Rapport d’Evaluation Externe du Plan Stratégique 2013-2017

Background

Réseau CREF and its technical and financial partners decided to carry out a final evaluation of the “Conservation et Réhabilitation des Ecosystèmes forestiers, Implication de la Société Civile dans l’éco-développement pour les générations futures au Nord-Kivu, RDC” (Conservation and Rehabilitation of Forest Ecosystems, Implication of Civil Society in Eco-Development for Future Generations in North Kivu, DRC) Programme, implemented for 5 years from 2013 - 2017.

Purpose/objective

The objective of this external evaluation is to “contribute to strategic planning for 2018-2030 in order to implement an eco-development vision based on the theory of change.” 

Specifically, the evaluation aims to:

1. highlight the major successes and failures of the 2013-17 plan according to the pillars of Réseau CREF;
2. establish the strengths and weaknesses of the General Secretariat and members in implementing the plan;
3. examine the organisational structure, financial management and accountancy to achieve greater efficiency and effectiveness;
4. define improvement actions up to 2030 based on the current context and challenges.

Methodology

For data collection, a guide has been elaborated, discussed and amended with all stakeholders. Questions developed in the guide have oriented the collection of data.

The methodological approach is based on recommendations from the previous external evaluation of Réseau CREF, and follows these steps;

1. Literature review;
2. Questionnaires on e-mail;
3. Telephone interviews with international partners;
4. Follow-up written questions to international partners;
5. Organisation of an analysis workshop

Key findings

The main successes of the Network can be divided according to 3 main areas of expertise: pure knowledge, soft skills and know-how. This expertise is further enhanced through the network's ability to reach out and conclude strategic partnerships.

The Network’s biggest weaknesses relate to difficulties in managing the activities according to the strategic plan – these activities are numerous and assigned means that are often below the member expectations.

With a reduced General Secretariat team, it is unrealistic to expect a very positive perception from members who often pursue their own organisation's interests. This situation means that, at an institutional level, the impact of the Network and its actions are reduced, which makes it harder to portray a positive image among local, national and international audiences.

The result of this evaluation clearly shows that today, more than ever before, populations in North Kivu need support from the Network for the following reasons:

(i) at an African and global level, the DRC has defined its Intended Nationally Determined Contribution (INDC under the UNFCCC and Paris Agreement) for the fight against climate change; and at a provincial level, a multi-stakeholder judicial Green Economy Plan (Plan d'Economie Verte) is being prepared;

(ii) the Network is more committed than ever to fighting the drivers of deforestation and the degradation of forests by developing practical strategies to reduce the threat commercial operators represent for the forest and the rights of forest communities;

(iii) the local synergies rooted in the Local Development Plans (Plan de Développement Local, PDL) are a powerful tool in fighting poverty through sustainable economic development initiatives.

The overall aim of the 2013-2017 Plan, which was to launch a multi-stakeholder conservation and rehabilitation of forest ecosystem dynamic through green development for future generations in North Kivu, has been more than 85% achieved.

Its current positioning as a provincial Network, member of the Provincial Consultative Council for Forests (Conseil Consultatif Provincial des Forêts, CCPF), Team Leader of the Environment Group of Civil Society Organisations, Focal Point for the RRN and GTCR-R, mean that the Network is well-placed to fully achieve this objective through multiple technical and financial partnerships. 

Recommendations

All partners highlight that Réseau CREF needs to develop a clear vision of its role and added value in the long-term (2030). As a Network: who do we want to be and what is our mission? It is vital to find a “niche”.

Defining a clear mission will help prioritize the pillars, actions and activities and therefore also any requests made to TFPs.

For Réseau CREF to successfully implement the theory of change, the TFPs and members made the following suggestions:

1. Give more power to women and Indigenous Peoples to lead the struggle to protect the environment ;Become a model of effective multi-player networking of environment-focused Civil Society Organisations (CSOs) ;
2. Become a national and international spokesperson for North Kivu and the work of on-the-ground organisations;
3. Reinforce practical strategies to improve natural resource governance in North Kivu;
4. Pilot an information and training centre for natural resource governance in North Kivu.

The Network and its members must translate these recommendations into concrete actions.  Over the next few years, Réseau CREF will face numerous challenges and needs prepare for this by integrating new solutions: