81095 Yemen Civil Society Organizations in Transition A Mapping and Capacity Assessment of Development-Oriented Civil Society Organizations in Five Governorates June 2013 The World Bank . . . Standard Disclaimer: This volume is a product of the staff of the International Bank for Reconstruction and Development/ The World Bank. The findings, interpretations, and conclusions expressed in this paper do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. . Copyright Statement: . The material in this publication is copyrighted. 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Page 2 Table of Contents List of Annexes, Tables & Figures ............................................................................................................. 5 Acronyms ..................................................................................................................................................... 5 Executive Summary .................................................................................................................................... 7 I. Background ............................................................................................................................................ 11 Background to the Present Study .............................................................................................. 12 II. Methodology ......................................................................................................................................... 13 III. Findings ............................................................................................................................................... 16 Opportunities to Enhance Capacities and Government-CSO Relationships ...................................... 28 Threats to Strengthening Capacities and Government-CSO Relationships ....................................... 30 IV. Recommendations……………………………………………………………………………………31 Operational Recommendations ................................................................................................. 31 Government ........................................................................................................................................... 32 Civil Society Organizations ................................................................................................................... 33 Policy Recommendations............................................................................................................ 36 V. Conclusion............................................................................................................................................. 36 Section 1: General Information: .............................................................................................................. 55 Section2: Legal Standing ......................................................................................................................... 55 Section 3: Governance .............................................................................................................................. 56 3.1 Board of Directors................................................................................................................. 56 3.2. Advisory board ..................................................................................................................... 56 3.3. Strategic Planning ................................................................................................................ 56 3.4. Management System ............................................................................................................ 57 3.5. Financial System .................................................................................................................. 57 Section 4: Management Capacity ............................................................................................................ 58 4.1. Planning ................................................................................................................................ 58 4.2. Implementation .................................................................................................................... 58 4.3. Monitoring and Evaluation ................................................................................................. 59 4.4. Performance Reporting ....................................................................................................... 59 4.5. Human Resources ................................................................................................................ 59 Section5: Administration Capacity ......................................................................................................... 60 Page 3 5.1. Facilities ................................................................................................................................ 60 5.2. Equipment ............................................................................................................................ 60 5.3. Purchasing ............................................................................................................................ 60 Section 6: Constituency ............................................................................................................................ 61 Yemen Civil Society Assessment (2012-2013) ......................................................................................... 62 Yemen Civil Society Assessment Project (2012-2013) ........................................................................... 63 Civic Democratic Initiative Support Foundation- CDF ...................................................................... 74 Page 4 List of Annexes, Tables & Figures CBO(s) Community Based Organization(s) List of Annexes ANNEX I - Terms of Reference for the Study ANNEX II - Excerpts from Yemen’s Current NGO Registration Law ANNEX III - Results of the Media Review of CSO Coverage ANNEX IV - Data Collection Tools ANNEX V - Participating CSO Contact Information ANNEX VI - Workshops Participants ANNEX VII - List of CSO Networks List of Tables Table 1 - Terminology Table 2 - Methodology Used with Description Table 3 - CSOs Data-sets Used For This Study Table 4 - Registered CSOs and the Dates of their Establishment List of Figures Figure 1: The Geographic Distribution of CSOs in the Five Governorates Figure 2: Participating CSOs Present Scopes of Work Figure 3: CSOs Network Membership Figure 4: Most Frequent Recommendations on CSO Capacity Building from Previous Studies Acronyms Page 5 CSO(s) Civil Society Organization(s) CSSW Charitable Society for Social Welfare EU European Union GNR Government of National Reconciliation GoY Government of Yemen IDPs Internally Displaced Persons INGO(s) International Non-governmental Organization(s) M&E Monitoring and Evaluation MAF Mutual Accountability Framework MoPIC Ministry of Planning and International Cooperation MoSAL Ministry of Social Affairs and Labor NDC National Dialogue Conference NGO(s) Non-Governmental Organization(s) RGP Responsive Governance Project SFD Social Fund for Development USAID United States Agency for International Development WB The World Bank WBG World Bank Group Page 6 Executive Summary 1. As the political transition in Yemen continues, there is renewed interest in engaging local civil society organizations (CSOs) in the process of service delivery, decentralization, institution building and in encouraging inclusion and greater citizen participation.1 Yemen’s Government has endorsed the Mutual Accountability Framework (MAF) at the recent Riyadh Conference in September 2012 confirming the importance of engaging civic actors in the development of Yemen and recognizing the role of CSOs in promoting transparency and inclusive and accountable decision and policy making. 2. The Government has requested that the World Bank update its earlier work on CSOs in Yemen to map and to assess the capacities of present-day, development-oriented CSOs in five governorates. 2 Specifically, the Government is seeking guidance from the Bank on: how to promote more inclusive decision-making and policy formulation by involving CSOs as channels of information between citizens and the Government; how to enhance state legitimacy by strengthening CSO engagement in social accountability and service delivery; how best to build the capacities of CSOs as viable development actors in geographic areas or specific sectors where the Government cannot provide these services adequately. 3. Nearly all of the CSOs that participated in this study were formally registered, non- governmental organizations that were generally independent of tribal or religious affiliation. 3 However, quasi-governmental organizations, such as the al-Islah Foundation and the al-Saleh Foundation, were included due to their size and influence within the five governorates. Informal community groups such as the Health Solidarity Program in Taiz and networks like the Yemeni Network for NGOs that presently have no legal standing were also included because of their local reputation or potential utility in the future development of civil society in Yemen.4 The study did exclude CSOs that were strictly humanitarian and do not engage in developmental work. 1 In the context of this study and in Yemen, a civil society organization (CSO) is one of a wide array of non- governmental and not-for-profit formal and informal organizations that have a presence in public life, expressing the interests and values of their members or others. It is an inclusive designation and include community groups, trade unions, professional associations, faith-based organizations, indigenous peoples’ and other interest groups and NGOs. This will be further examined later in this study. See West Bank and Gaza: State-NGO Relations: International Good Practice and Implications for West Bank and Gaza, World Bank Sector Note, Report No: 70623- GZ, August 2012) 2 These five governorates are Sana’a, Aden, Taiz, Hadramout and Hodieda. The previous Bank studies referred to here are: World Bank, “A Landscape of Civil Society in Yemen: Issues and Options for the World Bank Country Program” (2010) and World Bank., “Stakeholder Landscape and Consultations for the World Bank in Yemen”, (2010). 3 The decision to focus on groups that were independent of any stated religious or tribal affiliation stemmed from an assumption that affiiations like these may constrain their future roles as service providers and government partners or in social accountability measures within the larger communities where their affilated groups are present. 4 At present, “networks” are not able to register with MoSAL in Yemen due to the fact that there is no “network” classification available or provisions to cover their activity in the current NGO registration law. Page 7 4. Quantitative and qualitative research methods were used in the course of the data collection, including desk and media research, questionnaires, structured surveys, key informant interviews, workshops and focus groups. Given the transformation of the civil society landscape in Yemen, the team also used “peer recommendation”, i.e. recommendations of CSOs for other CSOs to reach out to a large number of development CSOs. Prior to field research, desk and media reviews were conducted to aggregate historical perspectives on civil society in Yemen, and to identify gaps in analysis and frequently mentioned government, private sector and academic actors that were to be included in the field research. Combined, these methodologies provided a variety of ways to crosscheck the self-reported data and perspectives of focus group participants with more structured survey and interview data. A multi-disciplinary team of 18 Yemeni professionals was formed to conduct this study in the five governorates with multiple stakeholders.5 5. The mapping exercise revealed that there are over 3451 CSOs registered in the five governorates (out of 8317 in all of Yemen6), with 24% (828) coming into existence since 2010. This rapid growth in civil society activity is attributed to the social and political openings associated with the political transition and with growing demand for greater government accountability and improved public service delivery in sectors and geographic areas where government institutions have difficulty providing services. Most of the registered CSOs that participated in the study provide developmental, or service delivery-oriented assistance, with popular sectors being education, health, women’s services, poverty reduction, human rights, and peace building.7 The most experienced and operational CSOs were found among the 75% that reported previous experience with international donors or organizations. At least 96 CSO networks were identified in the course of the study (see annex V) but these groups were found to be relatively ineffective and their role poorly understood. 6. A master CSO list is also presented that gathers lists of registered CSOs with the Ministry of Social Affairs and Labor, the Ministry of Planning and International Cooperation and the lists of various donors on development issues. In addition, a list of the CSO networks in the five governorates has been compiled and provided as well (see annex V). 7. Capacity assessment results suggest that local CSOs suffer from a number of deficits. Mistrust between groups as an outgrowth of geographic isolation, over scarce donor funds, tribal/religious affiliation, and diverse capacity weaknesses inhibits knowledge sharing and coordination efforts. 8 A high turnover rate of employees and membership, poor internal 5 One hundred and sixty-nine CSOs filled out the mapping questionnaire that asked about locations, works , general orientation, and structure. Another 105 filled out a capacity assessment survey. Another 118 individuals from CSOs, government, donors and international NGOs were interviewed with a total of 113 CSOs participating in the focus groups held in each governorate. Please see Annex II for copies of the data collection tools used. 6 Figures provided by Yemen Ministry of Social Affairs and Labor (MoSAL) 7 CSOs register with MoSAL either in Sana’a or with a MoSAL directorate office in the governorate where the CSO is active. 8 The consistent perception of unions, as expressed in opinions of numerous stakeholders is that these organizations are “pro-government”. Evidence from MoSAL suggests, for instance, that 12 unions receive the majority of funding that the Ministry provides to civil society organizations in Yemen – and this is cited by CSO informants as illustrative of their “favored status”. MoSAL grants to CSOs may range as high a s 25 million rials (approx. $116,000). Page 8 governance, and a lack of transparency and consistency in administrative and financial processes are also among the most difficult challenges CSOs face. A strong dependence on donor funding also impacts CSO’s work with many CSO’s frequently adjusting their portfolios to donor priorities rather than to their constituencies' needs and priorities. 8. Strengths in the CSO community include geographic diversity and the multi-sectoral focus of many organizations. Moreover, many CSOs have young and energetic leadership intent on improving the effectiveness of their organizations. CSOs also enjoy a relatively good reputation in regard to their field presence, advocacy and service delivery practices in the communities where they work and thus have a high potential for channeling the voices of citizens to government and vice versa for more inclusive decision-making, service delivery, etc. 9. There is an important opening in Yemen at present to encourage greater social accountability among CSOs and through CSO-Government partnerships. Social accountability includes a growing emphasis on beneficiary engagement in monitoring and assessing government performance as well as service providers, particularly in providing feedback on, and voicing demand for, improved service delivery. This kind of citizen engagement enables beneficiaries and civil society groups to engage with policymakers and service providers to bring about greater accountability and responsiveness to citizens needs. Both CSOs and Government informants for this study recognized the value of such approaches and the merits of collaboration to increase the use of such mechanisms and tools. 10. CSOs also cite as strength, and an opportunity, the growing willingness of international actors and the Yemeni Government to support the constructive engagement of CSOs in development programs. To that end, study participants generally see this as an opportune time to address funding shortfalls, the shortage of capacity building assistance, and the difficult registration process for civic groups. They also see this as an important moment to emphasize social accountability in Yemen’s civic culture and to improve dialogue and interaction between the Government and CSOs 11. Based on this study’s findings, it is recommended that the Government reform CSOs- related procedures, including registration, re-licensing, and decentralize avenues for CSO- ministry collaboration on service delivery and standards development to the governorate-level branches of the respective Ministries. It is also recommended that an updated centralized, database of active CSOs within the Ministry of Social Affairs and Labor (MoSAL) be created. A specific CSO-focused recommendation is that CSOs be tasked with monitoring service delivery to assist in sector-specific development programs and improve participation of communities and service beneficiaries at the local level. For this purpose, CSOs need to receive targeted capacity strengthening assistance and training with social accountability tools that will help them channel citizen feedback in a constructive and collaborative manner with the government entities at the national and local level. 12. Additional recommendations include further development of the role and functions of networks among Yemen’s CSOs to encourage greater coordination and joining of effort s among CSOs themselves. CSO networks may also be powerful advocates for progressive changes in the availability of capacity-building assistance, mentoring, constructive reforms in the legal and operating context for CSOs, and be instrumental in developing standards, accreditation Page 9 procedures, and rules of conduct for civic groups active in Yemen. A gradual process of self- regulation, based on a future CSO code of conduct to be formulated by CSOs themselves, will help preserve their independence and improve their internal governance. An encouraging precedent within MENA is the NGO Code of Conduct developed with the assistance of the World Bank in West Bank and Gaza. 13. The donor community should provide technical assistance for the Government to streamline the legal and regulatory environment for civic formations in Yemen, inclusive of associations, networks, unions, forums, and foundations. Technical assistance would also help accelerate a better tracking of active and registered CSOs through a central database and in mapping and targeting development programs in geographic areas where CSOs are active and government coverage is weak. While there is a need for overall capacity building for most CSOs, particular deficits remain in internal governance and management structure, project management, communications, community participation, and social accountability measures. Long-term capacity building, preferably in the form of embedded trainers rather than short-term or single event workshops, is recommended. 14. Donors are also encouraged to support a CSO-driven standards and accreditation process starting with the development of a CSO code of conduct. Finally, it is recommended that training be made available for Yemeni journalists that cover the work of the country’s civic sector or development issues in general. The intent of such training would be to broaden and professionalize coverage of civic activism, educating and shaping the expectations of the public and amplifying citizen voice and participation through the contributive role of civic actors. Page 10 I. Background A Brief History of Civil Society in Yemen 15. Civil society in Yemen is vibrant and diverse but highly fragmented. It includes independent registered and organized civic groups, less organized local self-help organizations, and charity oriented groups (awqaf and ta’awun).9 Moreover, in much of the academic literature on civic activism in Yemen, there is an intriguing dissonance between the historical perception of Yemen as a conservative, semi-authoritarian state obstructing civil and democratic values and one where civic solidarity and activism, particularly at the local level, has made Yemen an example of remarkable civic progress in the region. Carapico describes three distinct civic openings, also described as three periods of civic renaissance in the growth of civil society in Yemen in the mid- to late- twentieth century.10 16. The first period, from 1950 to 1963, saw a growth in associational activity in the modern enclave of late colonial Aden and within the protectorates of the northern imamate amidst heavy immigration and modernization. A number of CSOs were established as counter-weights to British colonialism in the south and to centralized Imamate rule in the north. It is estimated that there were only 47 CSOs at that time – in the sense that we understand those organizations today. 