New guidelines for the Civil Society Fund

The Civil Society Fund is an independent support facility funded by the Danish Ministry of Foreign Affairs and managed by CISU – Civil Society in Development. The guidelines for the Civil Society Fund are made by CISU in dialogue with CISU’s members and users and approved by the Danish Ministry of Foreign Affairs.

The purpose of the Civil Society Fund is to support the strengthening of civil societies to improve lives of people living in poverty  in the Global South.

The Civil Society Fund supports partnerships between civil society actors and movements  in the Global South  and Denmark. Global partnerships are valuable as they bring together actors with different capacities, perspectives, and allies that can collaborate and complement each other’s work for reaching common goals. Good partnerships are built on mutual trust and respect. 

The Civil Society Fund does not prioritise specific development issues over others but are guided by a human rights-based approach.

The Global South partners are closest to the problems and best situated to develop solutions. Therefore, the development and implementation of interventions funded by the Civil Society Fund must be led by the Global South partners, who must in turn be anchored in and accountable towards the communities wherein they work.  

The Danish partners typically contribute with experience, perspectives, and network, as well as access to decision makers and funds from institutional donors and private foundations in Denmark and Europe. Also, the Danish partners are strong allies and advocates for marginalised people in the Global South and can play an active role in cross-border solidarity work.

The partnerships must be meaningful and relevant to all partners involved and most importantly, the work done must be relevant for the communities benefitting hereof. This is ensured by giving local communities a voice to express needs and power in deciding the solutions addressing those needs.

Sustainability of the work supported by the Civil Society Fund is furthered if local communities are the principal change agents in interventions and if the Civil Society Fund is not the only contribution of resources. Communities and partners can contribute to the work themselves e.g. by hosting meetings in the community hall free of charge or supplementing agricultural inputs to a farming project with seeds gathered from local farmers. Thus, own contributions are more than money; it is manhours, voluntary work, venue hosting, food, and other things. All interventions supported by the Civil Society Fund are expected to include own contributions. However, it is only a requirement for larger grants to contribute with financial resources.

The Civil Society Fund supports a variety of work by organisations and movements; from short-term projects with a tight focus on a specific task, to longer development processes that require long-term strategies and flexibility to react to opportunities as they appear. The Civil Society Fund recognises that based upon context, priorities, experiences, and position different approaches and strategies can be applied to achieve sustainable change.

The Civil Society Fund is based on the following principles, which all grants must comply with. The assessment of compliance is based on the application. Additional resources related to the principles are available at www.cisu.dk.

Human Rights

Fundamental human rights must be respected, protected, and fulfilled. A human rights-based approach focuses on enabling people to demand their rights and holding duty-bearers accountable. The approach focuses on eliminating unequal power relations and unequal distribution of resources. The approach rests on four fundamental principles: Participation, Accountability, Non-discrimination, and Transparency (PANT).

Applicants must demonstrate how the intervention use a human rights-based approach to work with rights holders and/or duty bearers to promote the situation of the rights holders.

Do no harm

It is important to be aware of the effect that any involvement has on others, and as such it is necessary to analyse relations, consequences, and risks in the context in which an intervention takes place. Actors working with people living in poverty and marginalisation must be aware of the position or role they play in each context and acknowledge their own biases. The aim is to minimise any negative impact and increase the positive impact on the situation.

Applicants must demonstrate extensive knowledge of the context and understanding of how their involvement has consequences for the affected people. Also, applicants must demonstrate readiness to adjust an intervention if the context changes.

Poverty orientation

The Civil Society Fund supports work that directly or indirectly secure participation, interests, and rights of people living in poverty. Poverty has several dimensions and is not only about income but also personal security, access to resources such as education and jobs, health and access to land and water, and the possibility to influence decisionmakers. Many people are trapped in one or more forms of poverty in various ways, and various types of poverty often affect each other.

Applicants must demonstrate knowledge of the target groups and describe the form of poverty they face and how the intervention addresses this.

