This paper has been published as a result of the program “Policy Advice and Strategy Development”, conducted
by the Center for Applied Policy Research (C·A·P) in cooperation with the Union des Tunisiens Indépendants
pour la Liberté (UTIL), the Arab Institute for Human Rights (AIHR) and the Faculty of Legal, Political, and Social
Sciences of the University of Carthage. The program is part of the “Bavarian-Tunisian Action Plan 2016-2018“ that
the government of the Free State of Bavaria implements in cooperation with the Ministry of Development, Investment
and international Cooperation of the Republic of Tunisia.
This document provides information about the DRAGON-STARPLUS project, which aims to support EU-China collaboration on research and innovation. It received over €2 million in funding from the European Union's Horizon 2020 program. The 3-year project involves 13 partners from 9 countries. Its objectives are to support European and Chinese research communities in establishing collaborations, provide cooperation tools and frameworks for policymakers, and support funding agencies in exchanging best practices and joint activities. It seeks to increase participation in each other's research programs and provide guidance to further strengthen bilateral cooperation.
Commonwealth foundation civil society engagement strategy 0Dr Lendy Spires
This document provides the Civil Society Engagement Strategy for the Commonwealth Foundation from 2013-2016. It outlines the rationale for developing the strategy, which is to provide a framework for empowering and engaging civil society to achieve more effective, responsive and accountable governance in the Commonwealth with civil society participation.
The strategy identifies three core areas of constructive engagement: 1) capacity development to strengthen civil society, 2) enhancing platforms and spaces for engagement, and 3) sharing good practices and knowledge management. It also discusses aligning with international principles of development cooperation and outlines objectives to guide implementation of initiatives enhancing collaboration between civil society and governance institutions.
The document discusses promoting EU funding for biomedical research through the HEALTH-NCP-NET project. It provides background on the project and role of National Contact Points (NCPs) in supporting researchers. It then describes guidelines and best practices discussed at a Romania workshop for NCPs, including on intellectual property rights. The workshop aimed to help NCPs provide more equal and effective support to researchers in applying for EU funding.
Supporting vs. Fostering: The Effectiveness of EU’s Regional Support for CSO ...Catalyst Balkans
The document discusses the European Union's support for civil society organizations (CSOs) in enlargement countries through regional partnerships. It finds that EU regional support for CSOs has helped foster democratic reforms and more effective policies related to democracy and rule of law. The EU has moved from shorter term actions to longer term strategic support, recognizing the need to strengthen CSOs independently. Regional projects have strengthened participating CSO capacities and led to over 25% of projects creating formalized networks, suggesting sustainability. However, CSOs say the EU needs to provide more political support for networks and project outcomes to fully utilize CSOs as partners in democratic reforms.
South funding modalities pros and cons in relation to capacity development ...Dr Lendy Spires
This document discusses different funding modalities for supporting local civil society organizations' (CSOs) advocacy work in the global South. It outlines the underlying theory that a strong civil society is important for democratic governance and poverty reduction. It then analyzes the pros and cons of direct versus indirect funding, as well as project versus core funding. While direct funding allows closer contact with donors, indirect funding through intermediaries is increasingly preferred to reduce costs. Core funding based on strategic plans requires more organizational capacity but allows more flexibility than project-based funding. The document also notes challenges like ensuring intermediaries have sufficient legitimacy and capacity.
This document summarizes the findings of a policy framework review on newcomer settlement in Winnipeg conducted by Richard Dilay of Kaplan Research Associates. The review examined policies of the three levels of government (federal, provincial, municipal), key public agencies, and settlement service providers. It involved document searches, interviews with government and agency representatives, and focus groups with service providers and funders. The review found that while Canada leads on immigration policy, settlement policy involves all levels of government. It also identified gaps in services for newcomers and provided recommendations to improve policies and fill these gaps. Recent increases in immigration to Manitoba have impacted settlement services.
The document provides a report on a learning visit to the Republic of South Africa by the Maatla Project in March 2014. It includes the following key details:
- Objectives of the visit were to learn how South African NGOs engage the private sector for support and capacity building, how the private sector delivers CSR, and how NGOs pursue resource mobilization.
- Seven individuals from Botswanan NGOs and networks participated. They visited six organizations in Johannesburg and Pretoria to learn about their CSR programs and partnerships with NGOs.
- Key lessons and recommendations from the visit will help strengthen the Maatla project's private sector engagement in Botswana and inform the development of a national CSR
Closed or Inclusive Process: How State Actors View the Contribution of Non-St...paperpublications3
This document discusses state actors' perceptions of non-state actor contributions to public policy processes in Kenya. It provides background on the evolution of public policy frameworks in Kenya from the 1960s to present. While processes were initially closed, reforms in the 1990s and 2010 constitution have gradually opened them to include non-state actors. The document uses a power relations framework to analyze relationships between state and non-state actors. It identifies different types of policy spaces (closed, invited, claimed), levels of power (local, national, global), and forms of power (visible, hidden, invisible) that shape inclusion and influence in public policy.
This document provides information about the DRAGON-STARPLUS project, which aims to support EU-China collaboration on research and innovation. It received over €2 million in funding from the European Union's Horizon 2020 program. The 3-year project involves 13 partners from 9 countries. Its objectives are to support European and Chinese research communities in establishing collaborations, provide cooperation tools and frameworks for policymakers, and support funding agencies in exchanging best practices and joint activities. It seeks to increase participation in each other's research programs and provide guidance to further strengthen bilateral cooperation.
Commonwealth foundation civil society engagement strategy 0Dr Lendy Spires
This document provides the Civil Society Engagement Strategy for the Commonwealth Foundation from 2013-2016. It outlines the rationale for developing the strategy, which is to provide a framework for empowering and engaging civil society to achieve more effective, responsive and accountable governance in the Commonwealth with civil society participation.
The strategy identifies three core areas of constructive engagement: 1) capacity development to strengthen civil society, 2) enhancing platforms and spaces for engagement, and 3) sharing good practices and knowledge management. It also discusses aligning with international principles of development cooperation and outlines objectives to guide implementation of initiatives enhancing collaboration between civil society and governance institutions.
The document discusses promoting EU funding for biomedical research through the HEALTH-NCP-NET project. It provides background on the project and role of National Contact Points (NCPs) in supporting researchers. It then describes guidelines and best practices discussed at a Romania workshop for NCPs, including on intellectual property rights. The workshop aimed to help NCPs provide more equal and effective support to researchers in applying for EU funding.
Supporting vs. Fostering: The Effectiveness of EU’s Regional Support for CSO ...Catalyst Balkans
The document discusses the European Union's support for civil society organizations (CSOs) in enlargement countries through regional partnerships. It finds that EU regional support for CSOs has helped foster democratic reforms and more effective policies related to democracy and rule of law. The EU has moved from shorter term actions to longer term strategic support, recognizing the need to strengthen CSOs independently. Regional projects have strengthened participating CSO capacities and led to over 25% of projects creating formalized networks, suggesting sustainability. However, CSOs say the EU needs to provide more political support for networks and project outcomes to fully utilize CSOs as partners in democratic reforms.
South funding modalities pros and cons in relation to capacity development ...Dr Lendy Spires
This document discusses different funding modalities for supporting local civil society organizations' (CSOs) advocacy work in the global South. It outlines the underlying theory that a strong civil society is important for democratic governance and poverty reduction. It then analyzes the pros and cons of direct versus indirect funding, as well as project versus core funding. While direct funding allows closer contact with donors, indirect funding through intermediaries is increasingly preferred to reduce costs. Core funding based on strategic plans requires more organizational capacity but allows more flexibility than project-based funding. The document also notes challenges like ensuring intermediaries have sufficient legitimacy and capacity.
This document summarizes the findings of a policy framework review on newcomer settlement in Winnipeg conducted by Richard Dilay of Kaplan Research Associates. The review examined policies of the three levels of government (federal, provincial, municipal), key public agencies, and settlement service providers. It involved document searches, interviews with government and agency representatives, and focus groups with service providers and funders. The review found that while Canada leads on immigration policy, settlement policy involves all levels of government. It also identified gaps in services for newcomers and provided recommendations to improve policies and fill these gaps. Recent increases in immigration to Manitoba have impacted settlement services.
The document provides a report on a learning visit to the Republic of South Africa by the Maatla Project in March 2014. It includes the following key details:
- Objectives of the visit were to learn how South African NGOs engage the private sector for support and capacity building, how the private sector delivers CSR, and how NGOs pursue resource mobilization.
- Seven individuals from Botswanan NGOs and networks participated. They visited six organizations in Johannesburg and Pretoria to learn about their CSR programs and partnerships with NGOs.
- Key lessons and recommendations from the visit will help strengthen the Maatla project's private sector engagement in Botswana and inform the development of a national CSR
Closed or Inclusive Process: How State Actors View the Contribution of Non-St...paperpublications3
This document discusses state actors' perceptions of non-state actor contributions to public policy processes in Kenya. It provides background on the evolution of public policy frameworks in Kenya from the 1960s to present. While processes were initially closed, reforms in the 1990s and 2010 constitution have gradually opened them to include non-state actors. The document uses a power relations framework to analyze relationships between state and non-state actors. It identifies different types of policy spaces (closed, invited, claimed), levels of power (local, national, global), and forms of power (visible, hidden, invisible) that shape inclusion and influence in public policy.
The Jamaity project aims to create a suitable environment for civil society organizations (CSOs) in Tunisia by developing an interactive online platform. The platform will collect information on CSOs and technical/financial partners, facilitate networking between these groups, and disseminate resources. Specific objectives include establishing directories, databases and a resource center to connect CSOs with partners. The platform was launched in 2014 with support from the EU delegation, British Council and Euro-Mediterranean Network for Human Rights. It seeks to strengthen Tunisia's civil society through information sharing, networking and an annual forum bringing together CSOs and partners.