17. A second stage of development took place in the late 1970s and 1980s with very little central control but exceptional affluence thanks to remittances from citizens employed in the Gulf. In this period of rapid development for the country, the number of CSOs grew to 424 organizations that were officially registered in 1989. A third opening, coincident with the "third wave of democratization," occurred following Yemen’s unification in 1990. Post-unification legislative provisions granted the citizens of Yemen the right to organize themselves within political, social, economic or cultural organizations independent from the government and this last phase of CSO development occasioned more formal civic participation as we know it today in Yemen. Human rights activism is a specific outgrowth of this era, for example.11 18. One may even speak of a fourth period of growth over the last twenty-four months. The total number of registered CSOs in Yemen has increased dramatically since 2010. The number of newly registered groups in the five governorates, for instance, jumped 33% (828 new groups) since 2010 and overall growth in the numbers of registered CSOs throughout Yemen since that year has jumped 24%, reaching 8317 by late 2012.12 An additional 4,000 unregistered CSOs are assumed to exist as well.13 Informants for this study cite the contraction of government services during the transition, new political and social openings associated with the transition (e.g. 9 The awqaf are local, typically Islamic, charity formations that are part of the associational life of small communities. They typically form for the purposes of public infrastructure of public works projects and many of these types of organizations are also known today as “local development associations”. Ta’awun are tribal organizations, typically in the north of the country that operate much like the awqaf do. Funding for ta’awun projects come primarily from labor remittances. See Carapico, Sheila. Civil Society in Yemen: The Political Economy of Activism in Modern Arabia. Cambridge: Cambridge University Press, 1998 10 See Carapico, Sheila. 1998, supra. 11 As outlined in Carapico, 1998 12 See Bonnefoy & Poirier, 2009 : Civil Society and Democratization in Contemporary Yemen. University of Amsterdam for historical figures. Recent figures according to Yemen MoSAL 13 A general consensus number from focus group and workshop participants. Interestingly the figure is also in circulation within MoSal and among donors – without any hard evidence to back up the claim. Page 11 exemplified in the participation of civic groups in the ongoing National Dialogue) and the increased availability of donor funding for civic work as reasons for such growth. In addition, the recent involvement of women and youth in the uprising has catalyzed their greater involvement in many civic initiatives. Background to the Present Study 19. Development is contingent on the effective mobilization of resources to respond to the social, cultural and participatory needs of a population. Often, as witnessed in numerous regional and developing country contexts, this entails strong partnerships between a government and civic actors in formulating, implementing, and assessing development policies, priorities and plans. The World Bank Group (WBG) supports the constructive engagement of CSOs with the Government in development programs to promote better development outcomes for the country. 20. The present Government of National Reconciliation (GNR) in Yemen also recognizes the importance of civil society in the process of development, as evident in its signing of the September 2012 Mutual Accountability Framework (MAF) where it is affirmed, "The government confirms to establish a partnership framework with civil society organizations"14. In addition, donors have expressed strong support for establishing Government-CSO partnerships for the improved reach of the Government and have also affirmed within the recent MAF to "Provide financial and technical assistance to enhance the capacities and empowerment of civil society organizations to become effective development partners"15. As a result, the Ministry of Planning and International Cooperation (MoPIC), requested the World Bank to conduct a study of the current status of the CSO community in Yemen, with particular emphasis on promoting more inclusive decision-making and policy formulation, enhancing state legitimacy by strengthening CSO engagement in social accountability and service delivery, and strengthening the capacities of CSOs as viable development actors in geographic areas or specific sectors where the Government cannot provide these services adequately. 21. This report summarizes the findings of a CSO mapping and capacity assessment within the five governorates of Sana'a, Aden, Taiz, Hadramout and Hodieda. The mapping data is an update of the 2010 CSOs mapping exercise conducted by the World Bank while the capacity assessment findings of this report identify opportunities that exist to strengthen CSOs and to consolidate their contributions towards improved Government-CSO partnerships at national and governorate levels. 22. The study has adopted the term “civil society organization” or “CSO” rather than “non- governmental organization” or “NGO” to refer to the civic groups that participated in this analysis (see Table 1 below). While many of the organizations participating in the study were registered NGOs that maintained their independence from tribal, government, or religious affiliation, many more groups were reflective of the diverse capacities, flexible portfolios, and broad typology of groups that make up “civil society” within Yemen. 16 Quasi-governmental 14 Mutual Accountability Framework, MoPIC, 2012 15 Ibid. 16 As mentioned in the executive summary, the decision to focus on groups that were independent of any stated religious or tribal affiliation stemmed from an assumption that these orientations might constrain their future roles as Page 12 organizations, such as the al-Islah Foundation and the al-Saleh Foundation, were included due to their size and influence within the five governorates where field research took place. Additional groups and organizations took part in the analysis that structured themselves as small and large “unions”, “associations”, “strategic studies centers”, “networks”, “forums” and “foundations” - each has engaged in development work or social service delivery in one form or another. For this reason, the broader and more inclusive term “CSO” is used in this assessment. 17 CSOs that were strictly humanitarian and do not engage in developmental work were excluded from the study. Table 1: Terminology (Source: State-NGO Relations, Good Practice and Implications for West Bank and Gaza, Sector Note, Report No: 70623-GZ, August 2012) Civil Society … is the associational activity of citizens in a society, beyond their immediate family, that enables them to pursue their interests, concerns or beliefs. It is sometimes referred to as the “third sector” - the sphere outside and complementing the state and the market. Civil Society … are the organizational components of civil society. CSOs comprise the wide array of Organization (CSO) non-governmental and not-for-profit formal and informal organizations, which have a presence in public life, expressing the interests and values of their members or others. They include community groups, trade unions, professional associations, faith-based organizations, indigenous peoples’ and other interest groups and NGOs Non-Governmental … comprise a sub-set of CSOs. They are formally constituted organizations that provide Organizations funding or services in economic and social development, do research, or conduct (NGOs) advocacy and public education in such fields. They include charitable organizations, foundations, non-profit health or educational service providers and pressure groups. In some countries, other terms are preferred (e.g., Private Voluntary Organization in USA). Non-Profit … is a term used in some countries to include NGOs, faith groups and other categories Organizations of formally constituted CSOs. (NPOs) II. Methodology 23. This study employed an integrated methodology where quantitative and qualitative research methods were used to collect and analyze primary and secondary data. Researchers collected data from a variety of stakeholders including CSO representatives, donors, INGO actors, government officials, and CSO networks. The study combined qualitative stakeholders’ consultations through interviews, focus groups, and workshops with quantitative survey service providers and government partners in social accountability within the larger communities where these groups are present. 17 For example, the list of participating groups in this study included foundations (e.g. Life Development Foundation, Resonate Yemen Foundation); associations (e.g. the Rural Women’s Association, and Social Development Association); and unions (e.g. the Agricultural Cooperative Union). A foundation can be established by one person, be non-profit and have a membership exclusive to the founder(s). An association, by contrast, must be established by at least 21 persons and have 41 members. Associations should be non-profit, with open membership and serve a common interest or public good. A union is an entity consisting of associations and/or foundations and can either be sector-oriented or geographically-based. Additional groups took part that were more informal community groups, such as the Health Solidarity Program in Taiz; or were academic (but nonetheless occasionally service delivery-oriented) such as the Sheba Center for Strategic Studies; or were networks that presently have no ability to register as “networks”, for example, the Yemeni Women’s Media Forum and Yemeni Development Network for NGOs. Some networks that have chosen to register anyway and do so as “foundations”. See annex II for excerpts of relevant sections of Yemen’s NGO law on the distinctions between “associations”, “foundations” and “unions”. Page 13 questionnaires of many of the same informants. In addition to these methodologies, the team used peer recommendations to reach out to CSOs or groups that were active but were not identified through the various databases. The five governorates were selected by MoPIC as illustrative of the diversity of civic activity in Yemen. A multi-disciplinary team of 18 Yemeni professionals (Social Science & Development, Economic Development, Public Administration, Business Management, and Communication) was formed to conduct this study. 24. The field research was preceded by a desk review that surveyed the previous literature on civil society in Yemen, although little new research exists highlighting the growth of CSOs in Yemen from 2010-2012. The desk review did reveal the important role of CSOs in Yemen's development, several of the chronic capacity deficits that have long existed in the civic sector, as well as an historical perspective on government-CSO relations. 25. A media review of the archives of 110 print media outlets and social media forums also preceded the field research. The media review surveyed the number of times CSOs were mentioned or received coverage over the last 24 months. The character and tone of the coverage was also noted. This exercise was aimed at evaluating public expectations of CSOs and the general image and portrayal of CSO work, as depicted in the country’s major media outlets. This helped provide context for the kinds of responses that informants provided regarding their own communications and outreach activities – and their perspectives on how CSOs are regarded by their constituencies and the general public. The following table lists and describes the different research methods used in the study: Table 2: Research Methodologies Utilized, with Description Tool Name Description Desk Review A focused literature review of relevant work that has been completed on Yemeni civil society in the past. This includes the seminal works of Shiela Carapico, Laurent Bonnefoy and Marine Poirier, and Marta Colburn. The literature review also included recent World Bank analyses of civil society in Yemen, as well as EU and Social Fund for Development (SFD) sources. A complete list can be found in the List of Works Cited below. Media Review More than 110 media outlets in Yemen were surveyed with 1114 news items found to mention or cover the work of civic groups over the last 24 months. Questionnaires Form (A) An initial questionnaire was designed for the purpose of mapping (See Annex 4) existing and new CSOs in the five governorates. This questionnaire was distributed to 400 CSOs with a response rate of 42% (168). Form (C) A capacity assessment questionnaire intended to assess institutional capacities of local CSOs was distributed to 113 CSOs in the five governorates with a response rate of 93% (106). Structured Form B1 Structured interviews were conducted with donors, international Interviews NGO representatives, and government officials to collect data on (See Annex 4) the nature of their interactions with CSOs and their perceptions of CSO capacities. This included officials from MoSAL, MoPIC, Ministry of Youth, and the SFD. Fifteen key informants were interviewed. Page 14 Form B2 A quantitative form used to interview more than 100 key informants in the five targeted governorates to assess institutional capacities of CSOs. Workshops Five workshops were conducted, one in each of the five governorates, in which the status of, potential for, and challenges to CSO-Government partnerships were discussed. Over 120 CSO representatives participated. Focus Group A series of focus group discussions were held, one in each governorate, in which Discussions SWOT exercises were conducted to assess the capacities of participating CSOs. One hundred thirteen CSO representatives took part across all focus groups. 26. In the course of this analysis, researchers were faced with the lack of any unified or combined database of civic actors. The records within GNR ministries and among other institutions, such as the Social Fund for Development (SFD), are not complete, nor are they current. A second challenge was a periodic lack of physical security, especially in Aden, Hadramout and Taiz causing delays in the focus group and workshop activities. The following table shows the different sources from which the study’s working list of active CSOs in the five governorates was drawn (see annexes III and IV for the CSOs that participated in the study). The source list below is meant to show both the origin and the numbers of CSOs in each of the databases used to compile the working list for the study. The total number of CSOs should not be understood as an aggregate number from each of these sources as there is overlap among the CSOs listed in each database. Table 3: CSOs Data-Sets Used For This Study Dataset Origin Number of Remarks CSOs MoSAL 345118 This is the number of CSOs registered within the five targeted governorates. It includes unions, associations and foundations. 1113 524 567 364 883 In Sana'a in Aden in Taiz in Hadramout in Hodieda SFD 730 This includes the CSOs taken from their NGO Directory (online), plus another list that included cooperatives, and CBOs19 Media & Desk 224 During the media review exercise and the desk review, a Review Lists separate list of active local CSOs was complied and utilized. This includes a list of CSOs taken from an EU report on Yemeni Civil Society WB 206 This includes a list of CSO maintained by the World Bank for outreach purposes. 18 A total of 505 CSOs were removed from this list because the MoSAL list marked them as "Cancelled". The numbers listed in each governorate are the numbers of CSOs registering as active in these governorates. The number has been filtered to eliminate overlapping references among groups working in more than one governorate. 19 This list contained CSOs in all governorates. Page 15 MoPIC 5 MoPIC provided a list of five CSOs that they regularly work within in the five selected governorates. USAID, 126 Oxfam, Progressio, USAID and US Department of State Progressio & provided list of CSOs that they regularly work with. Oxfam USAID programs included USAID/OTI initiatives. US Department of State’s total included CSOs receiving Middle East Partnership Initiative (MEPI) support. 27. The total sample size for the study, suggested by these sources, was reduced after filtering for the number of CSOs with correct and current addresses and the number of CSOs engaged in developmental, or service delivery work. The final sample used for this study totaled 400 CSOs across all five governorates. The difficulty in arriving at a current list of active and registered CSOs, with valid contact information, was illustrative of the need to compile and maintain a comprehensive database of civic actors (both at the national and at the governorate level) in anticipation of any future support for the CSO community and particularly for Government- CSOs partnerships. 28. Additional challenges included CSO’s reticence to produce internal documents (i.e. bylaws, articles of establishments, and internal policies) and ambiguity and mistrust over the role of existing networks, making some of the responses on participation in network activity contradictory. This will be reviewed in the “Findings” section below. III. Findings Number and Focus of NGOs 29. Yemen’s constitution after unification granted individuals the right to organize themselves in civic bodies through which they can deliver services and promote their rights. This has contributed to the establishment of thousands of civil society organizations and national cooperatives in recent years.20 The recent political transition only accelerated this trend, building on a vigorous and dynamic civil society with 8317 registered CSOs at end of 2012.21 20 See, for instance, “Civil Society in Yemen:. A National Participatory Review,” European Union, 2010. Also see Laurent Bonnefoy and Marine Poirier, “Civil Society and Democratization in Contemporary Yemen”, University of Amsterdam, 2009. 21 As mentioned above, growth in the numbers of CSOs registering nationwide jumped 24% since 2010. Total figure for registered CSOs from MoSAL as of December 2010. Page 16 Figure 1: Geographic Distribution of Participating CSOs Within the Five Governorates 90 79 80 75 72 70 57 58 60 48 50 40 30 20 10 0 The Capital Sana'a Aden Taiz Hadramout Hodiedah Governorate (Source: compiled by authors) 30. A total of 168 CSOs responded to the mapping exercise survey in the five targeted governorates. These CSOs are distributed unevenly across the five governorates with 47% located in the capital Sana'a and 37% of CSOs operating in more than one of the five governorates (See figure 1). Over 18% of CSOs participating in the study claim to operate in all Yemeni governorates. These numbers reflect the geographical locations of the active and registered development-oriented CSOs participating in the study.22 31. As mentioned earlier, MoSAL data shows a total of 3451 CSOs as registered in the five governorates. Table 3 shows the distribution of these CSOs with establishment dates. Whereas a large percentage of CSOs in Yemen (24%) have registered after 2010, over 33% of the sample within the five governorates is newly registered after 2010. 22 Fifteen percent of the Sana’a CSOs are national organizations, headquartered in the capital but operating across multiple governorates. Page 17 Table 4: Registered CSOs and the Dates of Establishment (Source: MoSAL database) Governorate Number of CSOs Establishment Between 1962-2010 After 2010 Sana'a 1113 965 148 Aden 524 444 80 Taiz 567 412 155 Hadramout 364 273 91 Hodieda 883 696 187 32. In addition to this geographic distribution of 2 Service CSOs, the study categorized the general type of 15 Delivery activity that participating CSOs were engaged in. For instance, 69 percent of the CSOs taking part in the Advocacy 36 study engaged in service delivery, with 21 percent engaging primarily in advocacy. Some groups Monitoring describe doing both but the majority suggests one or 116 Oriented the other orientation. A sizeable number of CSOs (9 Others percent) reported “other” when asked about the general “type” of activity they engaged in. It was often the case that these groups were academic or policy oriented. 