civil society actors and interactions between actors, and for engaging local entities in their own community development and conflict resolution. And, like many other "good" programs, merits continuing support. Reinforcement training, follow-on activities and programs, and replication of successful MGICSP models would certainly support USAID's goal of "building civil society in times of turmoil." Headquarters DIP, Objective #I 7 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba lntroductionlHisto~. In 1999, Mercy Corps (MC) was awarded a Matching Grant (MGICSP), "Building Civil Sociefy in Times of Turmoil," by the Bureau for Humanitarian Response, Office for Private and Voluntary Cooperation, USAlD (USAIDIPVC). The grant covered the period 1999- 2003 (with a "no cost" extension) and programs were developed and implemented in Tajikistan, Nicaragua, Honduras, Indonesia, and MC headquarters in Portland, Oregon. As noted in the DIP, program activities for each site were implemented at different times and different funding levels. Methodolow. Information for the evaluation questionnaires and interview guidelines were compiled from a variety of source materials provided by MC-HQ and MC field offices; Post￾program evaluation analyses relied heavily on field visits: observations and interviews conducted in Tajikistan, Nicaragua, Honduras, Indonesia, and Portland, Oregon, with grant staff, MC field staff, local partners, local clients and beneficiaries, other NGOs (local and international), and others associated or involved MGICSP. In most instances, oral responses from meetings were compared later with written responses to evaluation questionnaires. Constraints to Evaluation Process. The majority of interviews and meetings conducted in MC field sites required the translation assistance of native speakers with good command of the English language. An independent (i.e., not MC staff) translator was employed at each site, although slhe was identified by the local MC ~ffice.~ The use of translators posed several problems including lack of knowledge and/or familiarity of MC andlor Civil Society program (CSP) and terminology and often the intrusion of the translator's own perspectives and attitudes when translating questions and responses; i.e., "something lost in translation." Other constraints were those of time, and difficulties with communication systems and transportation. Limited time in the field precluded a wide sampling of participants and civil society "actors" (government, business, and civic organizations) as well as information gathering meetings with USAlD field staff. Although meetings were held with all identified local partners￾often at their offices or program sites-there was often insufficient time for in-depth interviews6 or to meet with additional representatives of local partner organizations and members of citizen work groups. Transit time was usually long and difficult. Communication by telephone, fax, andlor email was often erratic or unavailable between field offices and partnerlbeneficiary offices.' Due to this limited time frame, only a small number of participants were interviewed. "Sample" size is too small to draw definitive conclusions but sufficient information was gathered to determine "what worked and what didn't;" and meetings were held with key participants who could confirm information on file at MC-HQ. All but one were available for the short-term assignment because they were job-hunting (and saw, perhaps, an opportunity for a continuing relationship with the local MC office). "valuation interviews took staff away from daily activities and responsibilities so meetings were kept to one hour to minimize imposition to local partner. 7 Transit time between MC field offices and interview sites were, on average, 3 or more hours by car usually over difficult terrain which cut into time for actual interviews; scheduling and confirming meetings was made difficult with erratic availability of phone contact often resulting in missed or late starting meetings. 8 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Findincis: Taiikistan A. Objectives, Indicators, Targets, Results Objective #I:ncrease the impact and sustainability of two civil society organizations in I members) #of organizational development 1 2 business and I lncor~orated into annual olans I - ! plans # of approved national organization structures # of Monitoring & Evaluation 1 advocacy activities (most with lbcai I (- i government officials) 1 # of case studies I 2 case studies # of successful advocacy 2 initiatives initiatives communication 2 2 M&E plans p Two completed as well as NABW & Dilsuz cam, out I I Both local partners are registered with I GOT; nat'l structurelorg & by-laws done Comoleted (Dilsuz members volunteer Objective #2: Raise public awareness on human rights and peace building. documented / part of sub-grant activities Human Riahts and Peace 1 20 NGOs & citizen I Caravan activitv comoleted: other I Indicator #of NGOs and informal citizen groups involved # of developed initiative # of small grants awarded Campaign Strategy - I groups involved in / groups incorpoiated human rights and campaign 1 peace activities within their sub-grant I ; programs I Target 20 groups 10 initiatives 10 grants Campaign Strategy Major ActivitieslResults 20 working groups selected for subgrant ; program; 2 dropped out leaving 18 I active 18 initiatives undertaken by informal citizen groups 18 grants awarded No stand-alone strategy; rather, information campaign activities were Objective #3: Build the capacity of Mercy Corps in the area of civil society. Indicator ! j Target - MC-T policy on CS support 1 policy i #of staff involved in CS work 15 staff # of staff trained in CS 30 staff trained, 2 trainers ' No written policy; but country director vocal in support of and incorporation of i CS activities across MC-T programs I MC-T Civil Society team formed; ! meetings held monthly 2 staff able to conduct CS training; MC￾T staff receive CS related training 9 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba [ # of CS exchanges 1 exchange I 1 CS staff member visited MC-I and 3 1 reports I annual, 1 final I #of case studies 1 3 case studies I Two completed I attended conference in Istanbul B. Program Effectiveness # of monitoring & evaluation Mercy Corps-Tajikistan (MC-T) began its participation in the Matching GrantICivil Society Program (MGICSP) with a field assessment on which program objectives and targets are based. These targets, were, for the most part, achieved, as a revised DIP matrix illustrates. 6 quarterly, 2 1 reports submitted and on file at MC-H Matching Grant program activities, principally training,* strengthened and increased MC-T's local partners' institutional capabilities. Both NABW and ~ilsuz~ are now the only two NGOs in Tajikistan with national organizations, legally registered with appropriate Government of Tajikistan (GOT) ministries. Both have charters and strategic plans that have been reviewed and approved by their respective boards and members. SUCCESS: Representatives from branches of both NGOs participated in strategic planning exercises at the nafional level; national staff participated with branches in the development of branch plans. National strafegic plans were reviewed and approved by all branches, and each branch was provided a copy of the approved plan. NABW added that government representatives were invited to participate in planning discussions at local and national levels. Dilsuz's organizational plans call for volunteer monitors recruited from their membership to carry out activities outlined in its written M&E plan (copies of which are available both at headquarters and at each branch office). Staff and volunteers are themselves disabled, usually with a physical disability, or have a family member with a disability.1° SUCCESS: Dilsuz branch managers, many of them disabled by war, develop annual plans from approved strategic plans; these skills were acquired in workshops sponsored by the matching grant. At a meeting with several branch managers, each referred offen to their individual annual plan to point out accomplishments to date. L 8 See Appendix D for representational list of training activities. NABW: National Association of Business Women; Dilsuz: The Association of People with Disabilities 'O Dilsuz defines "disability" very broadly, including mental and emotional disability as well as the children of the L. poor. A doctor's certificate of disability is the only documentation required for membership. Dilsuz uses the terms "disabled," "invalid," and "handicapped" interchangeably. It is not known whether these terms are also the same in t Tayk language. t8 " t Revised final evaluation, amended by Mercy Corps for Aileen Kishaba With assistance from the MGICSP, Dilsuz officials represented Tajikistan at the December 2000 Bangkok Conference of People with Disabilities (Asia-Pacific Region) to share their civil society project experiences. They later shared their experiences with colleagues and MC-T. Attendance at the conference resulted in new contacts, exchanges of information, and invitations to other international conferences focusing on the disabled. From training on and technical assistance with civil society principles and as part of efforts to work with government, Dilsuz has brought the "nonfunctioning aspects" of the country's social protection law to the attention of the President of the GOT as it impacts Dilsuz's membership. As a result, the President has "ordered" the Ministries of Justice and Social Welfare to review the laws and address the issues raised by ~ilsuz." Working with government is an objective in its strategic and work plans; Dilsuz does not appear to differentiate between a relationship with government officials and advocacy activities. SUCCESS: The Dilsuz branch in Garm, a remote village in the Rasht Valley, is composed of several district groups that had no system of support or assisfance unfil they affiliated with Dilsuz. The branch manager had the following observafions about civil society training: "...saw Mercy Corps program as a way for individual groups to work to solve own problems, open eyes of disabled." He added that "...new information from foreigners ... (enabled them) to have own responsibility for our own society and for personal living. " The Garrn branch has its own icivil society team' (including an economist, lawyer, accountant) who volunteer their time and expertise to provide support in law issues, psychology, journalism, teaching, and accounting. Most of NABW's advocacy initiatives are undertaken in collaboration with another NGO (UNIFEM). Its focus has been on women's issues. NABW's partnership with Mercy Corps over the years has focused on providing micro-credit to women entrepreneurs. NABW has sponsored and supports two successful local initiatives: a Women's Center (to address violence against women) and the first Junior Achievement chapter in Tajikistan. NABW plans to spin both off as separate NGOs. NABW, in its continuing effort to strengthen its organization, has requested more training in advocacy techniques (based on civil society principles). They would utilize lessons learned to increase their lobbying efforts on behalf of women and the business community. NABW would also be able to offer and conduct workshops in advocacy for local NGOs and citizen organizations. Recommendation: Additional training workshops, (to include "training of trainers" components) on Advocacy, be provided with the understanding that NABW would provide ongoing training for "graduates" of MC-T's MGICSP small grants program, other local NGOs and other civic organizations. 11 Dilsuz is to review the law independently then collaborate with the Ministries to draft new legislation (this is a j~t project). Revised final evaluation, amended by Mercy Corps for Aileen Kishaba NABW acknowledged that its knowledge and skills base was strengthened during the matching grant period and by participation in MGICSP activities. Its leadership sees NABW expanding from its micro-lending function to being a stronger advocate for women entrepreneurs. As part of its strategy to become more self-sustaining, NABW plans to implement a fee-for-services program. NABW leadership have facilitated training for colleagues, other NGOs and groups, including MC-T," and provided one-on-one consulting support to Dilsuz, pro bono. Recommendation: Additional training in organizational development, as prioritized by partner organizations should be offered to support continued growth of NABW and other local NGOs.. A large group of MC-T staff interested in Mercy Corps' civil society program came together to form an in-country civil society "team." Members represent a wide variety of programs and positions.13 Many of the MC-T staff that attended the gender workshop are also members of the Civil Society Team. SUCCESS: MC-T's Director of Finance and Administration, a member of the Civil Society Team, applied the civil society framework in his dealing with GOT'S "tax police." He also admitted, laughingly, that conflict resolution was a large part of his exchanaes with office staff over financial issues. Team members expressed a desire for more and continued training in civil society principles and topics. Recommendation: MC-HQ design informational materials, training modules, self￾tutorials, and other training activities, which could be used independently by field offices. As part of Matching Grant activities, MC-T designed a transparent and open method of recruiting citizen work groups for its sub-grantees program. The aim of this activity was to raise public awareness on human rights and peace building issues. Several outstanding projects were implemented with technical assistance, training, and other support from the MC-T Civil Society staff: one group is composed of former mujaheddin, another of Muslim women raising funds for their daughters' education. (See Appendix I for details and additional information.) 12 Gender Training Workshop for MC-T staff. l3 Team members participated in civil society seminars and presentations; with the new skills and knowledge, they incorporate civil society principles, especially participation and accountability (i.e., transparency), in their day-to-day activities. Meetings are held monthly. The exchange of information at these meetings supports MC-T's y2derstanding and use of CS principles throughout its portfolio. a Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Due largely to the successes of the citizen work groups, MC-T developed a similar grant program, lshtirok,14 which built on the civil society framework. it is funded by USDA's Title II program. 79 groups nationwide have received small grants. 