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Giving Tuesday's 2019 Impact Report shares the results of GivingTuesday 2019; but also offers a glimpse into the implications of the generosity that occurred on the day, challenging us to imagine a world where radical generosity is unleashed every single day.
Partnership for Public Service;
In 2019, the Partnership for Public Service launched a project with X Sector Labs, a management consulting firm that advises executives on cross-sector leadership, and the San Francisco Federal Executive Board, which helps build cooperative relationships among federal, postal and military employees across northern California. The aim was to understand better how organizations in California's public, private, nonprofit and other sectors work together toward shared goals and to explore how to further enhance collaboration, especially with the federal government. Between October 2019 and January 2020, we jointly hosted a series of roundtable discussions in northern California to identify best practices for, and barriers to, collaboration among governments, businesses, nonproft organizations, academia and philanthropy.More than 70 leaders from across sectors - the majority of whom have worked in both government and private or nonprofit roles during their careers - convened for conversations about how organizations can take collective action to address today's pressing challenges. Participants described why organizations partner, shared examples of collaborative efforts that worked well, and assessed potential difficulties around collaboration.During these discussions, participants strongly agreed that when multiple organizations work together, they enhance their ability to address issues and achieve results. Too often, however, individuals and organizations are deterred by obstacles that can hamper collaboration.This paper summarizes key themes from the roundtable discussions, including benefits and potential challenges of partnering across organizations, and outlines actions that could increase the number of effective partnerships in California, especially those involving the federal government. We hope these findings will help boost the ability of all sectors to collaborate with one another more often and more effectively.
This consultation paper is designed to advance a conversation about measurement in civil society. The goal is to identify more meaningful approaches to organizational learning and accountability. The paper is jointly published by published by Candid, the Global Fund for Community Foundations (GFCF) and Philanthropy for Social Justice and Peace (PSJP). Over a two‑year period, 130 people from civil society from all over the world came together in a series of parallel and intersecting conversations, online and in‑person, to co‑create this document. It is now being published to widen those discussions and to advance the co‑creation process still further. A list of those involved forms Annex A.
Since 2015, the MacArthur Foundation's On Nigeria strategy has sought to reduce corruption by supporting Nigerian-led efforts that strengthen accountability, transparency, and participation. Its theory of change builds on Jonathan Fox's "sandwich theory," which leverages the interplay between a push from below, by which citizens demand change ("voice"), and a squeeze from above to encourage public and private institutions to develop and enforce laws and regulations ("teeth").As of January 2020, the On Nigeria strategy has made 138 grants (totaling $66.8 million) that are a proving ground to develop and test a range of tactics and entry points for addressing corruption. Corruption is complex and ever-evolving, and progress toward the goal of reducing it will most certainly not be linear nor simple. Thus, On Nigeria reflects a multilayered strategy, comprising five areas of targeted programming, or modules—the Home Grown School Feeding (HGSF) Program, the Universal Basic Education Commission (UBEC) Intervention Fund, Electricity Distribution, Criminal Justice, and Media and Journalism; and three cross-cutting areas—behavior and social norm change, civil society pressure for government accountability, and election-related efforts.The goal of this paper is to provide the latest information from the ongoing evaluation of On Nigeria, facilitate learning, and serve as one input to determine the next stage of programming. The evidence presented explores the strategy's progress to date, the validity of its theory of change, and status of windows of opportunity in the strategy's landscape.
Africa Growth Initiative at Brookings;
The new year 2020 marks the beginning of a promising decade for Africa. Through at least the first half of the decade, economic growth across Africa will continue to outperform that of other regions, with the continent continuing to be home to seven of the world's 10 fastest-growing economies. Collective action among African and global policymakers to improve the livelihoods of all under the blueprint of the Sustainable Development Goals and the African Union's Agenda 2063 is representative of the shared energy and excitement around Africa's potential. With business environments improving, regional integration centered around the African Continental Free Trade Agreement progressing, and the transformational technologies of Fourth Industrial Revolution spreading, never before has the region been better primed for trade, investment, and mutually beneficial partnerships. The recent, unprecedented interest of an increasingly diversified group of external partners for engagement with Africa highlights this potential. Despite the continent's promise, though, obstacles to success linger, as job creation still has not caught up with the growing youth labor force, gaps in good and inclusive governance remain, and climate change as well as state fragility threaten to reverse the hard-fought-for gains of recent decades.This special edition of Foresight Africa highlights the triumphs of past years as well as strategies from our experts to tackle forthcoming, but surmountable, obstacles to a prosperous continent by 2030.
ABFE - A Philanthropic Partnership for Black Communities;
This memo offers funders potential paths to invest in organizations and movements within the Black-led racial justice ecosystem. It provides principles for giving and highlights priority investment areas and example organizations within those areas.
