Cover Photo: This photograph was taken by FHI 360 at the MPSCS-funded CSO Fair, FINAL PROGRESS June 9, 2018. REPORT 2013–2018

Moldova Partnerships for Sustainable Civil Society

Chisinau, Republic of Moldova November 9, 2018

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SUBMITTED TO:

Scott DePies Agreement Officer’s Representative USAID/Regional Mission in Moldova 57/1, Banulescu-Bodoni str. Chisinau, Moldova MD 2005 [email protected]

This report was prepared with funds provided by the U.S. Agency for International Development under Cooperative Agreement AID-117-A-14-00002. The opinions expressed herein are those of the author(s) and do not necessarily reflect the views of the U.S. Agency for International Development.

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TABLE OF CONTENTS

ACRONYMS ______4 INTRODUCTION ______5 KEY ACHIEVEMENTS ______9 PERFORMANCE MONITORING AND EVALUATION PLAN OVERVIEW ______10 MPSCS PROGRESS, BY OBJECTIVE ______11

Objective 1: CSOs More Effectively Represent their Constituencies ______11

Engage Grant Program ______11 People with Disabilities Small Grants Program ______18 Citizens Act Small Grant Program ______20 Grantee Meetings ______23 CSOs Share Their Stories ______23 Objective 2: Institutional Capacity of Strategic Partners Developed ______24

Tailored Capacity Development Support ______25 Strategic Partners Prepared to Provide Services Directly to Moldovan CSOs ______32 CSO Financial Sustainability ______34 Objective 3: Enabling Environment More Conducive to Civil Society Sustainability ______36

Enhancing Local Expertise ______38 Improving Participation, Informing Legislation, and Supporting Implementation ______39 Increasing Internal Financial Support for CSOs ______42

CROSS-CUTTING ACTIVITIES ______48

European Union Integration ______48 Gender Integration ______49 Media Campaign against False and Biased Information ______51 Youth Integration ______52

CHALLENGES, LESSONS LEARNED, AND RECOMMENDATIONS ______54

MPSCS Challenges ______54 Lessons Learned ______55 Recommendations ______56

ATTACHMENTS ______59

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ACRONYMS API Asociatia Presei Independente (Association of Independent Press) APT Asociatia Psihologilor Tighina (Association of Psychologists from Tighina) Asociatia “V.I.P.” a Telejurnalistilor Independenti din Republica Moldova ATVJI (Association of Independent TV Journalists) Centrul pentru Asistenta Juridica pentru Persoane cu Dizabilitati (Center for Legal CAJPD Assistance for Persons with Disabilities) Platforma pentru Cetatenie Activa si Parteneriat pentru Drepturile Omului (Platform CAP for Active Citizenship and Human Rights Partnership) CA Citizens Act CJI Centrul pentru Jurnalism Independent (Independent Journalism Center) CJU Clinica Juridica Universitara (University Legal Clinic) Centrul de Informare si Consultanta Organizationala CICO (Center for Organizational Consultancy and Training) CNTM Consiliul National al Tineretului din Moldova (National Youth Council of Moldova) CPD Centrul Parteneriat pentru Dezvoltare (Center Partnership for Development) CRJM Centrul de Resurse Juridice (Legal Resources Centre) CSO Civil Society Organization CSDS Civil Society Development Strategy ECNL European Center for Not-for-Profit Law EP Engage Program EU European Union FCPS Femeia si Copilul – Protectie si Sprijin (Woman and Child – Protection and Support) FDRM Fundatia pentru Dezvoltare din RM (Foundation for Advancement of Moldova) FRF Financial Revenues Forms GoM Government of Moldova LPA Local Public Authority M&E Monitoring and Evaluation MoJ Ministry of Justice NCO Non-Commercial Organizations MPSCS Moldova Partnerships for Sustainable Civil Society ODA Organizational Development Assessment PMEP Performance Monitoring and Evaluation Plan PWD People with Disabilities SI Sustainability Index SP Support Program SWMS Sustainable Waste Management System TA Technical Assistance TDP Training and Development Plan USAID United States Agency for International Development 2 Percent Law 2 percent designation mechanism

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INTRODUCTION Moldova Partnerships for Sustainable Civil Society (MPSCS) — a five-year project funded by the United States Agency for International Development (USAID) and implemented by FHI 360 and its partner, the European Center for Not-for-Profit Law (ECNL) — aimed to build a more professional and sustainable civil society sector that is responsive to constituent needs and influences policymaking, and to foster an enabling legal framework. MPSCS accomplished this goal by pursuing three objectives: • Objective 1: CSOs More Effectively Represent their Constituencies • Objective 2: Institutional Capacity of Strategic Partners Developed • Objective 3: Enabling Environment More Conducive to Long-Term Sustainability of Civil Society

The MPSCS program began in December 2013 with an initial budget of $6,299,354. At USAID’s request, two special initiatives — one to support European Union (EU) integration and another to promote the rights of people with disabilities (PWD) — were funded, which resulted in a final project budget of $8,849,354.

When MPSCS began, civil society in Moldova had achieved significant gains, but still faced some daunting challenges. For example, Civil Society Organizations (CSOs) had few prospects for fundraising and financial growth. CSOs were primarily focused on meeting the requirements of international donors, which represented their main source of funding, rather than the concerns and priorities of the citizens they served. As a result of limited CSO contact with local constituents and poor media coverage, there was a substantial lack of trust in CSOs among the population. Many CSOs also lacked the internal governance, financial sustainability and management, and operational systems needed to ensure organizational accountability and transparency. Additionally, CSOs in the breakaway Transnistrian region were less developed than their Moldovan counterparts, faced restrictions and surveillance from the government, and lacked the skills to effectively address political issues. The limited legal environment in which CSOs operated further complicated the Moldovan civil society sector.

FHI 360’s strategy in designing MPSCS was to address these challenges by helping representatives from Moldovan CSOs build the knowledge and skills they need to improve their organizations’ operations and systems and become more effective service providers and advocates. As CSOs improved their internal capacities, they also connected more effectively with their constituents, created sustainable financial plans to ensure their future viability, and collaborated with each other and government authorities to improve the laws that govern CSOs’ operation in Moldova. FHI 360 created MPSCS activities to be crosscutting, mutually reinforcing, and cohesively implemented with a unified vision to achieve interconnected results.

Through MPSCS, FHI 360 provided sub-awards to a total of 45 Moldovan CSOs, coupled with customized training and technical assistance (TA) so they can effectively represent citizens’ interests and concerns to local- and regional-level policymakers. Because of the support they received from MPSCS, partner CSOs were able to improve their fundraising skills, expand their fee-based services, and attract volunteer work — activities that significantly improved their financial viability and ensured that they will be able to continue to serve their constituents.

FHI 360 also worked intensively with three leading CSOs, our strategic partners, to enable them to build the capacity of less-developed local CSOs and continue to provide those services after MPSCS ends. FHI 360 competitively chose three CSOs to serve as strategic partners, one in each MPSCS sector: advocacy and constituency engagement; capacity development service provision; and legal and regulatory reform advocacy. This work also prepared our strategic partners to directly receive USAID funds. With MPSCS assistance and guidance, one strategic partner, Legal Resource Center from Moldova (LRCM), successfully completed the USAID pre-award evaluation and signed a four-year transition award with USAID on October 1, 2016.

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To strengthen the enabling environment to be more conducive to the long-term sustainability of the civil society sector, FHI 360 and its partner ECNL provided CSOs with TA and mentoring designed to empower CSOs to advocate for and advance legal and regulatory reforms.

Context overview MPSCS was initiated and implemented within a complex political and economic context. In 2014, the Republic of Moldova signed and ratified the Association Agreement with the EU, an obligation that promised the acceleration of Moldova’s political association and economic integration with the EU. Along with the major political, economic and security reforms required with this obligation, Moldova also committed to improving and aligning the country’s laws governing CSOs to EU standards and principles, enhancing civil participation in decision making, and establishing regular dialogue between public institutions and civil society.

However, the political and economic instability that occurred during the following year — caused by the conflicts between the newly elected pro-European parties (the Liberals, the Democrats and the Liberal Democrats) that led to a succession of problematic governments, the $1 billion banking fraud scandal, and massive anti-corruption protests — jeopardized Moldova’s path towards EU integration. Amidst this uncertainty, it became challenging for civil society to engage with decision makers, especially since the mandate of the National Participation Council (the governmental body that consulted with civil society in its decision-making) expired at the end of 2014 and has remained inactive since. Despite this, the CSOs, including MPSCS partners, led several campaigns on fair and transparent elections, providing voter education, creating call centers, conducting exit polls, monitoring the voting process, and pointing out violations made by the political parties before and during elections. They also played an important role in raising public awareness of the EU integration and its benefits for Moldovan citizens.

The last three years were marked by other significant political events. In 2016, the president of the country was elected directly by the people (rather than by Parliament) for the first time since 2000. Despite several procedural irregularities identified by CSOs (Promo-LEX, the Association for Participatory Democracy, and the Independent Press Association), the Constitutional Court validated the election. Then in May 2017, after the collapse of the governing coalition of the Liberal Party and Democratic Party, the latter became a dominant ruling force.

In light of these developments, the cooperation between civil society and public authorities took a positive turn in 2016 and early 2017 as the Moldovan government and Parliament developed and approved several legal initiatives to strengthen the sector, in particular the 2 Percent Law and the Social Entrepreneurship Law, and created joint working groups to develop the Civil Society Development Strategy (CSDS) for 2018–2020, shorten registration period of CSOs from 30 to 15 days, and transfer authority for their registration from the Ministry of Justice to the Public Service Agency. However, beginning in the second half of 2017, communication between CSOs and policymakers became tense after CSOs criticized several legislative initiatives, including one that restricted CSOs’ decision-making activity on their foreign funding. Though the initiative was blocked, this tension continued to be fueled as CSOs opposed and criticized the newly changed electoral system and the legitimate 2018 legitimate election of Chisinau’s mayor, which was voided.