Sustainability

An intervention should not advance social justice at the expense of climate, environment, and nature. And vice versa; interventions that advance climate, environment, and nature may not impair the conditions of the people living in poverty and marginalisation.

Applicants must justify how the work done is sustainable – socially and environmentally.

The development triangle is a good tool to describe the different elements in a development intervention. The triangle illustrates the elements and the potential synergies between them.

All three elements are central to good development work but the balance between them can vary, depending on the context and the capacities and experiences in the partnership. It is not a requirement to include all elements in an intervention, but it must be explained why some elements are chosen over others to reach the goals.

·         Capacity building strengthen the capacity of partners, networks, platforms and/or target groups. Capacity can include strategic and organisational capacity, technical and thematical capacity to conduct projects and programmes, as well as networks and alliances with other actors. Capacity building is often a prerequisite for making sustainable change and can form the basis for engaging in advocacy.

·         Strategic deliveries can be tangible inputs such as goods and services, that strengthen or are necessary to better work with the two other elements of the triangle. Strategic deliveries can be necessary but will never in themselves create lasting and sustainable change.

·         Advocacy is the planned action to influence formal or informal decision-makers and the public to bring about lasting improvements for poor or marginalised groups. Civil society driven advocacy is based on the capacity of civil society and the knowledge gained form strategic service.  

The Civil Society Fund supports partnerships between civil society actors and movements in the Global South and Denmark. There are different requirements to the partners and there must be a clear division of roles and responsibilities in the implementation of the intervention. This division must be jointly agreed upon and clear to partners as well as the target groups of the intervention.

The Civil Society Fund accepts applications from popular, Danish organisations that meet the minimum requirements for support laid down by the Ministry of Foreign Affairs of Denmark:

ü  The organisation needs to be private, and it must have legal domicile as well as activities in Denmark.

ü  The chairperson or most members of its governing body must be Danish citizens or foreigners with their permanent address in Denmark unless the Ministry of Foreign Affairs of Denmark grants an exemption.

ü  The organisation must have an approved set of statutes.

ü  The accounts of the organisation, including the annual accounts, must be subject to auditing.

ü  If the organisation applies for up to DKK 500,000, it must have a minimum of 25 paying contributors. If the organisation applies for more than DKK 500,000, it must have a minimum of 50 paying contributors. They may be members, volunteers in the association or other persons providing a financial contribution. The contributions must have been given in the current year or the latest financial year. There are no requirements to the size of the contribution. For umbrella organisations, at least one of its member organisations must satisfy the above requirement.

ü  If the organisation has existed for at least one year, it may apply for more than DKK 500,000. If the organisation has existed for less than one year, it may apply for a maximum of DKK 500,000.

Responsibility

·         The applicant organisation’s governing body must be able to take on full responsibility for the application and for any subsequent grant.

·         If several Danish organisations apply jointly, there must always be one lead organisation which holds the administrative and legal responsibility for the grant and contract with CISU. Only the lead organisation needs to live up to the above requirement.

·         If the lead organisation is an umbrella organisation, at least one of its member organisations must fulfil the above requirement.

More information about the governing body’s responsibility is available in the Grant Administration Guide available at www.cisu.dk.

They cannot apply:

·         The Civil Society Fund is unable to support interventions eligible for support from other funds funded by the Ministry of Foreign Affairs of Denmark such as the Centre for Church-Based Development (CKU), the Danish Youth Council (DUF), Disabled People’s Organisations Denmark (DPOD), the Danish Refugee Council’s Diaspora Programme and the Danish Institute for Parties and Democracy (DIPD).

·         The Civil Society Fund does not accept applications from organisations that have signed a strategic partnership agreement, fund agreement or similar agreement with the Ministry of Foreign Affairs of Denmark.

·         The Civil Society Fund does not accept applications from foundations engaged in commercial activity, consulting firms, educational establishments or entities set up by law, including the so-called folk high schools (højskoler).

The Global South partner(s) must be based in the country where the activities will be implemented and will be responsible for implementing the local activities. It can be from any country on OECD/DAC’s list of ODA recipients (link to the list).