New thinking on technical assistance to solve knowledge and capacity gapsDr Lendy Spires
This document provides an overview of emerging approaches to technical assistance that aim to develop long-term knowledge and capacity beyond just filling short-term gaps. It discusses twinning and peer-to-peer approaches, think tank development, and South-South cooperation. Twinning approaches emphasize collaboration between countries and have been shown to transfer expertise effectively. Think tank initiatives in developing countries have helped strengthen research skills, though rigorous evaluations are still lacking. Knowledge sharing between developing countries through South-South cooperation is growing but triangular cooperation is still limited.
The document provides a critique of the City of Portland, Oregon's FY 2014-2015 adopted budget. It finds that the budget follows best practices recommended by the Government Finance Officers Association (GFOA), including establishing broad goals, developing financial plans to achieve goals, developing a budget consistent with plans, and monitoring performance. The budget is highly transparent, defines terms, and clearly shows funding allocations with graphs. It adheres to GFOA's four-part budget process and monitors goals quantitatively. The only minor critique is a suggestion to provide more project-level details.
The document discusses findings on the development and functioning of civil dialogue in Western Balkan countries. It analyzes frameworks and legislation supporting civil dialogue, coordination mechanisms between governments and civil societies, and challenges. It provides 10 recommendations to strengthen civil dialogue, including developing coherent strategies, building capacities, strengthening local ownership, and understanding civil dialogue's broader role in democracies.
Civil society organizations in Tanzania have implemented various social accountability monitoring initiatives to promote good governance and development. These initiatives include social accountability monitoring, public expenditure tracking surveys, community score cards, citizen juries, social auditing, budget analysis, and policy monitoring. The purpose of these initiatives is to empower local communities, provide information for advocacy, and strengthen government oversight. They focus on issues of local concern like corruption, resource allocation and use, service delivery quality, and specific project implementation. Tanzania's legal and policy framework supports the role of civil society in social accountability monitoring at the local level.
The document provides an overview of social programs from past major sporting events that were successful in creating social impact. It examines the Commonwealth Games Legacy Programme from Manchester 2002, the Culture and Education Programme from Singapore 2010 Youth Olympic Games, and the Football for Hope Festival from South Africa 2010 FIFA World Cup. For each case, it outlines the objectives, organization, activities, and outcomes of the respective social programs, providing details on what worked well based on organizer interviews. The overall purpose is to identify lessons learned from past experiences to help optimize the social impact of future sports event social programs.
This document provides a final report from a team of students at Duke University on policy recommendations for Twin Lakes Community, a continuing care retirement community, regarding resident participation in the annual budget process. The team conducted a literature review on participatory budgeting and stakeholder engagement practices. They interviewed management at four nearby CCRCs, Twin Lakes management, and Twin Lakes residents. The team recommends that Twin Lakes creates a Resident Finance Committee to be involved in the budget process. The committee would work with management to develop a mission statement and meet regularly. The report provides an implementation plan and suggestions for formalizing the committee's role long-term.
Fist high level meeting of the global partnership for effectove development c...Dr Lendy Spires
The document summarizes discussions from the First High-Level Meeting of the Global Partnership for Effective Development Co-operation in Mexico City on April 15-16, 2014. Key points addressed include:
1) Recognition that global development is at a critical juncture and more must be done to achieve inclusive and sustainable development in the post-2015 agenda.
2) Commitment to implementing a shift from aid effectiveness to effective development cooperation involving all stakeholders to better support developing countries' efforts to mobilize domestic resources.
3) Progress made since 2011 in upholding principles of country ownership, focus on results, inclusiveness, and transparency, but more work remains, including fully using country systems and ensuring predictable aid flows
First High-Level Meeting of the Global Partnership for Effective Development ...Dr Lendy Spires
The Global Partnership for Effective Development Co-operation and the implementation of the Post-2015 Development Agenda 1. We, Ministers and leading representatives of developing and developed countries, multilateral, regional and bilateral development and financial institutions, parliaments, local and regional authorities, private sector entities, philanthropic foundations, trade unions and civil society organizations, met in Mexico City on 15-16 April 2014, in a spirit of full inclusion and solidarity, for the First High Level Meeting of the Global Partnership for Effective Development Cooperation (GPEDC), to build upon the outcome of Busan. 2. Global development is at a critical juncture. Despite progress on the MDGs, poverty and inequality, in their multiple dimensions and across all regions, remain the central challenges. Slow and uneven global economic growth, insecurity in supplies of food, water and energy, lack of quality education and decent work for all, and instances of conflict, fragility and vulnerability to economic shocks, natural disasters, and health pandemics are also pressing concerns in many areas of the world. Managing climate change and the global commons add further complexity to our global agenda. At the same time, the possibilities for human development are immense and we have at our disposal the means to end poverty at global scale in the course of one generation. But to achieve this, we must muster our political will for bold and sustained action for shared development, improved gender equality, and the promotion and protection of human rights. 3. As the United Nations works to design a universal agenda for inclusive and sustainable development post 2015, to be implemented decisively, the GPEDC will seek to advance efforts to bring about more effective development cooperation, with poverty eradication at its core, as part of the “how” of the implementation of this new global agenda. With this purpose, we pledge to work in synergy and cooperation with others, such as the United Nations Development Cooperation Forum. 4. Critically, the GPEDC is committed to implementing a paradigm shift from aid effectiveness to effective development cooperation, sustained by the contribution and catalyzing effect of ODA, as the main source of international development assistance, in order to better support the long-term and broad developmental impact of a strengthened mobilization of domestic resources and the convergence of efforts of all public and private development stakeholders at all levels. 5.
The document provides information on engaging citizens and stakeholders in the development of Sustainable Urban Mobility Plans (SUMPs). It discusses:
1) The importance of participation in identifying mobility problems, developing objectives, and selecting measures to create buy-in and improve decision making.
2) Key challenges to effective participation including lack of political support, resources, and ensuring representation of diverse stakeholders.
3) Variations in participation practices across Europe, with some countries having legal requirements and others primarily informing stakeholders.
The EU provides financial support and grants for projects in various areas such as education, health, consumer protection, conservation, and humanitarian aid. Grants are subject to strict rules to ensure funds are spent transparently and accountably. Some key EU funds that provide grants include the European Regional Development Fund, European Social Fund, Cohesion Fund, European Agricultural Fund for Rural Development, and European Fund for Maritime Affairs and Fisheries. Croatia faces challenges like unemployment, skills mismatches, and regional disparities. EU funding supports priorities like developing job skills, improving education, promoting social inclusion, and strengthening civil society. Successful grant applications must demonstrate relevance, quality solutions, partnerships, methodology, risk assessment, sustainability, and a detailed budget.
Selection of our books indexed in the Book Citation Index .docxtcarolyn
Selection of our books indexed in the Book Citation Index
in Web of Science™ Core Collection (BKCI)
Interested in publishing with us?
Contact [email protected]
Numbers displayed above are based on latest data collected.
For more information visit www.intechopen.com
Open access books available
Countries delivered to Contributors from top 500 universities
International authors and editors
Our authors are among the
most cited scientists
Downloads
We are IntechOpen,
the world’s leading publisher of
Open Access books
Built by scientists, for scientists
12.2%
116,000 120M
TOP 1%154
3,900
2
The Strategic Approach of Total Quality and
Their Effects on the Public Organization
Luminita Gabriela Popescu
National School of Political Studies and Public Administration
Romania
1. Introduction
The main objective of this chapter is to emphasize the main effects produced, in an
organization, by the integration of total quality strategy within the general strategy of the
organization. For this integration to be possible it is mandatory to construct an adequate
context. In the second part of the chapter, the transfer achieved through the integration of
quality strategy within the organization’s strategy is undertaken.
The research methodology that consists of the institutional analysis (Meyer and Rowan,
1977; DiMaggio and Powell, 1983; North, 1990) is a type of social science research that seeks
to reveal the effects on formal policies, informal norms and interpretations of the practices
associated representative of a particular area on the actual scope.
The organizations analysis highlights ways in which different social institutions - legal
norms, regulations, procedures and their associated meanings - and propose working
material and symbolic incentives (reputation, trust, accreditation) and thereby generate
configurations of processes, strategies and practices at the organizational level.
Carrying on, we will present the main steps contained by the two parts of the chapter
2. The constitutive context of quality strategic approach
Under the pressure of the citizens whose exigencies are becoming more and more
sophisticated; of the new management approaches that imply, for example, the
abandonment of the Management by Objective and the endorsement of the Management
by Results; of domestic political forces and due to constrains from the global social-
political forces, the need for reform and innovation in the public sector is more and more
obvious.
In the bureaucratic hierarchy, activities take place according to general rules and norms. The
main objective of the structures and the managerial control instruments is ensuring the
conformity with the prior rules and norms. In such a system, the improvement of the
efficiency and the effectiveness of the processes involve endorsement of several legislative
alterations.
www.intechopen.com
Quality Management and Practices
.
This document provides a summary of a qualitative research study on the social impacts of the first two rounds of the Mayor's Crowdfunding Programme in London. The study involved interviews and observations of 7 project groups funded by the programme.
The research found that the crowdfunding projects generally had positive impacts on community cohesion by bringing together groups with shared local interests. Participation in the projects spanned from pledging funds to direct involvement. The process of delivering the projects provided skills development for participants and personal or professional growth. However, an initial level of skills was needed for successful delivery.