320 applications were received in its second year. Gender. Utilizing the developing skills of its local partner, MC-T staff attended a workshop on gender issues facilitated by NABW. As a direct result, the field office's gender policy was reviewed and rewritten. An updated Gender Policy has been approved, printed, and distributed to MC-T staff. (See Appendix F for a copy.) A MGICSP sponsored training workshop, "Technology of Participation" (TOP) was especially well received by MC-T staff and local partners -"participationn being one of the three major principles of the Civil Society Framework. Unanticipated Effect. A direct result of the TOP workshop was the creation of a local NGO, ICA￾EHIO, which (among other offerings) now provides in-country TOP workshops and related training. (See Appendix G for workshop details.) Recommendation: Based on their program objectives, ICA-EHIO would be an effective entity to develop and present an activity to bring together all civil society actors (see related item under "Constraint" below). In all likelihood, funding support would be needed for such an activitv. Recommendation: Additional training on civil society principles, especially the concepts of "transparency" and "accountability" should be provided to MGlCSP partners, beneficiaries, clients. (Refer to Footnote 13.) Due to local suspicion of large businesses (who are thought to be mafia connected or to be operating illegally), there is little interaction between all civil society "actors" (government, business, civic organizations). There is, however, increased dialogue between civic organizations and government. But there is little trust between civil society actors at the present time. Recommendation: Suggestions and support for activities to promote discussion and dialogue between CS "actors" be provided to local partners and citizen work groups including support for MC-T to sponsor such discussions. Advocacy training would be a practical approach, incorporating transfer of skills, knowledge and attitude change. Unexpected effect. Citizen work group members were asked about the "sustainability" of their group; most defined it as the ability to write proposals to other international donor groups for 14 lshfirok translates to "participation;" details on the program are contained in Appendix E. The program's unager is a former CSP Associate. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba funding. A few, like NABW, are exploring more long-term options such as "fee-for-services," membership dues, etc. Recommendation: To support most citizen work groups' desires to continue with their programs, training in organizational sustainability and related topics (such as association development) should be provided. Discussions/dialogues on group sustainability issues (i.e., whether a group should continue in its current structure), should also be covered. Media coverage of groups' activities is expensive but would do much to "raise public awareness on human rights and peace building." Although a "public awareness campaign" had been worked on by citizen work groups as well as local partners-an attempt to work with local media organizations-the campaign showed few results due (the groups claimed) to government control and restrictions and the high cost of "free" media. A few of the groups used their own ties to one or more media outlets (local newspapers, radio) but coverage of their activities was on an intermittent and sporadic basis. Instead of a television event documenting their activities, groups did put on "presentations" of their program activities in different venues and to different audiences throughout Tajikistan. Unantici~ated Effect. NABW stated that it had begun production of a television series on business development issues in Tajikistan but there was no information on the status of this activity. NABW observed that (local) NGOs need to increase their "voice and visibility" and plans to draft informational brochures to address this need. NABW has begun public dialogues with invited government officials to provide a means for SMEs to voice and have their concerns addressed by government officials; the dialogues also provide a forum for SMEs to gather together and discuss issues of mutual interest. Recommendation: Future training programs for civic organizations should include training on working with the media to get message(s) to wider audience. This training should also be offered to representatives of Tajikistan's media as a practical method of involving them in community activities and providing edification on civic oraanizations and their aoals. C. Program Management Staff changes and turnovers had a negative impact on the continuity in program activities such as monitoring and support to program partners and beneficiaries. There had been staff changeover of both expatriate and national staff. An unanticipated effect was the different Revised final evaluation, amended by Mercy Corps for Aileen Kishaba management styles of the expatriate program managersq5 With the end of the MGICSP, it remains to be seen whether MC-T is able to retain its Civil Society Office. Changes occurred with both expatriate and national staff, affecting the pace of program implementation and continuity. There were dormant periods in the program due to the absence of Civil Society staff. The program lost its program manager when MGICSP funding ended. I Recommendation: MC-T review the Indonesia's example for CSP staff retention. I Unanticipated Effect. While there is no "official" or written policy in MC-T on Civil Society, the country director reported it was his intention for civil society principles to be incorporated into MC-T's portfolio of programs. He reported he plans to propose a regional USAlD conference on civil ~ociety.'~ He felt there is staff in the regional office receptive to such a proposal. An outcome from such a conference would be a written policy on Civil Society. Recommendation: Follow-up support be provided to draft proposal as well as provide hands-on support in the development and implementation of a civil society conference. Such an activity would support all three Matching Grant objectives and showcase the Tajikistan program. It would further serve to "raise public awareness of human rights and peace building" throughout the region. l5 An earlier expatriate program rr lanager had a closer working relationship with Dilsuz at a time when the organization nekded mire direction and hands-on support to formalize its national status and strengthen its organizational capacity. A later program manager was more cautious, questioning the transparency and accountability of Dilsuz's leadership as well as their ties to the GOT President and other politicians. She cited instances that lend credence to those obse~ations. l6 USAlD regional office in Almaty. Kazakhstan, oversees programs in all five "stans:" Kazakhstan, Kyrghizstan. Turkmenistan, Uzbekistan, and Tajikistan. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Findinqs: Nicaraqua A. Objectives, Indicators, Targets, Results Objective #'I: Strengthen the institutional capacity of PAGJINO and strengthen the trateaic Plans which are reviewed bv Business Plan developed and I 1 Business Plan / Completed Objective #2: Strengthen the local NGO sector through the formation and development of an t:. NGO coordinating body, The Civil Society Network, and through the institutional strengthening approved by Board # of new funding sources of its members. 2 new funders I Training Plan for CSN / 1 Training Plan L network members # of dues-paying members of the Civil Society Network 1 Strategic Plan for CSN Objective #3: Improve the municipal development process through increased dialogue, engagement, and collaboration among the local NGO sector, the citizenry, the local PAGJINO is undertaking several "commercialization" projects L 15 dues-paying members I - I - 1 ~~~Jl~~members. and JCSN 1 L government, and the private sector. L (JCSN-The Red) is formed Group has decided not to formalize their organization; no dues collected; no strategic plan (although exercise did begin); no Training plan" Indicator 1 i. # of CSN representatives participating in town hall - " note: Under current Nicaraguan law, no formal legal status is available for networks such as JCSN; MC-HQ r orts that plans (in Spanish) are on file in their offices. I? L kL # of town hall meetincls 1 3 town hall mtqs I 11 meetings held; attended by Target - meetings # of candidate forums #of CSN members participating in the municipal strategic planning process Major ActivitieslResults 10 CSN represen￾tatives 3 forums 10 CSN represen￾tatives members (who may'have participated as representatives of their respective NGO groups) L. JCSN "leader" and PAGJINO are active members of the Municipal Community Development committee kL 51 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba B. Program Effectiveness 4 The Matching Grant program in Nicaragua focused its efforts in Jinotega, a mountain community of small coffee farmers who had suffered economic disaster in the aftermath of Hurricane Mitch. 9 The outstanding success of the program was the institutional strengthening of Mercy Corps' local partner, PAGJINO. a A majority of PAGJINO board members participated in a variety of MGICSP provided training to enhance and expand their skills and knowledge in organization management. In written responses they credit the MGICSP activities for their successes and for a strengthened and 3 empowered ~oard." The Board is elected by the membership at annual general assemblies. There is one female member who "represents women's interests." (See Appendix H for translated comments.) d With their new skills and knowledge, board members have developed a formula for the payment of membership fees2' that allows monthly payments; this system enhances recruitment effort^.^' A Upon joining, members are required to learn PAGJINO's by-laws. As of November 2002, PAGJINO had 128 paid members, and 1,058 clients and beneficiaries (potential members). 3 PAGJINO no longer relies on the expatriate Executive Director to draft its Strategic Plan (SP). Board members have taken on that responsibility as a direct result of MGICSP training. Board members prepare a draft based on their discussions with constituent^,^ then discuss it with the si Director before presenting the Strategic Plan to the general assembly. The SP contains the Annual Work Plan; three Strategic Plans have been drafted since the beginning of the MGICSP program.z3 i. " MC-HQ reports that a strategic plan was submitted earlier; copy in Spanish at MC-HQ. 19 The current Executive Director credits the board building activities of the MGlCSP with empowering board e members and helping them to develop a "vision" for their organization. 20 The Board decided on an amount most could afford: $250 for 5 years at $50 per year per family: members participate in training activities at no cost and request specific training and technical assistance; non members pay token fee. d 21 When the fee system was first introduced in 2000, there was a need to educate members on the reasons and benefits (historically, services had been provided free by the state). It was a difficult transition (although state was no longer providing as many free services) but Board members see a change in mentality as members become .d more aware of benefits of joining PAGJINO. 22 Each Board member represents a geographic area and discusses needs and issues with hislher constituents 23 The Ministry of Government annual!y reviews PAGJINO's accounting procedures, board make-up. and other f' ncial reports. This is necessaryfor PAGJINO to retain its legal status as an association. d 47 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Unanticipated Effect. The current director's salary is paid by PAGJINO. Earlier funded by Mercy Corps, the expatriate director added he had received little if any training from MC (and no formal CSP training) prior to joining PAGJINO.'~ He also stated that the Board could still benefit from additional board building activities (i.e., training) to reinforce lessons learned and to retain and enhance their institutional building skills (and commitment). Board members agreed with this view. Recommendation: A standard CS orientation be developed and given to any and all MC personnel, with additional and advanced training for project managers. Additionally, that the training be more easily and readily available via video, workbooks, CD presentation, etc. not always requiring a staff member from MC-HQ to conduct training. However, if a MC-HQ staff member does provide training in the field, that the training include a "training of trainers" component Unanticipated Effect: PAGJINO is registered as an "association"- a distinction to stress the "business" aspect of the coffee organization. There is no difference in the tax status between association and NGO. It is a learning process for PAGJINO to understand that "not for profit" does not mean an organization does not make profit; the distinction is in how profits are distributed. This has an impact on the organization's plans for continued and expanded self￾sustainability. At the beginning of the MGICSP, PAGJINO was identified as an NGO and its loan system was "more loose financially." Now there is more accountability ... and fees and interest are charged.25 As there are fewer rural credit programs currently available, the community and PAGJINO have adapted a more business-like a proach; the coffee farming community is more aware of the changes to PAGJINO operations.' f Recommendation: To support successful project continuity, reinforcement of skills, knowledge, and changes in attitude must be part of a planned follow-on program (i.e., before program funding ends, additional funds need to be identified for follow-on, support activities. Unanticipated Effect: Accrual of "social capital" to PAGJINO. Campesinos do not easily trust "help agencies," but PAGJINO has earned their trust with many more participating in PAGJINO programs including efforts to diversify commercial activities. 24 He felt his educational background and personal experiences enabled him to "hit the ground running." 25 Following the devastation of Hurricane Mitch, many food security projects were carried out which charged no interest and repayment was in cash or in-kind. 26 Eg., Stricter requirements for loans (credits), increased monitoring for repayment of loans, etc. - all reviewed d approved by PAGJINO Board. I\ Revised final evaluation, amended by Mercy Corps for Aileen Kishaba In November, 2001, PAGJINO conducted a survey to find out how many people it was helping. Results put that number at 1,054 of which 46% were women.27 PAGJINO Board members credit its improved relationship with local government to MGICSP training. There are more meetings between the two groups,'* and PAGJINO's Treasurer is currently a member of the Mayor's Municipal Development Committee that monitors projects, and provides information on needs, problems and issues raised by campesinos in Jinote a PAGJINO will also be joining the local Chamber of Commerce's Committee on Tourism. 29. Unanticipated Effect: The municipality of Jinotega has developed a "sister cit)r relationship with a Dutch city, and in the spirit of parti~ipation,~~ PAGJINO was invited as a member of the private sector to participate in activities for the visiting delegation from Holland. One of the outcomes is a potential commercial partnership between PAGJINO and The Holland Coffee ~rou~~' as a means of countering the worldwide depression in coffee prices. Program results are mixed on the development of a Jinotega Civil Society Network (also known as "The ~ed").~' While a network was created, its members decided not to formalize or legalize its status. Thus, there are no membership fees, and no-new strategic or training plans (since the end of the MGICSP).~~ The de facto leader serves in a volunteer capacity to coordinate activitie~.~~ When MGICSP funding and training ended, many original participants dropped out of the network (out of 28, 16 groups remain). However, the network is recognized by the mayor's office35 and maintains an information sharing relationship. The Red's volunteer leader is a member of the mayor's Municipal Development Committee (CDM) which meets regularly with the mayor's staff. Other members of the network also participate in CDM activities as well as in network committees focusing in specific areas (e.g., addressing issues of coffee farmers in Jinotega). The Red now coordinates its activities with the local Chamber of Commerce. The Chamber provides some logistical support for network activities, such as meeting announcements and space for meetings. 