Preparing the future policy of the EU with regard to support to CSOs in partner countries 1 st Interim Meeting of the Policy Forum on Development Brussels, May 2012

DEVCO Structure of the session 1) CSO in governance roles – First results of the Consultation on CSOs in Development 2) Introduction- The role of CSO in social services and in inclusive growth Coffee break 3) Two working groups: o Role of CSO in service delivery – social sectors o CSO and the promotion of inclusive growth 2

DEVCO 3 Enabling environment (section 2.2.) Promoting the participation of CSOs in public policy processes and in domestic accountability (section 2.3.) CSO Capacity Development and CSO Development Effectiveness (sections 2.4. & 2.5.) EU engagement at country level (section 2.6.) New areas of reflection (section 2.7.) Structure of the Consultation CSOs and developm effectiven ess

DEVCO The on-line consultation … ran between the 12 March and 7 May 2012 and open to all stakeholders … 4 Approx. 300 contributions received in total (85% since 1st of May and 65% on the 7 th of May) Assessment process on-going. Consultation report ready in July first contributions assessed so far (almost 20%).

DEVCO About the respondents (i) 5 More than 90% of the respondents are CSOs, with a majority of NGOs

DEVCO 6 About the respondents (ii) Its well balanced, geographic-wise, with African CSOs taking the lead

DEVCO Preliminary results: three blocks 7 Enabling environment (section 2.2.) Promoting the participation of CSOs in public policy processes and in domestic accountability (section 2.3.) CSO Capacity Development and CSO Development Effectiveness (sections 2.4. & 2.5.)

DEVCO Promoting an enabling environment for CSOs to operate 8

DEVCO An enabling environment … A democratic system that ensures in law and in practice the right to organise, to secure funding, freedom of expression and information and to participate in public affairs 9 What can the actors do? Donors; CSOs; etc What indicators can be used to track progress? What role can media play (traditional and social)? Identification of good and innovative practices

DEVCO About development partners: what can be done? 10 Reaffirmed Political engagement Information and Dialogue Adequate & predictable funding & Capacity developmen t + + Political engagement Internal governance Information & Communic. + + About CSOs: what can be done? Social media plays a cornerstone role in: o ensuring public backing to CSOs work; o documenting good and bad practices; o raising public awareness ; o promoting accountability and transparency Social media is particularly relevant in restrictive and fragile environments

DEVCO Frequency of uptake of recommendations by CSOs into policy formulation Effective CS engagement in preparation of annual plans and budgets Degree to which FOI, Freedom of association and freedom of press are respected Permanent space for dialogue and/or cooperation between the government and CSOs Number of CSOs registered and operating in the country Existence of a CSOs friendly national legislation and procedures Degree to which CSOs are free to operate without political interference Freedom of receiving foreign funding 11 Proposed indicators to measure progress in the area of EE

DEVCO Promoting the participation of CSOs in public policy processes and in domestic accountability 12

DEVCO To ensure effective pro-poor policies and management of public resources -> democratic ownership 13 Participation of CSOs in policy processes and domestic accountability Challenges and opportunities ? What indicators can be used to track progress? How can the EU & International CSOs support Domestic Accountability ? Identification of good and innovative practices Criteria to ensure representativity and legitimacy

DEVCO 14 Weaknesses & ChallengesStrengths & Opportunities CSO limitations and weaknesses  Lack of / insufficient funding  Limited advocacy capacity  Absence of follow-up mechanisms  Dispersed CSO actions  Existence of GONGOs Challenges  Prevailing social and gender inequalities  Corruption and resistance to change  Citizen's Inactive attitude  Governments’ autocratic attitude  Insufficient opportunities to contribute to policy making Strengths  Proximity to populations & in-house expertise  Mediation role  Civic responsibility promotion  Institutionalized structural dialogue & collaborative approaches  Opportunities  Increased transparency on public processes  CSOs engagement with LAs & governmental agencies  Proven added value of inclusive policy dialogue  Technical assistance and peer support provided by INGOs

DEVCO Donors’ support 15 Support Capacity developmen t Enhanced tripartite dialogue Support citizen education + + Experience sharing + support to networking International CSOs support Financial support Advocate and put pressure in their respective governments + Financial support Capacity developmen t Citizen education and awareness raising in European countries Key idea: partnership + alignment with local CSOs needs

DEVCO Proposed criteria Reputation & good practice record Experience in oversight methodology, sectoral expertise & know how Loyalty and commitment to the formulated mission. Institutional capacities and available resources to ensure information dissemination Capacity to voice the concerns of grass-roots and social excluded groups. Independence (no links with politicians) Transparency and accountability systems in place. Additional comments The criteria should be identified by CSOs. 16

DEVCO CSO Capacity Development CSO Development Effectiveness 17

DEVCO 18 Capacity development and internal governance mechanisms Donor approaches to CD Internal Governance Challenges Donor support to internal governance Identification of good and innovative practices

DEVCO Good practices in Capacity Development Bottom up approach to ensure CSO ownership Long-term perspective Case-by-case approach (i.e. through evaluation of CSO needs) Organisational development of CSOs to promote governance & accountability Exchange of experiences among CSOs Innovative mechanisms (even at funding level), South-South and peer cooperation and search for new partners/allies (e.g. business, professional unions, etc.) 19

DEVCO Weaknesses and challenges to ensure development effectiveness Lack of transparency and accountability & weak governance structures. Insufficient orientation towards the community and disconnection from their constituencies. Lack of technical skills, limited capacity and unstable staff. Private interests and fragmentation of efforts Top-down leadership models 20 The EU should support CSOs own efforts (86%)

DEVCO 21 The role of CSO in social services and in inclusive growth

DEVCO The role of CSO in social services and in inclusive growth The Agenda 4 Change : o Human Rights, democracy and good governance o Inclusive and sustainable growth for human development Support to focus on: o the foundations of inclusive growth :social protection, health and education o the enabling vectors: business environment, regional integration o sectors with a multiplier effect: sustainable agriculture and energy How: public actors in partnerships with private sector and civil society 22