The research also found that stress, anxiety and fatigue emerged as potential negative impacts of the crowdfunding delivery process
EFFICIENCY PROBLEMS IN PUBLIC SECTOR PROJECTS PLANNING AND IMPLEMENTATION STAGEEmils Pulmanis
This document discusses efficiency problems in public sector projects, specifically during the planning and implementation stages. It identifies several key challenges including low institutional capacity, limited stakeholder involvement, and the need for public sector organizations to adapt to increasing pressures for cost-effectiveness, quality, and accountability. The document analyzes factors that impact efficiency and sustainability in Latvian public sector projects from 2013-2014. It finds that public sector projects in Latvia often lack thorough planning and preparation in the initial stages. Improved project management practices and tools are needed to enhance efficiency.
The document provides information about Collaboration Grants from the European Cultural Foundation (ECF) to fund cross-sectoral cultural collaboration projects in Europe. It outlines the eligibility criteria, including that projects must involve partnerships between cultural and non-cultural organizations working together on artistic or cultural projects. It also describes what types of projects and costs are eligible or ineligible for funding, and explains that the average grant is €15,000-€30,000. Selection of projects is based on the degree of cross-sectoral collaboration and European dimension.
This document summarizes the key messages from a discussion with civil society organizations on partnerships and commitments for sustainable development. Three main points were emphasized: 1) Partnerships must be fully inclusive and participatory by meaningfully engaging stakeholders beyond basic consultations. 2) Partnerships need mandatory economic, social and environmental safeguards to protect rights. 3) The concept of public-private partnerships should be expanded to include cooperatives and social solidarity economy organizations. Civil society organizations stressed the importance of inclusive, rights-based partnerships to advance sustainable development.
Budget Tracking for CSOs in the Nigerian Health SectorDonald ofoegbu
This document discusses budget tracking strategies for civil society organizations working in the health sector. It defines budget tracking as examining how public resources flow from one level of government to the next and eventually to intended beneficiaries. The document outlines why CSOs should track budgets and expenditures, such as to strengthen oversight, identify systemic transfer problems, and uncover mismanagement. It provides a 5-step approach to budget tracking advocacy: 1) develop a strategy, 2) build strategic alliances, 3) plan activities for each budget cycle stage, 4) manage communications, and 5) evaluate efforts. Finally, it states that tracking involves monitoring and investigating to carefully examine how funds move through different levels of government.
This report evaluates the impact of EU support to civil society in Ghana from 2007-2014. It assesses the relevance, effectiveness, impact, sustainability, and complementarity of various EU funding programmes and instruments. Data was collected through document review, interviews, and field visits.
Key findings include: EU funding has been relevant in addressing pertinent issues and complementing other donors' efforts. It has effectively contributed to CSO capacity building and influencing policy. However, smaller local CSOs have not always benefited equally. Impact includes policy changes but sustainability remains a challenge without continuous advocacy. Recommendations focus on increasing support for local CSOs and newcomers, promoting flexible partnerships, coordination with the government, and strategic advocacy for sustainable
Guidelines for conducting development cooperation projects of sylSYL
The document provides guidelines for conducting development cooperation projects between the National Union of University Students in Finland (SYL) and its partner organizations. It outlines the project cycle, including choosing partners, planning projects, funding decisions, implementation, yearly follow-up, and evaluation. The goal is to improve reporting, enhance continuity of work, and ensure transparency between SYL and partner organizations, which receive most funding from Finland's Ministry of Foreign Affairs.
TESTING NEW SOCIAL INNOVATION POLICIES ON LOCAL AND REGIONAL LEVELarmelleguillermet
This document provides guidance on testing social innovation policies at the local and regional levels. It discusses defining the policies and interventions to be tested, specifying a theory of change, defining outcomes and indicators to measure impact, estimating the counterfactual, analyzing effects, disseminating findings, and applying lessons locally and more broadly. Key steps include carefully selecting relevant policies to evaluate, considering macro vs micro evaluations, and using a theory of change to map the path from intervention to desired outcomes. The overall aim is to build an evidence base on what policies are effective in creating positive social change.
Centre for Budget and Governance Accountability (CBGA)Dasra
CBGA is a policy research and advocacy organization promoting people’s participation in the discourse on public policies
and government finances in India. It draws the attention of the government to policy issues such as the magnitude and
quality of public expenditure in social sectors and budgetary strategies for social inclusion, and advocates for greater
transparency, accountability and space for public participation in budget processes.
The Jamaity project aims to create a suitable environment for civil society organizations (CSOs) in Tunisia by developing an interactive online platform. The platform will collect information on CSOs and technical/financial partners, facilitate networking between these groups, and disseminate resources. Specific objectives include establishing directories, databases and a resource center to connect CSOs with partners. The platform was launched in 2014 with support from the EU delegation, British Council and Euro-Mediterranean Network for Human Rights. It seeks to strengthen Tunisia's civil society through information sharing, networking and an annual forum bringing together CSOs and partners.
New thinking on technical assistance to solve knowledge and capacity gapsDr Lendy Spires
This document provides an overview of emerging approaches to technical assistance that aim to develop long-term knowledge and capacity beyond just filling short-term gaps. It discusses twinning and peer-to-peer approaches, think tank development, and South-South cooperation. Twinning approaches emphasize collaboration between countries and have been shown to transfer expertise effectively. Think tank initiatives in developing countries have helped strengthen research skills, though rigorous evaluations are still lacking. Knowledge sharing between developing countries through South-South cooperation is growing but triangular cooperation is still limited.
The document provides a critique of the City of Portland, Oregon's FY 2014-2015 adopted budget. It finds that the budget follows best practices recommended by the Government Finance Officers Association (GFOA), including establishing broad goals, developing financial plans to achieve goals, developing a budget consistent with plans, and monitoring performance. The budget is highly transparent, defines terms, and clearly shows funding allocations with graphs. It adheres to GFOA's four-part budget process and monitors goals quantitatively. The only minor critique is a suggestion to provide more project-level details.
The document discusses findings on the development and functioning of civil dialogue in Western Balkan countries. It analyzes frameworks and legislation supporting civil dialogue, coordination mechanisms between governments and civil societies, and challenges. It provides 10 recommendations to strengthen civil dialogue, including developing coherent strategies, building capacities, strengthening local ownership, and understanding civil dialogue's broader role in democracies.
Civil society organizations in Tanzania have implemented various social accountability monitoring initiatives to promote good governance and development. These initiatives include social accountability monitoring, public expenditure tracking surveys, community score cards, citizen juries, social auditing, budget analysis, and policy monitoring. The purpose of these initiatives is to empower local communities, provide information for advocacy, and strengthen government oversight. They focus on issues of local concern like corruption, resource allocation and use, service delivery quality, and specific project implementation. Tanzania's legal and policy framework supports the role of civil society in social accountability monitoring at the local level.
The document provides an overview of social programs from past major sporting events that were successful in creating social impact. It examines the Commonwealth Games Legacy Programme from Manchester 2002, the Culture and Education Programme from Singapore 2010 Youth Olympic Games, and the Football for Hope Festival from South Africa 2010 FIFA World Cup. For each case, it outlines the objectives, organization, activities, and outcomes of the respective social programs, providing details on what worked well based on organizer interviews. The overall purpose is to identify lessons learned from past experiences to help optimize the social impact of future sports event social programs.
This document provides a final report from a team of students at Duke University on policy recommendations for Twin Lakes Community, a continuing care retirement community, regarding resident participation in the annual budget process. The team conducted a literature review on participatory budgeting and stakeholder engagement practices. They interviewed management at four nearby CCRCs, Twin Lakes management, and Twin Lakes residents. The team recommends that Twin Lakes creates a Resident Finance Committee to be involved in the budget process. The committee would work with management to develop a mission statement and meet regularly. The report provides an implementation plan and suggestions for formalizing the committee's role long-term.
Fist high level meeting of the global partnership for effectove development c...Dr Lendy Spires
The document summarizes discussions from the First High-Level Meeting of the Global Partnership for Effective Development Co-operation in Mexico City on April 15-16, 2014. Key points addressed include:
1) Recognition that global development is at a critical juncture and more must be done to achieve inclusive and sustainable development in the post-2015 agenda.
2) Commitment to implementing a shift from aid effectiveness to effective development cooperation involving all stakeholders to better support developing countries' efforts to mobilize domestic resources.
3) Progress made since 2011 in upholding principles of country ownership, focus on results, inclusiveness, and transparency, but more work remains, including fully using country systems and ensuring predictable aid flows
First High-Level Meeting of the Global Partnership for Effective Development ...Dr Lendy Spires
The Global Partnership for Effective Development Co-operation and the implementation of the Post-2015 Development Agenda 1. We, Ministers and leading representatives of developing and developed countries, multilateral, regional and bilateral development and financial institutions, parliaments, local and regional authorities, private sector entities, philanthropic foundations, trade unions and civil society organizations, met in Mexico City on 15-16 April 2014, in a spirit of full inclusion and solidarity, for the First High Level Meeting of the Global Partnership for Effective Development Cooperation (GPEDC), to build upon the outcome of Busan. 2. Global development is at a critical juncture. Despite progress on the MDGs, poverty and inequality, in their multiple dimensions and across all regions, remain the central challenges. Slow and uneven global economic growth, insecurity in supplies of food, water and energy, lack of quality education and decent work for all, and instances of conflict, fragility and vulnerability to economic shocks, natural disasters, and health pandemics are also pressing concerns in many areas of the world. Managing climate change and the global commons add further complexity to our global agenda. At the same time, the possibilities for human development are immense and we have at our disposal the means to end poverty at global scale in the course of one generation. But to achieve this, we must muster our political will for bold and sustained action for shared development, improved gender equality, and the promotion and protection of human rights. 3. As the United Nations works to design a universal agenda for inclusive and sustainable development post 2015, to be implemented decisively, the GPEDC will seek to advance efforts to bring about more effective development cooperation, with poverty eradication at its core, as part of the “how” of the implementation of this new global agenda. With this purpose, we pledge to work in synergy and cooperation with others, such as the United Nations Development Cooperation Forum. 4. Critically, the GPEDC is committed to implementing a paradigm shift from aid effectiveness to effective development cooperation, sustained by the contribution and catalyzing effect of ODA, as the main source of international development assistance, in order to better support the long-term and broad developmental impact of a strengthened mobilization of domestic resources and the convergence of efforts of all public and private development stakeholders at all levels. 5.