The Global South partner(s) must be capable of taking on the necessary administrative and financial responsibility of the grant as described in the Grant Administration Guide. If a partner is an informal organisation, e.g., a social movement, or is otherwise prevented from being able to receive and administer funds according to CISU’s requirements for financial management, another organisation – even one that does not belong to civil society or is based in a DAC country if this can be justified – may act as a link between the Danish organisation and the Global South partners. This other organisation must be able to administer the funds according to CISU’s requirements for financial management. This could be the case, for instance, in countries where civil society organisations in general or certain groups are subject to legislation that restricts their right to organise or their access to international funding or organisations that are forced to work underground.

GOBAL SOUTH PARTNERS MUST BE

•    Global South Partners MUST form part of civil society in the country and locality where activities will be implemented.
•    The partner’s management MUST be locally anchored. If the partner has a governing body, the chairperson, and the majority of members of its governing body must be citizens or foreigners with their permanent address in the country concerned. If managed differently, similar anchoring must be shown in the application.
•    If the Global South partners are locally based chapters of international civil society organisations, including those to which the Danish organisation is affiliated, the partners MUST be registered in the country concerned and have its own governing body as described above.
  

GLOBAL SOUTH PARTNERS CANNOT BE

•     Individuals and families.
•     The national government or political parties.
•     Public authorities or bodies.
•     Private businesses.
•     On the UN’s or EU’s list of terrorist organisations, which are continuously updated. The Danish organisation is responsible for checking this.
  

Interventions may include cooperation with other actors such as authorities, research institutes and educational establishments, or the private sector. They may play a part in, for example, activities, assignments, training, capacity building, and advocacy that have specific relevance to and advance the purpose of the Civil Society Fund and of an intervention.

For instance, interventions aimed at economic development may include relevant private businesses or social enterprises as actors as long as this does not conflict with the rules on state subsidies. Activities with public institutions may also feature in the intervention if they are included strategically to ensure the rights of target groups. Cooperation with research institutes and educational establishments can support the accumulation of knowledge and documentation for the purpose of supporting interventions and advocacy with evidence-based knowledge.

It is also possible to cooperate with authorities that are duty bearers and who are key to succeed with an intervention and bring about sustainable change. However, the purpose of the intervention must target civil society, and civil society must play a significant role in that cooperation.

The purpose of the Civil Society Fund is to strengthen civil societies. Strong, independent, and sustainable civil society actors in the Global South are central, and although the Fund supports long-lasting cooperation between the same partners partnerships must work towards the objective that all partners are able to be self-sustaining or secure additional funding from other sources.

If an intervention is an extension of previous cooperation it will be assessed based on the following:

•   I   It does not merely repeat a former intervention. A new intervention that is an extension of a former intervention must build on results and experiences and contain new desired changes, a new or adjusted strategy or a new or extended target group. 
•         Interventions that are an extension of a former intervention build on results and experiences from them. The expectations of learning, reflection, and positive changes are increasing with each extension.

Depending on the experience and capacity of the Danish organisation, partnerships can apply for the following grants.

To ensure sufficient experience among new applicants, the following grant ceilings apply to the Civil Society Fund:

-          A first-time applicant can apply for projects up to DKK 500,000.

-          To apply for projects and programmes of more than DKK 500,000, the applicant organisation must have completed at least one intervention with a grant of more than DKK 200,000 funded by CISU or a donor with similar reporting requirements to those of CISU and/or the Danish Ministry of Foreign Affairs.

o   This requirement is also fulfilled when the applicant organisation as part of a consortium has been responsible for at least DKK 200,000 of the total budget of a grant with similar reporting requirements as CISU’s and/or the Danish Ministry of Foreign Affairs’. It is the applicant organisation that must prove to CISU that it has had budget responsibility of at least DKK 200,000 which includes implementation and narrative, financial reporting and auditing.

Organisational Grant Ceiling

Each organisation can obtain grants across the Project Support and Strategic Programme Support modalities for a maximum total amount of up to DKK 5 million per year. Organisations awarded a large programme can exceed the organisational grant ceiling. Grants for Funding Diversification and Capacity Analysis are not included in the organisational grant ceiling.