27 Board members confirmed that women had a "better" loan repayment rate. 28 PAGJINO members participate on several government committees (environmental, development, Iml 'Q overnment. PAGJINO is undertaking a study of the commercial viabilityof a nature preserve offering tourist amenities such as nature trails, resorts and other tourist attractions as another means of providing income for coffee farmers. Municipal officials were invited to CSP training activities, including a presentation on the CS Framework. 31 The Holland Coffee Group services the specialtycoffee market and may feature PAGJINO coffee beans which won 1st place in the Cup of Excellence coffee competition. 32 The English word "the network translates to "la red'in Spanish. 33 These documents (e.g., strategic plan, training plan) are on file at MC-HQ (in Spanish) but were not seen by evaluator nor referred to or acknowledged as being done during evaluation interview. 34 Miguel Victorino (Vic) serves as Director of Avodec, a local NGO with health and humanitarian projects in and around Jinotega, and is finding it difficult to volunteer as much time as the task of coordination the nehvork requires. 35 The current mayor (Alcalde Municipal Jinotega) met with me at Vic's request, and expressed his hope that MC yggrams would return to provide development support as his town continues to move forward. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Jinotega's mayor reported that 12 town hall meeting (6 rural, 6 urban) were held to discuss and approve the CDM's agenda.36 The MGICSP program was credited with providing the base for these meetings with civil society actors: government, private sector, "development clubs," NGOs, and others. Although the sentiment was expressed that the network has "grown and matured" and is "its own organization and not a MC project," lack of funds was cited as the biggest deterrent to network sustainability (funding needed for communication, training, administration, networking, etc.). Fundraising is a big problem: individual member groups seek funds for their own special interests rather than for funds to support network priorities and programs.37 There is interest and commitment among remaining members to continue as an informal network, but this informal network does not appear to have any cohesive "vision" or direction. Several members were "angry," feeling the MGICSP stopped too abruptly. They needed more support to organize individually and as a network. Recommendation: If a formal, registered NGO coordinating body is determined to be the best way to "build CS in times of turmoil" in Jinotega, support--funds, technical assistance, training--must be provided. Additional technical assistance (i.e., consultancies) needs to be provided to support NGO community in general and network in particular. Lessons from the Nicaragua program add to the civil society knowledge base of MC although Mercy Corps no longer has an office in ~icaragua.~' Of the Managua-based local partners, meetings were held with only one partner, The Nicaraguan Development Center (NDC), which had provided training in Jinotega to MGICSP beneficiaries. Principles of NDC indicated they could and would support programs in Jinotega as they could; again, funding is an obstacle. Recommendation: Follow-on technical assistance, training, consultancies to support JCSN, PAGJINO, and other civil society actors could be provided by Nicaraguan NGOs such as NDC with direction and support from MC-HQ. No case studies were com leted, printed, or distributed (although non-MGICSP volunteers may J' have drafted one or more3 ). - - Recommendation: A case study be developed on the board building activities, institutional strengthening of and development of PAGJINO (sustainability process) be undertaken. 3%rogram goals: reduction of poverty and employment generation. 37Although office equipment for network use was provided by the Matching Grant, with no full time staff, no records of meetings are kept and no information is disseminated to members. 38 There is, however, an MC-HQ program officer assigned to Central America, and she maintains contact with group in Nicaragua, especially PAGJINO. Mercy Corps is working in partnership with PAGJINO in marketing their award winning coffee to fair trade coffee roasters in the USA. ;& Peace Corps volunteer in Jinotega at time of MGICSP began drafts but they do not appear to be finalized. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Findinqs: Honduras A. Objectives, Indicators, Targets, Results Objective #I: lncrease the institutional capacity of Proyecto Aldea Global's capacity to implement civil society activities. Indicator lncrease PAG CSP financial justainabilityd by: k' of new proposals wl integrated 3 activities k' of new CS proposals funded Strategic Plan for the PAG CS 'rogram Y of new TA contracts Y of TA requests from PAG staff Target 2 new funding sources (gov't or private foundation) 2 new funding sources (gov't or private foundation) PAG CS program develops Strategic Plan 5 TA assistance wkshps for PAG staff Major ActivitieslResults The Cross-Cutting and Child Survival programs incorporate CS approaches: PAG had agreed to incorporate CS activities inall future program proposals (commitment from PAG ED) Janet and Deborah programs started (both providing support to women) Additional funding obtained from the following organizations (Kellogg Foundation. Thorn Bros Foundation, Tear Fund UK and others) Completed TA provided to infrastructure team on post-Mitch projects (8 seminars); Child Survival/MC program (development of community pharmacies; Cross Cutting Programs in 4 communities; supported formation of the Deborah program (women's networks to address domestic violence); lnstituto Hondureno de Desarrollo Rural (I HDER); agro- ~. environmental group (8 seminars)" Presentation on CS orincioles. . trainina . - in participatory decis'ion-making, peaceful conflict management; strategies to increase community participation; TA provided to CS units working on the Upper Water-Shed Mgt Program and Cross Cutting program 40 Honduran law does not allow for NGOs to charge for TA; following were conducted outside of PAG program: grants writing techniques for NGOs, CS training for government & community based orgs., informational visits on y~w laws to NGOs, transparency presentation for a national gov't project. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Objective #2: Increase the organization and CS strengthening capacity of the local CS organizations. Indicators Increased CS org. in the target area as evidence by: # of external community activities undertaken by the Network as a group lncreased CS capacity as evidenced by: #of subgrant proposals 20 submitted imlslemented durina first and second Target 5 activities existence. # of members in the Association of Patronatos Strategic Plan the Civil Society Network Major ActivitieslResults Network supported during first Matching Grant through multiple subgrants; still in # of new Patronato Associations I 5 new Associations formed in Siauatepeaue, Objective #3: Improve the process of reconstruction through increased engagement between associations 15 members per Assn CSN obtains legal status, develops a 3-year plan, approves membership ruleslregs #of subgrant proposals 15 approved Taulabe, Oros de Agua, Gbertad, as Lajas, Minas de Oro, Esquias, San Luis pp y San Jose -- Achieved CSN, composed of 13 small orgs that work to promote CS (participation, democratic elections, accountability, institutional strengthening, etc.); PAG worked closely with the group during first Matching Grant. - MG During last year of second MG, 13 subgrants awarded - most to 41 This activity was deleted from the MG program when funds to form CODELs in 15 new areas were provided by 5,other international organization. organizations representing several communities. # of new CS activities initiated by 3 Political meetings organized: Concer￾local groups tacion 2001, political form in Jesus de Otoro; individual community townhall meetings CS Assessment and Municipal Assessment conducted by patronatos . . the-government, civil society organizations and the private sector. Indicator # of CODELs formed4' Target 15 Major ActivitieslResults The development of CODELs was part of the previous MG program; they are required by law Revised final evaluation, amended by Mercy Corps for Aileen Kishaba mechanisms formed4' # of intersectoral cooperative agreements formed 6 intersectoral agreements signed between PAG, local gov'ts, Patronato Assns; each describes strategy for gov't participation in CS strengthening Coordination Strategy for PAG and Assn of Patronatos working with gov't and other CS orgs on municipal development map, coordination of actions on new development proiects 3 . . defined Prep for Concertina 2001 took UP more time so this indicator was not fuliy addressed. Obiective #4: Increase Mercv International's institutional capacity to implement civil society # s of CS exchanges strengthening a~tivities.~~ Indicator #of CS case studies documented Major ActivitieslResults 1 concept paper developed. Other program activities of higher priority to local group precluded completion of a case study - however, videos made of Target 2 I local activities PAG CS officer on exchanae visit to # of new CS tools developed ., MC-T note: a local exchange took place-- visit to the Socorro Juridico Project in Tocoa Colon 2 CS tools (Community Assessment, Municipal Assessment) adapted to local situation; grant writing manual for CS orgs.; subgrant process manual; Honduran compendium of laws related to CS participation. 5 B. Program Effectiveness The overall program goal of the MG/CSP in Honduras was to "develop and strengthen civil society within the Proyecto Aldea Global target region (Comayagua and Cortes) through the process of reconstruction." The majority of activities took place in Siguatepeque, focusing on the patronato system of community invo~vernent.~~ Work with the pafronatos was an outstanding 42 DIP objective changed when "mechanisms" were found to be too formal; increasing working relationships between CS actors (primarily CS groups and govennment) was substituted 43 Materials developed for this objective were used by the program in Nicaragua. 44 Patronatos are traditional community development committees and are mandated by law; registered patronatos ~2 sworn in and registered at the local town hall. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba success, a model for replication. MClCSP programs were carried out by a Mercy Corps affi~iate~~and local partner, Proyecto Aldea Global (PAG). Empowered patronato groups and the formation of patronatos associations are a major achievement. Another would be the arowinq - aive-and-take relationship between government - - officials and patronato groups. The number of active patronatos has almost doubled; from 290 to 415. The 415 have developed a list of 600 "needs"46 estimated at costing 40 million Lemperas. Recommendation: PAG discuss these 'heeds" with USAlDlTegucigalpa to determine whether any of these groups are eligible for mission support. At each monthly meeting of the Association of Patronatos in Siguatepeque, a member of the local government (e.g., vice mayor) is in attendance and on the agenda. Previously, the Association had one list of needs and the mayor another (and he was usually unreceptive and unresponsive to needs identified by pafronatos); the mayor now meets with Association representatives for information and advice. And a member of the Association is now part of the mayor's cabinet and it is acknowledged that he (also) represents the interests of patronatos. Reports of Siguatepeque and Taulabe's programs have spread to other municipalities. Santa Cruz and San Jose municipalities (and several others) have requested assistance to form an Association of Patronafos. Recommendation: PAG discuss these requests with USAIDITegucigalpa to determine whether any of these groups are eligible for mission support to develop Associations of Patronatos. Gender. Women play an active role in the Siguatepeque Association. There were many women at the Association meeting and many reported that it was through their efforts that nonfunctioning or defunct community patronato groups have been reactivated. They are strong contributors at meetings of the Association of Patronatos in ~i~uate~eque.~~ Participation by women at meetings between local government officials and patronafo groups is still difficult; many are not permitted to speak or participate as equal representatives with their male counterparts at these government-sponsored meetings4* 45 PAG3s executive director is an employee of Mercy Corps International; PAG was founded by MC in the 1980s. 46 Prioritized by the groups into the following sectors: water, schools, infrastructure, housing, bridges, electrification. 47 Gender Training had been provided to pafronafos in Siguatepeque and Taulabe as part of MGICSP. A comment bay a malepatronato president, "Women talk as much and are as active as men." 4 Many of the women interviewed indicated their cultural background and traditions made it easier for government ~cials to "intimidate" them into not speaking at these meetings. 2% Revised final evaluation, amended by Mercy Corps for Aileen Kishaba - - - I Recommendation: Gender Equity workshops (adapted to circumstances in ~onduis) I be developed and offered to all civil society actors (government, business, and civic groups) throughout Honduras. I While most pafronafos achieve legal status with little difficulty, there are others (especially in remote rural areas) which have difficulty, making them ineligible for government support. A common problem appears to be the lack of reliable attorneys.49 Recommendation: Any follow-on program should include workshops on the legal system, specifically achieving legal status for community groups. I PAG, working with patronatos, revised two civil society tools: 1) Based on the Rapid Assessment, the Civil Society Assessment was used by pafronato groups to strengthen their positions in negotiations with local government officials for community projects50; and 2) the Municipal Assessment (MA), use by patronafo groups to gather information on a region's development condition^.^' Recommendation: Tool adaptation and usage be documented (and included in MC￾HQ publications such as "The Bridge"). I While pafronafo groups would exist without the MGICSP program, the program is credited for empowering individual pafronafos to come together and form associations for more "strength in numbers.'' Another notable MGICSP activity was the "Presidential Concertacion 2001 ," developed and sponsored by PAG and pafronato groups. 52 his political forum provided an opportunity for civic organizations to establish dialogues with presidential candidates from the two major political parties in Honduras. A major outcome was a signed cooperation and dialogue agreement between each candidate and the pafronato associations. Honduras' recently elected president has promised to continue to hold dialogues and to address patronato concerns in national planning exercises. The next step will be to sponsor a second, follow-up *Presidential Concertacion." 49 Most attorneys come from urban areas, charge fees seen as "high" by rural groups, and charge for travel time. It is a financial hardship for patronato members to pursue unscrupulous and unresponsive attorneys. 50 Used by patronato associations in Siguatepeque, Ojos de Agua, Libertad Meambar, Trinidad, Las Lajas. Taulabe, Minas de Oro, Esqulas, San Luis y San Jose. 51 MA is a quick assessment to provide information on production, marketing , access to credits, women's issues, a riculture and environmental protection, and other characteristics. 5'As part of the preparations for the political dialogue, community assessments were carried out by civil society groups (teachers, women's groups, patronatos, farmers associations, churches, etc.) to develop a list of critical 2Yes. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba - -. Recommendation: A proposal be drafted for consideration by USAID and other international D&G organizations to underwrite the sponsorship of the second presidential ( meeting. I -. Members of patronatos suggested that more information on "success stories" of other civil L society groups would be of great benefit. In Siguatepeque, Association records are being uncovered and can be made available if there was someone to write up a success story or case study on their experiences. PAG staff also requested more information on civil society activities L in other venues. In addition to training provided to patronato groups, PAG provided a wide range of civil society training workshops and seminars to its own staff and opened to others in the community h. (Appendix J provides a list of training offered). While members of patronatos who received training now conduct informal training within and outside of their individual groups, there is still a heavy demand for training from the community. L. Recommendation: Workshops or self-guided tutorials on writing success stories be provided to civil society groups. This would allow information gained from experience to be shared and for civil society practices to be spread and more easily promulgated. (Evaluator makes a distinction between success stories and case studies, the latter being more a teaching tool on lessons learned.) Recommendation: A standard CS orientation be developed and given to any and all MC personnel, with additional and advanced training for project managers. Additionally, that the training be readily available via video, work books, CS presentation, etc. not always requiring an MC-HQ staff member to conduct training. However, if a MC-HQ staff member does provide training in the field, that the training include a "training of trainers" component. Additional donor funds were secured by PAG to supplement MGICSP funds, allowing it to L_ provide additional services and support to civil society groups. In addition to the MGICSP, grants were awarded by Thorn Brothers Foundation and the SG Foundation. Kellogg Foundation awarded funds for PAG's "Give Us a Chance" proposal (working with indigenous L￾mountain peoples) which contained a strong civil society component (awarded in 2002). L -. Gender. Due to lessons learned from this MGICSP, programs like Deborah and Janet were I￾implemented and appear to be successful (given the number of participants in these programs). The Deborah program's goal is to increase community access to legal assistance; it focuses on domestic violence and labor abuse. It is funded by the Tear Fund of England, Catholic Relief k. Services. and the American Jewish World Services. A recent initiative, the Janet program ("Justice And Non-discrimination in Employment Today"), funded by $25,000 USG grant in 2001 to provide female maquila workers with legal and labor 26 L. Ad Revised final evaluation, amended by Mercy Corps for Aileen Kishaba tri rights information. The program is currently in Taulabe (100 female workers), Siguetepeque (900 women workers), and Comayagua (1200 women workers). .~i PAG developed, carried out, monitored, and evaluated a successful sub-grant program. which focused on institutional strengthening, democracy issues, and women's participation in decision making. Thirteen grants were awarded. (See Appendix K.) A With these successes in its portfolios, continuing requests for support and increased requests for similar assistance in other municipalities, the Siguatepeque branch office continues to .A employ a civil society program officer to provide technical assistance. His responsibilities include providing support to patronato groups in the region. A PAG is looking into "fee-for-services" activities53 to support its programs (an outcome of a SWOT e~ercise~~). PAG plans (dependent on funding) to strengthen its institutional capacity in the identification of local partners to support geographic expansion of civil society programs A (replication of successes in Siguatepeque region). The MGICSP officer articipated in a successful civil society exchange to observe Tajikistan's civil society programg (See Appendix L for trip report). He was impressed by the benefits a derived by working with strong local partners. .d In spite of its successful civil society programs in the Siguatepeque region, concern was A expressed by USAlDiTegucigalpa of PAG's "belligerent" attitude concerning patronatos desire to participate in government budget planning and to lobby for distribution of funds in an "equitable" fashion to implement individual projects in their local communities.j6 However, it was ;1 observed that most patronato groups would like to see more transparency regarding donor funds as well as municipal moneys; more and more groups want to be involved in budget process. A Recommendation: Funds be identified to replicate PAG's successes with patronato groups in other regions of Honduras. Members of active patronato groups should be taught to train others based on their own successful experiences. Recommendation: USAlD and local NGOs cosponsor Workshops and information seminars on budaet -. ~rocesses, transparency, . and accountability for civil society actors I I (government, business, and ckic org&izations). I 53 A Though it may not be allowable under current NGO law. 54 SWOT: Strengths, Weaknesses, Opportunities, Threats. 55 During his CS exchange to MC-T, the PAG CS officer observed the "value added" of strong local partners. ;+'afronato members are concerned that only political supporters of current officials would receive funding support. & Revised final evaluation, amended by Mercy Corps for Aileen Kishaba There was little coordination between PAG and the USAIDITegucigalpa mission. The mission officer responsible for civil society programs indicated that a closer working relationship could have allowed both groups to build on each other's programs. He had some but not all information on PAG's program and little information on the MCICSP a~tivities.~~ TheUSAlD mission was in the process of developing its strategy for the near future and program activities mentioned appear complementary and compatible to with MGICSP. Recommendation: A closer working relationship be established between PAG and USAlD/Tegucigalpa with regular meetings to share information. Unantici~ated Effect: The problem (and proliferation) of youth gangs often hampers civil society programs.58 57 PAG observed that the USAlD mission carried out activities in the capital city and worked with the Honduran society of NGOs. 58 At a meeting of the Association of Patronatos, one representative asked for help to immigrate as he and his family had been threatened by local gangs; he had become his patronatos'representative upon the murder of the previous president (youth gang suspected of killing). ,& Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Findinqs: lndonesia A. Objectives, Indicators, Targets, Results Objective #I: lncrease Mercy Corps' local partners' ability to understand sufficiently and implement effectively civil society principles of citizen participation, leadership accountability, I I I documented: 60 foodoroaram . - 1 I institutional assessments completed #of new activities under- taken 1 50 new activities I 50 food oroiects incoroorate civil societv by local partners that incorporate 1 initiative; the implementation of civil I I program managers society programs # correlation evaluation conducted Objective #2: lncrease the capacity of Mercy Corps Indonesia to develop, implement, monitor, and evaluate new civil society programs that improve peaceful dialogue, citizen engagement, - - transparency, and information exchange between civil society Indicator Target Major ActivitieslResults 1 # of new proposals 1 2 new proposals I Proposal #I-capacity building for 90 1 1 report women leaders in conflict areas, submitted to EU I I Prooosal#2-US-Jaoan Foundation on 1 Begun but not completed (in draft form); may or may be due to change in / orgenizational streAgthening for NGOs 1 # of new activities under- / 2 new activities / Maluku CS orientation ~rovided: micro 1 taken # civil society best practices finance roundtable on accountability & I participation; Representation Objective #3: lncrease the capacity of Mercy Corps International to develop, implement, monitor, and evaluate new civil society programs that improve peaceful dialogue, citizen 59 It was not possible to obtain a visa to Ambon (Maluku): information for matrlx taken from reports on file at MC￾A yeadquarters. d ii * the use of civil society principles 1 . . # of civil society exchanges 1 exchange I 1 exchange to Afghanistan completed Revised final evaluation, amended by Mercy Corps for Aileen Kishaba B. Program Effectiveness More than 11 stories submitted Achieved # of contributions made to Civil Society Newsletter # of contributions from lndonesia to the Civil Society Internet Forum The Civil Society program implemented in lndonesia was not part of the original grant award. Mercy Corps appealed this decision. Private funds were identified to start up formal Civil Society Program activities in MC-I, and after further discussions with USAIDIPVC, lndonesia was included in the grant 60 program. MC-I may arguably have the strongest civil society program. 5 contributions 5 contributions # of tools used and adapted The program began with MC-I conducting and completing an NGO Assessment, which allowed the MGICSP staff to build relationships with NGO groups throughout lndonesia. MC-I determined that integration of civil society principles and activities would be necessary to include in its portfolio of activities. 2 tools used I Rapid Assessment utilized; CS training With the assessment completed, civil society staff began a sub-grant program (funded by USDA, administered by MC-1's Grants Office). A majority of grant recipients were micro finance institutions, whose works in their communities reflected the types of groups they worked with. Of special note is a program located in Bogor: BMT lbaadurrahman has developed a successful micro finance institution based on the principles of Islam. (See Appendix N) The micro finance grantees were receptive to the idea of forming an association to strengthen their sector. The MGICSP supported the development of the Association of Micro Finance. The association serves as a mutual support, information sharing, institutional strengthening, networking, and training resource ~r~anization.~' The civil society staff plans to encourage association members to review a code of conduct, incorporating civil society principles of accountability and transparency. As with sub-grant programs in other MGICSP field sites, MC-I provided a range of training and technical assistance. Training activities were and continue to be a large part of MC-1's program. From its experiences with groups in the MGICSP sub-grant activity, MC-I developed a list of the "Top Ten Civil Society Best Practices." (See Appendix 0) 60 DIP submitted March 2002; no funds (other than staff salaries) provided by the USAID grant. '' The Association's Steering Committee identified the following objectives: share and promote alternative models of microfinance; provide capacity building for members; facilitate fundraising and promote financial sustainability; provide references for members according to an agreed standardlcriteria; promote information sharing; and 2$mcate to the government on issues related to micro finance. ul Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Recommendation: This list be more widely distributed not only to MC-I staff in all branches, but also to local partners, beneficiaries, other MC field offices, and MC-HQ. It should also be sent to MC-HQ for inclusion in MC-HQ and CS oublications. Training in and implementation of communication models based on civil society principles was an important part of the shift away from violence in the conflict area located on Maluku. Though not actually observed (due to visa difficulties), the Maluku Program is an outstanding example of the impact of the MGICSP. The Maluku program challenged previous response procedures to emergency situations. MC-I demonstrated to USAIDlJakarta officials6' the positive impact of civil society principles on local organizations (how they operate, programming, approaches to issues and problems). As a result of its success in Maluku, MC-I was invited by the mission to set up a similar program in a conflict area located in central Sulawesi (Poso Program). (See Appendix M for additional details of PalulPoso program) At the time of the evaluation, MC-I is the only participating field office that maintains a close working relationship with the USAlD country mission, coordinating activities for maximum impact of humanitarian and civil society programs. USAlD officers view the program in Maluku as MC-I is also the only program with a published success storylcase study: Integrating Relief. Recovery and Civil Society Principles. (See Appendix P for a copy) MC offices worldwide received copies, as did other organizations and USG agencies enabling MC to share lessons learned from work in an area of conflict that is still unstable. Unanticipated Effect: Since it was impossible to secure a visa to visit Maluku, MC-I .a recommended a substitute: MC-1's proqram in Central Sulawesi, which has had several . - incidents of violence between Muslims and Christians. Because of its successes, flexibility. and ability to "hit the ground running," MC-I received approval from USAIDlJakarta to replicate a activities from the Maluku Program in this area of conflict. (See Appendix M for quick impact grant report) A branch office was opened in Poso in a "neutral" area.M Several months later, another office in Palu was opened.65 .a .d 62 Harlan Hale Emergency Disaster Relief Coordinator and Herbie Smith - Food for Peace Officer. USAIDIJakarta felt MC-I took a 'gamble" in working with NGOs (using the CS Framework) in Maluku and based on their ongoing successes, requested their assistance in another conflict area (Poso). The mission also related in that the OFDA office in Washington, DC, "really likes this" approach of working with NGOs to solve problems while building their institutional capacity. They observed that MC-I worked with LNGOs to "tailor interventions to local conditions needed by community." MC-I was seen as flexible enough to go into areas where larger organizations ii would have difficulty. As in Maluku, locating a suitable location took a long time. Poso is considered a "Muslim town" and Tentena a "Christian town." Also, there were still occasional instances of violence in this area. ;plu is the capitol city. It is a 4-hour car ride from Palu to Poso. La Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Staff from the Maluku Project traveled to Palu to support program development. As in Maluku, the Palu and Poso staffs are a mix of Muslims and Christians. The area is still tense yet civil society organizations from both religious groups come together to meet at MC-I offices. Training is offered to this mixed group, the first being on gender equity. SUCCESS: During the evaluation visit, a presentation of fhe CS Framework was presented in Bahasa by the Poso Program Coordinator (who had recently been trained in Jakarta by MC-HQ staff) to a mixed group of Muslim and Christian civic groups. A staff person from the Maluku Program was identified for a civil society exchange to Afghanistan. As someone who lives and works in an area of conflict, and who is was active in MGICSP, his presentation of lessons learned and successful activities was seen as more "credible" by Afghan counterparts. His most convincing argument involved getting local civic groups to take an active role in community development projects (empowerment). (See Appendix Q for his trip report) To continue addressing program needs in Maluku, MC-I staff (including those in the Maluku office) requested continuing civil society training including presentations and explanation of the Civil Society Framework. Recommendation: Civil society training needs to be more easily and readily available (via video, workbooks, CDlDVD presentations, etc.). Training need not always require Headquarters staff to conduct training. However, if an MC-HQ staff member does provide training in the field, that training should include a "training of trainers" component requiring one or more field staff to carry out additional training. C. Program Management MC-I, too, saw staff changes and turnovers in expatriate and national staff. The impact of these changes was new civil society staff mastering the "learning curve" and becoming acquainted with MGICSP program activities, partners, and beneficiaries. At the present time, however, there is a two-person (national) civil society office. With a strong commitment to civil society principles, MC-I designed a creative method to retain and support its civil society program and staff. Sector programs were asked to review their portfolios to determine how civil society will support activities and to "contribute" a portion of their program budget to underwrite the civil society team in MC-I. (See Appendix R for details) For example, the office's Food for Work (FFW) program found MC's civil society principles especially helpful with analyzing monitoring and evaluation results. FFW program officers identified civil society principles as key components of their programs. Many of the local groups working on FFW activities had no idea, much less practiced, accountability, transparency, and participation. MC-I led training strengthened local partners' effectiveness in the areas of food inventory, use of donor funds, distribution of commodities, etc., resulting in less wastage, 32 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba corruption, and ill will. The FFW program will use civil society lessons to make its M&E activities more useful. SUCCESS: Mercy Corps-Indonesia's country director has accomplished what Mercy Corps' leadership has set as an agency directive: the overlay of civil society principles in all its programs exemplified by the creative funding support for civil society staff cited above. The MC-I office highlights "civil society" in its informational pamphlet and staff are strongly encouraged to attend civil society training workshops and seminars. Unanticipated Effect: Through its participatory and transparent working style, MC-I had developed partnerships with local NGOs and civic groups that enabled it to respond quickly to emergency situations in many parts of lndonesia-such as the flood of 2002.~ This allowed MC-I to begin implementing humanitarian activities immediately and effectively, having, through its partners, knowledge of affected communities. Accountability (a key civil society principle) was an integral part of any distribution activity-MC-I was able to use its existing civil society networks to ensure that assistancelaid was used as intended. MC-1's Grants team had already put in place accountability and transparency procedures for its local partners to follow.6i While MGICSP training is a continuing need, MC-I staff found the Civil Society Toolbox (furnished by MC-HQ and tested by the first program manager in Maluku) was not as relevant to Indonesia's situation and needs. Staff members adapted selected tools for better usage but it is not known if usage was documented. Recommendation: Tool adaptation and usage be documented (and included in MC￾HQ publications such as "The Bridge") 66A~ explained during an interview with FFW program manager to illustrate the importance of civil society principles to FFW and related programs, and from a written account of Mercy Corps' activities in the Jakarta flood (witten in July 2002). 67 A previous member of the MGlCSP team had transferred over to the Grants Office and uses his experiences to 2jfgrate civil society principles into awards provided by MC-I. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba - Findinqs: Mercy Corps Headquarters (Portland, OR) A. Objectives, Indicators, Targets, Results Objective #I: lncrease the capacity of Mercy Corps to develop, implement, monitor and Matching Grant implemented according to DIP % of new proposals which incorporate civil society interventions # of on-going projects which receive technical assistance or feedback regarding Civil Society interventions # of projects which are able to monitor and evaluate civil funds for comminity development projects; MC-I developed model for retaining CS program and program staff society interventions # of projects which have sustainability plans related to civil society interventions Objective #2: lncrease the amount and diversity of funding for Mercy Corps civil society program in Honduras, Nicaragua, Tajikistan, Indonesia as well as in other Mercy Corps 75% of all new proposals 3 on-going (non grant) projects 4 MG country proiects countries. and non-USG sources Achieved HQ staff report TA provided in Georgia, -- New York, Liberia, Guatemala, etc. Achieved . . 4 sustainability plans 68 Venezuela CSP approved by USAIDIOFDA; CSP Georgia approved by USAID; Honduras Cross-Cutting project approved by USAID; Pakistan capacity building proposal submitted to PRM; IndnesiaIAmbon project approved by MC-T developed lshfirok program which continues MG subgrant program using USDA funds; MC-PAG worked with pafronafos to negotiate for local gov't A Revised final evaluation, amended by Mercy Corps for Aileen Kishaba I Princess Di foundation; Honduras disseminated # of sources researched and contacted Objective #4: Increase Mercy Corps' institutional capacity and learning about the integration of matrix of sources developed I exchange visits for civil society I from each MG / I ! Women's CSP partially funded by Tear Fund UK; Tajikistan micro-credit advocacy project funded by UNIFEM Data base developed; a MC foundation director hired; matrix developed civil society in development. Indicator I country methodologies written up and 1 Study on the lnstituti&~alizition of a # of staff who participate in I 1 staff member / 3 out of 4 staff exchanges completed Target I Corps Civil ~ocieti forum # Bridging the Gap News letters published I # of Civil Societv case studies or shared Concept" # Civil Societv team mtos or 1 conference Civil Societv Conference held in Major ActivitieslResults # staff who participate in Mercv / 40 staff participate 1 1 1 1 MC staff ~artici~atina in Forum I - - ~ ~~ -~ conferences brganizedlby MC ~itanbi; ~;rke~ forworldwide MC staff # of times mesentation used mesentation Civil Societv Framework oresentation 5 published . 1 study developed developed and used for ;egular orientation - Name changed to "The Bridge' - published quarterly during MG period 1 "Civil Society at Mercv Coms/A Case 1 B. Program Effectiveness The CEO, Board of Directors, and other senior staff promulgate the principles of Civil Society - participation, accountability, peaceful change - as an "over arching" theme for Mercy Corps programs. This decision has been discussed at various MC management conferences, retreats* and meetings. The Civil Society Framework is explained and taught to all new MC staff and at any large group meetings. Being a fairly recent initiative, implementation has not been without organizational obstacles to overcome, primarily the mastering of the civil society learning curve. And there are field staff-mainly national staff-who have not received training in civil society principles. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Recommendation: CS Training needs to be more easily and readily available (via video, workbooks, CDIDVD presentations, etc.). Training need not always require a Headquarters staff to conduct training. However, if an MC-HQ staff member does provide training in the field, that training should include a "training of trainers" component requiring one or more field staff to carry out additional training. One of the major activities for MC-HQ was the review and revision of the Civil Society Toolbox. As indicated in discussion above for individual country programs, these tools were adapted to local conditions. MC-HQ staff revised those original tools that had application for field use but due to the variety of local conditions, these revisions are generic. It is understood that field staff is free to adapt and amend as needed. -- Tools adapted for use in Honduras, for example, were revised wifh local partners and written in Spanish, making it easier for all groups (especially those in rural and remote areas) to use. Those assessment tools used the ASSETS tool as a starting/reference point for "their" tools-Community Assessment and Municipal Assessment. C. Program Management At the beginning of this grant, senior program officers visited (often more than once) each participating field office to discuss the MGICSP program, conduct an initial review of the DIP, and to monitor and evaluate implementation. Forms and guidelines were developed for quarterly reporting, including financial documentation, and annual reports. These submittals were read, reviewed, and used by Headquarters civil society staff for required reports to USAIDIPVC. During the matching grant period, as needed, DIP targets were amended in consultation with field staff. These senior program officers did remain with the civil society program as additional staff was hired. However, MC-HQ also experienced civil society staff changeover (like staff changes in field sites) which disrupted program flow; there had been a short period when there was no civil society staff at the Portland office. Mercy Corps senior managers also regard civil society principles as part of the MC "ethos" and indicate they have taken and will take steps to institutionalize this commitment. It is a management directive to include civil society principles in all MC projects; i.e., there will be civil society components in each proposal submitted by MC for funding and MC staff are encouraged to have the CSP team review all developing proposals. Program managers point out that MC's definition of civil society differs in one major aspect to civil society definitions of other groups (including USAID). In its definition, Mercy Corps includes both "government" and "business" as "actors" in creating a functioning, healthy civil society. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba However, civil society operates independently of both.69 Civil society is seen as a "value added" component for greater impact and sustainability of MC projects worldwide. While headquarters staff agrees on the importance of including civil society principles in their programs and proposals, civil society is not the first or major priority of their job respon~ibility.~~ There are only two full time, dedicated staff at headquarters tasked with building and institutionalizing the civil society program for Mercy Recommendation: Intensive and continuing training in the civil society framework, principles and related subject matter be provided to MC-HQ program staff who regularly or often visit field sites. Civil Society should be considered a "collateral ditty' whereby staff providing training and technical assistance during each field visit-to MC staff, partners, beneficiaries, and other civil society groups. Training of trainers (TOT) to enable field staff to effectively conduct civil society training should be included in all workshops and training activities. Refresher courses￾continuing education-must be regularly scheduled to insure skills, knowledge, attitudes are up-to-date and effective. Presentation and explanation of the CS Framework would be a good first TOT; the diagram is an effective training tool for explaining MC's civil societv orincioles and makes it easier for non-Enalish s~eakers to understand. Recommendation: MC-HQ consider hiring a third CS staff person in Portland to review proposal drafts to identify where and how civil society principles can be added; this I "overlay" would do much to institutionalize MC leadership's intent (mandate) of a civil society ethos for the organization. This third person should also do grants writing for civil society programs, freeing current staff for program implementation. The DIPS encouraged contributions of civil society program experiences to MC-HQ publications such as the "The Bridge" and the Civil Society Internet Forum. There is a wealth of experiences in the field and the resources available in civil society program activities continue to grow. Recommendation: MC-HQ review the "read-ability" of its resource materials. Headquarter and tield staffs (and civic organizations) may not have the luxury of time to read through all publications distributed and there may be a language difficulty for national staff to fully comprehend every document. MC-HQ should explore short synopses of documents andlor an easy to read, annotated bibliography of resources available, sorted by subject area (e.g., participation, advocacy, strategic planning, etc.) Translations of the more reauested documents should also be considered. 69 Mercy Corps' Civil Society Program Manager states that "including all three sectors (civic, government, business) resonates well with (MC) staff in terms of programming civil society strengthening projects.' 70 The current two-person Civil Society staff is asked to review programs and proposals from all MC offices for civil society components-a time consuming endeavor. 71 Current civil society staff was employed within the last two years and was not part of the civil society headquarters' team at the start of this Matching Grant. During the evaluation period, a third civil society staff umber was added but she is based in MC's Washington, DC, office. Revised final evaluation, amended by Mercy Corps for Aileen Kishaba There is a wealth of "success stories"72 from the small grant activities (civic work groups) in all field sites. Many of these stories may spark ideas for activities in other areas. Recommendation: Funds be acquired to have these success stories and lessons learned written up and distributed. The civil society conference held in Istanbul, Turkey, was an excellent way for MC staff worldwide to share experiences, learn from each other, and network while enhancing and building their skills and knowledge base. It was a good opportunity for senior executive staff (including regional program managers) to demonstrate and reinforce its commitment to the Civil Society Program. Recommendation: As an efficient and effective method of addressing MC's worldwide organization and reinforcing Mercy Corps commitment to civil society principles, a Civil Society Conference should be held annually. Advocacy training is another area that was not fully explored. The conference should include at least one (ideally a variety) civil society training workshop to update staff's skills and knowledge base. Facilitated small group discussions would allow staff from different offices to exchange ideas and share lessons learned (cross-fertilization). The conference would be an ideal site to demonstrate new or revised Civil Society Tools and methods of use and adaptation. A complementary program to the civil society conference is civil society staff exchange activity. It is another successful method for "learning about the integration of civil society in development" by both headquarters and the field. Evaluator observed that there are several potential trainers in all MC/CSP participating field sites. Recommendation: Mercy Corps should provide additional training and TOT support to develop a cadre of civil society trainers located in the field who could provide ongoing training to colleagues, local partners, beneficiaries, and other civil society groups. In addition to being a cost-saving mechanism, it would further institutionalize and build civil society capacity in the organization by having trainers available in the field. 