To assess the context and monitor how the situation has changed over the duration of project implementation, MPSCS tracked several external tools. Most measures showed a positive trend in civil society development over the last few years of the program. Below are the context indicators that the program followed:

• USAID CSO Sustainability Index (CSOSI) examines the overall enabling environment for civil society, focusing on the legal environment, organizational capacity, financial viability, advocacy, service provision, infrastructure and public image, on a scale of 1 to 7, with a score of 1 indicating a very advanced civil society sector with a high level of sustainability: 7

Figure 1 USAID CSOSI Score for Moldova 2013-2017

2013 2014 2015 2016 2017

4 3.9 3.9 3.9 3.8

The CSOSI scores for Moldova during 2013–2017 show progress on most of the SI categories: legal environment, organizational capacity, financial viability, advocacy, service provision and infrastructure. Based on the CSOSI data from 2013 to 2017, CSOs registered the highest growth in their financial viability (0.4) and advocacy (0.3). This progress is driven by the approval and enactment of several laws and policies that enhance the financial viability of CSOs, as well as by the growing engagement of CSOs in advocating for democratic changes in Moldova, despite frequent setbacks. The latter are external challenges that affect the sector’s credibility and legislative participation and are triggered by CSOs’ active role and critical views of the reforms initiated by the Moldovan administration including:

✓ Frequent attacks and public defamation from public officials and their affiliated entities after opposing the new electoral system ✓ Parliament’s lack of clear regulations on transparency and public consultations that would ensure effective civil society participation ✓ Authorities’ attempt to introduce controversial legal provisions that would prohibit political activities and legislative advocacy by NGOs that receive foreign funding ✓ Overnight registration of organizations and foundations to serve as tools for political parties or politicians ✓ Delay in the adoption of CSO-related legislation and lack of budget support for adopted measures

Recognizing similar threats with regard to the situation of civil society in many of its member states, the Council of Europe adopted guidelines for civil participation in political decision making in September 2017. The guidelines define the conditions and principles for enabling civil participation, fundamentals of civil participation in political decision-making, types of civil participation, and implementing measures. The Republic of Moldova, as a Council of Europe member state, should ensure that public authorities are informed about the guidelines and widely disseminate them, and should adopt or adapt, where necessary, any measures to enable public authorities to make use of the guidelines. Moreover, the EU-Moldova Association Council, in its conclusions on the Republic of Moldova in February 2018, strongly encouraged the Moldovan authorities to involve civil society in the decision-making process and reiterated that “the inclusive engagement of civil society is essential to a democratic and prosperous state.”

• Barometer of Public Opinion, Institute for Public Policy, measures the percentage of positive answers about citizen trust towards CSOs. Below is a chart that reflects the trust of Moldovans towards CSOs over the last six years (the data below includes results for both “trust somewhat” and “trust a lot”): 8

Figure 2 Trust Towards Civil Society in Moldova (2013-2018) Nov-13 Nov-14 Nov-15 Oct-16 Nov-17 May-18

29 % 26 % 24 % 21.6 % 17 % 14.6 %

Based on the May 2018 Institute for Public Policy survey, churches (71 percent), army (48 percent), local government (47 percent), and the media (41 percent) enjoy the trust of the largest share of respondents. Trust toward CSOs is close to the trust toward the president (27 percent) and government (26 percent), while Moldovan political parties receive the lowest level of people’s trust at 13 percent. According to the Barometer of Public Opinion, Moldovan CSOs continue to make progress, with a slight increase in scores and improvements on national level from 21.6 percent in November 2013 to 29 percent in May 2018.

• Nations in Transit, Freedom House, provides a broad analysis of the progress of democratic change on a scale of 1 to 7, with 1 representing the highest level of democratic progress. As the 2018 report on Moldova reveals, the score for civil society remained constant for the last six years (3.25), even though the country’s overall democratic score deteriorated from 4.82 in 2013 to 4.93 in 2018. This year, civil society scored the best rating compared to other dimensions of the Moldovan democracy: electoral process – 4.00, independent media – 5.00, judicial framework and independence – 5.00, local democratic governance – 5.50, national democratic governance – 5.75 and corruption – 6.00.1

It is important that organizations that intend to advance democracy in Moldova through civil society sustain the advancements put in place by MPSCS and other development partners over the last five years. Based on the recommendations of a recent report published by the Atlantic Council,2 both the United States and the EU should continue their technical assistance to ensure progress in the areas of democracy and the rule of law, as well as increased assistance in the areas of civil society development, pre-election monitoring, independent media, government watchdog activities, and extensive election monitoring.

Referring specifically to the CSO environment, joint efforts should be undertaken to ensure the implementation of Moldovan’s domestic and international commitments towards civil society development. Additionally, we recommend adopting new legislation that responds to current challenges and is in line with the international standards (e.g., draft Law on Non-Commercial Organizations (NCO) that is still pending in the Parliament in November 2018, although the Moldovan authorities committed, through the Action Plan of Association Agenda for 2017–2019, to approve the draft in the second trimester of 2018).

Following this overview, chapters highlight successes in meeting the program indicators described in the Performance Monitoring and Evaluation Plan (PMEP) and present the achievements under each objective. In the final chapter, we present some of the major recommendations and lessons learned from the implementation of MPSCS.

1 Freedom House, Nations in Transit 2018, Moldova Country Report. 2 Atlantic Council, Eurasia Center. A Strategy for Moldova, September 2018. 9

KEY ACHIEVEMENTS Key achievements of MPSCS include: Objective 1: CSOs More Effectively Represent their Constituencies • MPSCS developed a strong cohort of over 70 CSOs from across Moldova, including Russian-speaking CSOs from the Gagauz Yeri and Transnistrian regions. These partners have improved the situation for thousands of Moldovans who make up their constituencies, especially the elderly, children, youth, journalists, and those living in rural villages, by influencing the adoption of over 90 policies (local and national) through implemented advocacy and oversight campaigns. • Based on the USAID CSOSI, the advocacy capacity of Moldovan CSOs increased from a score of 3.4 in 2013 to 3.1 in 2017 (with 1 representing the highest and 7 the lowest level score). • Per the Public Opinion Barometer report presented by the Institute for Public Policies and funded by the Soros Foundation, trust towards civil society has improved significantly, from around 21 percent in November 2013 to 29 percent in May 2018. Objective 2: Institutional Capacity of Strategic Partners Developed • As result of individualized training and capacity development provided by MPSCS, over 260 CSOs from around the country developed their internal capacity to manage and govern their organizations. • MPSCS also nurtured three strategic partners, one in each MPSCS sector, that took over the MPSCS’s capacity development tools. These partners serve as capacity development mentors for Moldovan CSOs beyond the life of the project and have become respected CSO actors on the national and regional levels. • In 2017, MPSCS partners received 11 percent more funds (892,670.89 MDL) from Moldovan sources — through local or national public funding sources, private sources, and individual donations — compared to 2013. Objective 3: Enabling Environment More Conducive to Long-Term Sustainability of Civil Society • The legal framework for CSOs improved significantly during the MPSCS. The Moldovan Parliament approved the CSDS for 2018–2020 and Action Plan in March 2018. These two policy documents lay out the government’s three-year plan to strengthen citizen participation in public decision-making, improve the financial viability of CSOs, and increase civic activism and volunteering. • Moldova is the only European Union’s Eastern Partnership country to introduce the percentage designation mechanism. The 2 Percent Law that allows Moldovan citizens to choose to designate 2 percent of their income tax to CSOs and religious organizations was successfully launched in 2017. According to the State Tax Service, 29,671 citizens used the 2 percent designation mechanism in 2017. These data show a 40 percent increase in the 2 percent designations compared to 2016 and, hence, a higher level of citizens’ awareness about the percentage law. • Finally, the following were successfully developed and adopted with MPSCS support: The Law on Social Entrepreneurship, amendments on shortening the CSO registration deadline from 30 to 15 days, and the Noncommercial Organizations Law (passed in first reading). MPSCS partners increased their capacity to develop and contribute to the CSO legislation implementation and to interact with public authorities.

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PERFORMANCE MONITORING AND EVALUATION PLAN OVERVIEW At the beginning of MPSCS, FHI 360 developed a PMEP that reflects the project performance against its established objectives. The plan measures the direct accomplishments of the program and shows the indirect results and impact of program activities developed by MPSCS partners. FHI 360 ensured that the proposed indicators meet USAID’s quality standards by being direct, objective, and useful for program management purposes — practical, attributable, timely, and adequate.

MPSCS achieved many of its end-of-project targets by Q1 of Year 4. Therefore, MPSCS increased the Year 5 and end-of-project targets in Q2 of Year 4 and again in Q1 of Year 5. These changes to the project PMEP were approved by USAID in January 2017 and February 2018, respectively. Also, in Year 4, MPSCS worked with USAID to update the Monitoring & Evaluation (M&E) Plan. After consultations with the donor, MPSCS added a new indicator under the Objective 1: Number of USG-supported activities designed to promote or strengthen the civic participation of women.

MPSCS used two primary data collection methods: 1) gathering information from MPSCS partner organizations, and 2) evaluating performance of 21 MPSCS partner CSOs, using the Organizational Development Assessment (ODA). During the monitoring process, MPSCS assisted its partners to ensure that all results and lessons were based on evidence and fully documented. As a result, grantees significantly improved their M&E systems and their data collection and reporting practices.

