1. External Evaluation of the Balkans Civil Society Development Network
Key findings & recommendations
John Beauclerck, INTRAC
Plamen Sivov, Pokrov Foundation

2. Key Findings (in respect of context, structure, operations, programme outcomes and impact)    
1. Context  1.1. Radically altered political context within which the network operates   1.2. Developmental agendas are replacing/have replaced the earlier focus on conflict resolution   1.3. Overall support to civil society organisations has shrunken without presenting immediate alternatives to the “traditional” donors   1.4. Strengthening relational, especially cross-sector capacities has become more important (for the Network) than the earlier focus on organisational capacities

3. Key Findings (in respect of context, structure, operations, programme outcomes and impact)    
2. Structure and Systems
 2.1. The network has formalised its systems, while it remains dependent upon the Secretariat
2.2. It has retained its loose structure and is open to broad participation
2.3. This has enriched the network while diversity of membership presents a challenge to its future. It needs to forge a new identity
2.4. The system of peer selection of new members is appropriate, as long as capacity, commitment and contribution to the network’s mission and objectives are the main criteria
2.5. Governance structure is not entirely clear. The issue is rotating coordination vs. establishing a permanent base for it. Based on this, a more robust governance structure can be put in place.

4. Key Findings (in respect of context, structure, operations, programme outcomes and impact)    
3. Programme and Activities
3.1. Clear set of objectives
3.2. Majority of the activities planned implemented (esp. under Secretariat’s resp., or decentralised to specific members)
3.3. Information sharing most popular with WEA as the most appreciated instrument, thematic Working Groups least
3.4. Most attention given to the training instrument (open issue how to satisfy such a broad membership range)

5. Key Findings (in respect of context, structure, operations, programme outcomes and impact)    
3. Programme and Activities
3.5. Exchange visits (inc. study visits) proved very useful in cases with specific/narrow focus, while less when these are general exchanges between similar types of organisation
3.6. Excellent website, however some over-reliance on internet-based activities for promoting cooperation and for the generation and exchange of knowledge

6. Key Findings (in respect of context, structure, operations, programme outcomes and impact)    
 4.1. Practical demonstration of civil society communication and cooperation at the regional level
4.2. Better understanding of the strategic implications for civil society of closer ties with the EU institutions and national governments
4.3. Development by of a sound CB methodology which addresses the priority capacity needs of its members through a combination of complementary capacity building tools
4.4. Improved skills for mobilising new resources as a result of training, study visits and timely information.
4.5. Enhanced confidence and capacities amongst a group of key FBOs and resource centres for designing and implementing CARDS programmes.
4.6. Anecdotal evidence of enhanced bilateral cooperation between members

7. Key Findings (in respect of context, structure, operations, programme outcomes and impact)    
5.1. The network is still in development and has not yet formulated common advocacy positions with a possibility of achieving broad impact. However there is some evidence of bilateral network activities influencing legislation on issues of concern such as volunteer management.
5.2. The network has acquired and demonstrated the capacity to compete successfully for regional EU resources under the CARDS programme. This has greatly encouraged members who have (so far unsuccessfully) made similar applications at the national level.

8. Key recommendations
1. Clarify and confirm the identity and purpose of the network as an instrument for empowering civil society around the common values agreed in the mission statement
2. Strengthen the membership criteria so that the network consists of organisations with the genuine capacity and commitment to contribute to and benefit from cooperation in more equal measure
3. Consider the range of options available for strengthening participation in the network, including such measures as rotation of the Secretariat, once candidate organisations are ready for the challenge
4.Revisit and simplify the structure, eliminating any bodies that have proved unnecessary

9. Key recommendations
5. Define the mid-term network’s capacity building strategy and identify the appropriate levels for action by the network, individual members and working groups
6. Be realistic about what the network can achieve, acknowledging that the primary motivation of members is to influence the way the EU and governments listen to civil society and allocate resources to its activities. Use research, information sharing, TOT and advocacy as the primary instruments to promote these priorities
7. Increase the motivation of member organisations by involving their trainers more closely in the design and implementation of training

10. Key recommendations
8. Build a new culture that is forward looking and acknowledges and respects the origins of the network without being bound by its history. Make special efforts to ensure inclusiveness and diversity while developing the capacity to speak with a common voice on issues of paramount importance to Civil Society in the region.
9. Continue to encourage new ways of interaction but be more focused and less ambitious. Also analyse and communicate lesson learned from exchanges.
10. Establish collaborative and mutually advantageous relations with other networks arising in the region. This means developing complementary as well as common objectives.

11. Key recommendations
11. Generate funds for the network through own contributions and work towards a new funding proposal, preferably in cooperation with the Balkan Forum on matters of common concern.
12. Continue the popular Weekly alerts and encourage users to share more information about their activities through such participatory mechanisms as an editorial board.