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Contents
1) Introduction
2) Methodology
3) Civil Society Challenge Fund Management
4) UK/Southern Civil Society Partnerships - Partnerships for
Change
5) Capacity Development: Pathways to Change
6) Civil Society Challenge Fund impact: emerging trends
Introduction
Methodology
The IOD PARC team developed an implicit
theory of change for the Civil Society Challenge
Fund consisting of seven pillars, each of
which is based on a working hypothesis. The
team developed an evaluation framework and
used the hypothesis from pillars two to five to
guide the enquiry:
CSCF Evaluation
Intervention Logic
Data collection
methods
Data was gathered from:
Document review of
Hypotheses
63 .projects approved
since 2010.
In-depth document
review of 17 projects.
Interviews with 5 DFID
Staff, 7 Fund
Management staff, 16
Grantholder staff and 17
staff from Partner
Organisations.
of the 63 organisations
responded (56%).
Capacity development: three levels of change
The team looked at capacity development at three different levels:
The individual level e.g. the development of individual skills and expertise
through participation in training courses, workshops, communities of practice,
South-South learning initiatives, mentoring, coaching and other methods.
The organisational level e.g. the development of an organisations capacity in
terms of its procedures, systems, policies and culture. This in turn refers to its
organisational sustainability.
The systemic/societal level e.g. changes in societal values, customs, laws,
policies and system of governance. This level is sometimes equated with the
development of an enabling environment for civil society.
Online discussion
platform: 11 partners
participated.
A Learning
Approach
The evaluation took a
learning approach with an
iterative approach to
analysis and testing the
hypothesis.
3) Include a formal
Inception Phase
4) Focus on improved
reporting and
performance
A focus on better
reporting does not
necessarily correlate to
better programmes. A
Challenge Fund learning
strategy would ensure
capacity development and
learning are targeted to
improve project
performance as well as
reporting.
Indirect funding:
Grantholder roles
with Implementing
Partners
A ChildHope UK
project on violence
against children in
Uganda illustrates
the way in which
capacity cascades via
different actors,
approaches and
target groups in this
pathway to change.
Hospice UK: Building an enabling environment for child palliative care (CPC) in India
and Malawi
Hospice UK aimed to improve the quality of life for children living with life-limiting illness and their families and carers in
India and Malawi. The project formed a coalition of collaborating partners at different levels to influence the relevant
professional bodies, training institutions and legislation in both countries. For example, in India:
CPC services are integrated into the routine practices of 5 of 6 hospitals involved in the project.
The Indian Association of Palliative Care (IAPC) included CPC in all of its strategy documents and established a working
group to ensure that it is integrated into its on-going plans and policies.
CPC was integrated into standard training and education for health care professionals in the state.
The government of Maharashtra passed a resolution on palliative care that commits to the provision of CPC and
includes CPC in the policies of the relevant health and family Ministries and an amendment to the Narcotic Drugs and
Psychotropic Substance Act. (NDPS) Act.
By embedding CPC in national legislation; the policies of the relevant Ministries; the strategy of the national professional
association; the training of health care professionals; and the routine practices of public health services the project has
contributed to creating a enabling legal, policy, and professional environment for the delivery of child palliative care.
6) Empowerment and
advocacy still relevant.
Partners affirmed the
relevance of the Civil society
Challenge Fund to their local
context. DFID should retain a
facility to fund civil society
engagement with decision
makers, reinforced by a
public theory of change of
how an independent, vocal
civil society contributes to
pro-poor outcomes.
8) Demonstrate capacity
development as a
change process
Demonstrating the
effectiveness of diverse,
often informal, capacity
development approaches is
a challenge. A Challenge
Fund for smaller CSOs
should provide support and
guidance to Grantholders on
the use of appropriate
indicators and data
collection tools to provide a
robust evidence base for
change.
Effectiveness
The Evaluation found evidence of
projects contributing to the improved
capacity of Southern civil society to
engage with decision makers at a
local level.
Sustainability
Evidence of the Civil Society Challenge
Fund contributing to sustainable
Southern CSOs was inconclusive.
However there was evidence of
outcomes at project level continuing
beyond the project.