As mentioned, all Objective 1 M&E targets were met or exceeded by the end of the program. MPSCS made good progress in engaging the constituency in the CSO advocacy campaigns, connecting them with government by organizing joint events, and involving volunteers in organizational activities. Under Objective 2, MPSCS reached targets for all the indicators. Under Objective 3, the program worked closely with the central authorities to improve the enabling environment for civil society. As a result, MPSCS registered performance over and above all the targets except indicator 3.3 (USAID’s E&E CSO SI shows consistent improvement in “legal environment”). Note that indicator 3.3 is rated by a review committee established on yearly basis and moderated through a local CSO partner. Although there is a set methodology guiding the process for setting the scores under each of the seven CSO Sustainability Index dimensions/criteria, this methodology is not statistically reliable, and it is based mostly on the individual experiences of the committee members — CSO members or activists — and their ability to articulate positive or negative changes within each of the seven criteria. The PMEP is included in Attachment 1.

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MPSCS PROGRESS, BY OBJECTIVE

Objective 1: CSOs More Effectively Represent their Constituencies Method of assistance As a direct result of participating in MPSCS, partner CSOs are significantly better at effectively representing their constituencies. To improve its grantees skills in this area, MPSCS provided its partner CSOs with tailored capacity-building services and grant funding through three programs: Engage Grants, People with Disabilities Grants, and Citizens Act Small Grants. This approach allowed MPSCS staff to select mission-driven CSOs and leaders in different sectors, provide tailored technical assistance, and track the CSOs’ organizational development each year. The drawback was that CSOs often resist change and hesitate to participate in evaluations.

Key achievements: • Seventy-six MPSCS grantees and their partners implemented advocacy activities throughout Moldova to produce qualitative improvements in the living conditions of their target groups including youth, the elderly, women, disadvantaged persons, PWD, and minorities. • As a result of MPSCS grantees’ advocacy campaigns, local and district authorities issued 73 decisions aimed at improving collaborative governance, child protection, social inclusion of at-risk populations, and the socio-economic development of villages and towns. • MPSCS partners mobilized 7,027 volunteers to support their CSOs’ ongoing projects and 146 CSOs registered with state authorities to become host institutions for volunteers. • MPSCS supported efforts of 121 organizations to better connect with their constituents and gather input on CSO activities through surveys, focus groups, and public events such as conferences, forums, round tables, press conferences, and discussion clubs. • MPSCS partners engaged 398,272 Moldovans in civic education activities on Moldova's European Union integration. • Five CSOs that participated in the People with Disabilities Grant program mobilized more than 1,000 citizens to provide input on a set of recommendation to improve laws pertaining to PWD.

Details on individual partners’ achievements are provided below.

Engage Grant Program MPSCS designed the Engage Program (EP) Partners grant competition to solicit project ideas from CSOs directly related to their organizational mission and areas of expertise. Ideas included 1) connecting CSOs with citizens, 2) increasing the visibility and influence of the CSO sector in Moldova, 3) developing and implementing advocacy initiatives, and 4) mobilizing the government, media, and other CSOs for stronger engagement. The review committee selected 19 CSOs from among 30 applicants to receive three-year grants of up to 390,000 MDL. Details on the awards and activities CSOs conducted under the Engage Grants Program are described below.

ASOCIAȚIA PRESEI INDEPENDENTE (API) The Asociația Presei Independente – API (Association of Independent Press) builds the capacity of independent media through its Center for Assistance, which provides training and ongoing assistance to strengthen and streamline the technical, web design, financial, and advertising skills of 16 media outlets. Because of the capacity building services they received from the Center for Assistance, API’s member newspapers successfully increased their readership from 30,000 people to 80,000 in Year 4 of MPSCS.

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API also undertakes media monitoring initiatives and produces media pieces to dispel disinformation and propaganda that are distributed in Moldova by national and international media outlets. API was a key partner in the MPSCS-funded “Stop Fals!” campaign, which is detailed on page 5150 of this report, and the EU- integration campaign, which can be found in Attachment 6.

In addition, API continued to assess the fulfilment of actions regarding media planned for September 2017 to May 2018 under the EU-Moldova Association Agreement and the National Action Plan for 2017–2019. The three reports, launched by API in the reporting period, highlighted similar issues on inconsistent and insufficient involvement and commitment of the authorities to fulfil most of the planned actions. The authors acknowledged the initiative of the Ministry of Foreign Affairs and European Integration to revise the National Action Plan for 2017–2019, including the media sector; however, they are concerned that print and online media will continue to be neglected if concrete actions are not assigned to and implemented by bodies other than the Audiovisual Coordinating Council, such as legislators, ministries, public authorities, academia, and civil society organizations. API delivered to government authorities several recommendations on how to improve the operating environment for media outlets in Moldova, including developing a new Audiovisual Code and strengthening the skills of the Audiovisual Council.

ASOCIAȚIA PSIHOLOGILOR TIGHINA (APT) The Asociația Psihologilor Tighina – APT (Association of Psychologists from Tighina) assists disadvantaged youth and improves community engagement in roughly 100 villages from three raions or administrative units — Causeni, Stefan-Voda, and Anenii Noi, which border the breakaway region of Transnistria. APT supports the development of youth CSOs in these villages to better assist youth left without parental care as result of migration. APT also encourages representatives from these CSOs to participate in local council meetings and ensure that the issues of youth facing hardships are discussed with the government authorities.

Through MPSCS, APT conducted 97 workshops for 1,208 social workers, psychologists, teachers, nurses, public servants and other community stakeholders to empower them to prevent dropouts and to support disadvantaged families and youth affected by parents’ migration. Due to its work, 16 young women, 28 children, 15 youth and another 22 people from 10 disadvantaged families received welfare assistance, employment counseling, and psychological counseling, and several children whose parents had migrated received support to get ID cards.

APT also promoted local CSOs’ important activities through seven television spots and helped CSOs fundraise by connecting with donors and volunteers and developing proposals for grants. Through their fundraising activities, local authorities developed and launched grants totaling $500,000 to renovate medical facilities and community centers and provide new social services for elderly people and youth from these raions. APT also supported the MPSCS-funded EU integration campaign, which is detailed in the Attachment 6 of this report.

CAROMA NORD Caroma Nord advocates for pro-environment issues in partnership with 42 other CSOs that belong to an Environmental Coalition. Caroma Nord’s grant from MPSCS allowed them to create the “Waste Management in My Community” campaign, which engaged Due to successful cooperation more than 2,000 youth from 14 villages across northern Moldova. between Caroma Nord and the Balti Participants in the cleanup events collected about 16 tons of town government, a modern waste waste, benefiting more than 160,000 villagers. Caroma Nord also collection system was installed at a engaged more than 50,000 citizens from Balti in the development Balti primary school. Inspired by this result, in March 2017, Balti authorities of the 2017–2020 Balti town Environmental Strategy. decided to install other 60 waste collection systems in the town, which In March 2017, the Ministry of Agriculture and Food Industry will benefit 163,000 citizens. approved Caroma Nord’s request to create a Balti Botanical Garden and provided 21 hectares (51.89 acres) of land for this purpose 13

near Balti town. Caroma Nord will continue working with the local public authorities (LPA) to implement this decision of the Ministry of Agriculture and Food Industry. It will be the second such garden in Moldova and the first one created in nearly 70 years. Trees and other plants from the Balti Botanical Garden will significantly improve the polluted Balti town air and help preserve the natural Balti landscapes.

Caroma Nord also conducted workshops on waste management for youth and teachers in five northern raions and provided six CSOs in the North with training and coaching in domestic fundraising and publicizing and fostering public discussion of domestic resource mobilization through policy forums, televised reports, and regional talk shows.

CASMED Casmed provides social and medical home-based care for the elderly and PWD in rural areas. Through MPSCS, Casmed strengthened its work with its network of 10 CSOs that provide community services in the northern part of the country. Casmed raised awareness in rural communities about the work of local CSOs and trained network CSOs to get state accreditation, which allows them to contract with local and regional governments to provide social services. The CSO created an accreditation guide that clearly outlines all of the steps CSOs need to take and the documents they need to prepare to receive legal accreditation to provide social services for state or local authorities. As a result of Casmed’s efforts, supported CSOs will be more sustainable and more than 500 elderly people from the Falesti, Floresti, Rezina, and Soldanesti raions will receive professional assistance.

In addition, Casmed and its CSO partners developed a National Network of Home Care Services Providers. This platform, currently consisting of 36 CSOs, allows Casmed to further strengthen the capacities of home care services providers to protect the living conditions of elderly people and to consolidate CSOs’ positive influence over the relevant state policies. On June 16, 2017, the network signed a Memorandum of Understanding with the Ministry of Health (currently the Ministry of Health, Labor, and Social Protection) to improve regulations related to the activity of home care services providers in Moldova, thus contributing to a better quality of service provision.

The Ministry created a working group that helped the Network collect data and develop the Assessment Report of the Social and Health Care Services Provided at Home, which the group presented in September 2017 along with its 1) Strategic Plan, 2) Lobby and Advocacy Plan for 2017–2019. Following the meeting, ten additional CSOs joined Casmed’s network. Based on the discussions and recommendations from the meeting, Casmed and its network members will continue their efforts to improve the framework for social contracting and will focus on increasing beneficiaries in the least accessible communities.

CENTRUL DE ASISTENȚĂ JURIDICĂ PENTRU PERSOANE CU DIZABILITĂȚI (CAJPD) Centrul de Asistență Juridică pentru Persoane cu Dizabilități – CAJPD (Center of Legal Assistance for Persons with Disabilities) provided training and coaching services to 36 CSOs that work with PWD so that the organizations can more effectively influence public policy and better represent their constituents' interests. CAJPD’s training program covers issues such advocacy campaigns, participation in public policy processes, and mobilizing constituencies. The group also coaches the CSOs on the initiation, development, implementation, and monitoring of nine major public policies related to PWD at regional or national level.

