“Good Governance Initiative Fund” (GGIF)


Direction/Category

Good Governance

Location

Throughout all Districts and Regions of Tajikistan

Dates

October 1, 2014 - September 30, 2018

Budget

More than 1,000,000 USD

Donor

United States Agency for International Development (USAID)

Partners

Eurasia Foundation of Central Asia (EFCA) - Kazakhstan, USAID, Local Civil Society Organizations in Tajikistan and Kazakhstan

Problem Statement

Nearly 3,000 civil society organizations are registered in villages, towns, and cities across Tajikistan; often with very limited resources at their disposal, these CSOs develop and implement development projects with the aim of improving their communities in a wide range of different areas, from enhancing transparency to improving efficiency and service delivery. Many of these CSOs, however, lack the resources to sustainably pursue their development agendas in their respective communities.

GGIF aims to address two needs at once — 1) providing support for under-resourced CSOs in communities outside of Dushanbe and other large cities in Tajikistan; while 2) putting significant financial and human capital towards many of Tajikistan’s most pressing needs, including contributing to long-term economic governance strategy (in partnership with government organs) and strengthening the voice and influence of vulnerable communities in Tajikistan (e.g., people with disabilities and people living with HIV/AIDS). Throughout, GGIF prioritizes projects that enable Tajikistan’s most forward-thinking CSOs to make much-needed contributions to Tajikistan’s progress and development.

Approach/Methodology

GGIF is a two-phased grant mechanism. It will increase the capacity of traditionally underserved and underrepresented Kazakh and Tajik CSOs outside of the capital cities to strategically plan, coordinate, and execute complex campaigns aimed at reforming the delivery of services, public policy, legislation and regulations.

By employing a two-phased grant mechanism, GGIF’s structure allows for successful pilot projects to be identified in the early stages of the four-year program, in order to increase their funding (and therefore their impact) in the subsequent phase of the program. Projects less successful at the pilot stage, on the other hand, will not receive funding in the next phase of the program. This strategy represents a new approach to development — differing substantially from traditional development project selection, funding and implementation — and significantly improves chances for successful project results. Moreover, by identifying successes early on in the life of the project (and limiting time and resources spent on less promising projects), GGIF enables successful pilot projects to be expanded to more effective, comprehensive projects on the regional or national level.

Outcomes

Highlights from Phase 1, Cycle 1 Projects:

Key Figures

Phase 1, Cycle 1 of GGIF (complete):

Phase 1, Cycle 2 of GGIF (ongoing):

127 proposals submitted from Tajikistan’s civil society organizations, of which 15 were selected for ‘pilot’ phase funding at an average level of 10,000 USD per grant.