For other funds administered by CISU, it is determined in the guideline for this specific fund, whether grants from the fund is included in the grant ceiling of the Civil Society Fund.

Project support enables the strengthening of organisations and partnerships for the benefit of local communities in the Global South. The project modality can for example support organisations to:

• Ø  Build partnerships and/or
• Ø  Strengthen organisational capacities and/or
• Ø  Try out new approaches and/or
• Ø  Expand on impactful approaches and/or
• Ø  Foster popular engagement.

Projects are defined by a set of goals that can be realized within a specified timeframe. Project goals should be used to guide implementation and showing whether the approach is successful, or changes are required. Projects must contribute to improving the lives of people living in poverty and marginalisation in the communities wherein the project activities take place, as reflected in the purpose statement of the Civil Society Fund.

Organisations can apply for small projects up to DKK 150.000 or large projects up to DKK 700.000.

 Eligibility requirements and assessment criteria are different depending on the size of the project support applied for. See illustration below.

Each organisation can obtain grants across the Project Support and Strategic Programme Support modalities for a maximum total amount of up to DKK 5 million per year. Grants for Funding Diversification and Capacity Analysis are not included in the grant ceiling.

Each applicant is assessed using the below set of criteria. The assessment is also guided by three overall principles: 1) There is no rigid formula 2) adaptability of requirements, and 3) flexibility when working in fragile contexts.

There is no rigid formula means that there is always room for the assessment committee to look at the overall picture in terms of an integrated assessment of applications in view of the purpose of the fund.

Adaptability of requirements means that the larger the budget, the stricter the requirements regarding the capacity of the organisations involved and the desired changes of the intervention. There are also higher requirements for organisations that have longer experience and more grants from CISU and/or the Ministry of Foreign Affairs of Denmark compared to organisations that have less experience and have received fewer grants.

Flexibility when working in fragile contexts means that the assessment of the interventions considers the context and risk analyses and the strategy and allow for greater flexibility in terms of cost types (e.g., for security measures or flexible funds) and balancing of the development triangle (e.g., a higher level of strategic services or less advocacy).

Applications will be scored individually but will compete for the amount allocated for each round of applications. If there is applied for more money than available, the applicants with the highest score will receive a grant. In case, more than one applicant shares the same score, the applicant with the smallest budget amount will be granted and so forth. This is to allow for more grants being given.

See section 4.4 for more details on the scoring system used.

Locally led development is at the centre of Strategic Programme Support. The funding modality provides strong partnerships with the possibility to engage with their target groups, strengthen civil society, and deliver on their strategy. It allows civil society organisations and movements to implement programmes based upon the strategic plans[1] of the Global South Partner(s), thus, ensuring relevance and decision-making power of local actors.

A programme is expected to have a programme strategy that brings together the array of expertise and strategies of all partners. The programme strategy should have a focus that can either be thematic, geographical, or sectoral. A programme makes it possible to work with a wider range of partners and enables dynamic learning across such a diversity of partners.

Working with locally led development and acknowledging the need for supporting processes of change beyond shorter project cycles, the strategic programme support provides the foundation to work in long-term partnerships. Partnerships can receive support for multiple programme periods[2].

Engaging in partnerships over multiple years the partners can engage in the work to create sustainable change – both in the local context and in Denmark, and to strengthen and diversify funding to further reinforce the predictability and stability of funding.

Long-term partnerships also provide strong environments for learning and development for the Danish partners and a solid foundation for them to build popular support and engagement in Denmark.

Strategic programme support is divided into three modalities defined by the size of the grant (small, medium, large). Each modality has a set of requirements and assessment criteria.

The Civil Society Fund does not fully finance strategic programmes and therefore own contributions are required. For strategic programmes above DKK 5 million, only financial contributions (such as funds raised in the Global South or Denmark and co-financing) can count as own contribution. Co-financing can be included if the Danish organisation has had a role in securing the funds or plays a role in the grant implementation (see information box).