Because of the advocacy initiatives CAJPD implemented through MPSCS, the local government authorities in Falesti, Ceadir-Lunga, and Ungheni towns marked a crosswalk for people with visual disabilities, installed a road indicator for blind people, built an accessible sidewalk for PWD, and approved the 2018 Local Strategy on PWDs’ Rights. In addition, the CSO carried out two focus groups that brought together 17 government and CSO representatives to analyze social contracting mechanisms for CSOs in Moldova and monitored the implementation of the Moldova-EU Association Agreement in respecting the rights of PWD. According to the findings, only 30 percent of planned actions on disability rights were accomplished, and 26 percent were only partially implemented, whereas 44 percent were not carried out at all. Subsequently, CAJPD and its partners 14

presented to Mrs. Valentina Buliga, the Chairwoman of the Parliamentary Commission for Social Protection, Health and Family, the recommendations of the recent, MPSCS-funded study on social contracting and discussed the opportunities and solutions for enhancing CSOs’ access to these types of mutually beneficial contracts. The CSO also helped present recommendations for an inter-ministry commission on social contracting to national government authorities.

CENTRUL PARTENERIAT PENTRU DEZVOLTARE (CPD) Centrul Parteneriat pentru Dezvoltare – CPD (Center Partnership for Development) promotes the adoption of gender non-discrimination procedures in the labor market by organizing annual employers’ forums, analyzing best practices, developing a labor market discrimination index, and advocating for public policy reforms. Through MPSCS, CPD conducted four training workshops for approximately 20 human resources specialists from the business sector to improve their understanding of gender discrimination, the national legal framework regarding equality, and the implementation of non-discrimination policies in the context of Moldova’s labor market. CPD designed the trainings to increase the rate at which companies apply non- discrimination principles and to build companies’ support for equal workplace opportunities.

CPD also researched, drafted, and released the “Gender Equality Index for 2016,” which measured the level of gender mainstreaming in six areas: health, politics, labor market, perception and stereotypes, education, and wealth access. This analysis helped raise public awareness on gender issues and served as a basis for CSOs’ gender equality advocacy. The press conference CPD held to release the report was streamed live on YouTube, presented on two national TV channels, and covered in 10 online articles. Following the conference, CPD posted the index on their website in both Romanian and Russian to make it widely available to the public. The index and accompanying infographic were widely disseminated by many online resources, including USAID’s Facebook page. More information on the gender equality index and MPSCS’s gender work can be found on page 48.

CENTRUL PENTRU JURNALISM INDEPENDENT (CJI) Centrul de Jurnalism Independent – CJI (Independent Journalism Center) ensures journalists’ and media consumers’ access to information by promoting legislative reforms and creating favorable conditions for media activity. CJI has launched three advocacy campaigns to promote the adoption of the Law on Access to Information and the Law on Transparency of Media Ownership. These laws ensure that journalists will be allowed into Parliament’s meeting hall during plenary sessions. CJI held four roundtable meetings, held six press club events, and disseminated petitions signed by journalists and CJI produced and launched “MediaErudit,” interactive, online game, designed to increase users’ media literacy. media consumers. On November 18, 2016, as a CJI also launched three online quizzes about media manipulation result of CJI’s advocacy efforts, the Moldovan and false and biased information. Parliament approved amendments to the Law on Petitioning that increased the fine for public officials not presenting requested information to citizens or for presenting incomplete or inaccurate information to them by a factor of 10 (from approx. 2,000 MDL/100 USD to up to 20,000 MDL/1,000 USD).

In addition, CJI monitored 12 Moldovan media outlets and developed four reports, which found that the most used manipulation techniques and deviations from the Code of Ethics are: omission, generalization, distortion of source, truncation of quotes, removal from context, labeling, unilateral presentation of facts, and quoting unknown experts. The CSO also published 96 articles on media manipulation and propaganda and produced a humorous video on ethics in media. These materials, which were viewed more than 27,000 times, aimed to 15

increase media literacy regarding elections, manipulative coverage of candidates, geopolitics, conspiracy theories, the results of the presidential elections, the involvement of the church in politics, and even nostalgia as a tool for manipulating the masses.

Other CJI activities aimed to strengthen journalists’ knowledge of the field they work in, so that they can produce materials of better quality for the public. Thus, on June 29, 2017, CJI launched an interactive game and media app, “COOL Etica.” The app can be accessed on https://joc.media-azi.md/ and aims to promote and improve the understanding of the ethical norms contained in the Republic of Moldova Journalist’s Deontological Code. More than 750 persons have accessed this application so far.

CERTITUDINE Certitudine worked with young people from nine different rural communities in the northern part of Moldova to prepare them to actively participate in public decision-making and community development processes. The CSO trained youth in volunteering, project planning and implementation, community outreach, mobilization, and fundraising. Certitudine also held roundtables with local government authorities, young people, educators, and other local stakeholders to identify the opportunities, challenges, and solutions for youth’s civic participation at the local level. As result, youth developed and implemented 20 community-based projects and presented public policy recommendations relevant to the issues addressed by their community projects. Up to 1,900 youth from Riscani town, Glodeni town, Hasnasenii Noi, Pelinia, Bilicenii Vechi, and Elizaveta villages benefited from these initiatives.

Certitudine held one online training for around 200 young people in implementing youth-led initiatives and five crowd-funding trainings for ten grassroots CSOs. Certitudine worked with 22 CSOs to develop their social entrepreneurship skills and, in partnership with other youth CSOs, held a “Social Entrepreneurship Fest” in Balti town. In addition, the CSO promoted new CSO funding mechanisms such as crowdfunding, the 2 Percent Law, and the social entrepreneurship model. More information on MPSCS’s work with youth can be found on page 5251, and information on how Certitudine worked with MPSCS to promote EU integration can be found in the Attachment 6.

CLINICA JURIDICĂ UNIVERSITARĂ (CJU) Clinica Juridică Universitară – CJU (University Legal Clinic) provided free legal assistance to over 5,600 socially disadvantaged people from northern Moldova, strengthened the capacity of CSOs that provide pro bono legal services, and developed minimum standards on how CSOs should provide legal assistance to citizens. CJU also facilitated partnerships between eight CSOs, regional offices of the National Legal Aid Council, and local government authorities, and connected law students with opportunities to develop their skills by voluntarily providing pro bono legal services to people in communities in the north of Moldova.

Through MPSCS, CJU trained 165 Moldovan CSOs in new funding mechanisms and produced infographics, promotional campaigns, and a television spot to promote the 2 Percent Law to CSOs and the public. The spot was broadcasted on two national and nine regional channels, reaching an audience of around 1,200,000. In addition, CJU launched a face-to-face campaign to promote the 2 Percent Law and has already met with more 2,000 citizens from Riscani, Falesti, Drochia, Edinet, and Singerei raions. Due to CJU’s assistance to 21 Moldovan CSOs, twelve of them developed and submitted the required documents to become eligible for the 2 Percent Law in 2018.

CONSILIUL NAȚIONAL AL TINERETULUI DIN MOLDOVA (CNTM) Consiliul Național al Tineretului din Moldova – CNTM (National Youth Council of Moldova) develops evidence- based youth policies and monitors and evaluates how central and local budgets are allocated regarding youth activities, youth centers, and local youth funds. Through MPSCS, CNTM worked with 36 local authorities on budgeting for youth development and transparency in decision-making, developed a crowd-funding guide in Romanian and English that explains how to design and implement successful online fundraising campaigns, 16

and trained 25 young people on how to use the guide. More information on MPSCS’s work with youth can be found on page 52.

ECO CONTACT EcoContact strengthens participatory governance by providing capacity building trainings to CSOs and by advocating for the Green Economy model, a method of engaging citizens in public decision-making. To gather feedback on the green economy activities it implemented in several localities, EcoContact conducted a national round table called “Green Economy — Made in Moldova,” which was attended by over 40 representatives of the Government of Moldova (GoM), local public authorities (LPAs), and CSOs. Participants appreciated EcoContact’s green economy and inclusive citizen engagement approach in solving environmental problems in targeted communities and suggested extending this approach to the national level. Subsequently, EcoContact developed an informative note for the GoM to approve a roadmap on how to solve challenging environmental problems in Roundtable “Green Economy – Made in Moldovan communities based on the green economy model. As Moldova 2017,” EcoContact, February 3, 2017. a result of EcoContact’s assistance to the GoM, a Law on Strategic Environmental Assessment was approved by the Parliament in March 2017. This law requires all authorities to get citizens’ approval before launching any infrastructure projects and to assess the impact of these projects on the environment. The group has also planted 25,000 trees to prevent landslides, developed green economy components in four local strategies, and installed solar panels and early warning systems in public institutions.

FEMEIA ȘI COPILUL-PROTECȚIE ȘI SPRIJIN (FCPS) Femeia și Copilul-Protecție și Sprijin – FCPS (Women and Child — Protection and Support) strengthens the organizational capacities of four CSOs from the Criuleni and Dubasari raions to allow them to more efficiently promote and protect the rights of disadvantaged people. To help these CSOs “The 2percent law is a great improve their incomes, FCPS organized seven study visits to opportunity to improve the financial social entrepreneurs from Moldova and, as a result, CSOs sustainability of our organization. The implemented seven projects. The CSO also partnered with the amount of MDL 31,000 (approx.$1,800) water supplier Apa-Canal from Criuleni town and printed details that was designated to us in 2017 about the 2 Percent Law in Romanian and Russian on the back exceeded our expectations. We are looking for ideas of how to spend these cover of monthly utility bills, which were sent to every town funds and we will regularly inform the water user. In addition, the CSO organized meetings with public public on what we did with their institutions, held face-to-face discussions with the public, and financial support.” trained 40 fiscal inspectors and 40 representatives of CSOs on -- Victoria Secu, FCPS’s Executive how to use the 2 Percent Law. As a result, FCPS is among the top Director. ten beneficiaries of the 2017 percentage designations.