72 Evaluator makes a distinction between "success stories" (documented experiences) and "case studies" (primarily 9gning tools to aid in the transfer of knowledge and skills and attitude change). Revised final evaluation, amended by Mercy Corps for Aileen Kishaba Additional training be developed and provided in (but not limited to) the following subject areas: s Advocacy, including a "training of trainers" component s Organizational Development, specifically NGO development s Sustainability for NGOs (fundraising, working with the media) Media relations (how to get your message out; how to gain public support) s Building working relationships between civil society actors (civic organizations, government, business) s Micro business topics (entrepreneurial development; budgets, financial reports; business plans) s Association building (membership recruitment, board building; strategic planning) s Writing (success stories, grantslproposal, press releases, informational materials) s Training of trainers module for all training (civil society framework and other related topics) Legal issues and systems Women's equity issues and for the following: s Headquarters program staff s Civil society field staffs Local partners and beneficiaries, business, government Training materials should be developed that can more easily be offered in the field: self￾tutorials, CD-DVD presentations, work books, etc. Develop and strengthen local capacity to provide civil society training; in addition to Mercy Corps field staff, the following are additional resources: s Tajikistan: ICA-EHIO, NABW Nicaragua: local NGOs s Honduras: PAG, patronato leaders s Indonesia: local NGOs Draft, print and distribute Mercy Corps-Indonesia's model for civil society program and staff retention. Sponsor civil society conferences: Mercy Corps worldwide; regional country (e.g., Central Asia Republics). 73 ist is not in priority order. 36 Revised final evaluation, amended by Mercy Corps for Aileen Kishaba - Identify, assess, and provide training, technical assistance and other support to strengthen b. institutional capacities of local civil society networks, regionally and nationally. Draft case studies on MGICSP activities as learning tools on civil society program activities. - Draft and distribute synopses of MCICSP "success stories." L Encourage field offices and local partners to work closely with USAlD missions on civil society strengthening programs; including sharing lessons learned and successes from the MGICSP. Appendix A: MG Planning ~atrices' TAJIKISTAN DIP MATRIX Objective #I: Increase the impact and sustainability of two civil society organizations in Tajikistan: NABW and Dilsuz I - I communication I I I # of approved national Major ActivitieslResults Completed (approved by board members) Incorporated into annual plans - Indicator - # of clear Strategic Plans #of orqanizational development plans I I Both local partners are registered with GOT; nat'l Target 2 plans 2 business and structures I structurelorg & by-laws done # of Monitorins & Evaluation Plans I Completed (Dilsuz members volunteer to carry out I -- I I with local government officials) - ~ ~ ~~~~~-~ p~~- # of case studies ~ ~ . # of successful advocacy initiatives ' information from field and headquarter reports used in addition to information gathered during evaluation period -1- - - 2 case studies 2 initiatives plan) 2 completed Majority of subgrant citizen work groups as well as NABW & Dilsuz carry out advocacy activities (most Tajikistanlpage 2 Objective #2: Raise public awareness on human rights and peace building Indicator ] documented Human Rights and Peace 1 20 NGOs & citizen Target involved # of developed initiative # of small grants awarded Campaign Strategy # of NGOs and informal citizen groups ( 20 groups 10 initiatives 10 grants Campaign Strategy -. . . . - Major ActivitieslResults .. ~ -~ .. 20 working groups selected for subgrant program; 2 dropped out leaving 18 active 18 initiatives undertaken by informal citizen groups 18 grants awarded No stand-alone strategy; rather, information campaign activities were part of sub-grant ~~ . . ~ activities. ~~ Caravan activity completed; other groups incorporated human rights and peace activities within their sub￾grant programs. .- campaign Objective #3: Build the capacity of Mercy Corps in the area of civil society groups involved in campaign lndicator MC-T polic 3y on CS support I 1 policy # of staff involved in CS work # of staff trained in CS 30 staff trained, 2 trainers # of CS exchanges 1 exchange I # of monitoring & evaluation reports 1 6 quarterly, 2 annual, 1 I final # of case studies 1 3 case studies Major ActivitieslResults - - No written poi~cy; country director vm-x and incorporation of CS activit~es across MC-T rograms MC-T C~vil Society team formed; meetings held conference in Istanbul reports submitted and on file at MC-H 2 completed NICARAGUA DIP MATRIX Objective #I: Strengthen the institutional capacity of PAGJINO and strengthen the organization's role as a civil society a actor. I - I approved by Board . I drafting of annual Strategic Plans which are reviewed I Indicator 2 new funders PAGJINO is undertaking several "commer￾Target Major ActivitieslResults Objective #2: Strengthen the local NGO sector through the formation and development of an NGO coordinating body, The Civil Society Network, and through the institutional strengthening of its members. Strategic Plan developed and 1 I Strateqic Plan I PAGJINO Board members have undertaken the 1 ~ , . .... . ,,, Indicator LD~laborative activitieGf network members # of dues-paying members of the Civil Society Network - - Strategic Plan for CSN ( Training Plan for CSN - Target Major ActivitieslResults 3 activities 1 An informal Civil Society Network (JCSN-The Red) is formed - 15 dues-paying Group has decided not to formalize their organization; members no dues collected; no strategic plan (althougth 1 Training Plan I exercise did begin); no Training Plan2 - -- 2 1 "olo: Under current Nicaraguan law, no formal legal status is available for networks such as JCSN; MC-HQ reporls that plans (in Spanish) are on file in their offices. -3- y3 .. - - Nicaragualpage 2 Objective #3: Improve the municipal development process through increased dialogue, engagement, and collaboration among the local NGO sector, the citizenry, the local government, and the private sector. Indicator # of town hall meetings 3 town hall mtgs # of CSN representatives participating 10 CSN represen￾in town hall meetings tatives # of candidate forums 3 forums - # of CSN members participating in the 10 CSN represen￾municipal strategic planning process tatives 11 meetings held; Major attended ActivitieslResults by PAGJINO members, - and JCSN members (who may have participated as representatives of their respective NGO groups) JCSN "leader" and PAGJINO are active members of the Municipal Community Development committee_ Objective #4: Develop Marcy Corps' institutional capacity in the area of civil society / # of tool-use reports 1 3 reports I None MC-HQ reports that a strategic plan was submitted earlier; copy in Spanish at MC-HQ -4- - - P Major ActivitieslResults None None PAGJINO completes Strategic Plan; no Strategic Plan for CSN~ -~ Indicator # of civil society case studies # of CS exchanges # of Strategic Planning Reports 2 case studies 1 exchange 2 strategic plans (PAGJINO & CSN) HONDURAS DIP MATRIX Objective #I: Increase the institutional capacity of Proyecto Aldea Global's capacity to implement civil society activities -- - Indicator Incr. PAG CSP finan sustain- ability as evidenced by: -- .-, # of new proposals w/ integrated CS activities # of new CS proposals funded Strategic Plan for the PAG CS Program Target - 2 new funding sources (gov't or private foundation) 2 new funding sources (gov't or private foundation) PAG CS program develops Strategic Plan Major ActivitieslResults The Cross-Cutting and Child Survival programs incorporate CS approaches; PAG had aareed to incor~orate CS activities in all future program proposals (commitment from PAG ED Janet and Deborah programs startzlboth proliding - - support to women) Additional funding obtained from the following organizations (Kellogg Foundation, Thom Bros Foundation, Tear Fund UK and others) Completed Honduraslpage 2 # of new TA contracts # of TA requests from PAG staff Honduran law does not allow for NGOs to charge for Ua; following were conducted outside of PAG program: grants writing techniques for NGOs, CS training for government & community based orgs., informational visits on new laws to NGOs, transparency presentation for a national gov't project. 5 TA assistance wkshps for PAG staff TA provided to infrastructure team on post-Mitch projects (8 seminars); Child SurvivalIMC program (development of community pharmacies; Cross Cutting Programs in 4 communities; supported formation of the Deborah program (women's networks to address domestic violence); lnstituto Hondureno de Desarrollo Rural (IHDER); agro-environmental group (8 seminar^)^ Presentation on CS principles, training in participatory decision-making, peaceful conflict management; strategies to increase community participation; TA provided to CS units working on the Upper Water-Shed Mgt Program and Cross Cutting program Honduraslpage 3 Objective #2: Increase the organization and CS strengthening capacity of the local CS organizations Indicators Target Increased CS org. in the target area as evidence by: , . .. . . ... .- I .. # of external community activities 1'5 activities # of members in the Association of 15 members per Patronatos 1 A~~~ undertaken by the Network as a group # of new Patronato Associations ~~ Major ActivitieslResults Network supported during first Matching Grant; still in existence. . . ... Associations formed in Siguatepeque, Taulabe, Oros de Agua, Libertad, Las Lajas, Minas de Oro, Esquias, San Luis y San Jose . ..-~~ Achieved 5 new associations Honduraslpage 4 status, develops a 3-year plan, approves membership I rules/regs Increased CS capacity as evidenced by: # of subgrant proposals submitted # oi subgrani proposals approved CSN, composed of 13 small orgs that work to promote CS (participation, democratic elections, accountability, institutional strengthening, etc.); PAG worked closely with the group during first Matching Grant. 20 15 # of new CS activities initiated by local groups Subgrant program had been implemented during first During last year of second MG, 13 subgrants awarded - most to organizations representing several communities. Political meetings organized: Concer￾tacion 2001, political form in Jesus de Otoro; individual community townhall meetings CS Assessment and Municipal Assessment conducted by patronafos 3 Objective #3: Improve the process of reconstruction through increased engagement between the government, civil society organizations and the private sector .. . Indicator # of CODELs formed5 # of intersectoral cooper- ative I agreements formed I mechanisms formed6 ,. . .. . . . Major ActivitieslResults The development of CODEL~~~S of the previous MG ' program; they are required by law 6 intersect02 agreements signed between PAG, local gov'ts, Patronato Assns; each describes strategy for gov't participation in CS strengthening Coordination Strategy for PAG and Assn of Patronatos working with gov't and other CS orgs to: municipal development map, coordination of actions on new development projects defined Prep for concertina 2001 took up more time sothis indicator was not fully addressed. -. ~~ ', This activity was deleted from the MG program when funds to form CODELs in 15 new areas were provided by other international organization. ' DIP objeclive changed when "mechanisms" were found lo be too formal; Increasing working relationships between CS actors (primarily CS groups and yovennment) was substitulcd Honduraslpage 5 Objective #4: Increase Mercy International's institutional capacity to implement civil society strengthening activities7 Indicator # of CS case studies documented # of CS exchanges # of new CS tools developed Target I Major ActivitieslResults 2 I 1 concept paper developed. Other program activities of ... I higher priority to local group precluded completion of a case I study- however, videos made of local activities. qPAG 1 I note: a local exchange took place-visit to the Socorro ( Juridico Project in Tocoa Colon 5 1 2 CS tools (Communitv Assessment, ~u-nkipal ~ssessmen't) adaptedto local situation; grant writing manual for CS orgs.; subgrant process manual; Honduran compendium of laws related to CS participation. Materials developed for this objective were used by the program in Nicaragua. INDONESIA DIP MATRIX Objective #I: Increase Mercy Corps' local partner's ability to understand sufficiently and implement effectively civil society principles of citizen participation, leadership accountability, and peaceful change. Indicator # of partner orgs assessed - #of new actiiities under- taken by local partners that incorporate the implementation of civil society programs # correlation evaluation conducted Target - 1 Major ActivitieslResulta 50 orgs assessed 1 50 assessments completed and documented; 60 food I qrogram institutional 50 new activities 50 food projects -- 1 report Begun but not completed (in draft form); may or may be due to change in program managers lndonesialpage 2 Objective #2: Increase the capacity of Mercy Corps Indonesia to develop, implement, monitor, and evaluate new civil society programs that improve peaceful dialogue, citizen engagement, transparency6, and information exchange between civil society actors." - -- Indicator I # of new proposals taken a a conilict areas, submitted to fU Proposal #2-US-Japan Foundation on organizational 2 new activities streahen~ng for NGOs. I . ...- - - . . 1 Maluku CS orientation provided; micro finance roundtable on accountability & participation; Representation Leadership & Coordination workshop I presented 10 best practices I Completed. It was not possible to obtain a visa to Ambon (Maluku); information for matrix taken from reports on file at MC-Headquaraters. -12- - - Objective #3: Increase the capacity of Mercy Corps International to develop, implement, monitor, and evaluation new civil society program that improve peaceful dialogue, citizen engagement, transparency, and information exchange between civil society actors of civil society principles . 