Project

Initiative to Build Social Movements in Sierra Leone

Grantee: Network Movement for Justice and Development

The main objective of the project was to strengthen national civil society platforms to become more organized, cohesive, confident and effective to bring about social change in their communities. The expected outcomes were: well-coordinated, cohesive and properly managed civil society platforms that are inclusive and gender sensitive; visionary, committed and confident leadership steering these platforms and keeping them functional; a capacity building programme in place that facilitates the strengthening and sustained engagement of the civil society platforms. The project involved activities such as training on conflict transformation and organizational management skills; consultations within and amongst existing coordination platforms of civil society organizations (CSOs), as well as facilitated strategy sessions and retreats, and public meetings aimed at engaging with political decision-makers at national and provincial levels. The project, originally planned to last 24 months from 1st October 2012, was eventually implemented over 35 months, ending 31st August 2015, mainly as a result of the Ebola virus disease outbreak and subsequent crisis The project was relevant, in that it correctly identified the need for improved coordination and enhanced capacity within and among Sierra Leone civil society platforms. It was also relevant in that the training approach that was at the core of the project was well designed and met identified needs.


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Lessons from Project

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The project lacked a sufficient analysis of the challenges to coordination among civil society and of CSOs’ views about the role of platforms nor did it include provisions to follow up the training with support for platforms, coaching for managers or encouragement of joint advocacy activities

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The project could have been more effective by providing support to existing advocacy engagements by the participants (CSO and CSO platforms) platforms on the issues that were identified during the training sessions. Project funds could have been set aside for this purpose, which would have provided platform managers with an incentive to develop and implement strategies for engagement with relevant decision-makers. As it was, the platform leaders who became aware of needs and opportunities for advocacy were often unable to address these, due to lack of resources.

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While participants from civil society organizations and platforms welcomed training provided by the grantee to improve CSO management and coordination they were not necessarily ready to implement the new skills acquired if it required additional resources. For the same reasons, the enhancement of platform and CSO leaders’ management skills did not necessarily result in additional advocacy activities. The project’s relevance could have been enhanced, by providing incentives for platforms to develop joint advocacy or campaigns.

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Some of the training participants experienced a change in attitude leading to greater understanding of the importance of strategic thinking, institutional development and joint work among CSOs. Other CSO participants revealed that the CSO profile report that was issued by the project as one of the first outputs opened their eyes about how currently ineffective NGO platforms were and the extensive need for dedicated work to reinforce civil society coordination structures.

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