FCPS also successfully contracted with local authorities to provide social services to 40 beneficiaries. Due to this social contract in the amount of MDL 99,800 (approx. $5,800), the FCPS mobile team, including physicians and psychologists, provides counseling, recovery, and psychosocial rehabilitation services to children with disabilities and their families to increase their personal autonomy and ensure their social inclusion.

FUNDAŢIA PENTRU DEZVOLTARE DIN REPUBLICA MOLDOVA (FDRM) Fundaţia pentru Dezvoltare din Republica Moldova – FDRM (Foundation for Advancement of Moldova) works to improve Moldova’s education system at all levels by partnering with the Ministry of Education, Culture, and Research to create a Regulatory Impact Assessment that will help the ministry understand the impact of 17

approved laws and regulations. The organization trains representatives from the Ministry of Education, Culture, and Research; local authorities; and CSOs on how to use the assessment tool to ensure better regulatory initiatives and how to improve public servants’ skills in implementing education policies. Through MPSCS, FDRM held three two-day training workshops for representatives from 142 Moldovan schools so that they can develop transparent and cost-efficient procurement systems in their schools. In addition, at the request of the ministry, FDRM was involved with the midterm evaluation of the national strategy, “Education 2020.” Through this opportunity, the CSO was able to promote the impact guide and assist with drafting informative notes for legislative and normative acts.

MOTIVAȚIE Association Motivatie worked with rural young people with and without disabilities to create six groups that are actively involved in solving community problems. The CSO developed the organizational skills of the 18 participating youth; in turn, the youth were able to develop and implement projects that facilitated the installment of 18 access ramps in six towns and villages across Moldova. Motivatie helped government authorities develop Local Accessibility Strategies aimed at improving access to other buildings in these and other locales and improving life conditions for about 20,000 people with reduced mobility.

To improve CSOs’ income-generation opportunities, Motivatie partnered with the government to develop a working definition of social entrepreneurship and developed the Law on Social Entrepreneurship, which was approved by the Parliament in November 2017 and went into effect in May 2018. More on the how MPSCS and Motivatie promoted social entrepreneurship can be found on page 44.

PRO COMUNITATE Pro Comunitate develops youth policies and promotes dialogue among community actors to stimulate youth participation in local governance processes. Pro Comunitate used their grant funding to organize public debates for young people between the ages of 16 and 30 (representatives of local councils, teachers, and local civil society representatives) to identify youth problems in the community and initiated a team-building session to identify solutions regarding youth participation in decision-making at the local level. The discussions highlighted the issues of youth participation in the LPA public decision-making. Pro Comunitate also created a monitoring team to track the inclusion of youth participation in decision-making processes. By the end of the project, 30 youth workers had gained skills in youth partnership, community development, and other youth issues.

In addition, together with 20 representatives of the Ministry of Youth and Sports, CSOs, and relevant LPAs, Pro Comunitate reviewed the Moldova Youth Strategy’s Action Plan for 2018–2020 and developed recommendations to further develop the youth sector in Moldova. These recommendations outline the need for funding youth initiatives at the local level, as well as promoting Local Youth Councils and increasing youth involvement in the community. The grantee submitted these policy recommendations to the Ministry of Youth and Sports and the Ministry promised to include all of them into the Action Plan for the 2018–2020 Moldova Youth Strategy.

PLATFORMA PENTRU CETĂȚENIE ACTIVĂ ȘI PARTENERIAT PENTRU DREPTURILE OMULUI (formerly Resource Center Young and Free) Platforma pentru Cetățenie Activă și Partneriat pentru Drepturile Omului – CAP (Platform for Active Citizenship and Human Rights Partnership) coordinates the secretariat of the National Council of NGOs, an umbrella organization that represents the interests of Moldovan CSOs. The CSO holds regular meetings of the National Council of NGOs and monitors the government’s implementation of its commitments to support the development of Moldovan civil society. CAP held 20 workshops to familiarize 100 Moldovan CSOs with current CSO-related fiscal legislation. The group also facilitated discussions among members of the Council of NGOs, provided public authorities with feedback on policies related to the CSO development, and informed CSOs on contracting to provide social services and how to qualify to receive funds from the 2 Percent Law.

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TĂRNĂ ROM Tărnă Rom Union of the Youth Roma of Moldova helped the Roma community throughout Moldova to identify barriers to accessing public services in their localities. Under the Tarna Rom guidance, 51 Roma CSOs conducted surveys on Roma people’s issues at the local level. Tarna Rom’s recommendations to improve their constituency’s situation, especially regarding the Roma people’s inability to access state-funded educational and health protection services, were addressed at several roundtable discussions attended by GoM and donor representatives. In addition, 35 Roma representatives learned how to monitor the public policies aimed at improving the Roma people integration by attending trainings conducted by the organization.

TINERII PENTRU DREPTUL LA VIAȚĂ (TDV) Tinerii pentru Dreptul la Viață – TDV Youth for the Right to Life created a network of Moldovan volunteer institutions and supported 300 CSOs in developing viable volunteering programs. The CSO developed the core training curriculum for volunteer coordinators and a course on fundraising for volunteering programs. Through MPSCS, TDV trained 253 representatives from CSOs and public authorities to prepare the needed documentation to get the host institutions certification from the Ministry of Youth, which allows them to legally attract volunteers. As result, since 2014, 131 CSOs have received the certification of host institution for volunteering and have engaged 1,094 volunteers. In addition, as a result of TDV’s advocacy, the Ministry of Justice (MoJ) amended Moldova’s Classification of Occupations recognizing the position of volunteer coordinator as an official job function, which will help increase volunteerism, especially longer-term, at public institutions such as the mayor’s offices, hospitals, libraries, and museums. TDV also supported MPSCS’s EU integration campaign, as detailed in Attachment 6.

VESTA Vesta supports the Southern Alliance of seven Women CSOs that work on women’s empowerment. Each member of the Alliance is establishing a local public council of citizens and CSO representatives to advocate for rights of women. Through MPSCS, Vesta worked with seven public councils to efficiently identify and solve community problems. For example, they improved infrastructure, public services, and facilities; ensured democratic elections; and increased public initiatives. Due to the efforts of Vesta and the Ciadir-Lunga Public Council, the polling place in Ciadir-Lunga was moved from the second to the first floor of the public building during the November 2016 presidential elections in Moldova. This change ensured that mobility-impaired citizens could fulfill their civic right to vote. In addition, the Comrat Public Council convinced Comrat’s mayor to allocate MDL 200,000 in the 2017 budget to support CSOs and civic initiatives. Comrat Town Hall’s Legal Department is currently developing a legal framework for this funding. Vesta also developed the Regional Gender Development Strategy for Gagauzia, renovated a playground and kindergarten, and worked with eight other CSOs to develop financial sustainability strategies.

People with Disabilities Small Grants Program Through the PWD Rights Grants Program, MPSCS empowered active and mission-driven CSOs run by and for PWD to strengthen their abilities to advocate for the rights of PWD and to increase the participation of PWD in advocacy efforts. Five two-year grants coupled with technical assistance promoted specific changes in public policies, attitudes, behavior, and inclusion of PWD. By July 14, 2017, all five participating CSOs had successfully completed their projects.

Details on the activities CSOs conducted under the Citizens Act Small Grants Program are described below.

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KEYSTONE MOLDOVA Keystone Moldova works in the Anenii Noi and Ialoveni raions involving people with disabilities in the development of public policies that directly affect PWD. Keystone serves as a model for Keystone Moldova assisted Tatiana the other 30 raions of Moldova. By participating in MPSCS, and Adrian, two physically disabled Keystone trained more 50 citizens, including 10 PWD, in project young persons, to develop a project cycle management and self-advocacy; mobilized and empowered and get funding from the Anenii Noi more 9,000 people with disabilities from two raions; and improved Raion Council through the Anenii Noi local regulations by developing two local strategies on the social Strategy on Social Inclusion, a policy that Keystone helped develop. inclusion of PWD per the UN Convention on the Rights of Persons Keystone also provided both youth with with Disabilities. Three hundred citizens with and without TA as they implemented their project, disabilities have already benefited from the Strategy in Anenii Noi which was focused on improving self- and approximately another 300 will benefit from the community confidence and engaging teenagers mobilization and Keystone’s advocacy efforts. Keystone has with disabilities and their parents in continued to assist PWD, LPAs, and CSOs from these two and other local decision making. raions to develop public policies, inclusive services, employment opportunities and accessibility for PWD and for people with reduced mobility.

CENTRUL DE RESURSE "OSORC" OSORC is located in Tiraspol, the de facto capital of Moldova’s breakaway region of Transnistria. OSORC aims to inform the public and raise awareness about PWD and increase social involvement and visibility of PWD and their families. During their two-year MPSCS-funded project, “Equal Rights Despite Unequal Opportunities,” OSORC empowered more than 200 PWD to actively participate in social life by providing trainings and individual assistance in developing and selling handicrafts, and in human rights, advocacy, and self- representation. For example, OSORC consulted with 17 families (24 people), conducted two group consultancies, and provided six individual consultancies through which some parents received additional information and support to solve their legal, social, and psychological issues. OSORC’s lawyer explained the legal framework related to discussed problems and recommended necessary steps to solve them. The psychologist and psychotherapist provided counseling on family relationships and PWD integration in schools of PWD.