The Gender Equality and Women's Empowerment Program (GEWEP) II was implemented over four years from March 2016 through February 2020. GEWEP II worked with and for poor women and girls in some of the world's most fragile states: Burundi, DRC, Mali, Myanmar, Niger and Rwanda. By the end of the program period, GEWEP IIreached more than 1 161 869women and girls, mainly through Village Savings and Loans Associations (VSLAs). Norad has supported VSLAs since they were first piloted by CARE in Niger in 1991. Since then, Norad has supported over 49 722 groups encompassing more than 1 150 625 women. This includes GEWEP II and previous programming, which GEWEP II builds on. During GEWEP II, more than 16 070 new groups were established. This is a key method for providing financial services to poor women and girls, and an important contribution towards the Sustainable Development Goals (SDGs) 1, 2, 5, 8 and 9, which all mention access to financial services.This report includes results on outcome and output level, of which the outcome level results were presented in detail in the GEWEP II Result Report submitted in May 2019. The table below summarizes the results at outcome level, for the global indicators that were collected across all program countries. These indicators were collected at the population level in the intervention zones. Overall, there has been positive change in the perception and attitude to women's economic, political and social empowerment in the intervention zones. On a national level, there has been positive changes in legislation, but implementation remains a challenge. A few indicators saw negative change. In Burundi, the percentage of women who state they are able to influence decisions went down from baseline, although it is still high at 88%. In Niger, the patriarchy remains strong, but despite challenges in changing men's attitudes, women have reported increased participation and social inclusion. The indicator focusing on women's sole decision-making saw little progress as the program worked more towards joint decision making.
Donors and Foundations Networks in Europe (DAFNE);
This handbook provides practical guidance for Civil Society Organisations (CSOs) to advocate and litigate using EU law to protect their rights and civic space in the EU.It aims to be a user-friendly guide for CSOs who want to know::What EU law is and how it affects individuals and organisations;When and how CSOs can challenge national provisions or measures that impact their mission, activities and operations on the basis of EU law, including the EU Charter of Fundamental Rights (CFR);Which legal avenues and resources are available for CSOs to defend their civic space within the EU law frameworkA list of resources as well as practical tools can be found in the last part the document.
Carnegie Endowment for International Peace;
In the past two years, the Russian public's appetite for change has increased considerably. A small but growing group of Russians blame President Vladimir Putin for the country's problems, and his capacity to deliver change is now being questioned. Yet the demands for change are taking very different forms, not only in open protests but also through latent discontent, and the public has not identified a specific alternative leader as a potential agent of change.In July 2019, the Carnegie Moscow Center and the Levada Center, Russia's main independent polling agency, conducted a third poll in two years asking 1,600 Russians about their readiness for change. The results show some striking new trends. A total of 59 percent of respondents—17 percent more than two years before—said that the country needed "decisive comprehensive change" (see Figure 1). The Russian publication of this research in November 2019 attracted a lot of attention from the media and political class. An answer came in January 2020 in a form of constitutional changes and the resignation of the government. In his annual address on January 15, Vladimir Putin said: "Our society is clearly calling for change. People want development. . . . The pace of change must be expedited every year and produce tangible results in attaining worthy living standards that would be clearly perceived by the people. And, I repeat, they must be actively involved in this process."
Center for American Progress;
the COVID-19 outbreak has laid bare the need for a more proactive and integrated approach to fight infectious disease epidemics, which are becoming more common in many regions around the world. Specifically, alongside investments in epidemiological research and healthcare, we need to address the problem at its root: the destruction of nature.
Open Society Foundations;
Civil Society Organizations and General Data Protection Regulation Compliance: Challenges, Opportunities and Best Practices, a new report from the Open Society Information Program, looks specifically at the ways that the world's most comprehensive data privacy law impacts nongovernmental organizations.It examines, in practical terms, what these kind of organizations have done to comply with the law. It also presents research showing ways that governments, businesses, and some powerful individuals have tried—so far unsuccessfully—to use the law to prevent these organizations from pursuing public interest research and reporting.Finally, the report provides a best practices guide that can be used to ensure compliance and limit risk.
West Africa Civil Society Institute (WACSI);
Social accountability is an approach towards building accountability that relies on civic engagement in which citizens participate directly or indirectly in demanding accountability from service providers and public officials. It usually combines information on rights and service delivery with collective action for change. It has become a tool for direct engagement with service providers to ensure that citizens get adequate services or adequate explanation when those services are not available. When social accountability mechanisms are weak, the context becomes more challenging for communities or individual citizens to play a powerful role. Also, social accountability is fundamentally and ultimately a question of power as it requires both social and political pressure to ensure that duty bearers are kept on their toes. This piece will therefore explore the tools and approaches that some African social movements used to effectively drive the social accountability agenda. The tools we are exploring here are respectively social media and creative arts, while the approaches will be based on their ways of mobilising and organising. We conclude by making some recommendations for donors, government, citizens and other stakeholders.