33. Among the 168 groups responding to the mapping survey, there was great diversity in their areas of focus. Many are active in education and health, women’s empowerment, poverty reduction, human rights and peace building, for instance. When asked about future intervention areas, many CSOs inclined toward peace building, governance, microfinance, and entrepreneurship. When asked why these previous and future areas of activity are attractive to CSOs, the most common answer given in workshop and focus group settings is that this is the direction donors are taking. (It is also indicative of CSOs weak capabilities to use social accountability tools to influence government and donor resources allocation priorities.) Interestingly, these future thematic areas require special skills and capacities that are lacking among many local CSOs. 23 23 Workshop discussions, Sana'a, Taiz, Aden: March 2013 Page 18 Figure 2: Participating CSOs Current Scopes of Work (Source: compiled by authors) Poverty Reduction 54% Education 55% Peace Building 34% Emeregency & Crisis Prevention 20% Health & Nutrition 32% Advocacy 48% Governance & Role of Law 38% Human Rights 49% Employment & Labour Issues 10% Enviornment 19% Migration 5% Entrepreneurship 23% Microfinance 15% Agriculture and food security 7% Natural Resources Management 10% Minorities 17% Rurual Areas Development 22% Urban Areas Development 15% Gender equality and empowerment of women 60% Fisheries 2% Persons with Disabilities 14% 0% 10% 20% 30% 40% 50% 60% 70% 34. In terms of annual CSO budgets, 8 of the 168 participating CSOs reported that their annual budgets exceeded $1m with 3 CSOs reporting annual budgets of $7m or more. The highest single budget equaled $7.5m with the lowest budget equaling $200. The average annual CSO budget among respondents was $323,777 per annum. The Registration Process "We have been trying to obtain 35. The current established categories for registration are our license from MoSAL since associations, foundations and unions. 24 Associations and 2006 to no avail. We were - unions may register with MoSAL in Sana’a or in the informally- told by a ministry Ministry’s governorate-level offices. Organizations registering official that the reasons are as “foundations” must do so with MoSAL in Sana’a. In the event that a CSO engages in “cultural affairs”, its registration attributed to our activities in with MoSAL must be cleared with the Ministry of Culture. human rights, Sa'ada and Throughout the course of field research, the problematic nature Southern Issues, and freedom of of CSO registration surfaced. Many informants expressed speech"... Abdulrasheed Al- frustration with the registration process and the complexities Fakih, Hewar Foundation for encountered by some CSOs.25 Democracy Development 24 See note 17 for an explanation of these distinctions and requirements for registering. 25 While 3% of CSOs, participating in the study said they are not legally registered, an additional 8% of CSOs did not respond to this question, suggesting they may not be registered or are in the process of becoming registered. Page 19 36. The most common complaint was that CSOs experience different treatment in registration and during annual renewals of their licenses. Determinations on a CSO’s application often seemed to be based on their scope of work or their “personal connections”. 26 Registration can be a “days long” to “years long” process, depending on these variables.27 Many informants personally experienced or knew of organizations encountering such problems in registration and renewing licenses.28 CSO informants also maintained that while it is possible for most CSOs to register with governorate-level MoSAL offices, these offices are not always equipped to process their registration or annual re-licensure applications efficiently and that “foundations” can only register or re-license in Sana’a, requiring travel costs and waiting in Sana’a while processing occurs.29 (See annex II for relevant sections from Yemen’s NGO registration law.) 37. For registration, an association must present a written application to MoSAL with the following items attached: An “establishment contract” (a document with the signatures of all the founders); “articles of establishment”; a list of names of the founders (at least 21 persons for an association); a rent contract for office space; and a record of an “establishment convention” where the members (at least 41 persons) elect an executive board. A foundation can be established by one or more persons and should provide an “establishment contract”, “articles of establishment”; a list of names of members (no minimum); and a bank statement in the name of the foundation with evidence of at least 1 million Yemeni rial (approx. $5000). Founders of foundations may appoint an executive board. Only MoSAL in Sana’a ma y issue registration licenses or renewals for foundations. A union must establish and renew its registration in much the same way as an association. 38. Among the CSOs participating in the study, it is possible to also 31 2 15 delineate groups by the type of organization that they self-identify as. Associations Most CSOs, for instance, describe themselves as “foundations”, followed 64 Foundations by “associations” and “networks”. Unions Foundations are the easiest to register Networks and establish – although they are also prone to be weak, charismatically Inititaives oriented organizations run by one or Others more individuals without Boards of 84 Directors or a large membership. 26 For example, human rights work, advocacy of freedom of speech and youth and women’s empowerment organizations suggest they have a more difficult time given the nature of their activities. 27 Extracted from multiple comments in workshop and focus group venues. Three percent of groups participating in the study maintained that they had been unsuccessful at registering and another 8% did not answer the question as to whether they were register or not, suggesting they may not have been registered. 28 Renewing licenses is necessary for all CSOs annually, regardless of type of organization and requires submission of a renewal request to MoSAL (may be at the governorate level, except for foundations). Along with an application for renewal, CSOs must submit a fee, an annual financial report, and update any changes in their original registration documents. Importantly, at this time CSOs must also notify MoSAL of any changes in a CSO’s area of operation, e.g. if they expand operations to additional population centers or governorates. 29 See Annex I for relevant sections of Yemen’s NGO registration law as it pertains to the qualifications and documentation required for groups that register. Page 20 Associations are more difficult to establish. Networks cannot be registered as such (and often register as “foundations”) but several groups identified themselves as “networks” nonetheless in describing their roles and functions. 39. CSOs also had difficulty with donor requirements that Yemeni CSOs be registered before they receive donor support, adding to CSO anxieties over long, unexplained delays in CSO registration processes 30 Additional delays are often encountered when establishing bank accounts. For a CSO to be able to open a bank account it must show a registration license to prove its legal status – and even when they show evidence of a current registration, it may take several weeks to open a bank account. Most donors active in Yemen require a bank account and current registration of their grant recipients. New CSOs complain bitterly about how difficult-to- understand delays with MoSAL and with banks make them ineligible for timely access to the donor funding they seek. CSO Networks 40. There are presently no documented numbers of “networks” and the concept of a “network" appears to be poorly understood among CSOs participating in the study. 31 Many CSO representatives express confusion over what a "network" is supposed to achieve, even as they described being part of one or more networks.32 They also exhibit mistrust towards networks in regards to the intentions of networks. For example, the most consistent description from CSO informants about what they expect from networks is that networks should push for positive changes on their behalf, and help member CSOs acquire funding. Participating network informants, for their part, most often describe their role as “coordinators” of activity, helping to make a particular sector or area of activity more efficient. Whereas CSOs expressed discomfort at being “coordinated”, networks typically saw fundraising and advocacy as only a small part of their value. Mistrust appeared to originate, at least in part, from this disconnect. 30 CSO and donor key informant interviews, Sana'a, March 2013 31 Ninety-six networks were identified over the course of the study and are listed in Annex VII. The actual number of CSO networks is assumed to be greater than this. 32 More than 75% of CSOs participating in the study report being part of one or more networks. Page 21 Figure 3: Network Membership (Source: compiled by authors) NOT a member in any Network 37 Member in One or More Networks 127 0 20 40 60 80 100 120 140 41. Nevertheless, examples of network activity did emerge from the field research – both positive and negative. Illustrative examples are above. Part of the difficulty in establishing networks is that there is no present legal framework recognizing a civic entity organized as a “network”. They cannot register as a “network” and must exist in that capacity informally. Lessons Learned Success Story Development Partners CSO Forum for Development Taiz, Yemen Hodieda, Yemen This network was established in March CSOs in Taiz formed a network called 2011 to organize CSOs in Hodieda under "Development Partners" in 2006. Local one umbrella for the purpose of authorities, CSOs, and Donors supported coordinating efforts, soliciting support, the establishment of this network – yet and advocating for development activity this network failed and dissolved. The in Hodieda. The CSOs Forum for reasons -according to previous members- Development has 15 CSO members, and was the failure of the network to meet the has an elected executive board and expectations of member CSOs. Taiz CSOs mission statement. During the workshop were reluctant to repeat the experience and focus group discussions in Hodeida, and shunned the idea of network creation the members of this network expressed a and participation in the future. very positive attitude toward their participation in the network, and praised the way it coordinated and helped their work. Page 22 CSO Functions and Government-CSO Partnerships 42. Yemen’s CSOs are widely perceived in the academic literature and by donor and Yemen government informants as best suited to humanitarian assistance –especially with early and rapid responses to conflict and crises.33 The presence of such CSOs both reflects and further instills a deep cultural theme of civic response and mutual aid among citizens. This cultural theme of providing civic assistance coupled with increasing numbers of CSOs has not necessarily translated into a strong history of interaction between CSOs and official authorities in Yemen. Such partnerships are few, weak and far from institutionalized, despite the remarkable growth in the number of civic actors.34 43. Both government and CSO participants in the study indicate that humanitarian-oriented organizations have a longer history and have been “on safer ground” by not necessarily overlapping with government functions or encouraging “disruptive” participation or attention on the government’s deficits.35 Only recently, they claim, (since the 1990s) have Yemen’s CSOs made notable contributions to service provision and developmental assistance. 44. CSO and donor informants explain the shift as being partly the result of concerted international assistance efforts to leverage CSO contributions in the country’s development, and partly due to rising education and skill levels among youth and professionals involved in CSO work within Yemen. Government informants also suggest that while Yemen has always, and will always, need the humanitarian focus of its civic community, authorities in Sana’a and the governorates slowly began to appreciate the link between their legitimacy and service delivery over the past decade – but this was overshadowed by a parallel tribal patronage system. Meaningful partnerships with CSOs as service providers were rare but it did mean more room for development activities to be implemented by CSOs. As one workshop participant suggested, “It could be different now, though. We may be able to work together more easily now.” 45. This sense that developmental activities have become more common among CSOs and that Government–CSO partnerships are more possible than before was widespread across the five governorates. This is particularly true since 2010, said many informants, with the involvement of new personalities (particularly young men and women) in civic work and with political changes in Sana’a. In addition, CSO actors cite growing international community support for CSO engagement in the development process as an important driver of the trend, especially with major donors like the United States Agency for International Development (USAID) and the European Union putting new emphasis on the decentralization of development programs and government services. 46. As part of the mapping exercise, CSOs were asked to summarize their perceptions of and expectations for their current and future CSO-Government interactions. The experience that may CSOs presently have interacting with Government (primarily on registration and license renewal) was described as negative. The majority of CSO participants noted that not only were 33 Reflected in field data and in literature such as Rama Halaseh, “Civil Society, Youth and the Arab Spring” (chapter 13) in Stephen Calleya and Monika Wohlfeld, eds. Change and Opportunities in the Emerging Mediterranean” University of Malta, 2012. 34 “Civil Society in Yemen: A National Participatory Review”, European Union, 2010. 35 Discourse in governorate-level workshop, Sana’a. Page 23 these and other CSO processes “overly centralized”, politically affiliated CSOs or CSOs with influential contacts received “special treatment”. CSOs also noted the absence of many service sector ministries at the local level and considered this as a challenge to CSO partnerships with Government counterparts. 47. Progress in establishing partnerships for enhanced service delivery is also inhibited by the weak capabilities of both the Government to catalyze or absorb CSO input and the weak capacities of many CSOs to provide useful services or contribute to targeting or policy discourse in a coherent way. 36 From the perspective of desk review sources and donor informants in particular, any attempt to improve development results and effectiveness in Yemen must address deficits in both CSOs and their counterparts in Government while supporting opportunities for their constructive partnership and collaboration. Tentative, fragile will for CSO-Government collaboration appears present, judging by informants’ contributions to this study. Knowledge of how to start such a process and the skills required to accomplish effective partnerships is lacking. Social Accountability 48. Social accountability is an approach to governance that involves citizens and civil society organizations (CSOs) in public decision-making and in holding governments accountable for its actions, especially with regard to the management of public resources. Specifically, it is an approach, not a tool, which enables citizens to participate in government activities, influencing policies, monitoring public finances, delivering services, and provide feedback on government performance. Social accountability can be organized around three guiding principles: (i) transparency, (ii) accountability; and (iii) participation (also known as TAP). The effectiveness of these approaches depends on a conducive political environment, the capacities of civic actors to participate in social accountability practices and an appropriate legal framework. 49. The MNA region is behind other regions in many good governance indicators, including transparency, accountability, and participation. Presently in Yemen, however, key informants participating in the study suggest a transition is underway where the relationship between citizens and the state is being redefined through: (i) the emergence of new opposition groups; (ii) an unprecedented level of communication between Yemeni CSOs and the international donor community; and (iii) new bills presented by parliamentarians to ultimately improve service delivery, including passing of freedom of information acts and amendments to the freedom of association’s law.37 Yet, the concept of social accountability is relatively new in Yemen and is often mistaken by social responsibility, monitoring of government, anti-corruption and transparency. 50. Although the concept of social accountability is unfamiliar in Yemen, many organizations work on issues of social accountability, including budget transparency, community participation in development planning, and monitoring of public procurement. Nevertheless, 36 Bonnefoy & Poirier, 2009 & EU 2010. 37 Integrity Research and Consultancy, Baseline Assessment of Social Accountability in the Arab World, for ANSA- Arab World and CARE Egypt, May 2013. Page 24 these efforts are typically isolated and organizational capacities are weak, necessitating training in transparency, participation and accountability approaches.38 CSO and Government Capacity Building 51. Previous studies specifically suggest a wide range of recommendations to build the capacity of local CSOs and relevant Government institutions. 39 The delivery of technical assistance to CSOs and Government counterparts, as portrayed below, is among the most common recommendation of previous studies. Figure 4: Most Frequent Recommendations on CSO Capacity Building from Previous Studies Build institutional capacities of CSOs on strengthening internal governance, project Invest in the power of knowledge and management, participation and social information sharing among CSOs. accountability approaches and tools. Delivery of relevant training programs in project management, internal governance, and social accountability for CSOs and technical assistance to the GoY for improved CSO tracking and leveraging. Decentralize sector ministry offices and deliver Develop intermediary CSOs or networks to capacity building programs for MoSAL and select develop the skills of the less qualified sector ministry staff. organizations. (Source: Compiled by authors.) Capacity Weaknesses 52. Despite the historical relevance, dynamism and uniqueness of Yemen’s CSOs within the region, Yemen civil society organizations still suffer from significant deficits. Knowledge sharing and exchange of information is generally weak amongst CSOs, especially in the absence of active networks and coordination mechanisms. Mistrust and misunderstanding of the role of networks in coordination, and political and professional competition among CSOs contribute to their fragmentation. Moreover, the current legal framework does not recognize CSO networks undermining their role in CSO coordination, mutual support, self-regulation and advocacy. 53. A lack of communications expertise, weak financial management and administrative skills, and an inability to retain qualified staff also undermine CSO effectiveness. 40 Staff turnover is an enduring issue identified both in earlier studies and throughout the research completed for this analysis. Low salaries, inconsistent access to funds, and poor internal management contribute to staff turnover. 38 See World Bank, “Supporting Social Accountability in the Middle East and North Africa: Lessons Learned from Past Political and Economic Transitions”, November 2011. Social De velopment Department 39 Recommendations taken from: World Bank (2010, 2012), Marta Colburn (2009), and EU (2010), for instance. 