In addition, OSORC, in cooperation with other CSOs and public officials, developed a law on guardianship, a law on public-private partnerships, and a law on sponsorship and charity, all of which were approved.

OSORC also worked with the Transnistrian Association of Creative Laboratories of Crafts to hold two master classes for 19 disabled young persons and their families on handmade needlework. As result of this activity, OSORC signed an Agreement of Collaboration with the Association of Creative Laboratories of Crafts to sell handmade products. Additionally, OSORC conducted 39 trainings on self-presentation and open workshops on handicrafts, which 86 PWD attended, and held two talent fairs that brought together 441 people, including 328 PWD. In addition, OSORC shared the results of project activities through various media channels reaching over 10,000 people.

SOS AUTISM SOS Autism’s MPSCS-funded initiative assisted authorities to create the National Program on Mental Health 2017–2020, which was submitted to the Government of Moldova in February 2017 and approved in mid-April 2017. The important national policy document stipulates, for the first time in Moldova, specific state-funded social assistance and healthcare for people with autism and other mental health issues. SOS Autism continues to monitor the implementation of the National Program on Mental Health 2017–2020 and to assist PWD, LPAs, and CSOs from Moldova to develop public policies and inclusive services for people with autism spectrum disorders. SOS Autism also conducted a survey aimed at measuring the impact of their project activities implemented during May 2015–April 2017. Per this survey, the percentage of survey respondents who know 20

about autism-spectrum disorders increased by 35 percent (from the 52 percent base line in 2015 to 87 percent in 2017).

SPERANȚA Speranța, or Hope, used its MPSCS grant funds to develop and print innovative, easy-to-read handbooks on the UN Convention on the Rights of Persons with Disabilities and on the Law on Social Inclusion of Persons with Disabilities and made these public in January 2017. These materials explain to the more than 10,000 Moldovans with intellectual disabilities their rights to work, to study, and to access adequate health care, as well as practical information such as how to obtain a driving license. The CSO then conducted 15 informative sessions and six trainings across Moldova for PWD, parents, guardians, teachers, and authorities on how to use the easy-to-read materials. As a result of these trainings, parents, teachers, and employees of medical institutions have begun using these materials when preparing children and young people with special needs for independent living. Non-profit organizations, workforce centers, and employment agencies are using them in their vocational trainings and individual assistance programs to help people with intellectual disabilities find work and better integrate into society.

SPERANȚA ȘI SĂNĂTATE Speranța și Sănătate (Hope and Health) works to increase citizens’ knowledge on legal matters related to PWD. The CSO produced brochures and videos that were broadcasted by TV channels, social networks, and YouTube and reach about 100,000 citizens. Speranța și Sănătate also held 16 legal seminars and one roundtable, which effectively increased 239 citizens’ and 27 organizations’ knowledge of legal challenges and opportunities faced by PWD. Speranța și Sănătate also carried out a closing public roundtable for 40 parents of People with Intellectual Disabilities and representatives of authorities and CSOs. During the roundtable, participants discussed Speranța și Sănătate’s recommendations to improve the legal framework related to People with Intellectual Disabilities and their families, such as stating commitments to facilitate People with Intellectual Disabilities employment and ensure their housing and social security.

As a result of the advocacy work that Speranța și Sănătate and other PWD-focused CSOs conducted, the Moldovan government approved the Regulation on Sanitary Requirements in Social Services for PWD, covering the requirements for Community Houses, Protected Houses, and Respiros. These regulations ensure PWD rights to healthcare and social assistance at home and explain their rights when placed in state-funded or in private nursing homes. Another 14 recommendations to improve PWD-related legislation were submitted to the authorities and Speranța și Sănătate continues its advocacy efforts so that these recommendations are discussed and approved by the relevant authorities.

Citizens Act Small Grant Program Under the first and second round of the Citizens Act Small Grants Program, which were launched in October 2016 and February 2017, respectively, MPSCS received a total of 59 applications and the MPSCS review committee shortlisted 12 proposals. MPSCS worked with these applicants to fine tune their proposals per the review committee’s recommendations. MPSCS rejected applications from two CSOs, ProFemina and Pro Trebujeni, due to their unresponsiveness and inability to improve their proposal as suggested by the review committee. The other ten project descriptions were submitted and successfully approved by USAID. MPSCS continuously worked with all the grantees selected under this program and assisted them in achieving their established project objectives.

Details on the awards and activities CSOs conducted under the Citizens Act Small Grants Program are described below.

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Asociația Studenților și Rezidenților în Medicină din Moldova (ASRMM) Asociația Studenților și Rezidenților în Medicină din Moldova – ASRMM (Association of Medical Students and Residents from Moldova) used their MPSCS grant to train 1,600 high school students from Chisinau, Ialoveni, and Streaseni on how to provide emergency medical aid. Through these 74 trainings in 32 schools, the group empowered youth to provide first aid to their peers and to become active citizens.

Centrul de Intervenție Precoce Voinicel – Voinicel Centrul de Intervenție Precoce Voinicel – Voinicel (Centre of Early Intervention Voinicel) empowered beneficiaries of Early Childhood Intervention Services (ECI) and their partner CSOs to support accreditation and fundraising for these services by developing the advocacy skills of 70 parents with children ages 0–3 years affected by different neuro-psycho-motor diseases. Consequently, the group of parents initiated and submitted to the National Insurance Company in Medicine an online petition, signed by 412 people, requesting an increase in funding for ECI services. Due to the advocacy efforts, the contracting of ECI services by state was extended from 9 to 12 months with an engagement from the GoM to launch the consultation on extending the contracting to 2019. Additionally, Voinicel provided specialized ECI services (development assessment, habilitation of motor abilities, language and speech development, and other) to 30 children with developmental disabilities ages 0–3 years and their families. As a continuation of the MPSCS project, Voinicel received a four-year grant award from UNICEF amounting to €46,000.

Centrul de Resurse pentru Educaţie Ecologică și Dezvoltare Durabilă – CREEDD Centrul de Resurse pentru Educaţie Ecologică și Dezvoltare Durabilă – CREEDD (Resource Center for Environmental Education and Sustainable Development) used their grant funding to create an integrated waste system in Balti. To improve CSOs and public officials’ knowledge on environmental protection, CREEDD conducted a round table with 30 people, including media representatives; organized five trainings on the Sustainable Waste Management System (SWMS) with the participation of over 100 citizens from Balti Municipality; broadcasted a 40-minute TV show on local television; and distributed information materials about SWMS reaching over 100,000 citizens from the north of Moldova. Due to CREEDD’s project, eight educational institutions signed agreements to recycle plastic and paper collected in schools and have already collected over 22,000 kg of paper and 360 kg of plastic. As part of its advocacy campaign on waste management, CREEDD developed and distributed to Balti authorities a feasibility study on SWMS, the Regulation on Economic and Financial Mechanism, and the Action Plan for the implementation of SWMS, which will help create a functional framework for a potential SWMS public service in Balti. The high quality of documents supported the CSO’s advocacy agenda and the LPAs agreed to continue this work, thus CREEDD will advance its advocacy campaign to fully implement the SWMS in Balti municipality.

Centrul Național de Prevenire a Abuzului față de Copii Centrul Național de Prevenire a Abuzului față de Copii – CNPAC (National Center for the Prevention of Child Abuse) supported youth by training them on emergency medical aid and raising their awareness about sexual abuse and exploitation against children and teenagers in Moldova. As a result of the implemented activities, 1,590 students from 32 high schools located in the Straseni and Ialoveni raions of the Chisinau municipality were taught practical skills on how to provide emergency medical aid and were encouraged to volunteer, and at least 18,000 persons, including youth, were informed about preventing sexual abuse and exploitation through a specialized online platform (www.12plus.md). All questions were answered promptly and confidentially.

Clinica Juridică Comrat With its grant from MPSCS, Clinica Juridică Comrat – CJC (Comrat Legal Clinic) launched a project to map local issues in the autonomous region of Gagauz-Yeri and increase youth’s civic participation. The group trained 19 young people on how to become involved in public decision-making process and to build cooperation among different stakeholders. After the

Project volunteers administering the survey on people’s needs, CJC, June 2017.

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training, the most active youth became project volunteers and helped CJC survey 511 citizens and 10 mayors from 26 communities. Based on the responses, CJC mapped the issues for local communities and selected to solve five socially significant problems: ✓ Ensuring the permanent presence of a family doctor in Svetlîi village ✓ Building a public restroom in the center of the Congaz village ✓ Repairing the road on Şcolinaia street in Tomai village ✓ Providing legal assistance to local railway workers to solve the issue of delayed salary payments in Chiriet-Lunga village ✓ Informing citizens about the responsibilities of the mayor and the Local Municipal Council in Comrat town CJC signed partnership agreements with local authorities in each of these five localities and, due to CJC advocacy efforts, LPAs have already undertaken remedial actions or established an appropriate framework to resolve these issues.

Federația pentru Drepturi și Resurse a Persoanelor cu Tulburdri din Spectrul Autist din Republica Moldova (FEDRA) (Federation for Rights and Resources for People with Autism Spectrum Disorders in the Republic of Moldova) used its six-month, grant-funded project to promote community involvement in supporting children with autism. The group developed a web platform titled Autism Map Moldova that connects stakeholders and offers a space for specialists to receive and exchange information. To promote the website and raise awareness on autism, FEDRA held two local roundtables in Cahul and Ungheni for 33 participants including parents, social assistants, kindergarten educators, and representatives from Lynn Vega, Assistant Mission Director, CSOs and LPAs. They also organized a charity concert in Ungheni USAID/Moldova, delivering a speech at the that 500 people attended. Lynn Vega, Deputy Director of Charity Concert in Ungheni organized by FEDRA, USAID/Moldova, delivered the opening speech during the September 16, 2017. concert and highlighted the importance of consistent and effective cooperation among authorities and civil society to improve the lives of people with autism and their families.

