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2021-03-10
The Mesa;
This report offers a behind the scenes look into the design, build, and test phases of The Mesa and discusses the ways in which the social impact space - especially at the major gift level - can use technology to better collaborate and connect for good. It features interviews with their pilot partners, who provide first-hand accounts on what it takes to run a growing impact-focused community. They dive into how to create effective, meaningful online communities that prompt greater giving from wealth holders. If you're serving clients, members, or donors, this publication can collaborate on discussing what role you can play in revolutionizing philanthropy through technology and community.
2021-04-07
West Africa Civil Society Institute (WACSI);
Most civil society organisations (CSOs) grapple with the difficulty of measuring and demonstrating impact. While many factors account for this, the inability of CSOs to institutionalise and make monitoring and evaluation (M&E) an integral part of the organisational architecture is one of the greatest impediments to track performance and demonstrate results effectively. Nonetheless, the ability to measure and demonstrate impact provides the raison d'etre for continuous donor funding/support and legitimacy of many CSOs in the global south. This assertion finds more credence in the ever-changing global milieu of international development cooperation, where funding partners in the global north are increasingly fixated on better results from their partners (CSOs in the global south) to justify the use of taxpayers' money for aid. In the face of this reality, CSOs may still find it extremely difficult to show the results or impact of their work without a robust system to provide a framework for M&E and learning activities.This paper provides short practical steps to enable CSOs to set up, own their M&E system, and propel them on a path to achieving and measuring change. It shows in the end, with determination, CSOs can adopt and adapt an M&E system that is relevant to its context.
2021-04-22
West Africa Civil Society Institute (WACSI);
There is no gainsaying that branding plays a central role in ensuring the success of any corporate organ, its product(s) and/or service(s) in any market milieu, notwithstanding the challenges. When done properly, branding not only creates instant recognition for an organisation in a given niche or industry, it also builds irresistible loyalty in the minds of clients, and thus amplifies community influence, social impact, and income of the said organisation. Branding may be defined in our context as, an organisation's ability to tell its story in a manner that creates positive experiences, attracts loyalty to its mission, fosters corporate philosophy and assures stakeholders about the significance of its interventions. Branding is therefore an active rather than passive exercise. It requires a conscious and consistent effort by the organisation. In recent years, corporate branding seems to be predominantly undertaken by for-profit business entities; with little or no effort being invested in the branding of not-for-profit businesses. Nonetheless, if what is good for the goose is also good for the gander, then corporate branding is as essential for civil society organisations (CSOs) as it is for profitmaking entities. It is essential for CSOs because it is a vital means to get development stakeholders to be more informed about their work. This would enable informed development stakeholders to support an organisation's mission, programmes, and interventions.
2021-04-22
West Africa Civil Society Institute (WACSI);
The advent of COVID-19 in Ghana from 27 March 2020 created palpable fear and panic among citizens on the nation's ability to manage this novel virus. In response, STAR Ghana Foundation in partnership with eight civil society organisations (CSOs), from April to August 2020, rolled out a CSOs COVID-19 Response Project (CRP) to support government's effort to prevent, manage and mitigate the impact of COVID-19 in the country. The project fostered key engagement with the media and other state actors.Using a qualitative approach, this paper presents the key highlights of the outcomes, impact and lessons learned from CSOs' responses to COVID-19 in Ghana. This paper provides a repository of information on CSOs' responses to COVID-19 in Ghana for civil society in Ghana and other countries to learn from to ensure effective responses to crisis. It also seeks to increase the visibility and reach of civil society responses to the COVID-19 pandemic.The paper reveals that, CSOs' actions on COVID-19 in Ghana has increased citizens' access to information on COVID-19; improved citizens' behavioural change around COVID-19 and adherence to the safety protocols; reduced the negative socio-economic effects of the pandemic on citizens; increased transparency and responsiveness on state response measures to marginalised and vulnerable groups; and improved documentation of the CSO response actions. The paper principally recommends that civil society, government and other stakeholders need to work in a collaborative and coordinated manner in responding to crisis such as COVID-19.