40 Donor & CSO Key Informant Interviews, Sana'a, March 2013 Page 25 54. Few CSOs claim to be anything other than donor- driven. Most maintain that they will continue to shape "INGOs offer better salary structures their scopes of work to suit the availability of funds. This than local CSOs, which results in a high has obvious implications for the development of sector turnover rate inside many expertise with CSOs – but is also a pragmatic reality that CSOs in Yemen must contend with. Added to this state organizations. CSOs staff join to get of affairs is that CSOs have unclear to non-existent some experience, and then pursue mission statements, incomplete or non-existent internal better paying jobs at other INGOs" ... organization or structure, inactive boards of directors and Focus Group Discussion -Sana'a few strategic planning processes. They are generally reactive rather than proactive agents and their ability to conduct proper measurement and evaluation of their work is also weak. CSO Capacity Weaknesses  Weak coordination and knowledge sharing practices among CSOs  Mistrust, competition and fragmentation among CSOs  Rapid, unregulated growth of civic organizations  High staff turnover and weak internal governance, especially in administrative and financial management  Basic skills deficits in monitoring and evaluation, outreach and communications, procurement, community consultation, and project management.  Donor driven portfolios of activity  Lack of familiarity with social accountability mechanisms Government Capacity Weaknesses with Civil Society  Centralization of sector ministries makes CSO collaboration on service delivery at the governorate level difficult  Lack of transparency of CSO registration and relicensing procedures  Inability of “networks” to register under current law  Outdated central database of registered CSOs  Few professional incentives presently exist for supporting CSO-Government partnerships 55. CSOs generally recognize their shortcomings and internal challenges. Throughout discussions with field informants within CSOs, the external as well as the internal constraints to their operations were mentioned and they expressed a strong desire to address them. Capacity- building needs, CSO self-regulation, and improvement of the registration process are typical themes. Most CSOs realize that their difficulty in accessing more funding or developing partnerships has as much to do with their own shortcomings as it does with donors and Government approach and behavior. 56. Generally, CSOs also recognize their ability to implement social accountability mechanisms are limited without the technical assistance and support to develop and manage such Page 26 participatory, consultative, advisory, monitoring, and evaluative activities. While the general principles of social accountability are embraced by CSOs, many are frustrated in their inability to realistically integrate such approach and tools in their on-going work – especially with so much of their activity being regarded as an extension of top down, one-way delivery of services. 57. At present, some of the largest and most developed CSOs appear to have aligned with business, familial, or political interests. For example, Al-Islah Foundation (CSSW), politically affiliated with Al-Islah Party, is considered one of the top performing CSOs in Yemen. Similarly, Al-Saleh Foundation, which is known to be affiliated with the former President, is also one of the top CSOs according to a rating done by MoPIC. However, many more large and effective CSOs (see Annex V for a complete list) studiously avoid such affiliations – but also have a more precarious existence as a result. The larger CSOs aligned with business, familial, religious or political interests have consistent funds, better staff retention, and an ability to incentivize good performance. Whether these activities result in better developmental outcomes is another question beyond the scope of this study. 58. The most mentioned deficit of the Government in relation to CSOs is the inconsistent implementation of the registration and relicensing process. The lack of an updated, comprehensive, and accessible database of CSOs also inhibits the tracking of civic activity and the ability to identify potential partners to address service shortfalls, targeting, social accountability requirements, or to development service delivery standards. Similarly, the centralization of nearly all sector ministries in Sana’a, without full service directorates at the governorate level, makes CSO-Government communication and partnerships on service delivery outside Sana’a more difficult. Capacity Strengths CSO Capacity Strengths  Generally good CSO penetration into urban and rural areas  New, youthful leadership and increased proportion of women active in CSOs since 2010  Ability to mobilize volunteers and memberships  Improving digital literacy and growing familiarity with, and effective use of, social media for public outreach 59. Several of the CSOs participating in this study have operated in the target governorates for a long time. Al-Islah Foundation (CSSW) has been operating in many governorates for over 20 years establishing strong rapport with constituents and building up practical experience in the field. Upwards of 22% of surveyed CSOs have more than ten years of experience in their geographical locations, if not always in the same sectors of work. This has generally engendered a good relationship with their constituencies, especially where these CSOs provide services that make up for shortfalls in Government delivery of similar goods and services. Page 27 60. More than 37% of participating CSOs reported that they work in more than one governorate in Yemen, and that they could extend their work into other areas of Yemen if given the resources and the needed training to do so. Generally, CSOs cover both rural and urban areas in the governorates where they operate. This ability to establish a presence in a variety of geographic areas within Yemen, even in areas considered insecure, is an important strength of CSOs. 61. Another strength is the number of youth, and particularly women, increasingly involved in CSO leadership. CSOs suggest that recent changes in cultural attitudes (particularly in urban areas) that have come with the political transition and donors’ increasing emphasis on women’s empowerment have encouraged greater women’s participation in civic affairs. Nearly half of all informants, particularly in the focus groups and workshops, were outspoken women in leadership positions in their respective CSOs. When asked if this reflected a change from past practice among CSOs, the answer was an overwhelming yes. 62. Younger leadership also is cited as useful in mobilizing large numbers of volunteers – with some CSOs claiming that their volunteer base averages between 8,000-15,000 volunteers/year. This mobilization is often accomplished through the use of social media, particularly SMS, Twitter and Facebook. This widespread use of emergent digital communications technologies is also closing the outreach gap and is becoming an important element in information sharing and trust-building among CSOs. There may also be an opportunity to leverage familiarity with these technologies to accelerate the use of such tools in social accountability mechanisms with CSO-implemented projects. 41 Opportunities to Enhance Capacities and Government-CSO Relationships 63. The Arab Spring has re-energized CSOs in Yemen and introduced new voices among youth and the marginalized, opening the potential for promoting greater participation and inclusion in civic affairs and in Yemen’s development. CSOs in Yemen continue to be held generally in high regards by local communities and the public and are seeking greater participation and voice in public spaces at the local and national levels. With an enabling environment and technical support for integrating social accountability mechanisms, CSOs may play a catalytic role in improving development effectiveness. 64. The Government and donor community consider CSOs to be important partners in promoting participation and extending the delivery of goods and services in poor and marginalized urban and rural areas. Moreover, there is a general recognition that both the Government and CSOs need to build on their complementarities to carry out their respective missions, particularly in the areas of service delivery. 65. The current transition and the ongoing National Dialogue Conference (NDC) is also an opportunity to improve the legal environment for civic organizations, institutionalize Government-CSOs consultations and integrate social accountability mechanisms in development programs. Within the ongoing discussion on decentralization, for instance, CSOs should be 41 See, for example, Saleem Haddad, 2011: Yemen’s Disaffected Youth and Vibrant Civil Society : Creating Avenues for Positive Social Change. www.miftah.org Page 28 encouraged by both donors and Government to contribute to greater public consultation, the capacities of sub-national governments, and more efficiency in service delivery. Efforts to empower CSOs to monitor and inform Government decentralization processes and service delivery targeting are important and can contribute to strengthening the State legitimacy. CSO Capacity Opportunities  CSOs are held in generally high regard by the communities where they are active  “Arab Spring” demonstration effects continue to provide motivation to new civic actors to press for reforms and greater accessibility to funding  With rapid growth in the number of civic actors, CSOs express an increasing willingness to develop self-regulation mechanisms, including accreditation and implementation standards  Growing private sector involvement in funding CSO initiatives  Current capacity building programs in basic project management skills may provide a core of trained NGOs to then provide additional training in network development and social accountability measures Government Capacity Opportunities with Civil Society  With donors, the Government increasingly sees CSO as important potential partners in promoting social accountability and improving service delivery  The current National Dialogue process is an opportunity to raise the profile of CSOs’ work, to improve the legal environment and develop Government-CSO partnerships  Improving internet penetration in Yemen 66. CSOs also express an interest in self-regulation and seeking to improve their internal governance. This presents an important opportunity to provide capacity-building programs informed by lessons learned and the best practices of similar programs in the region. Developing internal accreditation standards for CSOs, normally an arduous process, may also be easier under present circumstances in Yemen given the incentive on both Government and CSOs to address the growing development challenges in the country and the rapid, fragmented growth of civil society. 67. There is at least one major CSO capacity-building program in place that was consistently mentioned by CSO informants. While no independent evaluation data is available on the effectiveness of the program, USAID’s “Responsive Governance Project (RGP)” provides training in Organizational Management, Financial Management, Communication Outreach, Advocacy & Public Outreach, and Gender Mainstreaming to 30 NGOs. Programs like these may provide a useful core of NGOs that may then be trained in creating CSO networks, developing self-regulation mechanisms, and in implementing social accountability measures. 68. The private sector has also shown an inclination to fund civic activity, particularly in Hadramout where CSOs report strong and consistent support from the business community. One reason for this may be the larger than normal presence of successful businesses in the Gulf originating in the governorate. Business-CSO relationships also became more developed during Page 29 the transition as CSOs and the private sector stepped in to fill the gap left in some areas by a decline in goods and services provided by the Government. In Hadramout, the private sector provides generous amounts of funding to local CSOs through other, larger CSOs acting like local donors. The Al-Awn Foundation, one of the largest CSOs in Hadramout receives funds from Yemeni businessmen in the Gulf and uses that money to support smaller, active CSOs around the governorate. Threats to Strengthening Capacities and Government-CSO Relationships 69. Although the actual number of unregistered CSOs is unknown, a large number of informal groups do co-exist with registered CSO entities. Moreover, a large number of familial, tribal, religious or politically affiliated groups are also active in the civic sphere alongside independent organizations. Without a better sense of the extent of these types of organizations and their orientation, the civic sector will likely continue to be fragmented, and poorly understood. 70. The chronic deficits that characterize CSOs, inclusive of turnover, poor internal governance and generally poor collaboration on strategy, targeting, and advocacy, will undermine the sector if these issues are not addressed. CSOs continue to complain of overly complicated and politicized registration and licensing procedures while Government and donors cite CSOs lack of capacity and transparency. The Government-CSO relationship is fraught and any move to create partnerships will likely not succeed without addressing these perceptions with concrete trust-building initiatives, capacity-building, and reforms.Generally speaking, the private sector is responding better toward development partnerships with local CSOs, especially in the areas where these businesses function. However, CSOs mentioned three main constraints preventing an effective partnership with the private sector including: limited and localized cooperation from the private sector; the lack of a general “social responsibility” approach from the private sector dna ;much of the private sector has its own, self-interested vision of resource distribution for service delivery improvements. Threats to Capacity-Building and Partnerships: CSOs  Worsening fragmentation, rapid growth and chronic deficits among CSOs will threaten the cohesion, reputation and effectiveness of civil society in Yemen  Mistrust between CSOs and between CSOs and Government can only be overcome by concerted action that shows real results –or incremental trust building that demonstrates the value of collaboration to multiple stakeholders  Continuing insecurity in parts of the south and north may jeopardized CSO access to fragile communities  Continuing centralization of Government access and donor programs makes the participation of distant CSOs in technical assistance or capacity-building programs more difficult Threats to Capacity-Building and Partnerships: Government  Outdated database, lack of transparency on CSO “rights and obligations”, and poor regulation of civic groups perpetuates misunderstandings and lost opportunities for partnering  The current National Dialogue process is proceeding slowly. While the inclusion of CSOs is appreciated by civic actors, there is a sense that the “hard issues” have yet to be addressed – and the National Dialogue is behind schedule Page 30 IV. Recommendations Analytical Recommendations  Mapping and capacity assessments of CSO activity in additional governorates  Analysis of CSO fragmentation, effects of political transition on patronage and service delivery, and the roles played in development activity by tribal, religious and political organizations.  Additional analysis of the extent of CSO network formations and their current roles and capacities  Preparatory analysis for the establishment of an updated and easily accessible CSO database, available at the national and governorate level 71. This study presents recommendations based on data gathered in five Yemeni governorates. Additional analysis of the status of civil society in other geographic areas of Yemen would help expand knowledge about civic actors in other areas of the country. 72. Moreover, this study focused primarily on the capacities of independent, development oriented CSOs without examining, in detail, the causes and character of fragmentation among CSOs or the impact of recent political changes on patronage systems or tribal, religious, political and quasi-governmental civic entities. Discussions in the field lead many members of the research team to sense that leadership, funding and the orientation of many of these aligned groups has changed, along with expectations of service delivery through traditional patronage systems - but there is little data to support this perception at present. The World Bank’s 2011 Stakeholder Analysis provides a good foundation for further study of these important contextual variables for service delivery support through CSOs in Yemen.42 73. Furthermore, there is no comprehensive database that maps and tracks the activities of registered CSOs or active formal or informal groups in the country. Analytical work leading to the development of such a database would be key for the implementation of many of the operational and policy recommendations that follow. Operational Recommendations 74. The findings above suggest a number of operational initiatives to address the capacity deficits of CSOs, to establish CSO sector standards, and provide technical assistance to national and governorate-level government institutions in Yemen. Recommendations below are provided for Yemen’s governmental institutions, CSOs and donors. 42 See World Bank. “Stakeholder Landscape: A Stakeholder Analysis in Yemen”, IDA 2011 Page 31 Government  With technical assistance, the CSO database maintained by MoSAL should be updated  Registration processes should be reformulated to enable effective and timely registration and licensure of all CSOs at the governorate level. E-registration would improve CSOs access at the local and national level and would help MoSAL in the implementation of transparent process, better track CSOs accountability.  Additional categories of registration status should be made available (e.g. “networks”) to formalize and standardize such activity  Public awareness on the constructive role of CSOs should be elevated after new registration and legal framework for CSOs is established and enforced.  Regional CSO self-regulation and partnership programs, such as the West Bank and Gaza “Palestinian NGO Support Project”, should be examined for their lessons and practices  Support CSOs’ use of social accountability mechanisms as part of their service delivery partnerships with government local level institutions 75. Update the MoSAL CSOs Database: Predicated on the analytical preparatory work mentioned above, technical assistance should be provided to MoSAL in order to update and refine its present database of CSOs. This will be necessary to identify active verses inactive CSOs, account for new actors and sectors of activity, and to ensure that information for each CSO is correct and complete. The lack of this resource will continue to undermine efforts to identify potential partnerships with line ministries, governorate-level institutions and donors in the future as well as networking and coordination among CSOs. 76. Reform CSO Registration Provisions: Very few informants for the study suggested fundamental reforms to registration legislation were necessary beyond: a) making it possible for foundations to register at the governorate level, b) increasing the number of categories available for registering CSOs to include “networks”, and c)improve transparency in the process. More common complaints center on the inefficiency and perceived arbitrariness of the process (see paragraph below). At present, foundations must register in Sana’a and there is no “network” category of activity in CSO registration provisions – forcing many “networks” to instead incorrectly register as foundations. Allowing the registration of “networks” will help regulate and standardize CSO network activity. 77. Reform Registration Procedures: Registration processes within MoSAL also should also be reformulated to enable timely registration and licensure of CSOs (inclusive of foundations) at the governorate level. Technical assistance for e-registration may even be appropriate once reforms are made to registration legislation. This decentralization and Page 32 establishment of an e-registration process will likely encourage more CSOs to register, formalize their structures, and renew licenses. Updating the CSO database, reforming registration legislation, decentralizing registration and establishing an e-registration process will also create a resource that will aid local philanthropic or private sector interests. 78. Raise Public Awareness on the Importance of Civic Engagement: Public awareness of current laws and policies that regulate CSOs activities, roles, and responsibilities etc should be promoted by both Government and CSOs – after the registration and legal framework for CSOs is fully established and enforced (to avoid even more unregulated CSOs forming). Through various opportunities stress the importance of intended reforms and civil society work for the country’s development agenda. 79. Learning from regional and global experiences: Facilitate learning and access to other regional and global experiences where Government-CSO partnerships are effective, such as in West Bank and Gaza. This may culminate in sector strategy collaboration between CSOs and sector ministries and arrangements where CSOs help monitor sector activity at the governorate level. 