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Project: Creating an Inclusive Policy and Legal System, Protecting Elderly People’s Fundamental Rights in Indonesia
Evaluation Date: January 2023
Report: [report link]

Lesson Learned:

The grantee organization LBH Apik and its local chapters are well-established grassroots organizations with internal systems and procedures in place. Building good rapport with local stakeholders was one of the key strengths of LBH Apik and a good strategy to secure commitment and can be continued in future programmes.

Theme: Rule of law

Indonesia approach, commitment, Coordinate, coordination, credibility, grassroots, local, network, partner, partnership, process, project management, relationships, reputation, stakeholder, strategy

Project: Promoting Gender-Sensitive Personal Status Laws in Lebanon
Evaluation Date: September 2022
Report: [report link]

Lesson Learned:

There are important elements that influence the effectiveness of the implementation of an advocacy project other than the technical and financial capacity of the funded organisation. They include:
– The clarity of the organisation’s internal strategy and the consistency of its positioning regarding the project’s objective.
– The credibility of the organisation and its members among CSOs and drivers of change relevant to the intervention.
– The social capital of the organization, which enables it to mobilize key stakeholders and allies in the field.
– The capacity of the organisation to analyse the political context, manage risks, and adapt activities to the situation.

Theme: Women's empowerment, Rule of law

Lebanon adapt, advocacy, campaign, change, credibility, effectiveness, gender, objective, project objective, reform, results, risk, social capital, strategy, women

Project: Helping Teenagers to Transform their Communities in Ukraine
Evaluation Date: September 2020
Report: [report link]

Lesson Learned:

Plan early to develop and implement a strategic communication campaign to tell a multi-dimensional transmedia narrative story about their project through multiple channels that are most used by direct beneficiaries and target audiences. Consider hiring an experienced media communication specialist to help with regional and national media coverage efforts beyond simple announcements.

Theme: Youth engagement

Ukraine audience, beneficiaries, campaign, communication, expertise, implement, media, national, plan, project design, regional, specialist, strategy, target

Project: Narrowing the Gender Gap in Flood Affected Areas of Pakistan
Evaluation Date: July 2014
Report: [report link]

Lesson Learned:

Participants felt that the project had an abrupt ending and some were waiting for it to continue. The mobile phones that were given to the participants as part of the project were also returned to the grantee at the end so that the beneficiaries were not automatically able to continue to use the tools they had learned.

Theme: Women's empowerment

Pakistan exit, needs, strategy

Project: Training citizens on law and on institutional dialogue in the Democratic Republic of Congo
Evaluation Date: January 2011
Report: [report link]

Lesson Learned:

A high proportion of the project budget was devoted to producing leaflets and broadcasts, without a clear strategy for how these activities would be followed up to promote long-term changes in attitude. The lack of follow up was partly because of the wide target audience; however the grantee could have considered alternative forms of content and distribution.

Theme: Community activism

Democratic Republic of the Congo outreach, rights, strategy

Project: Strengthening Somali Media Capacity for Democracy and Human Rights
Evaluation Date: October 2011
Report: [report link]

Lesson Learned:

Additional guidance from a partner organization would probably have helped the grantee make better use of its members’ energy and commitment to engage in advocacy on matters of rights and policy. The project would have benefited from strategic advice. The grantee lacked project management capacity, time and inclination to consider “big picture” policy and strategic issues. The grantee to some extent anticipated its own weakness by suggesting in the project document that an Advisory Committee including UN representatives would be appointed to help it implement the project. Regrettably, the committee did not get established, partly because grantee did not follow up on the idea.

Theme: Media

Somalia collaboration, risk, strategy

Project: Strengthening Somali Media Capacity for Democracy and Human Rights
Evaluation Date: October 2011
Report: [report link]

Lesson Learned:

The failure to adequately engage editors and publishers/owners undermined the project’s objectives, because the value of work on human rights, good governance and freedom of expression was not specifically conveyed to this important set of stakeholders (eg, many journalists fail to publish stories on human rights and good governance because editors and owners refuse them.

Theme: Media

Somalia journalism, media, project design, strategy

Project: Democratic Dialogue through Media in Sierra Leone
Evaluation Date: March 2011
Report: [report link]

Lesson Learned:

Flaws in design and strategy hampered the relevance of the project: lack of explicit engagement with editors/publishers and with relevant high-level institutional actors. These weaknesses were already visible in the project document: the “Situation Analysis” section appropriately identified the needs summarised above, as well as the views of civil society about the media, but did not provide an analysis of the causes of the identified weaknesses. The project document lacked an explicit stakeholder analysis that would have identified the project’s planned level of engagement with each stakeholder, the message directed at them and the engagement techniques to be used. In other words, the project document was built on the assumption that improving journalistic skills in human rights reporting, together with activities such as NGO and community training, would lead to enhanced democratic debate. But there was no explicit description of how these results would derive from the planned activities.

Theme: Media

Sierra Leone planning, project design, stakeholder, strategy

Project: Democratic Dialogue through Media in Sierra Leone
Evaluation Date: March 2011
Report: [report link]

Lesson Learned:

Placing the media at the centre of a dialogue process with government, civil society and citizens was overambitious because the project was not designed to address the government and other state institutions. The project had the means and methodologies to address the media and NGOs but was relatively ill-prepared to address government officials and elected Members of the Sierra Leone Parliament.

Theme: Media

Sierra Leone ambition, engagement, government relations, project design, strategy

Project: Promoting Human Rights through Providing Access to Information for Marginalized Women in Zimbabwe
Evaluation Date: November 2015
Report: [report link]

Lesson Learned:

The grantee presented the project as a partnership with three other NGOs and a private commercial radio station. The partners clearly brought added value to the proposal because they had long-standing experience working with women in the project areas. However, the partners had been insufficiently involved in the design of the project, and that they were presented with a set of activities to implement but had had little say in defining the project’s strategy.

Theme: Media

Zimbabwe design, partnership, strategy

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