Good CSO Donorship

Karin Fällman, Sida/CIVSAM

PRESENTATION1. What good CSO donorship

implies2. How Sida/SE supports CSOs

and how SE fares in relation to good CSO donorship

3. Current efforts to improve SE’s CSO support/practice good CSO donorship

WHAT IS GOOD?

1) Having a Strategic Framework composed of….

an evidence-based, overarching civil society policy providing the theory of change for CSO support, and

complementary, context specific CSO funding strategies based on up-to-date political economy analyses and guidelines for management of CSO support

WHAT IS GOOD? Having a Strategic Framework including objectives to

1. Strengthen civil society in developing countries (balance between agency and actor in its own right)

1. Promote and support public awareness-raising in donor countries

2. Promote an enabling environment for CSOsIn law and practice Through development effective donor

support

WHAT IS GOOD?

(2) For delivering effective support/implementing the strategic framework

Respect independence while giving direction Donor transparency Local ownership of agenda

Choose partners to meet objectives Match funding mechanisms with purpose Minimize transaction costs

Alignment and harmonization

WHAT IS GOOD?

(3) For Learning and Accountability

Having a shared understanding and commitment among donors and CSOs re the theory of change and the ways of measuring and communicating results over timeIncl. an impact assessment framework appropriate to the

type of programs supported and the size and nature of the CSOs

Systems and processes conducive to on-going learning and improvement: Which are transparent and allows for mutual

accountability With reporting and evaluations focused on results and

learning

SE’s CSO support Considered international champions:

Aid and development effectiveness: Task Team, CoD WG on CSO, Informal Donor Group (CoP, Policy Evaluation etc.)

Post-2015: Dialogue and support Over-arching good practice policy (CSO as

development actors in their own right, pluralism, HRBA)

CSO support in close to all Swedish Development Strategies

But what does SE’s CSO support look like in practice?

First-Ever Review 2012-2013 of SE’s total CSO Support – objectives:

provide knowledge of how Sida supports and engages civil society organisations

trends (2007-2012) during the past five years lessons learnt regarding the modalities usedfitness for purpose how Sida fares in relation to the civil society

policy and international commitmentsrecommendations

Increasing support to CSOs

Increased its share of the Sida aid budget from 19% in 2007 to 32% in 2011 – and increasing…

Figure of 35,8% in 2012 – at least more than a third of Sida’s budget to CSO (not counting support via multilaterals)

Country Level Ini-tiatives;

34%

Global initiatives;

11%Regional initiatives;

11%

CIVSAM SweFOs; 27%

HUM; 16%

CIVSAM spec.demo; 1%

Conclusions from the Review 1(2)

Strategies do not account for policy contentCSOs are primarily used as means or

consultants to reach sector specific objectives in the Swedish development strategies (and seldom supported as development actors in their own right)

Funding decisions are often not transparent and they are often based on “reputation and trust”

Limited part of support reaches grassroots organisations, organising poor and marginalised groups (CIVSAM excluded)

Conclusions from the Review 2(2)International expert organisations are

preferred partners, Swedish framework organisations even more so

Core support given only to the big and strong Limited learning and sharing of new

modalities Bilateral, direct funding arrangement still

most common – but joint funding on the rise Emerging trend towards strategic

approaches to CSO support (eight countries and one global strategy completed)

WHAT TO DO? HOW TO MAKE

NECESSARY CHANGES?

Draft Management Response: To fully practice good CSO donorship

1. Sida should work more strategically with CSO support, and get better at

supporting CS in its own right strengthening local ownership of the development agenda

reaching grassroots organisations, organising poor and marginalised groups

2. Sida therefore needs a strategic framework which

makes the objective of the CS policy i.e. a pluralistic and rights-based civil society part of the results strategies

ensures the use of aid effective support models throughout the organization

Strategic Framework suggested in the Draft MR

CS Policy/Political Platform

Sida Common Framework for CSO support

Cooperation Strategy/Results Strategy

X

Context Specific CSO Guidelines

To provide aid effective support, the draft MR suggests that Sida

Increases the use of aid effective support modalities such as core/programme and harmonized/joint funding (to strengthen ownership and support CSOs in their own right)

Manages for results by choosing partners to meet objectives and by tailoring the support accordingly; accommodate the need to balance strategic, long term approaches with flexibility and risk taking (to also reach CSO organizing the poorest of the poor)

Increases T&A in CSO support: policy, strategy, guidelines, dialogue

Draft MR: Division of Responsibilities 1(2)

It is suggested that CIVSAM provides the methodological platform:

Sida common CSO framework (how to practice good CSO donorship) to inform strategies and implementation

Further lessons learned and methodological support through:

Toolkit of methodological documents: Code of Practice on Donor Harmonization ToR for organisational assessments, CSO capacity

development tools, formats for JFAs etc. Complementary direct advisory CSO focal points, CSO network/HR-Demo networks Studies/evaluations: policy evaluation, evaluation of

the CSO strategy, IDG joint funding modalities

Draft MR: Division of Responsibilities 1(2)

It is suggested that Embassies/HQ Units:

Conduct regular context/political economy analyses (incl. actors’ analyses)

Develop and implement context specific CSO support guidelines whichAre based on the results strategy, the context

analyses and Sida’s CSO frameworkFunction as transparent and clear guidelines for

cooperation with CSOs Set the frame for meaningful policy dialogue with

CSOs (to ensure learning, transparency and accountability)

Share learning and experiences within Sida

Summary of priorities in the draft management response

Get better at(1) supporting CS in its own right (2) strengthening local ownership of the development agenda(3) reaching grassroots organisations, organising poor and

marginalised groups(4) practicing aid effective support (which will contribute to 1-

3) and then especially; Increase the use of aid effective support modalities such

as core/programme and harmonized/joint fundingManage for results by choosing partners to meet

objectives and by tailoring supportIncrease T&A in CSO support: policy, strategy, guidelines,

dialogue

Reality Check: Kenya, Nov 20131. Major strengthsFramework organisation makes it easier to

cooperate with Sida: planning, knowing and understanding the demands

Learning from other partnersFlexibility in terms of funding, supports/aligns to

the strategic plan, long term support, core funding, easy to report back, accountability

Sida accepts formats by the partner, flexible, decreases transaction costs

Sida has provided leadership in important sectors in Kenya, takes a whole of sector approach

2. Major weaknessesResponsiveness to policy work is not always

there, e.g. enabling environment for CS in Kenya, new Bill

Capacity development of partners has not been there in the country programme

Selection of partners: Sida has been playing it safe, missing out of new ones and the new dynamics in Kenya.

Balance of funding to Govt and CS

3. Most important changes to make

• Core funding could increase• More alignment to partners budget cycles e.g. for

audits, too many audits• Logframe system is not suitable to HR work,

however accountability for results is key• M&E: all donors have different approaches• More focus on ICT as a tool for development• More dialogue also after the agreement has been

signed (dialogue improved when Embassy responsible)

• Too many meetings (in expensive hotels)

Most important changes to make cont.Capacity development needs more attention to

make CS actors more professional, build champions and leadership of new generation of CSOs.

Learning between partners should be encouragedFast action in policy matters/enabling environmentRights-based approach needs to be better

understoodHRBA, more focus on giving the voiceless spaceFocus more on local/county levelPeace and conflict should be more visible, incl

interfaith collaboration, regional integration

Questions?Comments?