80. Service Delivery, Social Accountability and Decentralization: Support CSOs’ use of social accountability mechanisms and tools as part of their service delivery partnerships with governorate-level institutions. Such partnerships, particularly at the governorate level, should also promote the implementation of, and monitoring and evaluation of, service delivery programs in line with any ongoing decentralization program. 81. Create an Ongoing Dialogue Platform for CSO Involvement: Setting up sector- specific working groups at the national and governorate levels will facilitate government/CSOs dialogue on potential sector partnerships on service delivery priorities and policy reforms. Civil Society Organizations  CSOs should form and professionalize sector and geographic networks to address increasing fragmentation and the deleterious effects of rapid growth in the sector  Establish a process whereby CSOs self-regulate their sector, setting and enforcing standards for their work, as well as creating a method of accreditation and a code of conduct  Advocate for and participate in sector-specific working groups for peer-to-peer knowledge exchanges and CSO-Government dialogue to improve coordination and service delivery. 82. Formation and Professionalization of CSO Networks: As the numbers of CSOs increase so will fragmentation of the CSO community without the effective organization and improved advocacy functions of civic networks. The formation and professionalization of such networks should be a priority for CSOs in Yemen. Page 33 83. Self-Regulation and Standards: CSOs also have an interest in establishing their own standards for their work. A CSO-driven, self-regulating code of ethics and standards setting process such as those found in World Bank-supported programs in West Bank and Gaza may serve as models for such an effort. Moves by CSOs to support this kind of self-regulation will begin to inoculate the sector from reputational risks associated with rapid growth, fragmentation and politicization within the civic sector. 84. Encourage the Development of Sector-Specific Networks: CSOs should advocate for and participate in sector-specific networks to share experiences, improve their coordination, and develop mechanisms to improve service delivery. Informants for the study did not identify specific sectors that appear more ready than others for such collaboration, but data collected on existing partnerships and activities suggest that CSOs are presently working with GNR counterparts on managing free medical care camps, training of youth in specific employment skills, in identifying service delivery shortfalls, and in sanitation.43 Donors  Provide technical assistance to implement reforms of CSO registration and licensing regulations, and to update current databases of CSOs in Yemen  Support CSO-driven initiatives for networking and self-regulation  Promote and support access to global and regional knowledge as well as information sharing within Yemen  Target capacity building programs to the specific needs and orientations of participating CSOs  Provide intensive, capacity-building assistance to CSOs, tailored to CSOs specific needs and based on best practices lessons learnt from other countries  Lower transaction costs for CSOs working with donors 85. Provide Critical Technical Assistance to MoSAL: Donor supported technical assistance is key to implement various reforms mentioned here for an enabling CSOs environment, including reforming CSO registration and licensing processes, revising CSO registration legislation, supporting the creation of CSO sector-specific networks, and updating database on civic organizations. 86. Support Self-Regulation: Support CSO-driven, self-regulation initiatives, e.g. through the development of a CSO code of conduct and accreditation mechanism, to organize and standardize the work of CSOs in Yemen. Building the capacity of a non-partisan, non- governmental civic entity to conduct regular assessments, trainings and to accredit participating 43 Specific examples include “Hemmat Shabab” working with local authorities in Sana'a to implement a successful sanitation campaign for the city and “CSO Forum for Development” working with authorities in several communities in Hodeidah to identify service delivery shortfalls. Page 34 CSOs in Yemen will require significant technical assistance to participating CSOs, CSO networks and GNR counterparts. 87. Assist CSOs to Regularly Convene and Share Knowledge and Expertise: Donors’ support will also help CSOs in promoting knowledge sharing at a governorate and national level. CSO forums on network creation, conferences on sharing best practices, and sector working groups with GNR counterparts will assist in building cohesion among civic actors. It will be important to consider bridging these forums with journalists training and information sessions to help them better understand and cover CSO activities. 88. In Consultation with CSOs, Provide Capacity Building Support Based on Best Practices: Build on previous capacity building programs implemented by various donors (in particular USAID’s Responsive Governance program) to design sequenced capacity building programs for CSOs that address the areas where capacity needs are required, as described above. 89. Target Capacity Building Programs: General deficits were in evidence among nearly all participating CSOs in administrative, human resource management and financial management systems. However, among groups engaged in advocacy and network-type activity, there were particular deficits in applying social accountability principles as well as outreach and communications skills. Additionally, many service delivery groups requested specific training in monitoring and evaluation of government service delivery and their own work. While basic capacity building in administrative, human resource and financial management would be appropriate for most groups, more targeted capacity building opportunities should be made available selectively. 90. Reduce Transaction Costs with CSOs: CSOs also identified constraints in relationships with donors: lack of clarity in donor policies and funding criteria; directive donor conditionality accompanied by heavy transaction costs; as well as lack of mechanisms for systemic mutual learning. CSO informants suggest improved donor coordination on priorities for civil society, improved synchronization of funds application procedures, and the creation of improved mechanisms for CSO input to donor portfolio development will help avoid CSO frustration at being “held hostage” to donor priorities as they attempt to develop sector/geographic expertise. Page 35 Policy Recommendations  On the policy level, Yemen’s government, with donors assistance, should raise awareness on the importance of social accountability approaches and promote the integration of various social accountability tools in development projects and capacity building programs for government staff as well as CSOs  MoSAL, MoPIC and civic leaders should exhibit leadership in creating models and opportunities to encourage the growth of constructive Government-CSO partnerships on mutual development goals.  Encourage private sector involvement in the civic sector. 91. Social accountability has received increasing attention across the development community in recent years. This has impacted how beneficiaries and civil society organizations envision their role and engage with governments. Many new transition governments in MNA are supporting an enabling environment for voice, transparency, and accountability. As described above, there is an opportunity at present in Yemen to raise awareness of and to integrate social accountability approaches in various sectors and development programs. 92. As a matter of policy, the reforms of the regulatory environment that will accommodate the transformation of civic actors into important development partners in Yemen are crucial. This is more than a mechanical improvement of legislation and databases – although this is required. It is also the cultivating of a paradigm shift among service sector institutions within the Government to envision and incrementally develop constructive partnerships with civil society organizations in Yemen. Presently, the sensibilities of stakeholders participating in this study define a scenario of mistrust mixed with tentative will to collaborate on mutual goals. 93. There is also an opportunity to broaden private sector involvement in the civic sector through tax incentives to private interests willing to support civic engagement. V. Conclusion 94. This is a particularly important time in Yemen’s history. The country is in the midst of a precedent-setting transition. It is a transition beset by enduring threats to developmental progress in the country – but it is also an historical moment with potential and opportunity. Among these opportunities is the possibility of strengthening and professionalizing a growing and dynamic CSO sector to become viable development partners. Development challenges facing Yemen are complex, but the civic movement, volunteerism, and talents of its youth and emerging CSOs leaders are Yemen’s untapped resources. Page 36 95. There is a convergence, at present, of interest and funding among CSOs, the transitional Government of Yemen, donors and technical experts to consolidate a constructive multi stakeholder approach to social accountability, improved service delivery, decentralization and legislative reform. 96. CSOs, as social intermediaries, have a key role in enhancing citizens’ engagement in service delivery decisions and standards development, in local development planning, and in informing the policy process. If the stakeholders mentioned above recognize this role, commit to improving its utility and resonance, and work toward effective Government-CSO partnerships on Yemen’s many development challenges, the political transition underway will continue in a promising direction. Page 37 Selected Bibliography Ali, Mohammed Ali. “Voluntary Work in Yemen: From Basic Cooperation to Civil Society Organizations,“ Yemeni Center for Studies and Labor Research, December 2004. Amin, Samir. “An Arab Springtime?” Monthly Review, June 2011. Available at http://monthlyreview.org/commentary/2011-an-arab-springtime. Bonnefoy, Laurent and Poirier, Marine. “Civil Society and Democratization in Contemporary Yemen”, University of Amsterdam, 2009 Carapico, Sheila. Civil Society in Yemen: The Political Economy of Activism in modern Arabia. Cambridge, Cambridge University Press, 1998. Colburn, Marta. “Yemeni Non-governmental Organization Assessment Report”, Social Fund for Development, 2008. European Union, “Civil Society in Yemen: A National Participatory Review”, 2010 Institute of International and Development Studies. “Arab Civil Societies after the Uprisings: Challenges during Political Transitions,” Issue Brief, January 2012 Ministry of Social Affairs & Labor. “Survey of Associations (CSOs) in Yemen,” Yemeni Center for Studies and Labor Research, December 2004. Rama, Halaseh, “Civil Society, Youth and the Arab Spring” (chapter 13) in Stephen Calleya and Monika Wohlfeld, eds. Change and Opportunities in the Emerging Mediterranean” University of Malta, 2012. Rishmawi, Mervat; Morris, Tim. “Overview of Civil Society in the Arab World”, Praxis Paper 20 (October), International NGO Training and Research Center, 2007. Saleem, Haddad. “Yemen’s Disaffected Youth and Vibrant Civil Society: Creating Avenues for Positive Social Change. 2011. See at www.miftah.org World Bank. “A Landscape of Civil Society in Yemen: Issues and Options for World Bank Country Program”, 2010. World Bank. “Stakeholder Landscape and Consultations for the Work Bank in Yemen”, IDA 2011 World Bank, “Supporting Social Accountability in the Middle East and North Africa: Lessons Learned from Past Political and Economic Transitions”, Social Development Department, November 2011. Page 38 Yemeni Center for Social Studies and Labor Market, First Annual Social Report, 2007. Yemen Ministry of Social Affairs & Labour. Directory of Local CSOs, 2012. Page 39 ANNEX 1: Terms of Reference for the Study Yemen Civil Society Assessment (2012-2013) Background and Rationale CSOs role in improving development results is key, particularly through enhancing social accountability and governance processes, service delivery outcomes, and resource allocation. Their contributions to programs that bridge social divisions and promote social cohesion can be crucial. In the context of improving local governance, they can be effective intermediaries that raise the profile of community needs to local governments. Their role has also been central to state building during transition periods in other venues in the Middle East and North Africa (MNA). To work effectively with other stakeholders such as governments and donors, CSOs must have the capacity to understand development challenges and to advocate reform options, as well as to undertake the analysis and advocacy functions that underpin reform programs. During most of the three decade long rule of the previous regime, civil society in Yemen enjoyed relatively broad freedoms by MNA standards. Political and civil rights have been somewhat stronger in Yemen than in most neighboring countries, especially since the unification of North and South Yemen in 1990. Historically, this relative freedom led to the establishment of a wide range of nongovernmental organizations as well as other non-state independent groups, development cooperatives, and charity and welfare associations. The number of CSOs today in Yemen stands at 11,000 and growing. But while the community of Yemeni CSOs is dynamic and diverse, they also remain highly fragmented. Civil society in Yemen is fractured along several critical fault lines. The most challenging tensions exist: (i) on the regional level; (ii) on the rural vs. urban level; (iii) in the religious sphere; (iv) among those that support the previous regime vs. those that support the uprising and current leadership; (v) between the different development agendas of religious vs. liberal social groups, and (vi) between youth vs. older generations (particularly tribal and government leaders). These tensions constrain collaboration among many CSOs and social groups and it inhibits some elements of civil society from effectively engaging with the new government during ongoing “national dialogue” and other state-building processes. With political transition in Yemen have come new opportunities for CSOs to work with donors, as well as informal and formal authorities. Additionally, many youth and women that have been driving changes in Yemen are new to civil society and remained largely unorganized. Many of these groups need to be identified, mapped, and their capacities assessed. Formal and long-existing CSOs are also adapting to the new political and social context and require capacity building, transparency and networking assistance as well. The importance of CSOs’ role and participation in development, state building and decentralization programs has been clearly acknowledged by the Yemeni government and the donor community, 44 44 The Donor Meeting in Riyadh explicitly states the importance of making civil society a central actor in a new Yemen Page 40 highlighting the necessity to identify opportunities for the civic sector, the Yemeni government, and donors to work together on development challenges within the country. There is a growing awareness in public sector institutions that without NGOs’ constructive engagement, public services, reform processes and local service delivery may be impacted negatively. If this were to occur, it may contribute to instability and unrest. In recent national and international conferences, the Government of Yemen, as well as civil society representatives, underscored their interest in helping build NGOs45 capacities to engage effectively on the country’s development priorities. Specifically, the Ministry of Planning and International Cooperation (MoPIC) has requested the World Bank conduct a “civil society assessment” to map existing NGOs and to ascertain their capacities and opportunities for constructive engagement and collaboration. The Development Objective As a result of MoPIC’s request, the World Bank is conducting an NGO mapping and capacity assessment to provide operational recommendations for future programming that will: (i) improve public service delivery at the local level, (ii) promote NGO participation in development activities, (iii) support decentralization and institution building, and (iv) help NGOs become viable partners for Government and World Bank operations. Description of Activities 1. Map the evolving NGO landscape to (i) identify the key development NGOs, including NGOs working on service delivery, participation, decentralization and institution building46, NGO networks, women and youth organizations in urban and rural areas of five governorates and at national level; and (ii) identify the sectoral and thematic focus of these NGOs, as well as their size, influence and effectiveness. 2. Assess the institutional capacities of these development NGOs to: (a) perform their various functions, in partnership with local governments, line ministries, and donors and (b) improve their internal governance to become more viable development partners 3. Develop a PowerPoint presentation, database, and final written report that include the above mapping and capacity-assessment results along with operational recommendations for donors and governments to development NGOs and networks in Yemen to become viable development partners. Methodology The activities described above will take place in urban and rural areas of Aden, Hadramout, Hodeidah, Sana'a, and Taiz governorates of Yemen. Workshops, focus groups, interviews, and surveys will be undertaken in each governorate, as described below. In addition, the mapping exercise and capacity assessment may be completed simultaneously, although using different research instruments. All survey instruments and final methodologies will be approved by the World Bank TTL before they are to be implemented. 45 As CSO include NGOs, CBOs, religious charities, the private sector and the media, the study concentrates only on NGOs. 46 This does not include NGOs working on human rights, advocacy, and humanitarian issues Page 41 Below are the parameters of the methodologies to be utilized during the mapping and capacity assessment activities: Methodological Overview: Mapping Exercise The mapping exercise consists of qualitative and quantitative elements; i.e. focus groups, surveys and a media review. Utilizing a questionnaire based on the 2010 CSO study conducted by the World Bank in Yemen (to be provided) data gathering teams will administer a survey instrument to select NGOs and NGO network representatives in urban and rural areas in each of the five governorates. These surveys are to be administered to single NGOs and to multiple NGOs in focus group or workshop settings. A separate questionnaire targeted at donors and INGOs active in the five governorates will be administered to assess their perceptions of active and effective organizations. Finally, a media review exercise will be conducted to survey the number of times an NGO may have been mentioned by name, and for what reasons (e.g. their achievements, sectoral and thematic focus, geographical location, perceptions of capacity, etc), over the last twenty-four months within influential media in Yemen. This later data will be used to augment the data gathered in the questionnaires. Methodology Summary This mapping activity will entail:  Desk review of earlier mapping data  Focus groups  Structured interviews with select individual Yemeni NGOs, INGOs and donors  Media Review of CSO mentions over the last 24-months. Research Questions The questions the mapping exercise will answer will be: 1. Which new and existing development NGOs and Networks have experience engaging with INGOs or the government? 2. What are newly founded formal and informal organizations or groups (incl. informal youth and women groups)? 3. In what sectors and geographic areas are new and existing groups active? 4. What networks of NGOs exist and what is their function? 5. What typologies of development NGOs tend to exist? 