The document provides information on engaging citizens and stakeholders in the development of Sustainable Urban Mobility Plans (SUMPs). It discusses:
1) The importance of participation in identifying mobility problems, developing objectives, and selecting measures to create buy-in and improve decision making.
2) Key challenges to effective participation including lack of political support, resources, and ensuring representation of diverse stakeholders.
3) Variations in participation practices across Europe, with some countries having legal requirements and others primarily informing stakeholders.
The EU provides financial support and grants for projects in various areas such as education, health, consumer protection, conservation, and humanitarian aid. Grants are subject to strict rules to ensure funds are spent transparently and accountably. Some key EU funds that provide grants include the European Regional Development Fund, European Social Fund, Cohesion Fund, European Agricultural Fund for Rural Development, and European Fund for Maritime Affairs and Fisheries. Croatia faces challenges like unemployment, skills mismatches, and regional disparities. EU funding supports priorities like developing job skills, improving education, promoting social inclusion, and strengthening civil society. Successful grant applications must demonstrate relevance, quality solutions, partnerships, methodology, risk assessment, sustainability, and a detailed budget.
Selection of our books indexed in the Book Citation Index .docxtcarolyn
Selection of our books indexed in the Book Citation Index
in Web of Science™ Core Collection (BKCI)
Interested in publishing with us?
Contact [email protected]
Numbers displayed above are based on latest data collected.
For more information visit www.intechopen.com
Open access books available
Countries delivered to Contributors from top 500 universities
International authors and editors
Our authors are among the
most cited scientists
Downloads
We are IntechOpen,
the world’s leading publisher of
Open Access books
Built by scientists, for scientists
12.2%
116,000 120M
TOP 1%154
3,900
2
The Strategic Approach of Total Quality and
Their Effects on the Public Organization
Luminita Gabriela Popescu
National School of Political Studies and Public Administration
Romania
1. Introduction
The main objective of this chapter is to emphasize the main effects produced, in an
organization, by the integration of total quality strategy within the general strategy of the
organization. For this integration to be possible it is mandatory to construct an adequate
context. In the second part of the chapter, the transfer achieved through the integration of
quality strategy within the organization’s strategy is undertaken.
The research methodology that consists of the institutional analysis (Meyer and Rowan,
1977; DiMaggio and Powell, 1983; North, 1990) is a type of social science research that seeks
to reveal the effects on formal policies, informal norms and interpretations of the practices
associated representative of a particular area on the actual scope.
The organizations analysis highlights ways in which different social institutions - legal
norms, regulations, procedures and their associated meanings - and propose working
material and symbolic incentives (reputation, trust, accreditation) and thereby generate
configurations of processes, strategies and practices at the organizational level.
Carrying on, we will present the main steps contained by the two parts of the chapter
2. The constitutive context of quality strategic approach
Under the pressure of the citizens whose exigencies are becoming more and more
sophisticated; of the new management approaches that imply, for example, the
abandonment of the Management by Objective and the endorsement of the Management
by Results; of domestic political forces and due to constrains from the global social-
political forces, the need for reform and innovation in the public sector is more and more
obvious.
In the bureaucratic hierarchy, activities take place according to general rules and norms. The
main objective of the structures and the managerial control instruments is ensuring the
conformity with the prior rules and norms. In such a system, the improvement of the
efficiency and the effectiveness of the processes involve endorsement of several legislative
alterations.
www.intechopen.com
Quality Management and Practices
.
This document provides a summary of a qualitative research study on the social impacts of the first two rounds of the Mayor's Crowdfunding Programme in London. The study involved interviews and observations of 7 project groups funded by the programme.
The research found that the crowdfunding projects generally had positive impacts on community cohesion by bringing together groups with shared local interests. Participation in the projects spanned from pledging funds to direct involvement. The process of delivering the projects provided skills development for participants and personal or professional growth. However, an initial level of skills was needed for successful delivery.
The research also found that stress, anxiety and fatigue emerged as potential negative impacts of the crowdfunding delivery process
EFFICIENCY PROBLEMS IN PUBLIC SECTOR PROJECTS PLANNING AND IMPLEMENTATION STAGEEmils Pulmanis
This document discusses efficiency problems in public sector projects, specifically during the planning and implementation stages. It identifies several key challenges including low institutional capacity, limited stakeholder involvement, and the need for public sector organizations to adapt to increasing pressures for cost-effectiveness, quality, and accountability. The document analyzes factors that impact efficiency and sustainability in Latvian public sector projects from 2013-2014. It finds that public sector projects in Latvia often lack thorough planning and preparation in the initial stages. Improved project management practices and tools are needed to enhance efficiency.
The document provides information about Collaboration Grants from the European Cultural Foundation (ECF) to fund cross-sectoral cultural collaboration projects in Europe. It outlines the eligibility criteria, including that projects must involve partnerships between cultural and non-cultural organizations working together on artistic or cultural projects. It also describes what types of projects and costs are eligible or ineligible for funding, and explains that the average grant is €15,000-€30,000. Selection of projects is based on the degree of cross-sectoral collaboration and European dimension.
This document summarizes the key messages from a discussion with civil society organizations on partnerships and commitments for sustainable development. Three main points were emphasized: 1) Partnerships must be fully inclusive and participatory by meaningfully engaging stakeholders beyond basic consultations. 2) Partnerships need mandatory economic, social and environmental safeguards to protect rights. 3) The concept of public-private partnerships should be expanded to include cooperatives and social solidarity economy organizations. Civil society organizations stressed the importance of inclusive, rights-based partnerships to advance sustainable development.
Budget Tracking for CSOs in the Nigerian Health SectorDonald ofoegbu
This document discusses budget tracking strategies for civil society organizations working in the health sector. It defines budget tracking as examining how public resources flow from one level of government to the next and eventually to intended beneficiaries. The document outlines why CSOs should track budgets and expenditures, such as to strengthen oversight, identify systemic transfer problems, and uncover mismanagement. It provides a 5-step approach to budget tracking advocacy: 1) develop a strategy, 2) build strategic alliances, 3) plan activities for each budget cycle stage, 4) manage communications, and 5) evaluate efforts. Finally, it states that tracking involves monitoring and investigating to carefully examine how funds move through different levels of government.
This report evaluates the impact of EU support to civil society in Ghana from 2007-2014. It assesses the relevance, effectiveness, impact, sustainability, and complementarity of various EU funding programmes and instruments. Data was collected through document review, interviews, and field visits.
Key findings include: EU funding has been relevant in addressing pertinent issues and complementing other donors' efforts. It has effectively contributed to CSO capacity building and influencing policy. However, smaller local CSOs have not always benefited equally. Impact includes policy changes but sustainability remains a challenge without continuous advocacy. Recommendations focus on increasing support for local CSOs and newcomers, promoting flexible partnerships, coordination with the government, and strategic advocacy for sustainable
Guidelines for conducting development cooperation projects of sylSYL
The document provides guidelines for conducting development cooperation projects between the National Union of University Students in Finland (SYL) and its partner organizations. It outlines the project cycle, including choosing partners, planning projects, funding decisions, implementation, yearly follow-up, and evaluation. The goal is to improve reporting, enhance continuity of work, and ensure transparency between SYL and partner organizations, which receive most funding from Finland's Ministry of Foreign Affairs.
TESTING NEW SOCIAL INNOVATION POLICIES ON LOCAL AND REGIONAL LEVELarmelleguillermet
This document provides guidance on testing social innovation policies at the local and regional levels. It discusses defining the policies and interventions to be tested, specifying a theory of change, defining outcomes and indicators to measure impact, estimating the counterfactual, analyzing effects, disseminating findings, and applying lessons locally and more broadly. Key steps include carefully selecting relevant policies to evaluate, considering macro vs micro evaluations, and using a theory of change to map the path from intervention to desired outcomes. The overall aim is to build an evidence base on what policies are effective in creating positive social change.
Centre for Budget and Governance Accountability (CBGA)Dasra
CBGA is a policy research and advocacy organization promoting people’s participation in the discourse on public policies
and government finances in India. It draws the attention of the government to policy issues such as the magnitude and
quality of public expenditure in social sectors and budgetary strategies for social inclusion, and advocates for greater
transparency, accountability and space for public participation in budget processes.
Presentation by Blanca Lazaro at the SIGMA training, working sessions and retreat, co-organised with then Office of the Minister of State for Administrative Reform taking place in Beirut 7-11 December 2015.
Small funding opportunities from donors worldwide
Fonds SUEZ Environment Initiatives.
Programme area
Improving access to essential services for underprivileged people in developing countries including projects focused on improving drinking water, sanitation and waste management in urban and peri-urban areas.
Country/region Worldwide
Grant information
Applicant must have co-funding. Fonds SUEZ will contribute up to 50% of the total project budget.