The own contribution requirement increases with each new grant for the same programme, as it is expected that the partnership can secure funding to an increasing extent, thus reducing dependence on the Civil Society Fund.

As illustrated below, the required level of own contribution remains static for small programmes, but for medium and large programmes the level increases by each programme period.

The own contribution requirement must be completed by the end of a given grant period. If the requirement is not achieved, the maximum grant amount for the next grant given under Strategic Programme Support will be reduced by a value of double the amount ‘missing’ in own contribution.

Own contribution can be in the form of:

• ü  In-kind contributions, e.g. manhours (volunteer and paid), venue hosting.
• ü  Funds raised in the Global South or Denmark, e.g. donations, membership fees, grants.
• ü  Co-financing, e.g. grants from foundations or institutional donors supporting one or more partners in the partnership.

Each applicant is assessed using the below set of criteria. The assessment is also guided by three overall principles: 1) There is no rigid formula[1], 2) adaptability of requirements, and 3) flexibility when working in fragile contexts.

There is no rigid formula means that there is always room for the assessment committee to look at the overall picture in terms of an integrated assessment of applications in view of the purpose of the fund.

Adaptability of requirements means that the larger the budget, the stricter the requirements regarding the capacity of the organisations involved and the desired changes of the intervention. There are also higher requirements for organisations that have longer experience and more grants from CISU and/or the Ministry of Foreign Affairs of Denmark compared to organisations that have less experience and have received fewer grants.

Flexibility when working in fragile contexts means that the assessment of the interventions considers the context and risk analyses and the strategy and allow for greater flexibility in terms of cost types (e.g., for security measures or flexible funds) and balancing of the development triangle (e.g., a higher level of strategic services or less advocacy).

The application process differs depending on the size of Strategic Programme support applied for, as described in the following section.

Small programmes

There are two deadlines for applying for small programmes each year - one in March and one in September. It is a one-step process, where applicants apply before the deadline (read more on how to apply under section 4). Applicants must use fixed formats for the narrative application, budget, and relevant appendices, which can be downloaded on www.cisu.dk.

Be aware that the Danish applicant can only submit two applications per calendar year – either two in one round or one in each of the two rounds. A re-submission also counts as an application.

Medium and large programmes

There is an application round every second year for medium and large programmes. The application process is divided in to three steps.  

Be aware that the Danish applicant can only submit one application per round for medium and large programmes. Further, Danish organisations with a large programme grant can only have one active programme grant at a time. Danish organisations with an open medium programme grant can only apply for small programme grants.

1. Step: Expression of Interest and Eligibility Check

If an applicant is interested in applying for a medium or large programme, the applicant must submit a short Expression of Interest (EoI) that describes the partnership and the budget size of the desired grant. CISU will check whether the applicant and the partnership fulfil the eligibility requirements. The check determines whether the applicant will proceed to the second step of the application process.

2. Step: Relevance and Capacity Assessment

The assessment of relevance and capacity will be based on the following elements:

1)      Track Record Documents on all partners.

2)      External capacity analysis of the Global South Partners based on Terms of Reference developed by CISU in dialogue with the partners.

3)      Capacity analysis/mapping of the Danish Partner, conducted by CISU staff.

4)      Short Concept Note describing the programme strategy.

The assessment committee will assess the relevance of a programme and whether the partners have the capacities to implement the programme with the use of criteria 1-4 (see sub criteria above):

1.       Capacity

2.       Locally led and equitable partnerships

3.       Relevance

4.       Strategy

The assessment will result in a conclusion being either that the program is relevant or not relevant. Only relevant programs will be invited to submit an application.

3. Step: Application submittal

Applicants will receive an invitation to apply by 1 May and will hand in their application by October 1. The application formats are available at www.cisu.dk.

All applications for medium or large programmes need to be finally approved by the Danish Ministry of Foreign Affairs.

Be aware: Organisations that have been awarded a programme and have unfinished projects under the Civil Society Fund must terminate the project grants and incorporate the corresponding activities into the programme as per the programme commencement date.