1. Indicator # of civil society exchanges I I exchange #of contributions made to Civil Society 15 contributions Target # of case studies documenting the use I 1 case study Major ActivitieslResults Completed, printed, distributed Newsletter # of contributions from Indonesia tothe Civil Society Internet Forum # of tools used and ada~ted 1 exchange to Afghanistan completed More than 11 stories submitted 5zntributions~ 2 tools used Achieved I Rapid Assessment utilized; CS training tool HEADQUARTERS MATRIX Objective #I: Increase the capacity of Mercy Corps to develop, implement, monitor and evaluate quality civil society initiatives and interventions Grant implemented according to DIP % of new ~rooosals which incoroorate 1 75% of all new civil society interventions # of on-gong projects which receive technical assistance or feedback proposals 3 on-going (non grant) projects ~~ ~ and evaluate civil society interventions I # of projects which have sustainability 1 4 sustainabiiity plans regarding Civil Society interventions plans related to civil society interventions . . -- - - - --. .. ..... .... Major ActivitieslResults .. .n-...2.-. - ...... - .. # of projects which are able to monitor 1 4 MG country projects Achieved Achieved .- .. HQ staff report TA provided in Georgia, ~ew York, Liberia, Guatemala, etc. Achieved ~ . MC-T developed lshtotok program which continues MG subgrant program using USDA funds; MC-PAG worked with patronatos to negotiate for local gov't funds for community development projects MC-I developed model for retaining CS program and program staff - Objective #2: lncresae the amount and diversity of funding for Mercy Corps civil society program in Honduras, Nicaragua, Tajikistan, Indonesia . .. . . . . ..... . . Indicator .. ., . # of new civil society proposals submitted and funded from USG and non-USG sources # of new civil society proposals submitted to private & foundations # of sources researched and contacted as well as in other Mercy Target 3 projects submitted 4 projects submitted matrix of sources developed :orps countries Major ActivitieslResults 52.4% ofnewMC~osals . invear 1 of MG included , CS interventionsg lndonesia Maluku Program received OFDA and OTI funding for project activities; proposals submitted to AusAid and UNDP for additional funds CSP Honduras and Nicaragua approved by Thorn Corporation and SG Foundation; Nicaragua Democracy Festival funded by individual private donors; CSP Pakistan funded by Princess Di foundation; Honduras Women's CSP partially funded by Tear Fund UK; Taiikistan micro-credit advocacy p;oject funded by -- U~$FEM ~ata base developed; a MC matrix developed -A " Venezuela CSP approved by USAIDIOFDA; CSP Georgia approved by USAID; Honduras Cross-Cutting project approved by USAID; Pakistan capacity building proposal submitted to PRM: IndnesialAmbon project approved by OFDA Headquarterslpage 3 Objective #3: Test, refine, improve and disseminate Mercy Corps' Civil Society Toolbox Objective #4: Increase Mercy Corps' institutional capacity and learning about the integration of civil society in development Indicator Tar et Major ActivitieslResults . # of staff who pa.icpate in exchange 1 1 staff &*ourof 4 staff exchanges completed visits for civil society - / each MG country # staff who participate in Mercy Corps 1 40 staff participate 1 11 1 MC staff participating in Forum. methodologies written up and shared I I lnstitutionalization ........ of a Concept, " . ~ .- ~~~~ ~~~ - .. # Civil Society team mtgs or I I conference I Civil Society Conference held in Istanbul, Turkey for Civil Society forum #bridging the Gap News letters published # of Civil Societv case studies or conferences organized by MC I --- .- -- -- I MC staff # of times presentation used I presentation developed ( Civil Society Framework presentation developed and 5 published - published quarterly .-~ ~- ~ ..... 1 study Case Study on the 1 used for regular orientation Appendix B: Resources List Grant Proposal Building Civil Society in Times of Turmoil; December 1998 Headquarters Materials for Mercy Corps International's Civil Society Matching Grant Detailed Implementation Plans (DIPS): March 17,2000; August 30, 2000; First Year Annual Report, December 2000 Second Year Annual Report, November 2001 Civil Society at Mercy Corps: A Case Study on the Institutionalization of a Concept Civil Society: A Foundation for Sustainable Economic Development; Coalition for Christian Colleges & Universities, Mercy Corps International (USAID funded); August 1998 Compendium of Civil Society ActivitieslDraft; June 1999 Civil Society Basic Training ManualIDraft; March 1999 ASSETS (Assessment Tool) Civil Society In-House Survey; 1998 Civil Society Rapid AssessmentIDraft; June 1999 Monitoring & Evaluation (M&E) Guidelines Mercy Corps lnternational Board Reports-Civil Society (Apr 2001; Sep 2001; Jan 2002; Apr 2002; Sep 2002 Mercy Corps 2001 Annual Report Mercy Corps' Power Point presentation to USAlD from mid-term evaluation progress report to USAID, April 2001 Copies of The Bridcle, civil society newsletters (3rd Qtr 2001 ; Is' Qtr 2002; 2"' Qtr 2002; Civil Society Capacity Statement Bibliography of Civil Society Resources at Headquarters Draft: Platform for Action: Inclusion Building Blocks Toward Community Vitality Istanbul Conference Report: Strategies for More Effective Programs; Istanbul, Turkey; June 2002 Internal evaluations of Honduras and Nicaragua programs Financial ReportslBudgets Evaluation of the Mercy Corps portfolio of programs in Tajikistan, June 2002; Carlos Torres Draft case studies: A Participatory Approach to Humanitarian Aid and Development: A Review of the Impact of Participatory Practices on Mercy Corps Tajikistan (Alexander Gupman, Summer 2001); Participatory Humanitarianism - The Partner Approach: Case Study of Dilsuz, The Association of People with Disabilities in Tajikistan (Alexander Gupman, Summer 2001) Tajikistan Gender Policy Tajikistan M&E Plan Sub Grant award selection criteria document Two Case Studies: Maluku Case Study: Integrating Relief, Recovery and Civil Society Principles (Anna Young, August 2002); Mercy Corps and the Jakarta Flood (final draft) (Civil Society Team, 2002) NGO Assessment Report: Indonesia; March 2002 Appendix Blpage 2 Internal proposal: continuation of CSP team Quarterly Reports-Nicaragua (Jan-Apr 2001; Jun 2001 Philip Walsh's Consultation in Nicaragua; July 2001 Central Sulawesi Conflict Affected Areas Quick Impact GRants Program Report; November 30,2002 Communal Violence in Poso, Central Sulawesi, Lorraine V. Aragon; October 2001 lndonesia Monthly Reports (Nov 2002; Dec 2002; Sulawesi Tengah, Nov 2002, Dec 2002; Civil Society Discussion with the Water and Sanitation Team (Indonesia); August 2001 Trip Report-Central Sulawesi: Palu, Poso and Tentena; Chris Hyslop; April 2001 Activity Report-Workshop on Gender (Indonesia); November 2001 lndonesia M&E Plan Honduras 2001 Annual Report Honduras Civil Society Program Report (Jan-Apr 2001 ; Jun 2001) Appendix C: List of lnterviewees' Tajikistan Dilsuz Headquarter's staff: Chair, HQ, Abdukarim Rahimov Deputy Chair, HQ, Esanboi Vohidov Assistant, HQ, Saida Chair, Leninsky District, Huseinov Djamol Chair. Garm District. Abdualimov Muhibian chair: Vose ~istrict,'~hmadov Saiosh ' Chair, Yovon branch, Elbegier Umarkhon Chair, Hissor branch, Rahmonov Nemotullo Chair, Lenin branch, Huseinov Jamol Chair, Tursun-Zade branch, Murodov Zokir Chair, Kurgan-Tube city branch, Bobojonov Abdusamad Dilsuz beneficiaries IHQ meetinql: Sanam Tamilya Nodira Gulya Saida Dilsuz - Garm branch Abduolimov Mukibjon, group managerichair of disabled people Mahmodnozor Gafforov, group manager, Rasht Saidmumin Toshripov, beneficiary Amridin Gadoev, group member Vajhdin Nairnov, group member Muhidin Naimov, volunteer Asadullo Fathulloev, volunteer Tolib Kholikov, volunteer Chaihona workinq qroup Ahliddin Shomurodov, Sugd Oblast Abdulazzok Abduholikov, group member Rajabqul Nazarova, group member (Tajik) Safarali Goziev, beneficiary * Mirzorahim Minoaminov, group member Ahtam Kurbonov, group member Shuhrat Yahyoev, group member Juraqul Nurov, beneficiary * Names of one or more inte~iewees may be missing from list. Zubaidullo Junaidov, beneficiary * Lubat Halilova, beneficiary (Tajik) Matluba Sohibova, beneficiary (Uzbek) (*self identified as part of the "gypsy group") Citizen Group, Sariqosh Villaqe, Darband District: Mukorroma Nasrulloeva, group manager Bargigul Ziyoeva, group memberlteacher Arabgul Jomieva, mother Musollom Amonova, mother Shomigul Amirshoeva, mother Shamigul Nabotova, mother Sharifa Akoeva, mother NABW Meetina, Dushanbe Shamsiddin Gulov, Finance Mgr Geinot Maksudov, Trainer /credit specialist Muhoklet Firnazorova, head of education department Zoinab Naborova, supervisor Mofouzo Aobzalieva, credit specialist Sanobar Kurbanova, credit officer Nigina Asrorova, project coordinator, Jr. Achievement Eryoshevo Nazire, beneficiarylcredit Yusupovo Istodoi, beneficiarylcredit Taborova Savriya, beneficiarylcredit Hamidov Imoomoli, beneficiarylcredit Olimova Dovlolbi, beneficiarylcredit Juraevo Muhohbat, beneficiarylcredit Saidova Ziyado, beneficiarylcredit MC-T CS Team Meeting Maisara Otambekova, Sr. Health Program Mgr Larisa Gvasalia, Translatorllnterpreter Behruz Djanobilov, Nat'l Staff Admin Mgr Sami Naimov, Supervisor, Seed Distribution, Ag Program Rayesh Chaudary, Management Information System Mgr Zaidullo Junaidov, Nat'l Ag Project Mgr Bev Koski, Director of Programs* Nurbi Amonova, Scott Sherman, Financial Officer* Anvar Samadho, Driver Gulsura Tairova, lshforok program Kostya Kevorkov, Ishforok, program Abdul Gafu Kadirov, lshtorok program Zarrina Bobohojieva, Administration Gary Burniske, Country Director* Dvlatmo Usufbekova, CS Associate* *MC-T one-on-one meetinas Bryony Martin, CS Program Mgr Darya Bournasheva, former CS Associate, currently lshforok Program Mgr Rasht Vallev Citizens Group Hurinisso Gafforzoda, group manager (chairman of a women's rights local NGO', she is a trainer by profession, and an author of books on political prose.) Abdullo Vazirov, group member (surgeon and Chief of the Department of Garrn district hospital; is a trainer and expert on drug addiction issues and conflict resolution) Davlatpocho Mirzoeva, group member (Deputy Chair of the Rasht district with work experience in gender issues and human rights) Gafforov Mahmadnazar, group member (an economist, is a trainer on civil society with certificates from international organizations on democratization of society and entrepreneurship) Donish citizens aroup Firuza Masieva, first group leader (civil engineer) Nazar Yunusov (chairman of mahalla council, teacher) Fotima Sharipova (retired teacher, principal at secondary school #59) Salom Saidov (teacher, recently promoted to district administrator in the department of education) Manija Berdova (biologist) Rukhsono Dehoti (stay-at-home mother, volunteer) MC-Headquarters (Portland, OR) CSP Staff: Mara Galaty, Sarah Buckley Ells Culver, Sr. VP and co-founder Robert Zeske, Program Officer for Design, Monitoring and Evaluation Framework Graham Craft, Sr. Program Office for New lnitiatives Shannon Alexander, Sr. Program Officer for New Program lnitiatives The NGO, Oshtiimilli, with ofices in Garm, Jirgatal, Hissar, and Pyanj, was registered with the ROT'S Ministry of Justice in July 1999 to promote women's rights in civil society building. C-3 Lynn Renken, former program officer for Central and South Asia, currently Sr. Program Officer, South Asia Nick MacDonald, Program Officer for Central Asia Krishna Sob, Sr. Program Officer for Caucasus and Middle East Hayley Hawes, Assts Program Officer for South Asia Jodie Hulti, Asst Program Officer Najia Hyder, Asst Program Officer for the Balkans Neal Keny-Guyer, CEO Mark Ferdig, Program Officer for Indonesia, Africa, Mongolia Kati Moseley, Health Program Officer Tom Ewert, Director of Food Resources Stephan Claborne, Director of Operations, Caucasus, Middle East, Balkans Digital Librarian Kim Johnston, Director of Operatoins, Asia, Latin America, Africa, Russia Interns: Jason Nicaraqua PAGJINO Warren Armstrong, Executive Director (expat) Jim Patterson, former ED (by email) Chilolo Garcia, Board member, representative to JCSN Miguel Arroliga, fiscal officer Carlos Garcia, Board member, coordinator/black bean project JCSN Miguel Victorino, volunteer coordinater Martha Y. Zebedoh (president, Cooperacion Nicaraguense de apayo agropecuano y transferencio technologic) Georgina Lopez Rodrigues (AMNLAE Jinotega Casa Materna; Comision de Participacion Cludadana) Rita Mackinchi (director, La Cucamelca) Office of the Mayor Dr. Jairo Antonio Fajardo Lopez, Alcalde Municipal Maria , Staff Indonesia Subarantees Neksi Triwidiyanti (program manager, Alisa Kadijah)* Hadiyah (~lisa ~adijah) Bambong Rustanto (program coordinator, YPM Kesuma)* lnge Andriani (assistant program coordinator, YPM Kesuma) BMT Ibadurrahman* AIPUKAMA (Association of micro finance* organizations) Andy lkson Arlian, Peramu Muctar Bahar, chair, Lembaga Pengkajian Pengembangam Sosial Dan Ekonomi (Institute of Economic, Social Studies and Development) Karim, Riche, Asep Gungunan, Emi Sri Sundavi, SMT *micro finance programs Transitional Activities Proqram (TAP) Muaru Baru project participants MC-I Ambon Office (by phone and faxed auestionnaire) shelly Mieke Pattipeiluhu, Deputy Program Manager MC-I Paiu Office Peter Stevenson, Program Manager* Roy Brennan, WATSAN Specialist* Agustina Lamaligi, Program Assistant Lydia Riyanti Manganti, Finance & Admin Officer Turmizzi, Translator *also serves office in Polo MC-I Polo Office Suhirman Candra, Program Coordinator Zaenab Badudu, Program Assistant Agung Surya Meranga, Program Assistant Adriansyah Malik, Program Assistant Victor Sigilipu, Program Assistant MC-I Poso Partners & Beneficiaries (bv orqanization) Yayasan BKM (Tentena) Biasreka (Poso) Yayasan Dian Wacana (Tentena) Yayasan Sohabat Nuram (Poso) Yayasan Tanah Poso (Poso) YPM GKST (Tentena) note: Tentena is considered a Christian area; Poso a Muslim area. "yayasan" is Bahasa equivalent for NGO. USAIDIJakarta Tom Hensleigh, Country Director Penny Anderson, Food Project Manager Cathy Rothenberger, Director of Programs Owais Parray, Grants Project Manager Anna Suzanna, For For Work Coordinator Rini Widyastuti Palupy, IFlMCH Program Officer Erlyn Shukmadewi, Sr. Micro Finance Specialist Grace Retnowati, Micro Finance Officer M. lchsan Nurbudi, BDS Program Officer (former CS officer) Mahfirlana Mashadi, Civil Society Program Officer Raflis S. Sos, Asst CS Program Officer Peter Morrison (former expat CS Program Manager) Honduras Patronatos Jorge Luis Agilera (patronato) Alonso Portillo Zuniga (patronato president) Jose Domingo Bueso (Asociacion de Patronato Ajos de Agua) Gerardo Clavasevin (patronafo president) Enrique Castellenos Mejia (patronato assn pres) Hector Castoz (president, asociacion patronatos Taulabe comayagua) Alonso Portillo Zuniga (former patronatos assn president) Luis Garcia Aleman (former patronatos assn vice pres) Alba Marino Mozqez (patronato president) Maria Angela Morales (patronato president) Antonia Alvarado (patronato president) Ebia Cardona (patronato president) Blasina Peralta batronato resident) Ala Luz Leiva (pkronato treasurer) ' Women's Patronato Group 3 Maria Florita De La 0 Lucia Rivas Miriam Rivas Marai Angelina Diaz Maria Christina Bautista Pricia Hernandez Office of the Mavor Dagoberto Cortes Padilla, Mayor Members of the Municipal Council FOPRIDEH (Federacion de Organizaciones para el Desarrolo de ~onduras)~ Daniel , attorney, full time staff member PAG Frank Ayala (current CS officer in Siguatepeque, PAG) Carlos Soto. PAG staff (former MG coordinator) Demetrio ~Artinez (director do opera~iones)~ ' Chet Thomas (Executive Director) Dr. Joel Duron, Child Survival Coordinator Guido Martinez Vaca (translator-mother is active in volunteer community, father is director of private hospital) USAIDIJakarta Glen Pearce-Oroz See Appendix -: Success Stories-Honduras 4 See Appendix - for informational handout (in Spanish). 