Deadline 30 April 2017
To Apply:
http://www.suez-environnement.com/group/suez-environnement-initiatives-fund/works/
Quality strategic planning and strategy delivery is increasing in importance as a process and set of tools that guide the development of a municipality. In times when resources are tight, effective and efficient resource allocation is gaining even more importance. This publication will therefore suggest a practical four-stage process to strategic planning at the municipal level, including the setting up of effective structures for managing the strategy process (1), preparing a good strategic analysis of the municipality (2), strategy formulation (3) and strategy implementation (4). A key concept throughout this process is partnership: partnerships within the municipality, as well as with others outside the municipal building, with whom these four steps are undertaken together. Partnerships help make the municipal development process more transparent and accountable, thereby increasing the likelihood of the municipal development strategy to deliver the expected results and contribute to the improved quality of life of citizens.
This draft paper outlines key issues and provides insights on implementing cross agency initiatives.
Delegates are invited to comment on the draft paper and reflect on the concluding questions for
discussion.
This document discusses finance management for non-financial managers. It begins with an overview of the budget of the Belgrade Centre for Security Policy (BCSP) over several years. It then discusses the transformation of BCSP's business and financial models in response to changes in the policy and funding environments. Key lessons discussed include the importance of diversifying funding sources, having a budget that supports the organization's mission and strategy, maintaining adequate liquidity, and having strong financial management procedures and accountability. The document also addresses challenges like unpredictable revenue during crises and restrictive operating environments.
Review of evidence progress on civil society related commitments of the busan...Dr Lendy Spires
The document provides an overview of evidence on progress made since the Busan High Level Forum in 2011 on commitments related to civil society. It covers: democratic ownership and inclusive development partnerships; the enabling environment for civil society; donor support to and engagement with civil society; and CSO development effectiveness.
On democratic ownership, there is evidence that multi-stakeholder approaches are growing at the global level, such as with the GPEDC, but quality varies at country level. For inclusive partnerships, findings suggest the concept of ownership is still often conflated with alignment to government priorities rather than CSO leadership.
Regarding the enabling environment, restrictions on CSOs appear to be continuing or increasing in some countries. Evidence
Review of evidence of progress on civil society related commitments of the bu...Dr Lendy Spires
This document provides a review of evidence on progress related to civil society commitments from the 2011 Busan High Level Forum. It covers:
1) Democratic ownership and inclusive development partnerships, finding growing evidence of multi-stakeholder approaches globally but need for better country-level dialogue. CSO ownership is sometimes conflated with alignment with government.
2) The enabling environment, finding trends of restrictions on CSO operations and funding continue or increase in some countries.
3) Donor support, finding policies generally support CSOs but practice is uneven, and transaction costs remain high.
4) CSO development effectiveness, finding thousands have adopted the Istanbul Principles but more work is needed on implementation.
Similar to Improving Foreign Support to Tunisia’s Civil Society (20)
Ce Toolkit est le fruit d’un travail collaboratif, qui a integré la plupart des parties prenantes. Il s’agit d’un ensemble d’outils au
profit des acteurs.trices des coalitions pour les aider dans l’identification et la formulation de projet de développement humain
à fort impact.
Ce Toolkit est le fruit d’un travail collaboratif, qui a integré la plupart des parties prenantes. Il s’agit d’un ensemble d’outils au
profit des acteurs.trices des coalitions pour les aider dans l’identification et la formulation de projet de développement humain
à fort impact.
porté par des individus déterminés à défendre des causes qui leur tiennent à cœur. Que ce soit pour l’égalité des droits, la justice sociale, ou la protection de l’environnement, les activistes consacrent leur énergie, leur temps et souvent leur propre bien-être à la réalisation de leur vision d’un monde meilleur.
porté par des individus déterminés à défendre des causes qui leur tiennent à cœur. Que ce soit pour l’égalité des droits, la justice sociale, ou la protection de l’environnement, les activistes consacrent leur énergie, leur temps et souvent leur propre bien-être à la réalisation de leur vision d’un monde meilleur
Le guide de plaidoyer, est un document né d’une collaboration entre l’association JAMAITY et son partenaire la fondation CIDEAL dans le cadre du projet « Renforcement des capacités des réseaux, plateformes et autres collectifs pour la promotion des Droits Humains et des Libertés Fondamentales en Tunisie par la formation, l'échange d'expériences et la dynamisation» financé par la coopération Espagnole en Tunisie.
GUIDE ON MAIN FUNDING OPPORTUNITIES FOR STARTUPS AND NON PROFIT ORGANIZATIONS...Jamaity
In Tunisia, Community-Based Organizations, grassroots organizations, and social impact businesses have contributed to a variety of initiatives aimed at advancing human rights and incorporating the Humanitarian-Peace-Development nexus. They play a significant role in fostering peace in the country, but face at the same time numerous challenges and constantly changing circumstances.
Financial viability is one of these challenges threatened by the lack of fundraising expertise, and access to available opportunities.
This guide aims to inform community-based organizations, grassroots organizations, and social impact businesses about available funding and technical opportunities and equip them with data and tools to better secure funds.
2021 CIVIL SOCIETY ORGANIZATION SUSTAINABILITY INDEX (ENG)Jamaity
In 2021, countries in the Middle East and North Africa (MENA) began to chart their path toward recovery from the myriad impacts of the COVID-19 pandemic. Yet, the process of recovery—social, economic, and political proved to be both gradual and halting. Over the course of the year, CSOs in the region faced not only the ongoing impact of the pandemic, but also political unrest and financial uncertainty, yet continued to adapt to the difficult and shifting environment. The 2021 CSO Sustainability Index for MENA, which reports on the state of CSO sectors
in Egypt, Iraq, Jordan, Lebanon, Libya, Morocco, Tunisia, and Yemen, outlines CSOs’ successes and obstacles in carrying out their missions.
L’intervention de l’UICN a également permis d’accompagner les partenaires dans la mise en oeuvre
de leurs Plans d’Actions Stratégiques.
Les résultats et réalisations présentés dans ce rapport donnent une photographie de la dynamique
de l’UICN dans la région et de sa contribution à la conservation, gestion durable du capital naturel et
aux objectifs du développement durable.
Le guide de plaidoyer, est un document né d’une collaboration entre l’association JAMAITY et son partenaire la fondation
CIDEAL dans le cadre du projet « Renforcement des capacités des réseaux, plateformes et autres collectifs pour la promotion
des Droits Humains et des Libertés Fondamentales en Tunisie par la formation, l'échange d'expériences et la dynamisation»
financé par la coopération Espagnole en Tunisie.
Ce guide vise à renforcer les connaissances des coalitions ciblées par le projet en plaidoyer ainsi de leur fournir des outils
et des moyens pratiques pour leur faciliter la mise en oeuvre des actions de plaidoyer efficaces.
Étant donné que le plaidoyer constitue l’une des grandes missions des coalitions dans leur travail quotidien, l’équipe du
projet a pensé à créer ce document d’une manière simple et pratique, permettant aux membres d’enrichir leurs bases de
connaissance mais aussi pouvoir pratiquer et appliquer ce qui est mentionner dans leurs activités ainsi que leur vie
associative quotidienne.
La levée des fonds ou la recherche de financements dénommé en anglais « Fundraising » consiste en un processus de
collecte de contributions sous forme d’argent ou d’autres ressources en sollicitant des dons à des particuliers, des entreprises,
des fondations caritatives ou des agences gouvernementales.
La levée des fonds est l’une des pièces les plus importantes du puzzle organisationnel, en effet en l’absence de financement,
une organisation ne pourra pas servir efficacement la cause qu’elle défend et répondre aux besoins de la communauté et
elle serait amenée à terme à disparaître.
La levée de fonds est une démarche stratégique à long terme laquelle engage l’ensemble de l’organisation, administrateurs,
permanents et bénévoles autour d’un projet.
En substance, le fundraising n’est pas une finalité en soi mais plutôt un moyen pour concrétiser des idées/ actions.
تسلط هذه الدراسة الضوء على الحق في السكن في تونس من خلال النظر في واقع وظروف عيش
المهاجرين من جنوب الصحراء في تونس. تعتمد الدراسة على مقاربة أنثروبولوجية وتستقي معطيات
الميدانية من جملة من المقابلات شبه المهيكلة مع عدد من المهاجرين المقيمين في احياء تونس
العاصمة، ما ساعد على استخلاص مادة كيفية للإجابة على الأسئلة التي تضعها الدراسة.
وتنظر الدراسة الى ديناميكيات السكن الخاصة بالمهاجرين سعيا الى مناقشة حدود وصولهم إلى هذا
الحق على مستويات مختلفة )سياسية، مؤسساتية، اجتماعية، شخصية، إلخ(، من خلال تحليل سرديات
فردية لفهم ظروف السكن وعوامل اختياره، بما في ذلك المحيط العمراني المباشر للمسكن. وتعتمد
الدراسة أساسا على مقاطعة مسارات البحث عن مسكن والولوج الى هذا الحق مع مسارات الهجرة
والعلاقة بين المهاجر والمجتمع المحلي، وصولا الى تقاطع الهامش الذي يشغله المهاجرون مع
الهوامش الاجتماعية المحلية والدور الذي تلعبه شبكات الأمان المجتمعي.