The applicants will be scored individually but will compete for a certain amount allocated for each round of applications. If there is applied for more money than available, the applicants with the highest score will receive a grant. In case, more than one applicant shares the same score, the applicant with the smallest budget amount will be granted and so forth. This is to allow for more grants being given.

See section 4.4 for more details on the scoring system used.

For long-term partnerships, a rejected application can result in significant insecurity for all partners involved and challenges to the continuation of the long-term strategic work of the partnership.

Whereas partnerships with a small programme can re-apply within a timeframe of 6 months, medium and large programmes can only re-apply every second year.

To address this potential funding gap, partnerships with medium and large programmes will apply for a continuation of their programme two years prior to the end date of the programme. In the case of rejection due to competition (e.i., the program is assessed to be relevant, and the application could have been funded if more money was available), the partnership is given two options:

1) the existing programme can be extended with one year (no additional funds), thus stretching the grant until the end of the next application process, or

2) the partnership is allowed to apply for small programmes in the last year of the programme in combination with project support. If awarded one or more small programmes, the partnership is also allowed to apply for a medium or large programme at the time of the next application process. If a medium- or large programme is awarded, the small programme(s) will be absorbed into the larger programme.

The purpose is to support users of the Civil Society Fund to diversify their fund base with two types of support:

1.       Co-funding can help partnerships obtain funding from other donors that require and/or favour applications with a co-financing element.

2.       Support for applications processes aid partnership with developing applications to new donors such as private companies, foundations, or institutional donors.

For both types of support, it is not possible to use the grants to apply for funding financed by the Danish Ministry of Foreign Affairs.

Requirements

Assessment criteria

Co-funding

Applications can be submitted at any time of the year, but not after the application has been submitted to the primary donor. If the primary donor’s application process contains a first stage of submitting a concept note, an application based on this concept note and a budget summary may be submitted.

Applications are processed as fast as possible and normally within four weeks. In case of a comprehensive application to the primary donor, the processing time can be extended for up to six weeks.

Applications for co-funding assessed worthy of support are awarded a grant commitment in advance, whereas the contract with CISU cannot be issued and the grant cannot be disbursed before the primary donor has given its final approval.

Support for application process

Applications for can be submitted at any time of the year. Applications are processed as fast as possible and normally within four weeks.

For both types of support, fixed application formats must be used, which can be downloaded at www.cisu.dk. The applications must be submitted via CISUs online grant management system Vores CISU, as described in section 4.2.

A capacity analysis targets Danish organisations that wants to get an external review of the organisation’s professional, organisational, and administrative capacity and its partnerships. A capacity analysis will contribute to valuable learning in terms of strategy, management, and capacity development.

The focus of a capacity analysis is one or several specific areas on which the organisation wishes to shed light to strengthen and further develop the organisation, such as:

•         The Danish organisation’s partnerships, including the number and nature of existing and planned partners or approaches to entering into new cooperation.

•         The Danish organisation’s strategic and thematic work with Global South partners.

•         The Danish organisation’s popular roots, internal decision-making processes, and work with information on global issues in Denmark.

•         Other needs that can support the further development of the organisation.

A capacity analysis can be initiated by three different actors, but it is always the Danish organisation who submit the application. The different actors are:  

1)      The Danish organisation can apply for a capacity assessment as part of a long-term strategy development or process of change.

2)      CISU’s Assessment Committee can recommend or make it a precondition that an organisation carry out a capacity analysis. That could be if the committee finds it necessary to obtain an assessment of the organisation’s capacity across the organisation’s interventions.

3)      CISU’s secretariat may, in connection with its advisory services, in response to a report, or because of a monitoring visit recommend a capacity analysis, which will then form part of the organisation’s track record and future applications from the organisation concerned. If CISU recommends or requires a capacity analysis, the specific recommendations/requirements must be listed in the application.

CISU receives applications on an ongoing basis and processes them as fast as possible, normally within four weeks.

