The Global Fund Community, Rights and Gender (CRG) Department releases its evaluation of the Community, Rights and Gender Special Initiative 2014-2016.
The report shares findings, conclusions, and recommendations that was conducted by an Independent Consultation during April – October 2016. The aim of the evaluation were to:
- Assess the overall achievements of the CRG Special Initiative in terms of its results, challenges, and lessons in supporting the meaningful engagement of communities/civil society in the rollout of the Global Fund’s (New) Funding Model; and
- Make recommendations for the future directions of the CRG Special Initiative, within the context of operationalising the Global Fund Strategy for 2017 – 2022 and dependent on future Board decisions.
The main conclusion of the CRG Special Initiative brought significant value-add – being strategic and timely, and filling an identified and urgent gap in the global TA/capacity building architecture. The Initiative had a sound rationale – responding to the specific need to strengthen the meaningful engagement of communities/civil society in the Global Fund’s processes and to ensure the inclusion of technically sound CRG-related interventions in Concept Notes and grants. The Evaluation’s other conclusions included that the CRG Special Initiative:
- Achieved concrete results in each of its core Components. In combination, these contributed to the more meaningful engagement of communities/civil society in multiple country and regional processes, and the better inclusion of CRG-related interventions in multiple grants.
- Achieved notable results in the areas of HIV and key populations. While important efforts were made, the results were less significant in relation to communities/civil society responses to TB, and in particular, Malaria.
- Was based on a logical model – with three core and complementary components, supplemented by additional efforts to fill specific gaps. However, the Initiative did not achieve its potential to work ‘as a whole’ – due to the Components’ different start times and sets of stakeholder, combined with a lack of systematic and facilitated connections.
- Was limited by acute under-staffing in the CRG Special Initiative Team – raising questions about efficiency and transparency, such as relating to decision-making processes for Component 1. This was, initially, exacerbated by the significant work required to adapt the Global Fund’s systems to manage and administrate an Initiative comprised of multiple, and often, small-scale activities.
- Was challenged by the lack, from the start, of a clear Monitoring, Evaluation and learning (MEL) framework for each of the core Components and for the Initiative as a whole. This made it difficult to articulate and access the expected results of the Initiative, and in turn, to report on, and communicate those results effectively to both internal and external stakeholders.
- Is needed now more than ever, to respond to: the growing and emerging demands of the Global Fund’s Allocation Cycle for 2017 – 2019; and the operationalisation of the Strategy 2017 – 2022, which frames CRG issues as central to the work of the Global Fund.
For the full report, please download the document here.