6. Which networks and NGOs are the most influential on a reputational, size or outputs basis? Contact information for these networks and NGOs should be included. Methodological Overview: Capacity Assessment The capacity assessment will assist in determining the general strengths and weaknesses of the development NGOs and Networks. Of particular interest is the general status of internal governance among these NGOs/Networks and the respective challenges among these NGOs and networks that may be addressed in the subsequent NGO Support Project. Fieldwork will be conducted in urban and rural areas of the five governorates and include (a) workshops in each governorate to identify capacity strengths and weaknesses among development NGOs and networks; (b) a quantitative survey of the most influential Page 42 development NGOs and Networks, as identified in the mapping exercise; (c) structured interviews and focus group discussions with key informants among development NGOs, INGOs, donors as well as government representatives; and (d) a validation workshop with key stakeholders in Sana’a to present the preliminary study findings and recommendations. Methodology Summary This capacity assessment activity will entail:  research workshops  quantitative surveys  structured interviews and focus groups with key informants  a validation workshop Research Questions In particular, capacity assessment exercises and instruments will determine: 1. In which crucial areas do Yemeni development NGOs and Networks require capacity building? 2. What are development NGOs and Networks doing currently to perform their various functions, i.e. provide services, enhance citizen participation, promote decentralization and support institution building and how might these be improved? 3. What are likely options, opportunities and challenges for the Government’s and the Bank’s engagement with development NGOs and Networks for Yemen’s development agenda? 4. What are the potentials for extending this Government and Bank engagement with civil society to more remote governorates that tend to suffer from low levels of development support?47 5. Which development NGOs and Networks have experience and capacity to contribute to service provision citizen participation, decentralization and support institution building in order to enhance development results? 6. In particular, how can informal youth and women’s groups be engaged in the poli cy dialogue as stakeholders? How can they best be involved for improved service delivery, citizen participation, decentralization and support institution building? Deliverables Presenting this data in an accessible fashion will be crucial to ensuring its value to civic actors, MoPIC, donors, INGOs and the World Bank. Three deliverables are requested: (1) A PowerPoint presentation (incl. a matrix format) that “maps” Yemeni NGOs. T his presentation should: (a) Identify development NGOs and NGO networks as well as women and youth organizations in urban and rural areas of five governorates and at national level; (b) Identify the NGOs geographic and sectoral focus, primary types of NGO functions, and their average budgets and sources of income. 47 These could include Amran, Hajjah, and Sada’a in the North; Al Jawf and Marib in the Northeast; Ad Dali, Al Baydah, Dhamar, and Ibb, in the center; and all others in the South and in the East. Page 43 (c) Identify which of these NGOs have experience with INGOs/government and which are considered to be the most influential and effective. (2) A Excel-based “database” of the 50 most effective development NGOs and networks in the five governorates, including their geographic focus, sector activity, annual budgets, staff sizes, existing donor and governmental relationships, and points of contact. (3) A detailed capacity assessment report that includes: (a) common strengths and weaknesses among development NGOs and NGO networks; (b) the numbers and effectiveness of these various NGOs within specific sectors; (c) existing collaboration and promising opportunities for government-NGO partnership for improved development results; (d) a review of existing NGO capacity-building programs now being implemented by donors (for development NGOs and Networks); (e) the potential to extend NGO service delivery, citizen participation, decentralization and support institution building into additional, underserved governorates; (f) operational recommendations for future international support (incl. World Bank) to development NGOs and Networks working in service provision, citizen participation, decentralization and support institution building , and entry points for respective government- NGO partnership. Page 44 Annex II: Excerpts from the Yemen NGO Law Regarding the Distinction Between Associations, Unions, and Foundations Associations: An association should be established by at least 21 persons (at the time of the application) and should have at least 41 members by the time of the first "Establishment Convention". The main purpose of an association should be to serve a common interest of a social group or implement activities for the public good; and should not aim to make profit for itself or its members. Membership is open to anyone as should that be specified in the articles of establishment. Procedures of establishing an Association:  Submission of a written request to MoSAL  The following should be attached to the request: o Establishment Contract: A document that has all the signatures of the founders o Articles of Establishment o List of names of the founders (At least 21 persons) o Rent Contract (for the association office space)  An "Establishment Convention" should take place with at least 41 members in which the members elect the executive board (Under the supervision of a MoSAL representative)  If the association is "Cultural", a permission from the Ministry of Culture is required for the registration. Foundations: A foundation can be established by one or more persons. It is to be a non-profit entity and its membership may be exclusive to its founder(s). Procedures of establishing a foundation include:  Submission of a written request to MoSAL  The following should be attached to the request: o Establishment Contract: A document that has all the signatures of the founders o Articles of Establishment o List of names of the o Bank statement under the name of the foundation for at least 1 Million Yemeni Rial ($5000) o Rent Contract (for the association office space) NOTES: - Membership is exclusive to the founders - Founders may run the operations of the foundation, or may appoint an executive board - MoSAL HQ in Sana'a is the entity that approves the registration of the foundations, and MoSAL local offices in governorates cannot issue any licenses for foundations. Unions: A union is an entity that consists of Associations and/or Foundations. The rules applying to unions are identical to that of “associations”. There are two types of unions:  Unions that consists associations and foundations that have the same typology and work in the same field at the governorate or national levels.  The second type is the one that consists of all the foundations and associations in the same governorate, regardless of their scope of work. Page 45 Annex III: Results of the Media Review of CSO Coverage 97. A media review exercise of 110 media outlets examining CSO coverage over the last 24 months revealed 1114 news items on CSOs. 48 The focus of media coverage was primarily on the charitable activities of CSOs, publication of research results and studies, CSO workshops and events, and large functions attended by government officials and known figures. Little coverage extended to the topics of service delivery, the role of CSOs in the nascent transition or CSO- government partnerships. Figure 2 lists the CSOs that received the most media coverage in the past 24 months. Figure 2: CSOs that Received the Most Media Coverage in the Past 24 Months Yemen Businessmen Club 5% 4% Alsaleh Social Foundation for Development 4% Studies & Economic Media Center 3% 3% Tawasol Organization for Human Development 2% Shawthab Foundation for Childhood and 2% Development 2% Social Fund for Development 2% Tamkeen Foundation for Rural Youths 2% sheba Center for Strategic Studies Aswan Center for Legal and Social Studies and 71% Researches Yaman Organization for Social, Health Development All Other 98. The political economy of how CSO activity is covered can be explained through the nature of how Yemeni media outlets function. In the recent years, a boom in online and printed media outlets produced 280 new online news portals and printed newspapers covering Yemeni news from inside and outside Yemen. 49 The level of professionalism and independence of these multiple outlets is generally low with stiff competition predisposing many outlets to cover sensational or provocative topics at the expense of objective reporting on substantive issues, e.g politics, economy, development etc. CSO activity rarely falls into this category. As one informant characterized the situation, "Civil society news and activities present boring material 48 “Media outlets” in this study refers to print and online media (no radio or television outlets). On -line and print media outlets had archives that could be searched for evidence of CSO coverage. 49 See www.Sahafah.net, Total numbers confirmed by Dipherent Media Monitoring Division, Sana’a, Yemen. Page 46 for media outlets and journalists; such news does not attract much visitors or buyers to their printed or online media".50 99. The exception to this is coverage of leading political "CSOs do not get fair attention from personalities’ attendance at CSO events, provocative research findings by CSOs and think tanks, and the media due to the lack of scandals involving CSOs. This is not ideal coverage awareness amongst these CSOs of how for CSOs or their partners and generally skews public important it is to engage media in perceptions about the majority of CSO activity in their work; CSOs are asked to pay for Yemen. It may also be reflective of journalists’ poor media coverage when needed. This understanding of the sector and CSOs poor capacity to could also be attributed to poor use media to inform on development issues and understating of journalists on the priorities - and not simply to cover events or importance role of CSOs in this workshops, for instance. country" ... Ms. Safa Rawiah, General 100. State-run media, somewhat removed from the Manger, Youth Leadership pressures of profit-making, were consistently better at Development Foundation providing time and page space to the coverage of CSO activity. For example, Al-Thawra, Saba News, Algomohoria, and 14th October newspapers, the main state newspapers in Yemen, publish regular reports on civil society and dedicate weekly coverage and pages for the activities of CSOs although this coverage does not include discussion of specific development issues and challenges or the opportunities that CSOs work can open in terms of participation and inclusion. State outlets provided the most coverage of CSO activity. It should be noted that state-owned and aligned media outlets typically have greater capacities and geographic reach than competing private outlets. 101. But greater quantities of coverage did not typically translate into improved quality of coverage in "Our organization enjoys a good terms of content. Again, coverage tended toward the relationship with several media outlets sensational and, even more noticeably, coverage in Yemen, and this has helped us focused on influential figures that either have disseminate news and press releases on connections with a CSO or attended a CSO event. For our activities to be published on example, the Businessmens Club, a local CSO of which different media outlets. We - many prominent businessmen are members, enjoyed sometimes-use our personal the largest media coverage, mostly focused on the relationships to ask for a certain personalities involved and not the business development or support activities of the group. activity to be covered and we work Similarly, the Al-Saleh Foundation also received hard to maintain a good PR approach significant coverage largely attributable to the deep with journalists and the media connections between several media outlets and the community in Yemen" ... Mr. Ala Saleh family.51 Abdulrahman Qasem, Director, Resonate Yemen (a youth group). 102. In general, these kinds of personal connections appeared to direct coverage more than the proactive public relations activity of CSOs. In the 50 Key informant interview, Sana'a, April 2013. 51 Al-Saleh Foundation was established by the former President of Yemen, Ali Abdulah Saleh . It continues to be supported by powerful figures in Yemen. Page 47 course of field research it was a rare organization that had developed strong communications capabilities and it was far more the case that CSO coverage depended more on “political connections”, “family ties”, or the personalities attending. Interestingly, newer youth and women’s initiative groups appear to be more adept and sophisticated in their recognition of the importance of regular outreach to the public and media, however. Page 48 ANNEX IV: Data Collection Tools 1) Form (A): Initial Questionnaire (Mapping) Yemen Civil Society Assessment Project (2013) Survey Form "A" Section 1: General Information Form Number Field Number [Office Use Only] [Write the number of your governorate or put your governorate if not listed below] Governorate Sana’a 300 Taiz 301 Aden 302 Hodaidah 303 Hadramout 304 National level 305 Others: Organization official Name: Page 49 Physical Address Name Phone Number Point of Contact Email Address Organization Website: Section 2: Background Day Month Year Date of Registration Day Month Year Activities start date Registration number Section 3: Scope of work What is your primary focus? (please add all apply) Areas of Activities Persons with disabilities Fisheries Gender equality and empowerment of women Cities or urban areas Cultural minorities Sustainable management of natural resources (water, floods) Villages of rural areas Agriculture, rural development, food security Microfinance Entrepreneurship development, small business development Migrations Environment Page 50 Employment and labor issues Human rights, governance, rule of law Advocacy, lobbying Urban development, upgrading of informal settlements Health and Nutrition Crisis prevention, emergency aid and crisis recovery, peace building Education Poverty eradication. Basic social services Others (Please specify): If different, what areas are you planning to work on in the future? Areas of Activities Persons with disabilities Fisheries Gender equality and empowerment of women Cities or urban areas Cultural minorities Sustainable management of natural resources (water, floods) Villages of rural areas Agriculture, rural development, food security Microfinance Entrepreneurship development, small business development Migrations Environment Employment and labor issues Human rights, governance, rule of law Advocacy, lobbying Page 51 Urban development, upgrading of informal settlements Health and Nutrition Crisis prevention, emergency aid and crisis recovery, peace building Education Poverty eradication. Basic social services Others (Please specify): Governing Body Do you have a board of directors? If yes, please fill the below: Names of Board members Gender Please list your executive management team (e.g. General Manager, Executive Director..etc) Names of Executive Management Title Section 4: Affiliation Do you have political or religious affiliation? Yes No If yes please specify Section 5: Organizational Structure Attested bylaws Yes No Organizational Chart Yes No Page 52 Section 6: Scope of Activities Total number of implemented projects since founding? Average number of projects completed or ongoing per year? Amount Currency Average annual projects budget Are you a member of any NGOs/CSOs networks? If so, please indicate which ones. What initiatives, if any, have you collaborated on with other stakeholders? What kinds of skills and capacity-building assistance would help your organization be more effective? Section 6: Organizational Size Number of full time staff (Male/Female) Page 53 Number of organization Branches Yearly average number of Volunteers (Male/Female) Section 7: Influence Average number of beneficiaries per year Experience with INGOs Yes No If yes please specify Page 54 2) Form (C): Assessment Questionnaire Yemen Civil Society Assessment Project (2012-2013) CSOs Assessment Survey Form "C" Section 1: General Information: Organization Name Address Point of contact (phone, Name: email, Fax) Land Phone: Mobile: Email: Fax: Website Section2: Legal Standing Is your organization registered? Yes No Registration number Registration date Do you have bylaws/constitution? Yes No Do you have an organization chart? (If Yes, Please attach) Yes No What is your activity start date? Page 55 Section 3: Governance 3.1 Board of Directors Do you have a board of directors/trustees? If yes, please list the names of the board: Names of Board members Gender How often does the board meet? How often does your leadership change? Does your organization have a clear and communicated organizational structure? Yes No 3.2. Advisory board Do you have an officially formed Advisory Board? Yes No 3.3. Strategic Planning Do you have a formulated/written vision statement? If Yes, please attach Yes No Do you have a formulated/written mission statement? If Yes, please attach Yes No Do you have a strategic plan? If yes, please attach Yes No Do you have an annual workplan? If yes, please attach the most recent one? Yes No Page 56 Do you have a risk management plan? Yes No 3.4. Management System What Internal bylaws/policies do you have (Please check all that apply): 1- Administrative Policy 2- Financial Policy 3- HR Policy (Including Training Policy) 4- Quality Policy 5- Monitoring & Evaluation System 6- Fund Raising Policy 7- Filing & Archiving System 8- Others: Please specify Do you have annual reports? Yes No If yes, to whom do you send it? 3.5. Financial System What are your funding sources? Funding sources Yes Percentage of Total fund sourcing Government Private Sectors International Funding Self-Funding Others: Please specify Do you have a checking bank account? Yes No How many people sign on your checks? Do you have financial procedures to handle funds? Yes No Page 57 Is there a regular budget cycle? Yes No What is the average annual budget for your organization? Do you conduct annual audit for your records? Yes No If yes, how often do you change your auditing firm? Do you use an electronic Accounting System? Yes No Do you produce project/program budget and reports? Yes No Section 4: Management Capacity 4.1. Planning How many people inside your organization are capable of writing proposals? Do you have clear and concise plans and frameworks for each project/program? Yes No 4.2. Implementation Does your organization have suitable expertise & experience for the kind of work you do? Yes No Do you use local capacity (Human Resources)? Yes No Page 58 4.3. Monitoring and Evaluation Do you have an M&E Strategy? If yes, Please attach Yes No Do you have M&E Personnel? Yes No If yes, How many? Do you conduct regular project evaluation? Yes No If yes, do you hire independent evaluators? Yes No Do you hold regular reviews for long-term projects/Programs? Yes No 4.4. Performance Reporting Do you submit progress/performance report to stakeholders? Yes No If yes, to whom? Donors Constituencies Partner NGOs How often? 4.5. Human Resources What is the total number of staff you have? Number Years of experience Salaried (Male) Salaried (Female) Volunteers (Male) Volunteers (Female) Do you provide training for your staff? Page 59 Yes No If yes, how often? What areas? Section5: Administration Capacity 5.1. Facilities Do you have adequate office space? Yes No Rented Owned Hosted Is your location easily accessible by your constituency? Yes No Do you have proper infrastructure to run your operations? Yes No Furniture Electricity Power Generator Internet Access Telephone Line 5.2. Equipment Are you properly equipped in terms of Computers, copiers, printers..etc? Yes No If yes, Number? Computers Copiers Printers Scanner Others (Specify) 5.3. Purchasing Do you have procurement policy and procedures? Please attach. Page 60 Yes No Do you keep inventory records for your assets? Yes No Section 6: Constituency How do you reach out and keep in touch with your constituency? (Check all that apply) Newsletter Website Blog Media Others (please specify) Do you have a communication or PR section? Yes No If yes, How Many People are involved in its work? Page 61 3) Form (B1): Donors, INGOs, Government Structured Interviews Form Yemen Civil Society Assessment (2012-2013) INGOs, Donors and Government Structured Interview Form "B-1" 1. Have you worked or partnered with any local CSO/NGO working in Sana'a, Aden, Taiz, Hodeidah, or Hadramout? If Yes, which ones: - If not, jump to Q.5 ........................................................................................................................................ 2. What kind of partnership/relationship did you have with these CSOs? (Project Funding, Capacity Building, Technical Assistance, other) ........................................................................................................................................ 