If an organisation is awarded a capacity analysis grant, CISU will make a contract with the organisation as well as with the external consultant, who will conduct the analysis. One of CISU’s advisers and possibly a member of the Assessment Committee (if they have recommended the Capacity Assessment or have good advice) will cooperate with the grantee to draw up the Terms of Reference (ToR) that describe the focus and scope of the task. The ToR must be approved by CISU.

CISU pays all costs for the consultant and activities. An organisation in the process of a capacity analysis can still submit applications to the Civil Society Fund.

The consultant will prepare a draft report to be discussed with the organisation and one of CISU’s advisers.  Hereafter, the consultant writes the final report that must subsequently be approved by the an assessment consultant, one of CISU’s advisers and CISU’s management.

To follow up, the organisation must write a reply to the recommendations of the capacity analysis (management response), which must be approved by CISU. It is then the responsibility and duty of the organisation’s board of directors to follow up on the capacity analysis. It is recommended that the organisation use the learning and the recommendations of the capacity analysis in future applications to the Civil Society Fund.

The application for a capacity analysis is assessed based on two criteria:

1.       Civil society relevance. The organisation’s work generally contribute to the Civil Society Fund’s purpose and principles.

2.       Focus: The proposed specific areas to be analysed are based on a thorough analysis of needs, wishes, and opportunities for the organisation, its partnerships, and/or interventions.

Deadlines:

There are application deadlines for the Project and Strategic Programme support modalities. For project support, there are three deadlines a year to allow for more frequent and flexible opportunities to access funding.

There are no deadlines for funding diversification and capacity analysis, and these modalities can be applied for any time of the year until the budget set aside for these support modalities has been spent.

All applications are submitted via the online grant management system ‘Vores CISU’ (Our CISU) before the given deadline. The system will be open for applications two weeks prior to a deadline.  

For each modality, there are formats for the application and the budget, as well as any required annexes. See www. cisu.dk/en/funding/funding-materials/

CISU will initially screen applications to ensure that they live up to all formal requirements. The lists used for screening is available at www.cisu.dk. If an application does not meet all formal requirements, it will be administratively rejected.

When an application fulfils all formal requirements, it is forwarded to an assessment consultant and an assessment committee member. The consultant assesses each application up against the criteria set for the modality and recommend the application to approval or rejection for the assessment committee member. The assessment committee makes the final decision.

Each applicant will receive an assessment note, explaining the reasons for either approval or rejection. This note is useful to guide a potential re-application, as it provides comments on what is deemed critical and thus what can be improved.

Depending on the modality, the assessment will take a certain amount of time, which is shown in the table below.

All applications are scored using the LEADS scoring 1-5. The assessment committee gives a score to each criterion, which are weighted in terms of what is most important in terms of contributing to the purpose and principles of the Civil Society Fund.

The score is used to prioritise between approved applications when there is not enough money to grant all approved applications.

Transparency and openness in the administration. This means, among other things:

• ·         All assessment criteria and processes are explicit and available to all applicants.
• ·         All applicants receive a written response explaining the reasons for the approval or rejection.
• ·         All approved applications are publicly available (anonymity can be requested if reasoned).

Orderly administration applying the highest standards of administrative conduct (for instance, ensuring impartiality, making decisions on an informed basis, writing in an understandable manner, complying with deadlines and stating the reasons for decisions as detailed in the legal principles of CISU as set out in CISU’s Code of Conduct).

Clear separation between the advisory process/the advisers and the assessment process/assessment system. Accordingly, CISU’s advisers and the rest of CISU’s secretariat are not in any way involved in the process from the moment the application is submitted until the grant decision is made.

Every year, CISU’s Board determines, upon approval by the Danish Ministry of Foreign Affairs, what share of the total Civil Society Fund will be allocated to the different types of support modalities.

CISU’s procedures for feedback and complaints are set out in CISU’s Code of Conduct. More information is available at www.cisu.dk/complaint

Dear CISU Team,

I am writing to provide inputs, opinions, and suggestions for the new guidelines for the Civil Society Fund. My feedback is based on dialogues with our partners, target groups, and other relevant stakeholders involved in our work.

