Empowering Local CSOs in Yemen through Participation in Local Governance

The project might have benefited from a small grants scheme. Interviewees at the local level regretted that there had been no provisions for a small grants process in the project design. Such a process might have indeed helped enhance the relevance of the multi-stakeholder dialogues at local level, and communities’ buy-in in the project, as a result of the availability of funds to take immediate action.

There were two different types of outcome at local level: dialogue between communities and local authorities; and facilitation of urgent development/humanitarian activities. These were sometimes confused. In addition, the project sought to achieve outcomes internal to the NGO movement, by helping build NGO project management capacity and reinforce accountability and transparency within civil society. While these outcomes were all relevant, their achievement in four different locations including Sana’a was challenging, particularly in view of the ambitious objectives the project was meant to fulfill.

The project document succinctly set out the key needs addressed by the project: to support the role of NGOs in post-2011 Yemen and to respond to the challenge of widespread poverty. However, the project document did not sufficiently analyze the challenges and opportunities related to local government structures in Yemen – in particular the difference in role between Local Councils (LCs) and Local Executive Offices (LEOs), which together form the Local Government Authorities (LGAs). LEOs are decision-making structures, which may access central government funds. By contrast LCs’ role is merely consultative.

In spite of the difficult circumstances in Yemen, the project did have some impact: several local NGOs have acquired a better understanding of rules and regulations concerning NGOs and of the governance principles set out in the Code of Conduct disseminated by the project. At local level, there is evidence that local councils and NGOs have accepted the principle of working together and intend to do so beyond the project period.

Project staff had a good relationship with ministry officials which should lay the groundwork for future collaboration. The few weaknesses in project management may largely be ascribed to difficult logistical conditions, which limited the capacity to coordinate between the capital, Sana’a and the governorates. In the context of Yemen in the project period, the quality of management was impressive. The project management was pro-active and internal accountability mechanisms were appropriate.

The project activities concerning the Law of Associations and Foundations – NGO law – were very effective. Many consultations were held at governorate levels, in which the grantee and partners raised awareness about the opportunities, offered by the NGO law and initiated debates about possible amendments to the law and how it is implemented. There were also awareness raising sessions on the Code of Conduct for NGOs, aimed at improving their governance.