يمهد هذا العمل الى نشر نسخة أشمل للدراسة والتي ستجمع عملا ميدانيا موسعا )ولايتي صفاقس
ومدنين الى جانب تونس الكبرى(، ويضع في مرحلة اولى جملة من التوصيات كما يلي:
إطلاق حملة لتسوية الوضعيات الإدارية للمهاجرين المتواجدين في تونس
ادماج المهاجرين في السياسات العمومية واشراكهم في التخطيط لها وتنفيذها
الدفع نحو مزيد من المساءلة وتحمل المسؤولية في ما يتعلق بدور المنظمات الأممية في
حماية واسناد اللاجئين وطالبي اللجوء والمهاجرين
تحسين وتعميم آليات وبرامج ادارة المساعدات المالية التي تقدمها المنظمات الإنسانية
دعم المبادرات المجتمعية في الأحياء المستهدفة
تحسيس الرأي العام لتعزيز التضامن مع وبين التونسيين والمهاجرين واللاجئين وطالبي اللجوء
مراجعة القانون رقم 7 المؤرخ في 8 مارس 1968 والمتعلق بوضع الأجانب في تونس )قانون
تصريح الإقامة( لجعله متوافقًا مع المعاهدات الدولية
إعادة النظر في شروط إيواء الأجنبي واجبارية اعلام أقسام الشرطة بذلك
دعم واسناد دور جمعيات المجتمع المدني في توفير المرافقة القانونية للمهاجرين بما في ذلك
الأطر المتعلق بحقهم في السكن ومرافقة توقيع العقود )فحص البنود التعاقدية مع صاحب
المسكن( والمبادرة باقتراح نموذج عقد موحد خاص باللاجئين والمهاجرين
تسهيل اجراء ات منح تصريح الإقامة وإزالة العقوبات المتعلقة بانقضاء مدتها
ضمان الوصول إلى العدالة فيما يتعلق بالحق في السكن في حالة التجاوز
مراعاة الوضع الهش للمهاجرين في كافة برامج وزارة الشؤون الاجتماعية
مراجعة محتوى البرامج التعليمية لجعلها أكثر شمولية واحترامًا للمهاجرين
دعم عمل منظمات المجتمع المدني على تسليط الضوء على مسألة الوصول إلى العدالة فيما
يتعلق بالحق في السكن للمهاجرين وإدراج هذه النقطة ضمن أوليات ومخاوف المنظمات عند
اصدار تقاريره
La présente étude a été conduite par Maram Tebbini pour le FTDES, membre du Arab Hub for Social Protection, et ce dans le cadre du projet de recherche « Social Protection in (post)Covid MENA ».
Il s’agit de la première partie d’un travail plus élaboré qui couvrira d’autres villes Tunisiennes à paraître en septembre 2022.
Rattaché au principe de la dignité, avoir droit à un logement signifie protéger la dignité et l’intégrité physique et psychique de l’individu. Ce droit implique l’accès à un logement sécurisé, habitable, doté de services nécessaires et situé à proximité des possibilités d’emploi, des services de santé, des écoles, des moyens de transports, etc. Le logement doit aussi être adapté à l’expression de l’identité culturelle des habitants. Ces conditions sont pourtant difficilement réunies même pour une bonne partie de Tunisiens marginalisés. La situation empire clairement pour d’autres groupes marginalisés, à savoir les migrants « subsahariens ». La visée de cette étude serait de décrire et de discuter les conditions de l’habitat de ces derniers.
Ce Toolkit est le fruit d’un travail collaboratif, qui a integré la plupart des parties prenantes. Il s’agit d’un ensemble d’outils au
profit des acteurs.trices des coalitions pour les aider dans l’identification et la formulation de projet de développement humain à fort impact.
Pourquoi:
Pour innover dans l’identification
des actions
• Pour faciliter les choses aux acteurs.
trices de la société civile
• Pour développer des projets basés
sur les besoins spécifiques des citoyens.nes
• Pour la mise en oeuvre des projets à fort impact
Quoi:
Une démarche innovative et
participative en quatre étapes
• Un ensemble d’outils adaptés et
inspirés par les approches de
l’innovation
• Un toolkit avec des résultats
tangibles
Comment: Des outils guidés étape par étape
afin d’aboutir à un résultat concret
dans le process d’identification et
de formulation des projets
Bulletin 200 days after Article 80-Concentration of powers (2).pdfJamaity
Two hundred days after the triggering of Article 80 by the President of the Republic Kais Saied, the hypotheses raised by the two previous bulletins -issued respectively 50 and 100 days after the onset of the state of exception- namely that of a “break in continuity”1, an “erosion of the rule of law and a threat to freedoms”2 are becoming more and more confirmed every day.
The authoritarian nature of the practice of power introduced by the President, who, since the so-called Decree 117, has had all the executive and legislative powers in his hands, is becoming established.
The Covid-19 pandemic & the evolution of migration intentions among Tunisian ...Jamaity
This study was carried out as part of the participation of the Tunisian Forum for Economic and Social Rights (FTDES) in the research project "Social Protection in (post) Covid MENA" as member of the "Arab Hub for Social Protection" Consortium.
تنطلق هذه الدراسة من جملة من الاستفهامات النظرية والميدانية التي لا نروم الإجابة عليها بقدر ما نروم استحثاث التفكير فيها. أمّا هويّتها التحرّرية المواطنية وخلفيتها الحقوقية باعتبار الإطار الجمعياتي الذي أنجزت فيه فانّه يجعل الغاية كذلك من هذا البحث هو تزويد القارئ عموما والفاعلين الاجتماعيين بشكل خاص بأليّات تفكير مختلفة ليكونوا خاصة أكثر وعيا بالقضايا وأكثر نجاعة في طرحها واستشراف نتائجها
تهدف هذه الدراسة أساسا الى
تحديد كيفية تفاعل الأسر مع الجائحة من حيث أشكال التأقلم واستراتيجيات المقاومة والصمود
تحديد مدى تأثير الجائحة على الأفراد داخل الأسرة وخارجها وخاصة في مستوى الرضا العام
دراسة مستويات تطوّر النوايا الهجرية في ظل الجائحة
دراسة مستويات تغيّر المشاريع الهجرية ومساهمة الأسر فيها وامكانيات تحقيقها مستقبلا
Normal life came to an abrupt halt in the first quarter of 2020 as the COVID-19 virus spread around the globe. Confronted by myriad unprecedented challenges, including political and economic unrest, the closure of civic space, and a decline in financial viability, CSOs in the Middle East and North Africa (MENA) demonstrated remarkable resilience. They reacted quickly to the constantly changing circumstances by providing critical services, thereby demonstrating their value to the societies in which they are based. In addition, CSOs increasingly adopted new technologies, allowing them to develop new ways of working, providing services to their constituents, and increasing their own capacities. The pandemic thus served as a litmus test, both exposing CSOs’ vulnerabilities and highlighting their resilience. This year’s CSO Sustainability Index for MENA, which reports on the state of CSO sectors in Egypt, Iraq, Jordan, Lebanon, Libya, Morocco, Tunisia, and Yemen, describes both these opportunities and challenges.
Diaspora organizations and their humanitarian response in tunisiaJamaity
How has the Tunisian diaspora responded when COVID-19 hit their country of origin? How did they support and engage with families, communities back in Tunisia? And did they coordinate with the wider humanitarian system when delivering humanitarian aid?
DEMAC has conducted a Real-time review between July and September 2021, providing a rapid analysis of the humanitarian response of Tunisian diaspora organizations to the fourth and most severe wave of the COVID-19 pandemic.
Deconstruire le mythe de la surete en TunisieJamaity
Le droit d’asile constitue un droit fondamental consacré tant par la Charte des droits fondamentaux de l’Union
européenne15 que par le droit italien.
Cependant, force est de constater la multiplication des obstacles pour limiter l’accès aux procédures d’asile.
Le concept de « pays d’origine sûr » permet ainsi de déclarer irrecevable une demande d’asile et de renvoyer le demandeur vers l’Etat concerné, sous prétexte que ce pays est sûr pour lui. Or, la Tunisie ne peut être
considérée comme absolument « sûr » pour toutes et tous ses ressortissants. Ce concept est donc incompatible avec le droit d’asile et les garanties à fournir à la population migrante.
L’utilisation de la notion de « sûreté » pour justifier la mise en place d’une procédure accélérée d’examen d’une demande d’asile implique non seulement un abaissement des garanties procédurales indispensables pour
assurer la qualité de cet examen, mais méconnait également la réalité de la situation particulière de nombreux tunisiens demandeurs d’asile.
En outre, l'instrumentalisation de ce concept permet une certaine standardisation des rapatriements vers la Tunisie – 1.997 Tunisiens en 2020 et 1.655 jusqu'à mi-novembre 2021 – qui reste le pays vers lequel l'Italie effectue le plus d'opérations de rapatriement.
Les organisations signataires entendent souligner la gravité de la situation vécue par de nombreux tunisien.ne.s victimes de violations graves de droits humains et appellent le gouvernement italien à renoncer à la notion de « pays d’origine sûr » qui vide le droit d’asile de sa substance.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Milton Keynes Hospital Charity - A guide to leaving a gift in your Will
Improving Foreign Support to Tunisia’s Civil Society
1. Improving Foreign Support
to Tunisia’s Civil Society
by Nadia Cherif
C·A·Perspectives on Tunisia No. 07-2017
Center for Applied Policy ResearchC·A·P
This paper has been published as a result of the program “Policy Advice and Strategy Development”, conducted
by the Center for Applied Policy Research (C·A·P) in cooperation with the Union des Tunisiens Indépendants
pour la Liberté (UTIL), the Arab Institute for Human Rights (AIHR) and the Faculty of Legal, Political, and Social
Sciences of the University of Carthage. The program is part of the “Bavarian-Tunisian Action Plan 2016-2018“ that
the government of the Free State of Bavaria implements in cooperation with the Ministry of Development, Invest-
ment and international Cooperation of the Republic of Tunisia.