1. Emphasizing Flexibility and Hands-on Procedures:
o Simplified Application Process: It is crucial to have a streamlined and less bureaucratic application process, especially for smaller organizations that might lack extensive administrative resources. Simplifying the application steps will encourage more participation and ensure that valuable initiatives are not deterred by complex procedures.
o Adaptive Grant Management: Incorporating flexible grant management procedures that allow for adjustments based on changing circumstances on the ground would greatly benefit implementing partners. This includes the ability to reallocate budget lines or modify project activities without excessive administrative hurdles.
o Real-time Support: Offering more hands-on support and guidance during both the application and implementation phases can enhance the effectiveness of projects. This might include dedicated support officers or a helpdesk that organizations can contact for immediate assistance.
o Reasonable Information Requests: Ensure that the information requested in the application form can be sensibly written in the space allocated. This prevents applicants from feeling overwhelmed by excessive details and focuses on concise, relevant information.

2. Prioritizing Small Organizations:
o Grant Size Provisions: While the guidelines already allow for different sizes of grants, it's essential to prioritize funding for smaller organizations that often have the most direct impact on local communities but struggle to secure large-scale funding. Establishing a specific quota or ring-fenced funding for these organizations can ensure their continued participation and growth.
o Capacity Building: Small organizations often benefit from capacity-building initiatives. It would be beneficial if the guidelines could emphasize capacity-building support tailored specifically for smaller entities, including training in project management, financial administration, and strategic planning.
o Supporting Experimental Initiatives: Supporting smaller, experimental initiatives is crucial for paving new ways and fostering innovation. These initiatives can provide valuable insights and develop new approaches that can be scaled up if successful.
o Simplified Reporting Requirements: For smaller grants, simplifying the reporting requirements can alleviate the administrative burden on small organizations. This will allow them to focus more on implementation rather than extensive documentation.

3. Promoting Inclusivity and Local Leadership:
o Local Decision-Making: Ensuring that the Global South partners have a significant say in decision-making processes and project implementation is crucial. This aligns with the principles outlined in the guidelines and should be emphasized to enhance ownership and sustainability.
o Inclusivity in Partnerships: Encouraging partnerships that include a diverse range of local actors, including marginalized and underrepresented groups, will promote inclusivity and ensure that the interventions are holistic and representative of the communities they aim to serve.
o Engaging New and More Partners in Denmark: Supporting projects that involve new partners and more partners in Denmark can enhance collaboration, bring fresh perspectives, and leverage a broader range of expertise and resources. This will also strengthen the network of organizations committed to global development goals.

4. Feedback on Specific Sections:
o Section 3.1.4 (Assessment Criteria):
§ The assessment criteria should explicitly include points for organizational sustainability and impact on the local community. This will ensure that projects that demonstrate potential for long-term impact are given priority.
§ Clear Criteria Grid: Providing a clear criteria grid for sustainability and impact in the guidelines will help applicants understand the specific requirements and standards expected in their proposals. This grid should outline the key areas of focus and the metrics used to evaluate them, ensuring transparency and consistency in the assessment process.

5. Online Tool for Application Evaluation:
o Application Testing Tool: It would be highly productive to develop an online tool that allows applicants to test their applications against the evaluation criteria during the application process. This tool would provide immediate feedback on areas of strength and those needing improvement, helping applicants refine their submissions before finalizing them.
o Aligned Information Requests: Ensure that the information required by this tool is consistent with and not more than what is asked for in the application form. This alignment will prevent any unnecessary duplication of effort and streamline the application process.

In conclusion, these suggestions aim to enhance the accessibility, flexibility, and effectiveness of the Civil Society Fund, ensuring that it continues to support a wide range of organizations and initiatives that contribute to sustainable development.

Thank you for the opportunity to provide input. We look forward to seeing the final revised guidelines.

Best regards,
Henrik Haubro
AMIS. A More Inclusive Society

Spedalskhedsmissionen foreslår følgende formulering til 3.2.2 Requirements linje 339 under afsnittet om Eligibility: 

Minimum DKK 500,000 on average in the last 3 years in grants from CSP or from a donor with similar reporting requirements.