Learning Brief for BALADI CAP Advocacy Networks – Final Report

Implemented by Management Systems International (MSI) from 2014 to 2021, the project supported 52 partner CSOs and 37 partner municipalities, as well as three advocacy networks led by intermediate support organizations (ISOs). The project's network component involved three follow-on sub-grants to previously selected advocacy ISOs and CSOs to design and implement advocacy initiatives on priority topics relevant to each network's charter, strategy, and advocacy plans. The goal was to further strengthen and improve the sustainability of the networks and enable their advocacy initiatives to gain increased national visibility. A learning consultant was contracted to document learning from the BALADI CAP advocacy networks component, providing findings, lessons learned, and recommendations to support future programming in the field. The learning objectives were to document the main achievements and challenges of the program, formulate recommendations to inform future decisions, and provide stakeholders with an understanding of what to consider, tailor, and use in future situations. The methodology involved a 360-degree approach to gathering and validating data from CSOs, ISOs, BALADI CAP, and trainers, using semi-structured in-depth key informant interviews (KIIs) and focus group discussions (FGDs). The consultant conducted three FGDs with each of the three networks and four KIIs with the BALADI CAP team. The learning exercise revealed several key findings. Civic Engagement Initiative (CEI) grant funding increased the effectiveness and capacity of CSO advocacy by providing financial means to hire technical experts in targeted fields. Offering financial support to all CSO members enhanced the work of and buy-in to the networks, allowing them to produce policy papers and strategies that added to their effectiveness and credibility. The distribution of benefits of grants among network members increased the effectiveness of collaboration and advocacy, while participatory mechanisms and learning and reflection practices improved CSO buy-in to the networks. The diversification of organizations in the networks worked well, benefiting all network members and improving the networks themselves. The project faced several challenges, including the triple crisis in Lebanon, which subjected citizens to chronic stress and affected implementation of the project. The COVID-19 pandemic also presented challenges, including the need to conduct sessions online and connectivity issues that limited interaction and expression. Overall, the BALADI CAP project demonstrated the importance of providing financial support to CSOs and municipalities to strengthen their capacity and effectiveness in implementing local development grants and engaging citizens in local planning, public service delivery, and policy-making. The project's network component showed that diversifying organizations in the networks can benefit all members and improve the networks themselves.