3. What is your average annual budget for civil society projects and/or civil society strengthening projects in Yemen? ........................................................................................................................................ 4. What are the opportunities and challenges you face when working with local NGOs? Please provide three “opportunities” and three “challenges”. ........................................................................................................................................ 5. In your opinion, What are the strengths and weaknesses of the local NGOs? Please provide three examples of each. ........................................................................................................................................ 6. Are there local social service delivery NGOs and CBOs that you have found to be particularly effective in the sectors that you work in? ........................................................................................................................................ 7. What are the opportunities do you foresee for these CSOs in working with you? ........................................................................................................................................ 8. What are the top 10 organizations that you have worked with? ........................................................................................................................................ 9. What CSOs you are planning to work with in the near future? ........................................................................................................................................ Page 62 10. What is your advice on the kinds of skills building that would be most useful for Yemen’s social service delivery NGOs? ........................................................................................................................................ 11. Have you conducted any capacity building program for any local NGOs? If yes, what is the nature of such programs? ........................................................................................................................................ 12. What are your recommendations for future relationship between the government & local NGOs? ........................................................................................................................................ 13. What is the potential for extending the government's, and your engagement with local CSOs to more remote governorates that tend to suffer from low levels of development support? ........................................................................................................................................ 3) Form (B2): CSOs Structured Interviews Form Yemen Civil Society Assessment Project (2012-2013) CSOs Structured Interview Form "B2" 1. What is your board membership criteria? ........................................................................................................................................ 2. How does the board exert proper oversight? ........................................................................................................................................ 3. What is the mechanism for leadership change in your organization? ........................................................................................................................................ 4. Do you have financial procedures to handle funds? Please Explain ........................................................................................................................................ 5. What is your procedures to write proposals? ........................................................................................................................................ 6. Do you have a strong presence in the field? Please elaborate ........................................................................................................................................ Page 63 7. Do you have capacity to coordinate between the field and the office? If yes, how? ........................................................................................................................................ 8. Do you conduct baseline studies for new projects? If yes, do you use them? Please give an example. ........................................................................................................................................ 9. Does your organization apply stakeholder participatory approach when implementing your projects? If yes, how? ........................................................................................................................................ 10. Do you use your contacts and networks to help implement your projects? Please give an example. ........................................................................................................................................ 11. What are the recruitment procedures you have in place? ........................................................................................................................................ 12. Have you worked with informal youth and women groups before? If yes, what was the nature of the work you did with such groups? If no, why not? ........................................................................................................................................ 13. Have you been involved in a capacity building program? If yes, which ones? and what is the nature of the program? ........................................................................................................................................ 14. Do you have Partnership Agreements/MoUs with Government or local authorities? If yes, what is the nature of such agreements? What are the potential opportunities for working with the government in the future? And What are the challenges? ........................................................................................................................................ 15. Do you have Partnership Agreements/MoUs with Partner CSOs? If yes, what is the nature of such agreements? What are the potential opportunities for working with other CSOs in the future? And What are the challenges? ........................................................................................................................................ 16. Do you have Partnership Agreements/MoUs with INGOs? If yes, what is the nature of such agreements? What are the potential opportunities for working with INGOs in the future? And What are the challenges? ........................................................................................................................................ Page 64 17. Do you have Partnership Agreements/MoUs with Donors? If yes, what is the nature of such agreements? What are the potential opportunities for working with Donors in the future? And What are the challenges? ........................................................................................................................................ Page 65 ANNEX V: CSO Contact Information Govern Land CSO Name orate Point of Contact phone Mobile Email Address Transparency Center for Studies and 733256000 / 1 Researches Sana'a Elham Abdul-Wahab 01 - 409250 777235725 transpar_org.ye@yahoo.com New Future Organization for Dev 2 elopment NFOD Taiz Sameer Al-Maqtari 04 - 210385 735808045 samir.yemen@hotmail.com Cultural Development Programs Yahya Hussein Al- 3 Foundation Sana'a Sharqi 01 - 486130 777706663 yalsharki@gmail.com Women Association for Rural Women 05 - 352821 / 777352821 / 4 Development Hadramout Rashida Saleh Jabar 310861 737942324 queen11157@hotmail.com Geedom Charity, 5 Social Association Hadramout Omar Ahmed Al-Amodi 05 - 513121 714857548 baobar2010@hotmail.com Al-Ihsan Charity Association- Headquarters- Mohammed Baker Al- 6 Hadramout Hadramout Doba 05 - 305545 770848133 abuyaser1958@gmail.com Hadramout Society for Combating 7 Unemployment Hadramout Sulaf Abood Al-Hanashi 05 - 315484 777953395 mukall2005a@gmail.com Hadramout Cancer Dr. Waleeh Abdullah Al- 8 Foundation Hadramout Batati 05 - 300150 733251121 walid.albataty@gmail.com Hadramout Charitable Association for 9 Development Hadramout Khaled Omar Basareeh 05 - 316540 773889039 ba-sorieh-84@hotmail.com 1 Hadarmout Cancer Dr. Ahmed Mohammed 0 Foundation Hadramout Badhaib NA 733785576 Badheebdr@gmail.com Mustakel Foundation 1 for Rights and Ameen Ahmed Al- 1 Freedoms Hadramout Hamed NA 737648309 eng.alhamed@gmail.com Rawaby Al-Kheer 1 Development 2 Foundation Hadramout Abdullah Obaid Bahafi 05 - 300299 771235016 bahfi33@hotmail.com 1 Assaddig Charitable 3 Society Hadramout Juman Said Bin Nasser 05 - 370570 777370855 juman810@gmail.com Al-Fadhool Alliance 1 for Rights & 4 Freedoms Sana'a Rashida Ali Qaid 01 - 538262 713724410 alfadhool71@yahoo.com 1 Ethar Youth 700282251 / 5 Intitiative Aden Abdul-Hakim Al-Hadad NA 733978294 a17alhddad@yahoo.com Development 1 Promisor Youth 6 Association Aden Mareem Waheed Ameen NA 735255142 am.soso2010@hotmail.com Al-Amal Charitable 1 Association for 7 Development Aden Adel Faraj Mabrook 02 - 390683 711865270 adel_faraj2002@yahoo.com 1 Shoraka'a for 8 Development Taiz Fuad Ahmed Al-Salwi 04 - 274754 772243644 fuad.selwi@gmail.com Freedom House for Defending Rights 1 and Freedoms and 9 fighting Corruption Sana'a Basem Ahmed Al-Radi 01 - 265168 777353666 contact@freedomhouse-ye.org Rural Women 2 Association for Social Mushira Hussein Al- 770730156 / 0 Development Sana'a Sukari 01 - 694909 700150252 wagdy_alvdivua@yahoo.com Working Children Page 66 2 Care and Protection Fatima Mohammed 1 Association Aden Yeslom 02 - 252816 738182293 fatima_yaslam@hotmail.com Popular Areas Youth 2 Association for 2 Development Aden Salah Samie Dabwan NA 733555639 yapad_yemen@yahoo.com Association of Rural 2 Youth for 770700651 / aryv2010@hotmail.com / 3 Volunteering Sana'a Hussein Jabhan 01 - 383767 733914492 jabhan_houssein@yahoo.com Attadhamon 2 Association for 02 - 271585 / 4 Development Aden Dr. Khadija Jama 271586 733048497 altadhamonaden@hotmail.com Organization Yemen 2 Youth to Reduce 5 Unemployment NA Shaker Abdullah Taher NA 700111440 organization.ye@gmail.com Sada Charity Organization for 2 Development and 6 Rehabiliation Taiz Samei Ahmed Al-Dheib 04 - 266553 777217268 sada_taiz@hotmail.com 2 Youth Development 735000909 / 7 Organization Taiz Majed Thabet Al-Kulaidi 04 - 232222 777738300 youths.org@hotmail.com Creative Youths 2 Cultural and Rights cyf333555@yahoo.co / 8 Forum Taiz Nooria Al-Jarmozi 04 - 231305 777303456 cyf355@gmail.com Fajr Al-Amal Charitable 2 Foundation for 777102108 / 9 Social Development Taiz Baleeg Al-Tamimi 04 - 264222 711456786 fujr.alamal@gmail.com Al Zahra Social Vocational 3 Association for 771886544 / 0 Women Development Taiz Bilqis Mohammed Saeed NA 735506023 balquis@alzzhra.org 3 Bena Charity for 771691000 / 1 Human Development Taiz Radwan Qaid Mujahed 04 - 242472 711650336 by.social@gmail.com Humanitarian International Law 3 and Human Rights 2 Center Taiz Aref Al-Makrami 04 - 282325 771234232 cihlhr@gmail.com Environment & 3 Social Development Ahmed Mohammed Al- AHMED777703512@YAHOO. 3 Association Ibb Matari 04 - 407650 777703512 COM 3 Yemen Microfinance 4 Network Sana'a Abdulrahman Al-Azazi 01 - 265870 NA a.alazazi@yemennetwork.org 3 Yemeni Industrialists Ali Mohammed Al- gm@madeinyemen.org / 5 Association Sana'a Maqtari 01 - 402316 711100194 alim222@gmail.com Yemen Center for 3 Human Rights 02 - 232264 / 6 Studies Aden Samah Jameel Abdu 235361 733409175 samah.altahdeth@gmail.com National Foundation 3 for Development and Mohamed Abdullah 7 Human Rights Sana'a Salah 01 - 428611 777799957 msalah@nfdhr.org Environment Supporters Association in 3 Hadramout Coast Fahmi Mohammed 8 Schools Hadramout Ba'abad 05 - 300072 777196944 Algatee@yahoo.com Anhar Al-Khir 3 Charity, Social Ibrahim Mohammed Al- 01 - 507959 / 712179687 / 9 Association Sana'a Khawlani 243172 770433188 kholani44@gmail.com Al-Awn Social 4 Development 0 Association-Aden Aden Haifa Ahmed Al-Asbahi 02 - 255266 733831292 asbahihaif@gmail.com 4 Yemeni Youth Mohammed Abdullah 772179951 / 1 Observatory Sana'a Hashim NA 715176100 yyo.organization@gmail.com Association Ma'ona 4 for Human Rights 2 and Immigration Sana'a Mohammed Ali Alaw NA 777213898 m.allaow@maonah.org Al-Khair Foundation 4 for Social Mokhtar Mohammed Al- 3 Development Sana'a Saqqaf 01 - 441162 733252933 mukhtar@universalyemen.com Al-Aman Foundation 4 for Blind Women 4 Care Sana'a Tayseer Yahya Matar 01 - 317831 711804928 alamanorg@hotmail.com 4 Barah Charity 5 Association Sana'a Sara Zaid Jahaf 01 - 442936 733771418 om_ammar2@yahoo.com Page 67 Development Fund 4 for Outstanding sheakh.shami22@gmail.com / 6 Students Hadramout Shiek Ali Al-Shami 05 - 311060 777202363 alamals@yahoo.com 4 Azzhra Social Mohammed Saad Al- 7111235828 / 7 Charity Foundation Hodieda Hattami 03 - 228070 711681297 info@azzhra.org Agence Française de 4 Développement Thana Abdul-Baki Al- 8 (AFD) Taiz Qubati NA 96777065421 thana_q@hotmail.com 4 Jamal Abdullah Al- 777012040 / Democratic School 9 Sana'a Shami 01 - 274263 711127566 alshami16@hotmail.com Al-Rofaqa Charitable 5 Foundation for Dr. Fadhel Ahmed Al- 0 Development Sana'a Qaod 01 - 698217 734282133 info@rofqa.org Youth Leadership 5 Development Safa Abdl-Kareem 01 - 471677 / 1 Foundation Sana'a Raweah 240355 735022234 srawiah@yldf.org 5 For My Country 733570210 / 2 Association Hodieda Shawqia Al-Absi NA 771471112 mem.hod@gmail.com Al-Zariba Women 5 Social Charity 733966932 / 3 Association Hodieda Safia Mohammed Osaili NA 772320260 samo6144@gmail.com 5 Bait Al-Noor 4 Foundation Aden Alaa Isam Hassan NA 773306020 houseoflight.fdn@Gmail.com The 5 National Cultural Ce 5 nter For Youth Taiz Ali Abdulilah Salam 04 - 251838 771000019 youthcenter97@gmail.com Al-Aleeb Charity 5 Development Saleh Al-Hadad- 770489111 / 6 Association Hadramout Mohammed Obaidan NA 777443926 MSH02020@GMAIL.COM All Youth 5 Foundation for 7 Social Development Taiz Samei Al-Najar 04 - 271930 734242417 salnaggar@allyouth-ye.org 5 Social Development Salem Abdullah Al- 8 Association Hadramout Ottaishi 05 - 356500 777357116 saab72009@hotmail.com Women Association 5 for Sustainable Huda Mohmoud 9 Development Aden Mahfoudh 02 - 250457 736777382 wasdyemen@yahoo.com 6 Nebras Health Abdul-Haq Saad Al- 0 Society Taiz Ashwal 01 - 509746 771969808 nbrasye@gmail.com 6 Handicraft Mohammed Abdu 1 Association Hodieda Areem NA 733999715 muh.oraim@gmail.com Hodieda Girls Social 6 Development 777573271 / 2 Foundation Hodieda Dalia Qasem Faraa 03 - 205273 735300100 mismermaid@hotmail.com Yemeni Disaster 6 Relief& Response Dr. Mohammed yfrd.yemen@hotmail.com / 3 Foundation Sana'a Abdullah Al-Washali 01 - 404223 712040060 mwashaly@yahoo.com 6 Baadr for Waleed Mohammed Al- 4 development Sana'a Haj NA 735292191 wal.elhaj@gmail.com 6 Sheba Center for Aman Al-Harazi, Public 5 Strategic Studies Sana'a Relations Officer 01 - 682144 NA info@shebacss.com Al-Mustakbal 6 ( Future ) Social Cha 6 ritable Society Hodieda Abdu Yaseen Hulaibi 03 - 360150 733574754 moust360@yahoo,com Al-Jazoa Social, 6 Charity, Cultural Salem Abdullah 7 Association Hadramout Bamuhrez NA 777400690 jazoa.org@gmail.com 6 National Center 8 Control Foundation Sana'a Dr. Malek Ali Sabar 01 - 219214 777755571 malek.sabbar@gmail.com Hemmat Shabab 6 Founadation for 9 Development Sana'a Iman Mohammed 01 - 450664 771012706 exec.sec@hemmatshabab.org Tadhamon Charitable 7 Foundation for Amran Mohammed Al- info@tadhamon.org / 0 Social Development Sana'a Hakami 01 - 509925 711660351 amran_alhakamy@hotmail.com 7 Yemeni Foundation Ali Mohammed Al- 1 for Patients with Sana'a Wesabi NA 773252685 blood.genetic@gmail.com Page 68 Genetic Blood Tafolati Foundation 7 for Development & 2 Creativeness Sana'a Abdul-Qaher Al-Humidi 01 - 255417 711930997 alkaher2013@yahoo.com Development Center 7 for Training and 01 - 272563 777817030 / 3 Qualifying Sana'a Afrah Omar Saif / 204849 713099454 d-c-csswt@hotmail.com Al-Amal Social 7 Development 771527029 / 4 Association Taiz Hazaa Qaid Salem 04 - 265053 7333370359 alamaalasso@gmail.com Al-Rahmah Social, 7 Charity , Cultural 5 Association-Doan Hadramout Abdul-Aziz Mohammed 05 - 495149 777767542 NA 7 Health Solidarity 6 Program-Taiz Taiz Fahmi Ahmed Al-Musini NA 777639169 fahmi_m20@yahoo.com 7 Yemen Child Rights Aisha Mohammed 733347574 / 7 Association Hodieda Hashabira 03 - 239350 770917066 ycrs90@gmail.com Basmah Association 7 for Awareness and basmah_organization@hotmail.c 8 Development Hodieda Faisal Al-Koshaimi NA 712045807 om Al-Atta Association 7 for Social Mahdi Al-Shuea, 770538096 / 9 Development Riymah Mohammed Al-Ayani NA 734160290 ayany2000@yahoo.com Inmaa Association 8 for Women Enaam Mohammed 0 Development Aden Abdu 02 - 366417 733337268 enaam_enma@hotmail.com Supporters of Educating & 8 Protecting Children 1 Association Aden Iqdar Mohammed Naser NA 737007597 aceps_2012@yahoo.com Dar Al-Salam Organization for 8 Fighting Revenge& Abdulrahman Yahya Al- 2 Violence Sana'a Maroni 01 - 255971 777742318 daso.peace@gmail.com Sona'3 Al-Amal 8 Association for Maiada Mohammed 3 Development Hodieda Ahmed 03 - 229486 738178441 mhbm.alamal.gmail.com Al-Hekmah Al- 8 Yamania Charity Tareq Abdul-Wasea 4 Association Taiz Mohammed 04 - 243275 777243273 alhikma1410@yemen.net. Fuqum women's Association for 8 women's 5 development coastal Aden Ibtisam Ali Al-Bihani 02 - 379518 773946142 w.fuqum.asso@gmail.com 8 Ibdaa Youth Forum 6 Ibb Abdullah Al-Badani NA 714277563 abdullah_albadani@hotmail.com Mayar Scientific, Cultural, 8 Development 700263965 / 7 Association Aden Ayman Hassan Salem NA 734966584 mayar.of.society@hotmail.com Women Charitable 8 Association for 02 - 333928 8 Fighting Poverty Aden Hiam Abdullah Mubarak / 220417 777137566 Safechild.aden@yahoo.com 8 Charitable Society Dr. Abdul-Wasea Al- 777007907 / 9 for Social Welfare Sana'a Wasai 01 - 464402 711060009 dralwasai@gmail.com Abu Mosa Al-Ashery 9 Social Charity 0 Association Hodieda Abdu Ali Mansoob 03 - 251672 777715690 alashary5@gmail.com Alwaddah Foundation for 9 Dialogue and 1 Development Aden Aref Naji Ali NA 777712282 arefaden@hotmail.com Youth Association 9 for Development & 733675053 / 2 Creativeness Hadramout Dr. Mohammed Bakraf 05 - 340076 736331770 mob2004_ye@yahoo.com 9 Yemeni Businessmen 3 Club Sana'a Asem Mohammed NA 733263183 asem.mohammed.f@gmail.com 9 Humanitarian Sana'a Fahad Abdu Al-Masori 01 - 265071 770616366 alfahd_net@yahoo.com Page 69 4 Forum Qarar Foundation for Media and 9 Sustainable 5 Development Sana'a Murad Al-Areefi NA 734946108 kararyemen@gmail.com 9 Yemen Journalists 6 Syndicate Sana'a Tawfeeq Al-Janad NA 736005500 jnd_002@hotmail.com Noor Al-Shabab 9 Organization for 711110665 / 7 Social Development Sana'a Ali Abdullah Al-Shawba 01 - 241068 735343733 info@nasd-yemen.org- Light Coming from 9 East Foundation- Altaf Abdul-Wahed Al- 777606972 / 8 Taiz Taiz Areeqi 04 - 211606 770373905 noorashrk@hotmail.com 9 Agricultural Mohammed Mohammed 01 - 233992 777700011 / acu@yemen.net.ye / 9 Cooperative Union Sana'a Basheer / 238255 777708469 acu_ye@yahoo.com 1 Al-Basha'ar Fund for 0 Women Development 0 Taiz Abdullah Faid Saeed NA 711935185 a711935185@gmail.com 1 Tamkeen Foundation 0 Abdul-Moeen Bajash Al- For Rural Youth 1 Sana'a Hottami 01 - 538217 777786971 muain@tamkeen.com 1 Half of Society 0 Association for 2 Development Hodieda Hanan Omar Saif 03 - 239263 770669875 hnansf@gmail.com 1 Wahda Charity 0 Dr. Habib Bajash Al- 04 - 250317 / Assocaition 3 Taiz Asbahi 283282 713030844 alwahdah.1990.Taiz@gmail.com 1 Democratice Youth 0 Saeed Mohammed Al- Foundation 4 Hadramout Daobal 05 - 316854 771543268 alawlqe2008@hotmail.com 1 Al-Rafah Charity 0 Association 5 Hadramout Saleh Ali Al-Kateeb 05 - 417141 734915588 alrafh@alrafh.org 1 Al-Wan Foundation 0 Fatima Abdul-Wahed for Childhood 6 Sana'a Al-Mansoob NA 777716619 fatmaalmansob@gmail.com 1 22 May Social 0 Development 777000134 / 7 Association Sana'a Khaled Ahmed Dawm NA 777393777 society22may@hotmail.com 1 Generations Without 0 Khat for Awareness Fwaz Abdullah Al- 8 & Development Taiz Kulaidi 04 - 253677 771126789 info@noqat.org 1 22 May Social 0 Development 9 Association Sana'a Khaled Ali Al-Sukari 02 - 85230 777655047 dooom134@Gmail. com 1 Yemeni Inventors 1 and Researchers Ismail Abdul-Jabar Al- 01 - 771990752 / 0 Association Sana'a Dhabiani 537454/5 700721171 a771990752@gmail.com National Organization for 1 Rights and Freedoms 1 and Human 1 Development Sana'a Khaled Ahmed Ali 01 - 615015 777606010 norfhd2000@gmail.com Aden Women 1 Development 1 Association for 02 - 232950 / 2 Promoting Family Aden Salwa Hassen Ahmed 271554 733721168 ertiqaa_2010@hotmail.com 1 Resonate! Yemen 1 sahl.algunaid@resonateyemen.or Foundation 3 Sana'a Suhail Al-Jonaid 01 - 454416 733723610 g 1 Tourism Supporters 1 Amer Mohammed Al- Organization 4 Sana'a Dhabiani 