5 His employment with PAG ends at beginning of 2003 due to budget constraints; he will be retained as a "consultant" on an as-needed basis. Appendix D Representational List of Traininq Introduction to Mercy Corps' Civil Society Framework Strategic PlansIAnnual Plans How to Develop a Business Plan/Communication PlanIMarketing Plan Technology of Participation Monitoring & Evaluation Proposal Writing Gender EqualityIGender Issues Conducting a Su~ey Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan Appendix E-Description of Ishtirok Prozram What are the Ishtirok goal and objectives? Goal : Build a community responsive to the needs of ordinary people. Objective 1: To create opportunities for citizens to participate in decisions that affect their lives. Objective 2: To promote a culture of transparency and rule of law, in which citizens are able to hold leaders accountable for their actions. Objective 3: To support the process of peaceful change and the promotion of tolerance, human rights and appreciation of diversity. What types of projects will Ishtirok support? Ishtirok Page I of 12 @ Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan Projects that contribute to: 3 Increased public awareness, citizen expression and citizen influence Improved quality of life through economic development and business education 3 Enhanced tolerance, mutual understanding and peace building + Improved opportunities for educational and cultural growth of children and youth + Strengthened partnership between citizens, government and private sector for increased communication and government accountability Some examples: oroiects that / legal education I L ~, - increase awareness / and aid - for I spread the word I through media education on economic issues and marketing economic development .conflict resolution understanding of diversity I projects that improve standards of living citizen participation in government decision-making I business development to create jobs I Note: The above examples (on the right side of the table) are just ideas for orientation of interested groups. Mercy Corps does not expect from groups to submit project proposals that reflect specifically these ideas. disco: free for all in the regions (at the village level) Ishtirok Page 2 of 12 inter-ethnic discussion (round tables, exchange programs, etc) new teaching methods and programs at schools advanced education in computer skills children activities (team work after school) support for schools with materials and teachers' training increasing government accountability cultural development of children and youth (outside of school) government, NGOs and community organizations working together Ishtirok Grants for the Support of Civil Society in Tajikistan Who can apply? NGOs from all regions of Tajikistan - big, small, new and old. Informal (unregistered) citizen groups with interested members and a chairperson. Private sector groups interested in non-profit work. Media groups. Ishtirok will support: six-month projects two hnding cycles Ishtirok Page 3 of 12 fi Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan How to Apply? # Project proposals will be solicited in two cycles that will be announced in November 2001 and January 2002. # Each cycle will support six-month projects in five topic areas with grants up to Ishtirok committee - by December 15,2001. Deadline for applications Expanded selection committee -by December 3 1,2002 November 30,2001 I Announcement of final results I By January 15,2002 Technical assistance to the February 2001 selected groups for the design of a detailed action plan Grants award I March 2002 I and national N&s Januarv 31.2002 1 Mercv Corns offices: Znd cycle 0 January 1,2002 Project implementation, monitoring of progress, and evaluation of results Place and contact Newspapers, radio, International organizations March - September 2002 , , Mercy Corps selection - by February 15,2002 Dushanbe, Khujand, Garm, Shaartuz Mercy Corps Dushanbe International Selection Panel - by February 28, 2002 March 15,2002 All groups interested in applying, are invited Po submit the following documents: 1. Project proposal summary form (see page 5); 2. Project proposal (see page 6); 3. Budget form (see page 7). Mercy Corps Dushanbe Mercy Corps offices April 2002 May 2002 May - November 2002 Ishtirok Page4of 12 Mercy Corps offices or the premises of the supported groups Mercy Corps offices Projects' location fi Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan Project Proposal: # Submission Date: Project Proposal Summary Form 1. Applicant Group: 2. Group Leader: 3. Group members: 4. When the group was established: 5. Applicant's address: 6. Contact information: tel: e-mail: fax: 7. Project Name: 8. Topic area: (please underline) 0 Increased public awareness, citizen expression and citizen influence 0 Improved quality of life through economic development and business education 0 Enhanced tolerance, mutual understanding and peace building O Improved opportunities for educational and cultural growth of children and youth 0 Strengthened partnership between citizens, government and private sector for increased communication and government accountability 9. Total budget: 0 from Mercy Corps: 0 from the group: Ishtirok Pape 5 of 12 Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan Project proposal Suo~ested Oesion 1. PROJECT OVERVIEW a) What is the need, problem or opportunity that your project will address? Need, problem, or opportunity: description b) What are the different aspects, causes, and effects of this need, problem or opportunity? Aspects, causes, and effects: description c) What kind of specific information has the group collected on this need, problem or opportunity? i -- Specific information: data 2. PROJECT GOAL AND OBJECTIVES a) What change do you want to achieve through your project? What is your project goal? Goal : statement b) What specific objectives will help you achieve your goal? Objectives: statement I Activitv / Timeline 3. PROJKI ACIIVIII~~ I Pnrticiaants 4. PROJECT RESULTS a) What will be some specific results or products of the project? i Specific results: list b) How are the results of your project related to the Ishtirok goal and objectives (see page I)? ". Relation to Ishtirok goal and objectives: hi , activities. 4. PROJECT EVALUATION What indicators for success are you going to use to evaluate the results of your project? Indicators for success: list L.. 5. PROJECT LEADERS Who will be the project leaders? Provide a one-paragraph resume for each of them, describing their experience, skills or knowledge that they want to contribute to the project. L Name: Experience, skills, knowledge: list - -- 6. PROJECT SUSTAINABILITY How will your project continue after this grant is over? Continuing the project after the grant: description Ishtirok Page 6 of 12 L.. fi Mercy Corps - Ishtirok Grants for the Support of Civil Societ~ in Tajikistan Budget form 6 ( Travel I 7 1 Communication i I 1 I I I I 8 1 Other i I 1 I @% Please, give a brief explanation of each budget line, as well as a description of the contribution of your contribution (source, availability, etc) on a separate sheet. Scoring points for evaluation of project proposals with a matching component (contribution from the group): 25 points matching all of the amount requested from Mercy Corps 15 points matching 50% of the requested amount 10 points matching 20 % of the requested amount 5 points matching 10% of requested amount Examples of contributions from the group: *:+ The group members or the community pay for the rent of a schoolroom to hold a \vorkshop. *:* The group members cover part of their daily expenses themselves. *:* A volunteer designs the project newsletter. *:* The group has funding from other donors that will complement the activities of this project. Ishtirok Page 7 of 12 fi Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan How will Mercy Corps select projects? 8g Mercy Corps selection committee: the staff and the manager of Ishtirok will short-list project proposals for further consideration. Expanded selection committee: the project proposals, short-listed by Mercy Corps, will be considered by an expanded committee, which will make the final selection of projects for support. Members of the expanded committee (preliminary list): . Manager of Ishtirok, Mercy Corps . Country Director, Mercy Corps . Civil Society Project Manager, Mercy Corps . A representative of a national NGO . A representative of the Tajik government . Two representatives of international organizations 8% Announcement of results: after each selection stage, Mercy Corps will make a public announcement of results, including the scoring of each considered project. Ishtirok Page 8 of 12 f!h Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan What are the selection criteria? The two selection committees will use the following set of criteria and evaluation points: Criteria 1. Orientation towards Ishtirok goal and - objectives 2. Participatory project design 3. Clarity of project overview 5. Clarity of goal and objectives 6. Correlation between objectives and activities Is the project design participator?;? Ulat is the evidence of a participatory project design? Evaluation points 10 max. 10 max. Is the need, problem or opportunity described clearly? Notes Is the project oriented to the Ishtirok goal and objectives (see page l)? 10 max Are the project goal and objectives clear? 10 max. Can the activities contribute to the achisvsmtnt of the project objectives? 7. Correlation behveen 10 max. Does the budget reflect the activities? Is the budget budget and activities 8. Matching 9. Involvement of citizens, government or the private sector 10. Equal opportunities for men and women 11 Sustainability 12. Overall impression TOTAL: cost-effective and reasonable? 20 points For matching all of the requested amount 15 points Matching 50% of requested amount 10 points Matching 20 % of requested amount 5 points Matching 10% of requested amount 5 max. Are citizens. government or private sector in\-olx-ed in project implementation? 5 max 5 max. Does the pro-ject promote equal oppomnities for men and women, including project leadership and implementation? Can the project continue afier the ending of the ?ant'? How it will continue? Presentation, style and spirit of the proposal. 1 100 max Ishtirok Page 9 of 12 f!b Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan L, What will be the relationship between Mercy Corps and the supported grou L @ The relationship between Mercy Corps and the supported groups will be &, guided by the three civil society principles: participation, accountability, and peaceful change. La. What technical assistance will Mercy Corps provide? i @ Each supported group will work with one Ishtirok team member who will provide technical assistance to the group for: development of the detailed Action Plan of the project; . communication between the group and other groups working in the same topic area; . project implementation; identification of the training and information needs of the group; . monitoring and evaluation of the project results. @ The technical assistance for the development of the detailed project Action Plan will include: participatory needs assessment, action planning, monitoring and evaluation plan, team building. The technical assistance will use the Technology of Participation (TOP) methodology. Ishtirok Page 10 of 12 a Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan What is the accountability system? Selection of proposals: every project proposal submitted to Mercy Corps will be evaluated according to the selection criteria on page 9. The applicants will receive information about the quantitative results of the evaluation of their proposal. If applicants are interested in receiving qualitative information regarding the scoring of their proposal, they are welcome to contact Mercy Corps staff and schedule an appointment for discussion. Action Plan: The groups selected for support will receive funding after they develop a detailed Action Plan with technical assistance from Mercy Corps staff. Agreement: Groups will receive project funding upon signing of an agreement with Mercy Corps, which will define the financial and programmatic responsibilities of the two partners. Monitoring: Mercy Corps staff will work in partnership with the supported groups to monitor the project progress, according to the monitoring schedule of the detailed Action Plan. Final evaluation: Mercy Corps staff will work in partnership with the supported group to evaluate the project results during the 6Ih month of the project implementation, according to the evaluation plan of the detailed Action Plan. Ishtirok Page 11 of 12 fi Mercy Corps Ishtirok Grants for the Support of Civil Society in Tajikistan How will Mercy Corps evaluate the results of the Goal: Build a community responsive to the needs of ordinary people. Indicators for success: 9 Number and amount of grants given. 9 Geographical spread of Ishtirok. 9 Sustainability of projects measured by groups' financial contribution. 9 Number of project participants > Outputs that give evidence of social change. Objective 1: To create opportunities for citizens to participate in decisions that affect their lives. 9 Project outputs that create opportunities for citizens to participate in decision￾making. 9 Evidence of improved communication and cooperation between citizens and government. Objective 2: To promote a culture of transparency and rule of law in which citizens are able to hold leaders responsible for their actions. 9 Project outputs promoting culture of transparency and rule of law. 9 Evidence of increased government awareness on accountability. Objective 3: To support the process of peaceful change and the promotion of tolerance, human rights and appreciation of diversity. 9 Project outputs promoting peaceful change, tolerance, human rights and diversity. 9 Evidence for higher level of tolerance and appreciation of diversity. Ishtirok Page 12 of 12 ca Mercv Corps Taiiltistan Gender Policv 'I'his docunlent was designed by Mercy Corps staff from all program and departments including Dushanbe, Kllujand and Shaartuz: Civil Society Progritrrt, Ileit[tIr Progrctrn, (;r.nrtt,s irrtd Crerliis Prugri~rrr, Frre-Food Distril,rttiorr Progrnrrt, Micro Credit I'rogrunt, Witter & Sitnitntiort I'rogricrrt, SliiNs Trctirtirtg nnd Credit Progrirrrt, ICA I'roject, Firtnrlce Dcl)artr~tent, Aiirrtirristr~fion Depnrtrttcnt, Kairakum 4"' to 8"' August 2001 Policy Goal: To support the achievement of equality of men and women in the internal and external activities of Mercy Corps. Explanatory note: Internal activity = activities, processes and relationships within the Mercy Corps organizational team External activitv = activities, processes and relationships between Mercy Corps and external groups: partners, beneficiaries, suppliers, vendors and donors. Principles 2. 'l'lle Gc~ltler I'olicy w~~siclers c~~llurttl, i~nlional, cthnir, religious nut1 ngc clil'l'err~~crs: Mercy (~or~)sfl':i,iikis~i~t~ is i111 orgiu~imtion ~iS~icoplc ~~OIII diffcrc~~t II:I~)IIS. cult~~rcs, cll~nic, religious :IWI age JJVII~S. Mcrcy Corps will not dlow i~tiy Iiirn~ oV~liscritiiit~~~lio~~ 011 the l)i~sis oftlie :100vc diffcrc~~ccs to!v;~rds eillicr 111et1 or womc~~. NO one of IIic ihovc groups will impose its ge~~dcr COIICC~IS ilnd ~~t~derslii~~di~~g 011 otl~ers. 4. Mcrcy Corl~s will 1101 tolerate seno;~l l~ar;~ssn~c~~t or discrin~i~~ntio~~ withill other enter~~nl gro~~ps: Mercy ('01'1)s will SCI 21 good CX:IIIIPI~ 11m1 will CIIZIIICII~~ I~~I~.~ISSIII~II~ i111d discrin~it~:~Iio~~ wit11i11 pi~rtt~ers :III~ otl~cr cxtcr11i11 gro~tps. l