2021-04-22
West Africa Civil Society Institute (WACSI);
This paper assesses the influence of the media on the work of development organisations. It employed case study evidence of the comprehensive sexuality education (CSE) policy and the female genital mutilation (FGM) practice in Ghana. The paper argues that the media does not only impact the works of development organisations but influence their identity, how they are perceived and rated by the public, governments and donors which determines their ability to raise funds and achieve the objectives of their development interventions.The paper equally establishes that development organisations also influence the effectiveness of the media in discharging their duties. The paper calls for close partnership between the media and development organisations in sustaining and advancing their works.
2021-04-07
West Africa Civil Society Institute (WACSI);
The popular belief that the youth have not contributed much to national development in pre- and post-colonial Africa is grossly erroneous. As study has revealed that low level of active youth leadership on the continent is not due to lack of interest and effort on their part, but more because of the hostile political, economic and social environment, rigid structural barriers to youth mobility in politics and the economy in many West African countries. 'Harmful' cultural practices that require young people to defer to older ones make it hard for the youth to 'liberate' themselves (Sesay, 2014). Young people have also not been able to successfully organise themselves into workable pressure groups to effect positive political and economic change in their favour (Sesay, 2014).There is a direct link between the plight of Africa's youth and the prevailing governance systems on the continent. It is essential to convince the old political class that youth empowerment and inclusion in governance processes is a sine qua non for overall national development, peace, and security. The demographic picture of youth makes it patently evident that engaging youth fully in development is not a matter of choice, but rather an imperative for national development. In not-so straightforward circumstances of political leadership as has been observed in Africa, only some form of affirmative action can take us anywhere close to achieving democratic equity for the youth in matters of political leadership on the continent. Given the way power is exercised, the power to change these cultural contexts considerably rely on head of states who in a snap of their fingers could change the deal if they had the will; and the king-makers and advisers of both the former and the latter, who often are more influential than the head of states themselves.Equally, as today's old generation was yesterday's youth, it is imperative for young people to not become different as they grow older. Especially, as they experience the realities of power, they are encouraged not to become corrupt themselves and maintain integrity in order not to perpetuate the cycle. The youth must always remember Annan's saying: "you are never too young to lead, and you should never doubt your capacity to triumph where others have not."
2021-02-25
West Africa Civil Society Institute (WACSI);
Are young people truly in a "waiting period"? As they turn into liabilities only when not recognised as assets, and become problems to solve only when not seen as solutions, does the youth realise that they matter now more than ever?The problem with youth representation in governance is not just generational but also ideational, as the reality of weak institutions has a prevalence on the question of age. They are no longer driven by idealism but rather by materialism and opportunism. How can these youth be the agents of change when themselves require to be changed? In the following lines, factors favoring youth involvement in civil society in the region will be presented, whilst emphasising solutions by sector, notably through the academia, the private sector, the government and most importantly, the civil society itself.Ultimately, innovation will be discussed as a tool to leverage in the political arena. It is noteworthy to stress that West Africa's large youth population can either spur innovation, creativity, and enterprise – or fuel instability and violence, as they face poverty, barriers to education, multiple forms of discrimination and limited employment prospects and opportunities. How policies, structures and processes are implemented in this regard will determine the prospects for current and future generations and economies.
2021-02-05
West Africa Civil Society Institute (WACSI);
The growing economic gap between countries in the global south and the global north has dominated international relations and diplomacy for a long time. This gap has led to constant capital inflows and investment from the global north to the global south, including Africa, intended to reduce the gap. However, there is evidence that over the last 50 years, development aid has done little in changing the destinies of many African states, only very few Least Developed Countries (LDC) have graduated out of the status. Hundreds of billions of dollars have been given to African governments in the form of grants. In addition, even more, billions were lent to these same governments. Yet the state of development in Africa is not significantly better today. Per capita incomes, for most African countries, is either stagnant or declining. This suggests to some extent that there is more to the African challenge than just responding with money as this is not likely to turn things around. Therefore, the global community is challenged to try something different to produce different results.