Fundația Filantropică Medico-Socială “Angelus-Moldova” Fundația Filantropică Medico-Socială “Angelus-Moldova” (Philanthropic Medico-Social Foundation “Angelus- Moldova”) supported the psychological and social environment of people diagnosed with cancer and their relatives. The organization carried out five meetings with the 50 advocacy group members, including two training sessions on medical and social topics. The organization also conducted a photo session for project beneficiaries and distributed the photos in social media to raise public awareness on palliative care and cancer prevention, reaching over 10,000 people.

GENESIS GENESIS promoted the rights of persons with disabilities and their social inclusion through awareness raising, capacity building, and advocacy. In particular, the organization strengthened the communication skills and self- confidence of eight members of the self-representation group from Anenii Noi raion. At the administrative level, GENESIS signed four partnership agreements with local public authorities. Given that Anenii Noi raion has a Social Inclusion Strategy for People with Disabilities (2016–2021), the self-representation group will be directly involved in its implementation by participating in the meetings of the Anenii Noi Raion Council and visiting the institutions that provide social services and the communities from the raion to assess the accessibility of social infrastructure. Two members of the self-representation groups have been employed as a result of the training sessions attended and the advocacy campaigns for their social integration conducted under the MPSCS sub-award.

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Institutul pentru Drepturile Omului din Moldova (IDOM) Institutul pentru Drepturile Omului din Moldova – IDOM (Institute for Human Rights in Moldova) focuses on improving legal protections for people living with HIV, people with mental disabilities and victims of medical malpractice. With their grant from MPSCS, IDOM worked with authorities to draft and submit amendments to legislative provisions that conflict with the human rights of these groups. To increase public awareness about the rights of people with mental disabilities, IDOM developed 1,000 easy-to-read pocket-cards in Romanian and Russian. IDOM shared the materials with other CSOs and distributed them in health institutions and residential placement and information centers. IDOM conducted a needs assessment around medical patients’ rights and malpractice in Moldova. The CSO presented the assessment report in October 2017.

JENSKII CLUB GOLUBKA Jenskii Club Golubka (Women’s Club of Golubka) produced and broadcasted four live, local TV programs during which citizens discussed youth, the business community, ethnic minorities, and the social issues they considered most pressing. Each program was broadcast twice on a local TV station (BasTV) and re-aired on a regional TV channel (Canal Regional), reaching a viewership of up to 900,000 people. Building on the information identified during the live TV programs, the Women’s Club of Golubka conducted four workshops to draft the 2017–2021 Socio-Economic Development Strategy for Basarabeasca. They held a public hearing during which they gathered feedback on the strategy from 105 people, including representatives of LPAs, CSOs, and local citizens. As result of the group’s activities, the Local Council of Basarabeasca approved the final strategy on August 30, 2017.

Grantee Meetings During the five years that MPSCS operated, program staff held yearly individual and joint meetings with grant recipients to instruct them on the Terms and Conditions of their awards, establish expectations, and encourage cooperation with other grantees working on the same or similar issues, as appropriate. In addition to the grantee meetings, MPSCS continued to provide individual TA to its partners through regular field visits to CSOs. MPSCS conducted 59 field visits to grantees to review Training Development Plan (TDP) implementation, troubleshoot issues, and offer feedback. These monitoring and feedback activities enabled MPSCS to establish closer working partnerships with grantees.

At the end of Year 4, instead of a grantee meeting (i.e., a meeting just for the project beneficiaries) MPSCS decided to organize a larger workshop and to invite other Moldovan CSOs so that our grantees could share their advocacy experience and learn from others as well. Thus, on September 29, 2017, MPSCS organized a workshop to improve CSOs’ skills in advocacy and developing public policies recommendations. The training was conducted by the Liliana Palihovici, former Vice Speaker of the Parliament of Moldova. Fifteen CSO representatives attended the workshop. The training shared best practices in CSOs advocacy in Moldova, discussed the importance of engaging citizens, and provided tips and recommendations on how to build successful cooperation with authorities at different levels. Participants appreciated this practical and experience-sharing workshop and expressed interest in future trainings in topics such as funding and sponsorship.

CSOs Share Their Stories At the end of 2016, MPSCS subcontracted with the ad agency Parc Comunicatii to produce five three-minute videos to inform the public about CSOs’ efforts and accomplishments in changing or improving the lives of their beneficiaries. The videos highlighted the achievements of the following grantees: • Motivatie’s beneficiaries successfully advocating for accessible public buildings • Casmed’s volunteers caring for the elderly in rural areas • CJI’s successful campaign to regain journalists’ access to parliamentary debates • CJC’s work engaging youth in the Gagauz Yeri region to help define and solve their local community issues 24

• LCRM’s work in promoting the 2 Percent Law and how CSOs like SOS Autism will benefit from it

The materials showcased how supported CSOs have been able to effect change in increasingly efficient ways and served as an example for the entire Moldovan civil society sector to follow. Through these videos, MPSCS drew the public’s attention to the work of CSOs in a given town or village and highlighted opportunities for citizens to join CSOs’ civic initiatives. The video materials were broadcast on TV 8, M1, Canal Regional and 10 local TV stations 1,200 times and reached at least 100,000 viewers.

Objective 2: Institutional Capacity of Strategic Partners Developed Method of assistance In response to the initial Request for Applications for MPSCS, FHI 360 was able to identify funding and resources to build the capacity of more than 260 CSOs to become more professional, mission-driven organizations. Under MPSCS, our goal was to help Moldovan CSOs take the next step in their development and create strong and transparent governance, financial management, procurement, project management, and fundraising systems.

As part of MPSCS’s Engage Grant Program and PWD Grant Program, FHI 360 provided to CSOs intensive TA, coaching, and mentoring through annual ODA and self-designed TDPs as described in more detail below. One of the benefits of this approach is that the ODA results inform the TDPs so that the capacity development meets the specific needs of each CSO. Additionally, CSO leaders are directly involved in the capacity development. The challenge, however, is that many CSOs experience high rates of staff turnover, which MPSCS considered when planning and implementing the capacity development efforts.

MPSCS worked extensively with three strategic partners to build their capacities to take over project activities and receive direct funding from USAID. With MPSCS assistance, one of our strategic partners implemented a direct award from USAID. LRCM, our strategic partner for civil society-related legal and regulatory reform, signed its transition award with USAID on October 1, 2016. Through the end of the project, MPSCS continued to provide capacity building assistance to the two other strategic partners: Contact-Cahul, a Moldovan leader in advocacy and constituency engagement, and Centrul de Informare și Consultanță Organizațională – CICO (Center for Organizational Consultancy and Training), a leader in capacity development service provision. Both are now poised to take ownership of several of MPSCS’s CSO development tools and continue to apply them to consolidate their roles as capacity development mentors for CSOs and as resources in their respective sectors.

To ensure the financial viability of our partner organizations, MPSCS grantees created Financial Sustainability Plans that focused on mobilizing in-country resources and assets and strengthened their capacities to manage those resources. CSOs used the Moldovan Financial Management Manual, available in both Romanian and Russian, which FHI 360 produced under MCSSP and piloted with local CSOs to help them diversify their funding sources and manage funds. MPSCS’s support and guidance helped the 21 grantee CSOs — 18 through the Engage Grants Program and three from the Strategic Grants Program — achieve significant results regarding their financial sustainability, marked by doubled revenue compared to the baseline. More details on the CSOs’ progress toward financial sustainability are available below.

Due to their work with MPSCS, CSO leaders have strengthened their skills so that they are now capable of managing more transparent and effective organizations. Participating CSOs are more effectively representing their constituents, managing and diversifying resources, and achieving their missions.

Key achievements: • Since receiving assistance from MPSCS grantee TDV, 131 CSOs have become official host institutions for volunteers and these CSOs have recruited 1,094 volunteers to participate their activities. • All 18 CSO partners from the Engage Grant Program and the three partners from the Strategic Grants Program achieved an overall ODA ranking of expanding or mature. 25

• MPSCS and its partners — CICO, Contact-Cahul, and CJU — provided mentoring, trainings, and coaching to 263 Moldovan CSOs, which improved the organizations’ financial, human resources, governance, communication, and advocacy capacities. • In 2017, MPSCS partners received 11 percent more funds (892,670.89 MDL) from Moldovan sources — through local or national public funding sources, private sources and individual donations — as compared to 2013. • MPSCS trained two strategic partners to take over several projects’ capacity development tools and these partners are ready to serve as resources and capacity development mentors for CSOs in their respective sectors. • MPSCS launched two online tools — ODA and an interactive quiz — to assess institutional performance and deepen CSOs representatives’ knowledge in CSO management, policies, and procedures.

Below we describe our approach to building the capacity for our grantees and strategic partners and discuss how MPSCS successfully built sustainable grantee networks and resulted in improved financial outlooks for Moldovan CSOs.

Tailored Capacity Development Support In April 2015, MPSCS commissioned a study to research capacity development service provision in Moldova. The purpose of the assessment was to identify the strengths, weaknesses, opportunities and challenges for organizational capacity building in the Moldovan market. The assessment findings indicated that the CSOs’ priorities included bolstering strategic planning and prioritization within organizations; promotion of monitoring and evaluation; increasing efficiency of management of project, human, and financial resources; development of internal procedures; improvement of governance structures and practices of organizations; and enhancing in their financial sustainability.