06 - 512022 777399233 aameral-dbyani@hotmail.com Social, Charity, Association for 1 Development of 1 Yemenis Returning 02-341987 / 777341987 / 5 Home Sana'a Huda Ahmed Qasem 352302 733861887 awadalgabry@yahoo.com Page 70 1 Arhab Social, 1 Abdul-Adheem Charity Association 6 Sana'a Mohammed Al-Hamdi NA 711952520 abdaladim@gmail.com 1 Social Services 1 Raseena Yaseen 02- 391156 Association 7 Aden Mohammed / 207509 777384323 rasena_13@hotmail.com 1 Studies and 1 Economic Media 8 Center Sana'a Mostafa Nasr 01 - 402508 736500078 economicmedia@gmail.com Yemen Organization 1 for Defending Rights 1 & Democratic 9 Freedoms Aden Fadhal Ali Abdullah 02- 248061 713167562 YOUDEFORG@YAHOO.COM Madar Legal 1 Foundation for 2 Training & 01 - 699984 / 777764622 / ghena1455@yahoo.com / 0 Qualifying Sana'a Gana Haider Al-Miqdad 699985 733626263 ghena145@hotmail.com 1 Mawadah 2 Association for Social 1 Development Aden Samah Ali Abdu Yousuf NA 736350627 Mawadayemen@yahoo.com 1 Cultural Media 2 Center 2 Sana'a Widad Al-Badwi 01 - 535072 736000662 wedad7772@gmail.com 1 21st Century for 2 Renewal and 3 Development Sana'a Ahmed Qaid Al-Asodi 01 - 537425 711112974 ahmed_q_alaswadi@yahoo.com The Challenge 1 Association for 2 Physically Disabled 4 Women Sana'a Saba Mohammed Jameel 01 - 418780 733471130 tahadi1998@gmail.com 1 National Forum for 2 info@NFHR-YE.org Human Rights 5 Hodieda Khaled Aesh Abdullah 03 - 250380 777058659 Nfhr.National@Gmail.Com 1 National Institute for 2 Democracy 6 Development Sana'a Ahmed Abdullah Al-Sufi 01 - 420108 777420108 Ahmed_alsufi@yahoo.com 1 Future Partners 2 Foundation for 7 Development Sana'a Abdulilah Salam 01 - 203050 736000778 info@fpfd-yemen.org 1 2 Organisation Beatna 8 Sana'a Ameen Khaled Al-Shami 01 - 270581 777650665 al_shami_77@yaho.com 1 Sheba Center for 2 Dr. Ahmed Abdul-Karim Strategic Studies 9 Sana'a Saif 01 - 682144 734444224 director@shebacss.com 1 Awam Foundation 3 for Development & 777575536 / thuaraya@awam-ye.org / 0 Culture Sana'a Thuria Damaj 01 - 214363 736061111 thuaya.a.dammaj@gmail.com 1 All Girls Foundation 3 for Development 1 Sana'a Intasar Al-Adhi 01 - 215750 733277110 allgirls1@gmail.com 1 Life Development 3 Rafeeq Mohammed Foundation 2 Sana'a Saleh 01 - 503120 773705264 lifesave33@gmail.com 1 Media Women 3 Forum 3 Sana'a Rahma Ali Hojerah 01 - 433703 733232335 mediawomenforum@gmail.com 1 3 Life Makers Forum Nabila Hefdh Allah Al- 4 Sana'a Komaim 01 - 625578 733153265 lmmp12345@yahoo.com 1 Ayyah Charity, 3 Development 5 Foundation Sana'a Hussein Saleh Al-Falahi 01 - 611613 773439270 h-falahi@hotmail.com 1 Yemeni Development 3 Network for NGOs 6 Sana'a Fuad Saeed Qasam 01 - 383447 711117523 ydnorg@gmail.com 1 Youth Association 3 for Development & Noman Abdullah Al- 7 Rehabilitation Taiz Hakami 04 - 226421 733228633 n.alhakami@gmail.com Page 71 1 National 3 Safe Motherhood Alli 8 ance (NSMA) Sana'a Dr. Rami Ali Al-Maqtari 01 - 288415 777474800 nsma.yemen@yahoo.com 1 Al-Noor Youth 3 Development Shameem Mahmoud Al- 700904887 / 9 Association Aden Abdli NA 770950872 shameem_m_84@hotmayl.com 1 Sawa'a Organization 4 for Anti- 0 Discrimination Sana'a Ashwaq Al-Jawbi NA 712627510 sawaa.org@gmail.com Women Development 1 Center for Culture & 4 Fight Against 1 Violence Sana'a Amal Aldubai 01 - 258282 777673522 wdcc@yemen.net.ye Activists 1 Organization for 4 Development and Gazi Abdulrahman Al- 733404175 / 2 Human Rights Taiz Samei 04 - 232153 733404175 NA Yemen Organization 1 for Defending Rights 4 & Democratic 3 Freedoms Sana'a Ali Hussein Al-Dailami 01 - 562662 711677004 yemeniorganization@gmail.com 1 Ebhar Foundation 4 for Childhood & 4 Creativeness Sana'a Nabil Ahmed Al-Khadar 01 - 561633 733028835 nabil@ebhar.org 1 SOS Center for 4 Youth Capabilities Majed Mohammed 773838028 / 5 Development Aden Qasem 02 - 390020 735864540 abuakram_200@yahoo.com 1 Yemeni 4 Parliamentarians yemenpac5@yahoo.com / 6 Against Corruption Sana'a Abdul-Mueiz Dabwan 01 - 217204 714000096 abdualmoez72@yahoo.com 1 Al- Frdous Women 4 Sameera Abdullah 777835427 / Development Society 7 Aden Munasar 02 - 377067 711157573 sameeranasr@gmail.com 1 Al-Thekra Charity 4 Mujeeb Yahya 777367716 / Foundation 8 Sana'a Mohammed 01 - 538250 770209309 althekra2009 gmail.com 1 Family Social 4 Association for Devel 9 opment (FAD Sana'a Shadia Al-Hubishi 01 - 636849 770888516 shadyalhobieshi@gmail.com 1 Al-Amal Social and 5 Cultural Charity 0 Association Hadramout Saeed Ahmed Jabar 05 - 377136 770823478 th_ alamal2@ yahoo.com The Helping Hand 1 Foundation for 5 humanitarian develo Huda Mohammed 733871143 / 1 pment Sana'a Haitham NA 771299081 huda.haitham@yahoo.com Yemeni Women 1 Empowerment 5 Foundation Zafaran Mohammed 733321391 / zafaran- 2 (Tamken) Sana'a Zaeed 01 - 532302 711101901 tamken2011@hotmail.com 1 Attanweer Social 5 Development Founda 3 tion Ibb Salah Ahmed Mansour NA 700133700 salah.ah23@yahoo.com 1 Alf Ba Civilian & 5 Coexistence 4 Foundation Aden Bahia Al-Saqqaf 02 - 272517 733787677 alf.ba.c.c@gmail.com Development 1 Awareness 5 Supporting 770149455 / 5 Foundation Sana'a Qasem Ali Al-Sarori 01- 328529 777216601 sdayemen@gmail.com 1 Al-Khair Social 5 Development Khaled Mohammed 6 Association Aden Thabet 02 - 306570 733054760 khaled.hakemi@gmail.com 1 Civic Democratic 5 Initiatives Support cdf@y.net.ye, 7 Foundation- CDF Sana'a Sultana Al-Jaham 01 - 414700 NA cdf_ye@yahoo.com 1 Civil Development 5 Foundation 8 Sana'a Khalil Al-Makelah NA 733807445 NA Page 72 1 Athar Foundation 5 eman.madghah@athar- for Development 9 Sana'a Iman Hassen Modga 01 - 454050 733722885 foundation.org 1 Yemen Family Care 6 Nabil Al-Amary-Dr. 01 - 30312- 777040500 / nmayem@gmail.com / Association 0 Sana'a Faris Al-Waeel 111 736142978 Dr_fares2009@hotmail.com 1 Yamanat for Women 6 & Child 01 - 537733 / 1 Development Sana'a Samah Al-Assad 537722 713433396 yem-nat@hotmail.com Aswan Center for 1 Legal and Social 6 Studies and Walfat Ahmed Al- 771618852 / 2 Researches Sana'a Maqtari 01 - 536348 770023464 aswancenter@gmail.com 1 Yemen Observatory 6 Abdul-Qader Ali for Human Rights 3 Sana'a Abdullah 01 - 441495 777489560 observatory60@gmail.com 1 Mobadron 6 Foundation for Mohammed Abdul- mohammed_alkabsi@hotmail.co 4 Social Development Ibb Gadoos Al-Kibsi NA 777168476 m 1 Social Democratic 6 Nabil Abdul-Hafeidh Forum 5 Sana'a Majed 01 - 231686 733520444 sdf_ye@yahoo.com 1 Heran Foundation 6 for Local 6 Development Dhamar Ahmed Ali Al-Sulihi 06 - 425516 777393437 slihi2000@gmail.com 1 Economic and Social 6 Marzook Abdul-Wadood Development Center 7 Sana'a Mohsen 01 - 203865 777109620 info@ESDRYemen.org 1 Organization Adwar 6 of Youth 733215235 / 8 Development Sana'a Mohammed Mugales NA 770366383 mhogales.adwar@gmail.com 1 Wedyan Association 6 for Society 9 Development Aden Amar Mohammed Saleh 02 - 307747 777348193 ammar@wedyan.org Page 73 ANNEX VI: Workshops Participants 1) Sana'a Workshop Sr Name Job title Organization E-mail Phone . Number 1 Hanan Chairwoma Family Social Hananfazea@gmail.com 7363338 Fara n Association for Development 36 (FAD) 2 Sultana Al- Executive Civic Democratic Initiative CDF@y.net.ye 01- Jaham Director Support Foundation- CDF Cdf_ye@yahoo.com 414700 3 Fuad Programs Yemeni Women Engel- 7111019 Thabet Coordinator Empowerment Foundation eahth2006@yahoo.com 01 (Tamken) 4 Alaa Programs Social Democratic Forum Sdf-ye@yahoo.com 7339404 Tawfeeq Coordinator Alaatawfiq989@yahoo.co 90 Al-Kulaidi m 01- 237686 5 Nabil General Ebhar Foundation for nabil@ebhar.org 7330288 Ahmed Al- Manager Childhood & Creativeness 35 Kader 6 Raja Al- Executive All Girls Foundation for Allgirls1@gmail.com 7332771 Adhi Director Development 10 7 Khaled General Al-Ihsan Charity Association- Khalid7711@gmail.com 7119117 Ahmed Al- Manager Headquarters-Hadramout 05 Misleh 8 Dr. Ali Vice Life Development Foundation Amz4444@gmail.com 7363300 Mohsen Chairman 06 Zyad 9 Imran Executive Attadhamon Association for info@tadhamon.org 7116003 Mohamme Director Development amran_alhakamy@hotmai 51 d Al- l.com 7776603 Hakami 5 10 Saba Programs Al-Aman Foundation for Sabaa2020@gmail.com 7117857 Quhaim Coordinator Blind Women Care 53 11 Tyseer Social Al-Aman Foundation for alamanorg@hotmail.com 7118049 Matar Specialist Blind Women Care 28 12 Alaa Executive Resonate Yemen alaaqasem@resonateyeme 7364230 Abdulrahm Director n.org 97 an Salam 13 Mokhtar Executive Al-Khair Foundation for Mukhtar@universalyeme 7332529 Mohamme Director Social Development n.com 33 d Al- Saqqaf 14 Mohamme Chairman Hemmat Shabab Founadation founder@hemmatshabab. 7334343 d Murad for Development org 33 Motaher 15 Haia Naji Public Insan Foundation for haiatallith@yahoo.com 7121584 Al-Laith Relations Development 57 Page 74 Officer 16 Iman Financial Athar Foundation for Eman.raweh@athar- 7341708 Abdul- Officer Development foundation.org 18 Karim Rawah 17 Myada Accountant Youth Leadership maldubai@yldf.org 7360022 Mostafa Development Foundation 36 Aldubai 18 Hanan Institutional Barah Charity Association H_almsabi@hotmail.com 7770362 Ghaled Al- Capacities 83 Masabi Coordinator 19 Sarah Zaid General Barah Charity Association Om_ammar2@yahoo.com 7337714 Jahaf Secretary 18 20 Malil Ali General Malek.sabbar@hotmail.co 7777555 Sabar Manager m 71 21 Afrah Support Yemen Family Care a.alqershi@yfca-ye.org 7130931 Ahmed Al- Program Association 29 Qarishi Manager 22 Rafeeq Executive Life Development Foundation Lifesave33@gmail.com 7139109 Mohamme Director Life.dev.org@gmail.com 50 d Saleh 23 Mona Executive Democratic School monaharthi@hotmail.com 7771920 Mohamme Director 91 d Al- Harethi 24 Dr. Amar Administrat Charitable Society for Social ammarhazza@hotmail.co 7130980 Hazaa ive Services Welfare m 91 Director 25 Fahmi Public Yemeni Development moaidfahmi@gmail.com 7357396 Mohamme Relations Network for NGOs 19 d Al-Sarari 26 Farouq Programs Yemeni Development Fsm112@yahoo.com 7118284 Saif Al- and Projects Network for NGOs 70 Himiri 27 Dr. Taha Acting National Rami_4_24@yahoo.com 7774748 Al-Maqtari Executive Safe Motherhood Alliance (N 00 Director SMA) 28 Abdul- General Muain@tamkeenye.org 7777869 Moeen Al- Manager 71 Hattami 29 Mona Chief Tamkeen Foundation For sathamohammed@hotmai 7122995 Ahmed Al- Financial Rural Youth l.com 02 Burihi Officer 30 Zafaran Yemeni Women Zafaran- 7333213 Mohamme Empowerment Foundation tamken2011@hotmail.co 91 d Zaied (Tamken) m 7702130 25 31 Nabila Al- Executive Life Makers Forum Lmmp12345@yahoo.com 7331532 Page 75 Kumaim Director 65 32 Noora Ali Executive Media Women Forum Nora.ali2001@gmail.com Hujairah Director 33 Muaadh Transparenc Yemen Observatory for Muaadh72@hotmail.com 7337215 Al-Nadhari y Unit Human Rights 51 Manager 34 Fuzia Al- General The Challenge Association Tahadi1998@gmail.com 7336322 Mashdli Manager for Physically Disabled 26 Women 2) Aden Workshop Name Organization Email Phone No 1 Ayhab Al-Awn Social asbahihaif@gmail.com 733831292 Confirmed Bawazeer Development Association 2 Alaa Mohsen Bait Al-Noor houseoflight.fdn@Gmail.com 773306020 Confirmed Foundation 3 Huda Women wasdyemen@yahoo.com 736777382 Confirmed Mahmoud Association for Mahfoudh Sustainable Development 4 Mareem Inmaa enaam_enma@hotmail.com 733337268 Confirmed Baharoon- Association for Secretary Women General Development 5 Wahda Al- Supporters of aceps_2012@yahoo.com 737007597 Confirmed Hamad- Educating & Secretary Protecting General Children Association 6 Ibtisam Ali Al- Fuqum women's w.fuqum.asso@gmail.com 773946142 Confirmed Bihani Association for women's development coastal 7 Ayman Hassan Mayar Scientific, mayar.of.society@hotmail.com 700263965/ Confirmed Salem- Cultural, 734966584 Chairman Development Association 8 Samiha Mayar Scientific, Safechild.aden@yahoo.com 777137566 Confirmed Abdullah Cultural, Development Association 9 Aref Naji Ali-- Alwaddah arefaden@hotmail.com 777712282 Confirmed Chairman Foundation for Dialogue and Development Page 76 10 Salwa Hassen Aden Women ertiqaa_2010@hotmail.com 733721168 Confirmed Shwala-- Development Chairwoman Association for Promoting Family 11 Huda Ahmed Social Charity awadalgabry@yahoo.com 777341987- Confirmed Qasem Association for 733861887- development of 734896022 Yemenis returning Home 12 Rasina Yaseen Social Services rasena_13@hotmail.com 777384323 Confirmed Abdullah Association 13 Fadhl Ali National YOUDEFORG@YAHOO.COM 713167562 Confirmed Abdullah Organization for Rights and Freedoms and Human Development 14 Samah Ali Mawadah Mawadayemen@yahoo.com 736-350- Confirmed Abdullah Association for 627 Social Development 15 Shamim Al-Noor Youth shameem_m_84@hotmayl.com 700904887/ Confirmed Mahmoud Al- Development 770950872 Abdli-- Association Chairwoman 16 Sahar SOS Center for abuakram_200@yahoo.com 773838028- Mohammed Youth 735864540- Saleh-Public Capabilities 700380739 Relations Development 17 Mona Hassan Al- 777835427- Confirmed Mohammed- Frdous Women sameeranasr@gmail.com 711157573- General Development 700301703 Secretary Society 18 Athar Ali Alf Ba Civilian alf.ba.c.c@gmail.com 733787677 No answer Mohammed- & Coexistence Communication Foundation Officer 19 Khalid Al-Khair Social khaled.hakemi@gmail.com 733054760 Confirmed Mohammed Development Thabet- Association Chairman 20 Mohammed Wedyan ammar@wedyan.org 777348193 Confirmed Fadaq- Association for Consultant Society Development 21 Amal Al- Women wdcc@yemen.net.ye 777673522 Switched Dubai- Development off Chairwoman Center for Culture & Fight Page 77 Against Violence 22 Dr. Khadiga Attadhamon sad2005@yemen.net.ye 733048497 Confirmed Jama- Association for altadhamonaden@hotmail.com Chairwoman Development 23 Saleh Samie Popular Areas yapad_yemen@yahoo.com 733555639 Confirmed Abdu- Youth Chairman Association for Development 24 Fatima Working fatima_yaslam@hotmail.com 738182293 Confirmed Mohammed Children Care Yaslum- and Protection Chairwoman Association 25 Adel Mabrook- Al-Amal adel_faraj2002@yahoo.com 711865270 Chairwoman Charitable Association for Social Development 3) Taiz Workshop Name Job Title Organization Email Phone No Dr. Abdul- Karim 771151581 Abdullah Bena Charity for Shamsan Chairman Human Development By.social@gmail.com Tareq Ali Al- Bena Charity for Hamadi Director Human Development By.social@gmail.com 770138284 Fahmi Ahmed Health Development Al-Masani Coordinator Support Council Fahmi_m20@yahoo.com 777639169 The Ali Abdullah Executive National Cultural Center Salam Director For Youth Sallam89@yahoo.com 771000019 Faisal Training Al-Hekmah Al- Mohammed Unit Yamania Charity Al-Yamani Director Association Faisal.m.ye@gmail.com 713678784 Juman Swaid Finance Al-Wahda Charity Jabar Officer Association Gomaan28@gmail.com 770885634 Development Center for Liqa Sadeq Executive Training and Juzailan Director Quallifying d-c-csswt@gmail.com 04/204849 Sada Charity Organization for Sami Ahmed Executive Development and Al-Dhaib Director Rehabilitation Sada_taiz@hotmail.com 777217268 Fajr Al-Amal Charitable Nabil Al- Media Foundation for Social Kadeery Specialist Development Nabeel334@gmail.com 771188193 Page 78 Chairman of Abdullah Qaid Board of Al-Basha'ar Fund for Saeed Trustees Women Development A71193518@gmail.com 711935185 Al-Taf Abdul- Wahed Al- Light Coming from East Ariqi Chairwoman Foundation noorashrk@hotmail.com 777606972 Namat Hassan Deputy Light Coming from East Al-Jaradi Chairman Foundation Omislam@hotmail.com 04/222494 Sadeq Hazaa Al-Damloa Association Hamoud Chairman for Social Development Not Available 711777935 Activists Organization Rasha Yahya Programs for Development and Al-Sharjabi Coordinator Human Rights Rasha.yahya@hotmail.com 735271733 Yasmeen Acting Abdul-Malik Executive Al-Takafol Foundation Al-Shibani Director for Social Care attakafulngo@yahoo.com 734333526 Generations Without Qat Organization for Awareness& Lyla Ali Naji Chairwoman Development info@noqat.org 771230664 Human Rights Hameed Training Information & Training Khaled Naji Unit Center Hamidkh207@yahoo.com 733831358 Hisham Ahmed Media Media Visions Al-Mikhlafi Specialist Foundation h.mekhlafi@gmail.com 735977335 Samei Taher All Youth Foundation Al-Najar Chairman for Social Development allyouthnetwork@gmail.com 771988836 Nooria Hassan Creative Youth 777303456 Al-Jarmozi Chairwoman Foundation Cyf333555@yahoo.com Thana Abdul- Agence Française de Baki Al-Qubati Chairwoman Développement (AFD) Thana_q@hotmail.com 770654121 Raja Abdul- Kaliq Al- Financial Youth Development Qadasi Specialist Organization Raga.alqadasi@yahoo.com 770907112 Dr. Suad Al- Women Forum for 777251331 Qadasi Chairwoman Researches and Training suadwfrtata@yahoo.com Youth Association for Mohammed Secretary Training & Abdullah Fara General Development Bnfari911@yahoo.com 733628633 Mona Nasser Al-Nafooth Ahmed Member Organization Mona_naseer@hotmail.com 771587771 Hazaa Qaid General Al-Amal Association Nabish Secretary for Social Development Hnabish@gmail.com 771527029 International Humanitarian Law Nashwan Executive Center and Human Noman Ahmed Director Rights nashwannoman@yahoo.com 771234232 Page 79 ) Hadramout Workshop Name Orginazation Email Phone No 1 Fahmi Mohammed Environment Supporters Algatee@yahoo.com 777196944 Confirmed Obad Association in Hadramout Coast Schools 2 Wadia Saad Social Development Saab72009@hotmail.com 777357116 Bashateh Association 3 Salem Abdullah Al-Jazoa Social, Charity, Jazoa.org@gmail.com 777400690 Confirmed Bamohrez Cultural Association 4 Abdul-Aziz Al-Rahmah Social, Charity 777767542 Confirmed Mohammed , Cultural Association-Doan Bahefdh Allah 5 Khalil Saeed Al- Youth Association for Mob2004_ye@yahoo.com 736331770 Confirmed Nobi Development & Creativeness 6 Saeed Mohammed Democratic Youth Alawlqe2008@hotmail.com 771543268 Confirmed Al-Dawbl Association 7 Omar Saeed Bakora Al-Rafah Charity alrafh@alrafh.org 734915588 Association 8 Saeed Ahmed Al-Amal Social and Th_alamal2@yahoo.com 770823478 Bajabar Cultural Charity Association 9 Shiek Mohammed Development Fund for sheakh.shami22@gmail.com 777202363 Confirmed Shami Outstanding Students hadisabban@yahoo.com alamals@yahoo.com 10 Saleh Al-Hadad& Al-Aleeb Charity MSH02020@GMAIL.COM 770489111/ Switched Mohammed Development Association 777443926 off Abaidan 11 Mohammed Baker Al-Ihasan Charity Ehsan1413@gmail.com 770848133 Confirmed Al-Dubaa Association 11 Amna Al-Hadad Al-Shurooq Social, Charity Shrooq.hadh@hotmail.com 777317191/ Confirmed Association 05-319371 12 Ameen Al-Hamed Mustakel Foundation for Eng.alhamed@gmail.com 711797222 Confirmed Rights and Freedoms 13 Hadi Ahmed Salem Al-Awn Developmetn info@alawn.com 777667248 Confirmed Foundation 14 Dr. Waleed Al- Hadramout Cancer Badheebdr@gmail.com 777318312 Confirmed Batati, exeutive Foundation director 15 Anor Ahmed Rawaby Al-Kheer bahfi33@hotmail.com 777816171 Confirmed Development Foundation 16 Juman Saeed Bin Assaddig Charitable juman810@gmail.com 777370855 Nasser Society 17 Sulaf Al-Hanashi Hadramout Association for mukall2005a@gmail.com 777953395 Confirmed Fighting Corrutpion 18 Khaled Omar Hadramout Charitable Hced.muk@hotmail.com 773889039 Confirmed Basareih Association for Development 19 Rashida Jaber Women Association for Queen11157@hotmail.com 777352821 Not Rural Women Development confirmed yet 20 Omar Ahmed Al- Geedom Charity, Social baobar2010@hotmail.com 714857548 Confirmed Amodi Association Page 80 5) Hodieda Workshop Name Job Title Organisation Phone No Email 1 Mahdi Chairman l-Atta Association for Social 77053896 aacdye@yahoo.com Abullah Development Al-Shwia 2 Abdu Ali Executive Abu Mosa Al-Ashery Social 777715690 Alashery5@gmail.co Mansoob Director Charity Association m 3 Abdullah Public Basmah Association for 711180553 Basmah- Yaseen Relations Awareness and Development 773335450 organization@hotmail Mohamm Officer .com ed 4 Nimaa Deputy Literacy & Women 738040784 Fda-111@yahoo.com Othman Chairpers Education Association Majam on 5 Safia Chairpers Al-Zariba Women Social /233399337 Sam06144@gmail.co Osaili on Charity Association 227377797 m 6 Sarah Chairpers Hodieda Girls Social 7717717501 Hod- Ahmed on Development Foundation girls@hotmail.com Shaban 7 Mawahib Programs Hodieda Girls Social 7717717501 Hod-girls@hotmail.co Shamsan Specialist Development Foundation 8 Aisha Executive Yemen Child Rights /227312799 Ycns90@gmail.com Mohamm Director Association 73334754 ed Hassan 9 Abdu Secretary Al-Mustakbal 233327237 Maust360@yahoo.co Yaseen General ( Future ) Social Charitable S m/ Holaibi ociety abduhy@gmail.com 1 Nashwan Executive Yemen Soceity for 733158604 Nashwan50@gmail.c 0 Al-Absi Director Protection Environment om 1 Saeed Coordinat Al-Zariba Women Social 733158604 Sam06144@gmail.co 1 Osaili or Charity Association m 1 Abdul- Public For My Country Association 773312378 Mem.hod@gmail.com 2 fatah Relations Nabil Al- Officer Qubati 1 Rafat Azzhra Social Charity 737851203 emghofz@gmail.com/ 3 Faqira Foundation /777794391 emghof@yahoo.com 1 Rana Programs Tamkeen for Social 736951181 Rana.donia@gmail.co 4 Ahmed and Development m Ibrahim Activities Officer Page 81 Annex VII: List of CSO Networks (Source: compiled by authors using field research data) Page 82 Page 83