management

Project: Strengthening Human Rights Protection Through Legal Education in Haiti
Evaluation Date: June 2018
Report: [report link]
Lesson Learned:

Grantees must be transparent with donors and target audience, sharing important information that can affect the implementation of the project, clearly explaining to the participating organizations in which framework the activities are based and which objectives they have. This requires a strong executive capacity that can manage by results. It should also involve a larger number of staff / members in project evaluation processes; and share evaluation reports with all its members to promote collective learning. Actions should be properly planned and documented using electronic records (administration and programmatic content) of implemented projects.

Theme: Rule of law
Haiti   , , ,
Project: Promoting democratic and human rights values among Rwandan youth
Evaluation Date: February 2014
Report: [report link]
Lesson Learned:

A project team made up of the grantee’s Executive Director and the Project Director was responsible for project management, while relevant board members provided strategic direction. The team was widely appreciated by project participants and trainers for its willingness to engage with them and its pro-active approach to dealing with young people’s concerns and needs. The quality of project management was also visible in how the grantee dealt with the political sensitivity of the issues raised.

Theme: Youth engagement
Rwanda   ,
Project: Strengthening Young Women’s Civic Participation and Leadership in Uganda
Evaluation Date: May 2017
Report: [report link]
Lesson Learned:

The international grantee involved implementing partners in Uganda – namely ten universities in three target areas – from the very beginning, in the design of the project objectives. This enabled good support during project implementation and a certain degree of ownership of the results among the universities. However, the project might have been more efficient at the implementation stage if a detailed memorandum of understanding among the partners had been formulated defining roles and responsibilities.

Theme: Women's empowerment
Uganda   , ,
Project: Empowering Civil Society and Women to Engage in Policy Processes
Evaluation Date: August 2011
Report: [report link]
Lesson Learned:

One of the grantee’s implementation partners perpetrated significant fraud and had to be excluded from the project. Thanks to the solvency of the grantee, its organisation was able to find appropriate solutions to respond to these situations: using its own funds, it paid out an amount equivalent to the fraud in order to guarantee the implementation of the activities that had been initially planned. Financial and technical follow-up procedures were developed to ensure transparency in the management and to guarantee a good level of efficiency. Moreover, the grantee provided support and reinforcement of the capabilities of its implementation partners in financial and technical areas as well as in managing human resources.

Theme: Women's empowerment
Honduras   , ,
Project: Empowering Local CSOs in Yemen through Participation in Local Governance
Evaluation Date: May 2015
Report: [report link]
Lesson Learned:

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.

Theme: Community activism
Yemen