2021-01-18
West Africa Civil Society Institute (WACSI);
This paper documents and analyses the trajectory, challenges and lessons learnt by civil society organisations (CSOs) in their effort to become sustainable. It explores the degree of relevance of four CSO sustainability convenings and three sustainability workshops which supported 106 CSOs and 56 CSOs respectively to reflect on appropriate strategies to increase their resilience and sustained impact. Its three sections contain solutions to the practical challenges related to civil society sustainability in Ghana; theoretical and practical lessons learnt. The first section focuses on the challenges faced by civil society in a bid to remain sustainable. It explains how Ghana's graduation to middle-income status resulted in donors curtailing some aid programmes in Ghana. Another challenge is the shrinking civic space with the poor regulatory, legal and environmental frameworks that limit the effective operations of CSOs. The second section focuses on the sustainability journey of CSOs in Ghana. It presents the key milestones and highlights many other aspects to sustainability, not just the financial dimension but also the identity, interventions, and operational sustainability. The third section presents valuable experiences and lessons on how organisations are responding to their sustainability challenges.This paper has two main objectives: to document and share civil society's challenges and progress towards sustainability as well as effectively use the evidence to shape the discourse on CSO sustainability in Ghana and West Africa. It is therefore important for development stakeholders in the Global North and South because it presents evidence that strongly reflects issues on the ground that would challenge preconceptions, while still maintaining a relevance to public policy and practice. It offers a broad understanding of civil society sustainability, exploring why this issue matters in the present geopolitical context, reviewing what has changed from previous analyses, and proposing ideas for what needs to change as we move forward.
2021-04-22
West Africa Civil Society Institute (WACSI);
This paper intends to analyse the underpinnings of the Grand National Dialogue as a strategic and operational framework for the construction of a public problem in the crisis between the Cameroonian government and the separatist movements of the North West and South West. The dynamics and related trajectories within the framework of a complex otherness reflect the efforts of the public authorities to domesticate violence and establish the imperative of a "one and indivisible Cameroon" and of living together as structuring frameworks of solutions to crises in the country. The stake of this Grand National Dialogue also refers to the logic of de-internationalization of the treatment of the crisis; however, this dialogue did not have the desired effect. The denial for a long time focused on the crisis, combined with the problem of underdevelopment accentuated by nepotism, ethnic exclusion, corruption and marginalization, the sequence and consequence of bad governance, has been used by the separatists as a pretext to resort to arms as a means of expressing their 'grievances'.
2021-03-30
West Africa Civil Society Institute (WACSI);
This research report assesses the impact of the Coronavirus Disease (COVID-19) pandemic on Civil Society Organisations (CSOs) in Liberia. The research further looks at CSOs' resilience during the pandemic, their contributions to the fight against the COVID-19, as well as their programming and operations during the pandemic. The study was informed by a sequential explanatory mixed methods design which involves first collecting and analysing the quantitative data followed by the qualitative data. It is however important to mention that the study began with a desk review where the in-country researcher reviewed existing literature on COVID-19 and its impact on the civil society sector.The findings from the review informed the development of survey questionnaires which was administered to 27 randomly selected CSOs in Liberia from the Electronic directorate of CSOs in West Africa by the West Africa Civil Society Institute (WACSI). The analysis and findings from the quantitative phase informed the design of the qualitative phase. The qualitative phase of the research collected data through Focus Group Discussion (FGD) with ten (10) CSOs comprising of eight (8) urban organisations and two (2) rural organisations randomly selected from the list of 27 CSOs who participated in the survey.
2021-03-30
West Africa Civil Society Institute (WACSI);
The pandemic affected the funding of Gambian CSOs in many ways with 44% reporting delayed or reduced funding from donors. This notwithstanding, the study found that the COVID-19 pandemic has no significant impact on CSO-donor relations as the majority (43%) of CSOs consider donors to be flexible with regards to their needs.The majority of CSOs revealed that the current situation makes them feel distressed over their long-term sustainability. CSOs are not so optimistic about the effects of COVID-19 on the overall sustainability of the CSO sector with 94 % (50% to a very high extent) having this feeling. Nevertheless, the majority of the sampled CSOs (81%) reported that they had adopted the strategy of working in partnership where they actively collaborate with other CSOs in mitigating the effects of COVID-19.