Project supported by BAYERISCHE STAATSREGIERUNG
2. C·A·Perspectives on Tunisia No. 07-2017 | cap-lmu.de
CheriF – Improving foreign support to Tunisia’s civil society
2
Improving Foreign
Support to Tunisia’s
Civil Society
by Nadia Cherif
summary
Since the 2011 uprising, “civil society” is at the
heart of cooperation and development strategies
of the main international donors in Tunisia. The of-
ten stated objective is to reinforce the role of civil
society to promote human rights and democratic
reforms, as well as to assist civil society to grow
and become stronger as part of a broader effort to
promote democracy.
To concretise their support, these donors usually
fund projects, which can be considered an aid de-
livery method known as “project-approach”. But in
a political context where the notion of civil society
is still blurry, where the role of Tunisian civil society
organisations (CSOs) in the democratic process
is not yet established, the project-approach as
currently practiced is not sustainably contribu-
ting to the good realisation of the donors’ stated
objective nor does it serve Tunisia’s consolidation
of democracy. Therefore, adjustments must be
applied to the way development aid is currently
delivered to Tunisian CSOs, in order to allow them
to go beyond mere project implementation and
bring a qualitative contribution to Tunisia nascent
democracy.
Introduction: Foreign Aid to Tuni-
sia and the Project-Approach
Since 2011, foreign aid to Tunisia has tripled, going
from 228 million euros in 2010 to 471 million euros
in 2012, before reaching 790 million euros in 2014.1
Since 2011, the European Union (EU) alone – the
main donor in the country2
– has allocated 34 mil-
lion euros as direct support to civil society organi-
sations operating in Tunisia in the framework of its
bilateral cooperation with the country,3
and with the
objective to strengthen the CSOs’ role in promo-
ting human rights and democratic reforms. In an
attempt to support local civil society organisations,
1 Data obtained via http://www.aidflows.org.
2 The EU grants an average of 399 million euros annually.
3 Total obtained by summing up the available grants envelops for
CSOs as published on EU official website: https://goo.gl/rhvRNB.
from 2011 to 2015, 29% of these funds were di-
rectly attributed to Tunisian registered non-for-profit
organisations – the remaining 71% being granted
to European organisations - in the form of grants
ranging from 20 000 to 450 000 euros.4
In all cases, these grants were attributed to finance
the implementation of projects, which can be de
fined, according to the EU, as “a series of activities
aimed at bringing about clearly specified objec-
tives within a defined time period and with a de
fined budget, which is specific to the project.”5
Funding projects is an aid delivery method, known
as the project-approach, consisting in financing
a stand-alone and self-contained action, with the
objective to respond to visible, preferably specific
problems for which concrete solutions are sought.
It is to be distinguished from core funding, which
finances the running costs of an organisation, in-
cluding salaries and facilities, and not only costs
related to a project.6
The project-approach is used
by most and main donors in the country.
As will be argued in the following, in a context
where the notion of civil society is yet not well un-
derstood neither by the general public nor by po-
litical actors and where the role and participation
of civil society organisations (CSOs) in the demo
cratic process is not yet clearly established, this
approach is impacting civil society organisations
in a way that is not leading to the realisation of the
donors’ stated objective.7
The project-approach is to be criticized that it (1)
challenges CSO’s global political missions, (2)
boosts project related skills to the detriment of more
structuring skills; and (3) detaches CSO’s from their
base and from other organisations. Therefore, re
commendations to improve foreign assistance to
Tunisian CSOs8
will be presented in the conclusion.
4 Percentages obtained through data provided by the Finan-
cial Transparency System of the European Commission. See
http://ec.europa.eu/budget/fts/index_en.htm.
5 See EU Commission: International Cooperation and Development
– Project modality, https://ec.europa.eu/europeaid/node/1563.
6 Core funding refers to financial support that covers basic “core” or-
ganisational and administrative costs of an organisation, including
salaries of full-time staff, facilities, equipment, communications,
and the direct expenses of day-to-day work. See EU Commission:
Structured Dialogue, Technical Sheet – Aid Modalities, Core fund
ing/operating grants, 2012, https://webgate.ec.europa.eu/fpfis/
mwikis/aidco/images/2/21/TF1_-_Core_funding_-_revisited_2.pdf.
7 The research for the paper has been based on numerous encoun-
ters and activities with CSOs and donors working in Tunisia. It is
also the result of ten years of professional experience working in
the aid delivery sector, either with donors’ institutions or with non-
for profit organisations.
8 The paper targets non-for-profits organizations registered in Tuni-
sia and receiving international funds. They are designated through
the name “Civil Society Organizations” to stress their role and
place in post-revolutionary Tunisia’s transforming political system.
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CheriF – Improving foreign support to Tunisia’s civil society
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1. An Approach Challenging
Tunisian CSOS Missions
At the core of the project-approach favoured
by international donors lay grants for projects.
Those grants usually follow a public announce-
ment known as a “call for proposals”, which
describe, in published guidelines or terms of
references, the objectives and funding priori-
ties, examples of eligible actions, and the avai-
lable budget for an action. In order to benefit
from a grant, an organisation has to present a
project description and a project budget listing
the expenses and costs directly related to the
implementation of an action.
Donors’ evaluation criteria rely, among other cri-
teria but for an important share, on the relevance
of the proposed project to the objectives and
priorities set in the guidelines of the call. Be-
cause of that, call for proposals have a strong
capacity to orientate the action of a civil society
organisation towards what has been identified
in the call as priority needs. Even if the guide
lines’ objectives and priorities have been defined
through consultation of civil society organisa
tions, the procedures implies that it is not about
recognizing and financing initiatives identified
and formulated from independent actors but
about defining issues, target locations and target
groups according to a frame of reference set by
a specific call for proposals.
This approach can bring important modifications
in the way an organisation functions and consti-
tutes a challenge to the global political mission
of a CSO:
−− It confiscates the meaning of the action from
an organisation: the call for proposals and its
related guidelines impose a strict frame for
any concrete action and empty from its sub
stance the work that an organisation may have
produced, such as constitution of a proper
frame of references or own terms, wording,
critics or innovation;
−− It often pulls CSOs away from their own mis-
sion or objectives. In the exercise of respon-
ding to a call, many go through the expe-
rience of twisting practices, objectives and
wording to make them better fit those stated
in the donors’ guidelines. When applying to
a call, the applicant is forced to translate ac-
tions and specific objectives in the donors’
vocabulary.
−− The twist in words at the application stage
continues throughout the implementation
stage and into real practices. Project monito-
ring and final evaluation are guided by what
has been set in the project description at the
application and contracting stage and embo-
died into measurable indicators. Throughout
the implementation phase, the grant benefi
ciary will have to make fit, according to these
indicators, real actions into promised ones,
pulling the organisation away from pursuing
a long term and general political project and
bringing it closer to attaining the objective of
an isolated and punctual action.
−− The project-approach leads organisations to
spend time and efforts in defining activity-pro-
jects instead of political projects and drives
CSOs away from the definition of a vision within
which objectives are defined and for which the
organisations would need, as a second step,
to find best ways of implementation.
The project logic swallows the political vision and
mission of a civil society organisation and in a
country where CSOs are very much dependant
from external funding, they find themselves in a
constant research for funds and for projects not
always compatible with the mission they had at
the beginning of their, often voluntary, social and
political engagement.
In recent years, Tunisia has experienced many
organisations working, for instance, on a project
dealing with local governance before shifting to a
project setting libraries in rural schools, or work
ing on school dropout of girls in rural areas be-
fore shifting to support social enterprises. These
examples are not rare or anecdotic as sectors
and themes changes from donors to donors and
from call for proposals to call for proposals. It also
makes it difficult for an organisation to develop a
specialisation, an expertise and a reputation in a
given domain and strictly focus on deepening the
initial objectives they wanted to pursue.
Beyond implementing development projects,
it seems difficult for Tunisian CSOs to precisely
define their field of specialisation. Several define
themselves as “citizen actions” or “development
organisations”, confirming the lack of specialisa-
tion and development of an expertise, needed in
the current political context. Checking on the on-
line platform Jamaity.org, dedicated to Tunisian
civil society organisations and counting 2839 re-
gistered entities, on a panel of 100 organisations,
only ten have chosen just one domain of inter-
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CheriF – Improving foreign support to Tunisia’s civil society
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vention, 15 have selected four, 13 have selected
six and four have even selected nine areas of
intervention.
In locations where the number of CSOs is not as
dense as in the capital of Tunis, activities can also
be defined by its target location and not by a the-
matic or specific working area. For instance, and
without judgement on the quality of the organisa-
tion’s work, the Association du Développement
et des Etudes Stratégiques de Médenine has as
main mission to “promote the development of the
region”, according to its online presentation on
Jamayti.org and has selected as field of specia-
lisation “economic and social development”,
“protection and promotion of national heritage”,
“local development” and “art and culture”,9
thus
blurring its strategic objective.
In addition, as can be seen from this finding, the
approach does not facilitate a clear holistic view
of the Tunisian civil society sector: who is and
does what, and who to contact in case of a need
of a technical opinion or contribution, especially
in the framework of democratic reforms or when
a more systematic dialogue between civil socie-
ty and public authorities should be established.
Moreover, without such a holistic view, a clear
evaluation, relevant for Tunisia authorities and
donors alike, of whether or not the Tunisian civil
society and democracy matures cannot be made.
2. An Approach Multiplying
Projects-Related Skills
Certainly, the project-approach leads to the proli-
feration of project related profiles and boosts pro-
ject related skills within Tunisian civil society. On a
sample of 100 job announcements published on
Jamayti.org, it is noticed that project-related posi-
tions represent 91% of the announcements.
This is mostly considered a positive effect in
terms of the professionalization of Tunisian CSOs.
However, this is done to the detriment of more
structuring skills and profiles and is not contribu-
ting to the general sustainability of the concerned
structures.
In too many cases, the positions of a project ma-
nager, project officer, project finance officer, pro-
ject assistant, project administrative assistant,
9 The profile of the organisation can be consulted on http://jamaity.
org/association/association-du-developpement-et-des-etudes-st-
rategiques-de-medenine/.
project coordinator, monitoring and reporting of-
ficer or many else are usually directly paid by pro-
ject funds and often stops when the funding stops.
Beyond the question of sustainability of these po-
sitions, paid and full-time project-related positions
exists in a project-funded CSO while very often,
other fundamental positions does not, such as
managing or executing director of the organisa-
tion, communication officer at the organisation’s
level or monitoring, evaluation and learning officer
at the organisation level. These profiles are much
more difficult to cover financially as, if they relate
to the general functioning of an organisation, they
are not considered as eligible costs in a project
budget or are only partially financially covered.
Of course, it is valuable to foster project-related
skills, but for the same position and the same
skills, the impact is very different if it is oriented
towards a specific project than towards an orga-
nisation as a whole entity. Take the example of
a communication officer: communication on the
project is usually heavily done, because most
of the time it is required by the donor, however
there is a huge unfilled need for Tunisian civil so
ciety organisations to communicate on their goal,
their role, with their target groups, with their base
or with their key stakeholders. Concerning mo-
nitoring and evaluation related positions, when
they are directed towards a project, they evalua-
te a project only according to pre-set indicators
while at the organisation level, it will allow to have
a clear vision on the organisation overall impact
and relevance of its associative project, correct
actions and include a learning process within the
organisation.
The lack in most cases of full-time and paid man
aging or executive director position within Tunisian
non-for-profit organisations is the most problema-
tic aspect. It raises nowadays real questions on
the capacity of Tunisian civil society to sustainably
bear a vision and contribute to better public po-
licies or better respect for human rights and fun-
damental freedoms.
Six years after the revolution, founders of the
“post-revolution CSOs generation” have almost all
withdraw from the leadership positions. Without fi-
nancial means to recruit and keep an executive or
managing director at the head of an organisation,
CSOs that receive project-funding operate with
hands but without a smart brain. They do imple-
ment projects with all the staff and means needed
for it, but they often lack an overall management
that will keep and advance the initial vision and
mission of the organisation, provide operational
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CheriF – Improving foreign support to Tunisia’s civil society
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leadership and guide the long-term development
of the organization.
The role of leadership and management is a
question that stays outside the scope of the pro-
ject-approach and of donors’ strategy as in the
project-logic it is considered as an indirect cost
that can only be taken in charge partially or on
the administrative costs sometimes granted by
the donor together with the project-related contri-
bution. Moreover, it is never part of the evaluation
criteria when granting a fund for a project. How
ever, it is an aspect that has a direct impact on
the efficiency of a project: Without this core posi
tion, smart leadership capabilities and a core vi-
sion within the organisation clearly defined and
easily communicated and transmitted internally
and externally, project-related staffs often en
gage without an idea about their own role and
contribution to the organisation’s development.
This lack of identification diminishes the impact
of their contribution at both the organisation
and the project level. The project might also be
detached from the organisation core mission,
as explained above, which hampers the project
sustainable impact.
3. An approach detaching CSOs
from their base and from others
The competition that calls for proposals and the
project-approach create modifies Tunisian civil
society organisations’ way to function with others,
placing them in a competitive position with each
other. The project-approach in particular creates
a quasi-grant market with limited funds, and or-
ganisations which may cooperate with each other
for similar goals finally find themselves competing
against each other.10
The obligation of partnerships, often imposed by
donors, is highly inefficient to curb this competi
tive effect. If it is set on paper, in practice, part-
nerships are rarely effective: disguised sub-con-
tractors, cheap implementers, or refusing to take
in charge cost-share, they are the source of infi
nite problems that the main grantee has to hide
from the donor and deal with to respect its con-
tractual obligations.
10 Moreover, with wide eligibility criteria such as those applicable to
EU grant procedures, a Tunisian CSO is not only in competition
with other Tunisian ones but also with international organisations,
UN-related or EU based organisation. Under the asymmetric con-
ditions of human, knowledge and financial capacities, this highly
competitive atmosphere creates further burden and constrain to
Tunisian CSOs.
These partnerships only occur because of the
application process and are not envisioned as an
operating choice of the applicant, but merely as
part of a way to fulfil an eligibility condition or to
win additional evaluation points.
Astonishingly, six years after the revolution, Tu-
nisian CSOs have only rarely been able to effec-
tively collaborate or set up operational networks
outside of funded projects, diminishing also their
capacities to better advocate on the long run.
Because the project-approach has led Tunisian
CSOs to be mere project implementers, it has
also affected the role non-for-profits can play in
the social life.
By limiting their capacities to be critical or innova-
tive concerning the country fragile transformation
and its desperate needs, the project-approach
has also limited associations’ capacities to relay
emerging or disturbing issues or the voice of the
unheard.
Emerging or disturbing issues are defined by the
donor and receive a support limited in time and
in funds. In addition, in the project-logic, donors
often seek new topics, new actors, new actions
and new issues instead of investing in the sustain-
ability of already successful activities. The long
term and consistency that social change needs
is therefore challenged and CSOs are dragged
towards mere assistance and charitable actions
instead of long term and consistent ones.
Thus, instead of relaying demands or needs of
donors, or being reduced to mere assistance for
implementing an external reform agenda, Tuni-
sian associations as autonomous entities are en-
rolled in addressing the country’s problems and
should be strengthened in their capacities to work
properly and full-steam ahead for reforms.
Conclusion
If the increase in the number of non-for-profits
organisations registered in Tunisia has proved
the end of the authoritarian regime, the project-
approach pursued by most of international donors
has not helped turn this quantitative boost into a
qualitative one.
The project-approach has implied changes that
are not necessarily contributing to consolidate the
role of civil society in democratic reforms. Instead,
it limits CSOs in a role of project implementer,
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drives them away from a broader political vision,
specialisation, and expertise, and disconnects
them from other organisations, from their base
and from their key stakeholders. Also, it doesn’t
contribute to strengthen and sustain the organisa-
tion on the long term.
Recommendations: Fund Associa-
tive Projects instead of Activity
Projects
The main recommendation is to consider the con-
temporary political, economic and social context
of Tunisia and the particular needs of Tunisian
CSOs, and to support the overall strategic plan
and operations of an organisation instead of its
isolated and short-term actions.
As noticed above, this kind of support is often la-
belled as core funding and opposed to project-
funding. But what is important in the core-funding
approach is its objective, which is to provide an
organisation with funds to allow it to maintain and
sharpen a long-term focus on its strategic priori-
ties and results, a space to concentrate, strategi-
ze and mature as an organisation.
Without going through heavy and long reform, do-
nors can make space within their existing proce-
dures for this objective and adjust their approach
to fund the project at the base of an organisation
– associative project - instead of encouraging iso-
lated activity projects. This can be done through:
1. Re-Defining the Notion of “Project”
Projects to be funded should include, in their
definition, a clear reference to the mission of the
applicant organisation. Therefore, instead of a de-
finition detached from all contexts and self-refer-
ring to itself, a donor should define project as: a
set of actions, to be implemented within a defined
time period and with a defined budget, aimed at
bringing about the specific changes envisioned
in the applicant’s core mission. This way, donors
will refine their strategy and clearly target projects
that contribute to advance an organisation mis-
sionand vision.
2. Adding New Evaluation Criteria
Two evaluation criteria should systematically be
taken into account in project selection: (1) rele
vance of the presented project to the mission of
the organisation and (2) strategic focus of the or-
ganisation mission.
With these two evaluation criteria, the exercise of
applying to a call will frame applicants to present pro-
jects consistent with their core mission and will be the
occasion to sharpen the focus of the organisation.
Application forms shall therefore be adapted to in-
clude information on the long-term mission of the
organisation, the organisation’s main beneficiaries
- and not only the presented project’s beneficia-
ries – and past and planned efforts to advance the
stated mission. Questions on leadership and go-
vernance should also be included to help evalu
ate the sustainability of the organisation and its
ability to hold a strategic focus.
3. Accepting broader direct costs
Completing recommendation 1 and 2, organisa
tion management related costs should be inclu-
ded in the accepted direct costs of a proposed
project. Efficient organisation management has a
direct impact on the efficiency of a project. And
with a greater place given to the organisation mis-
sion in this revisited project-approach, these costs
are more directly linked to the funded action.
Moreover, with the stated objective to strengthen
the role of civil society organisations to contribute
to Tunisia democratic transition, donors cannot
leave any longer the question of organisation ma-
nagement outside of their strategy scope.
There is, of course, the possibility to go further with
these recommendations and deeper into deliver
ing development aid in a way that is more suited to
the current context’s needs. But with these adjust
ments, a number of institutional change processes
could be triggered within the organization receiving
funds: organisations can grow in stronger owner
ship, greater transparency, governance and inter-
nal control, and a better strategic and executive
management; they can enhance and release crea-
tivity and innovation, improve their performance
and through this improve advocacy and sustainabi-
lity for the sake of Tunisia’s democratisation.
Author and contact
Nadia CHERIF
Lawyer and Cooperation and Development Expert
Specialised in EU External Aid Procedures
nadia.cherif@cctendering.com