In their human resource management, many CSOs lacked performance assessment tools, resources for staff development, and formal and consistent employee performance evaluations. They also suffered from low motivation and high staff turnover. Organizations also struggled with improving governance and developing adequate governance structures. Even in cases where functional structures existed, most organizations struggled with delineating governance and management responsibilities and increasing engagement of their board members.

MPSCS’s approach to addressing these challenges was to focus on demand-driven, tailor-made institutional development through which CSOs were supported to build their core institutional capacities.

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As illustrated in figure 4 above, by the end of Year 5, the strategic partners and their trained CSOs were better positioned to directly implement donor projects. During Year 5, the strategic partners took increasing responsibility for guiding project activities in their respective sectors. For example, these CSOs facilitated several ODAs for MPSCS CSO partners, took over the online version of the ODA, and responded to the training needs of the users. They positioned themselves as leaders in their sectors and as MPSCS-vetted partners by the end of the year.

For 21 partner CSOs (18 Engage Partners and three Strategic Partners), MPSCS coupled grants with TA, coaching, and mentoring to empower the organizations to play leadership or supporting roles within various functional areas. MPSCS developed and implemented a four-step capacity development process:

Figure 5: Four-step capacity development process

STEP ONE: STEP FOUR: STEP TWO: STEP THREE: Initial Diagnosis Monitoring and Evaluation Strategic Planning Implementation • Regular field visits from • Pre-award assessment Individually developed • 10%-30% of the MPSCS staff • 2014 baseline ODA Training and project budget • Repeating ODA annually Development Plans for allocated for TDP • Updating TDPs each CSO • TA through CICO • Final ODA in 2017 • MPSCS follow-up

and consultancy

From the inception of their grants, MPSCS partners performed an ODA, which produced a profile of the CSO’s strengths and weaknesses and provided quantitative measures for areas in need of improvement. The assessment covered seven main capacity areas: governance, implementation and management practices, human resource management, financial management and sustainability, constituency-centered programs, networking and advocacy, and media and promotion. Each area was ranked on a four-part scale: nascent (0–1.4), emerging (1.5–2.9), expanding (3–4.4), and mature (4.5–6). More information on the ODA can be found starting on page 2829.

MPSCS based its capacity development priorities and programming on the challenges and opportunities the ODAs Initially, MPSCS Engage Partner API was identified. Based on the assessment results, MPSCS worked reluctant to participate in the project’s with each CSO to create (or in some cases, refine) existing capacity development support, preferring to focus its time on activity implementation. TDP that prioritized capacity development in the areas where However, as the project progressed, the the CSOs needed the most support. The ODA results were organization grew to appreciate the value of also incorporated into the MPSCS PMEP and Implementation MPSCS’s capacity development and they Plan. MPSCS staff provided CSOs with consistent guidance to understood how it made their activity address improvements in all functional areas of each implementation more effective. organization. The ODAs were repeated annually to track progress and adjust the CSOs’ TDPs as needed. In fact, in Years 4 and 5, API invested capacity development funds in their staff’s Throughout the span of the five-year project, MPSCS professional development, held a general measured the progress of 18 EP and three SP partners assembly meeting for their members, developed a sustainable financial plan, through the same ODA questionnaire. Using the final launched interactive quizzes, and actively assessment results, MPSCS provided individual guidance to participated in platforms such as the help CSOs determine future capacity development priorities Parliament’s working group tasked with and refine their TDPs. developing the country’s new audiovisual code.

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Because of their work with MPSCS, participating CSOs are more transparently governed and capably managed. They have clearly In September 2017, MPSCS defined mission statements, functional boards of directors, and launched two online tools: an online clearly defined roles for board members and staff. The CSOs are interactive version of its ODA and an also using strategic planning techniques, including plans for their interactive quiz, which help Moldovan future financial viability. CSOs to measure their organizational strengths and build staff members’ CSOs also made significant improvements in their internal capacities. Although these tools are regulations covering financial and accounting policies and new to Moldovan CSOs, it is procedures including charts of accounts and procurement encouraging that CSOs and individuals procedures, shared cost allocation plans, cost share policies, and are already actively using them. By travel policies, which are required by the state accounting October 2018, the online quiz registered more than 360 visits, and the procedures. In addition, partner CSOs have made significant online ODA had more than 40 visits. progress in human resources management, project management, and fundraising, and have become skilled and knowledgeable in developing different operational and management procedures and delegating responsibilities among their staff.

As a result of their capacity-building activities, MPSCS partner CSOs reviewed and updated their strategic plans, outlining strategies for targeting new sectors or populations and developing new activities and services. Most partners also became members of local or national public-private working groups, which help them promote their advocacy agendas and increase their media presence. Partners also updated or created communication strategies and visibility products, developed websites, and implemented innovative media activities such as flash mobs, street events, festivals, and award competitions.

The MPSCS approach to CSO capacity building and the CSOs’ achievements in improving their institutional capacities are summarized in the chart below:

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In Year 5, MPSCS assessed and summarized the data for all 21 EP and SP partners, applying the previously used ODA methodology previously to evaluate the seven main capacity areas: governance, project management practices, human resource management, financial management and sustainability, constituency-centered services, networking and advocacy, and media and external relations.

Based on a set of indicators and a scoring system (nascent 0–1.4, emerging 1.5–2.9, expanding 3–4.4 and mature 4.5–6), this assessment results in a new organizational profile and measures the progress that CSOs have made against the baseline benchmarks established through the first assessment. All CSO partners have 29

now undergone their fourth and final round of ODAs. Their quantitative scores are based on the total average points accumulated by the organization through the ODA scoring process.

Compared to 2014 baseline data, five organizations — CJI, CPD, Contact-Cahul, Motivatie and TDV advanced from the expanding stage (3.0–4.4) to the mature stage (4.5–6). As Figure 6 shows, eight organizations are rated at the “expanding” level with scores between 3.0–4.4, while 13 organizations were appraised as “mature,” with the average score falling between 4.5 and 6.0. From 2014 to 2018, MPSCS worked with its CSO partners to implement capacity building activities that led to impactful results while our strategic partners were enabled to build the capacities of less-developed CSOs. Growth in Annual ODA Scoring, Annual Domestic Revenues, and Annual Networking and Advocacy are shown in the following tables:

The main findings and average scores of the final ODA round are shown below. • Governance 2014 2015 2016 2017 3.3 3.6 3.9 4.2

Organizations actively engaged boards in their planning/decision making in 2017 and CSOs perceived them to be more helpful and functional and less formal. CSOs also reported that this fact allowed them to improve internal communication and made their organizations more sustainable. Under this domain, CAJPD and ProComunitate mentioned that they elected new members to their boards and strengthened their monitoring functions; APT and CRJM updated their development strategies.

• Management Practices 2014 2015 2016 2017 3.3 3.8 4 4.2

CSOs’ executive staff seem to value organizational performance as much as solid implementation of individual projects. Several executive directors mentioned that they are engaging more of their staff in planning, reporting, and monitoring and evaluation. Some CSOs are developing Monitoring and Evaluation (M&E) tracking systems of indicators for the whole organization (not just for separate projects) as is requested by the funders of those projects. For example, CASMED, CJU, FCPS, and CJI have begun to use a logical framework and collect data for their M&E systems.

• Human Recourses 2014 2015 2016 2017 3.6 4.1 4.3 4.6

Many staff members mentioned that they had participated in formal trainings provided by donors, while some had participated in national or international programs due to MPSCS support. Certitudine, 30

CJU, CPD, CAP, and TDV are working to institutionalize ongoing staff trainings and evaluations. Several CSOs have already updated their staff manuals and internal regulations.

• Financial Management and Sustainability 2014 2015 2016 2017 3.2 3.7 3.9 4.1

Moldovan CSOs are very dependent on foreign donations. Almost 80 percent of their funding comes from foreign donors working in Moldova. In this context, it is very encouraging that most MPSCS partners focused their efforts on diversifying their funding in 2017. FCPS, Motivatie, Vesta, CNTM, Caroma Nord, Certitudine, Contact-Cahul, API, and CJI stated that they are providing more services for fees and are planning to launch social enterprises. Many of the CSOs attracted substantial funds through the 2 Percent Law, which was launched in 2017. FCPS is the most successful in this regard, collecting MDL 30,000 through the 2 Percent Law.

• Constituency Centered Services 2014 2015 2016 2017 3.9 4.6 4.9 5.2

Constituency-centered services are among the highest-scoring areas for CSOs. The approval of the 2 Percent Law and the fact that citizens can support CSOs financially helped them shift their paradigm and get back to citizens and seeking their support. Casmed, Motivatie, CJI, API, CAJPD, Contact-Cahul, FCPS, and APT reported that, in 2017, they established channels to collect their constituencies’ opinions to expand advocacy initiatives and develop services and assistance.

• Networking and Advocacy 2014 2015 2016 2017 3.5 4.0 4.3 4.6

Many of the assessed CSOs included advocacy as a priority and carried out successful campaigns to increase people’s awareness about their causes and rights. For example, EcoContact, Caroma Nord, API, CJI, Contact-Cahul, Motivatie, CAJPD and CRJM actively participated in local and national public- private platforms such as the parliament’s working groups tasked with developing the civil society strategy for 2018–2010.

• Media and External Relations 2014 2015 2016 2017 3.6 4.2 4.5 4.7

Most CSOs increased their media visibility. Many carried out informational campaigns to Figure no. 7 MPSCS PWD Rights Partners ODA Year 2015-2016 attract citizens’ 2 percent designations. For 6.0 example, with MPSCS funding, Casmed has 5.0 5.0 4.7 contracted with a media company to 3.9 3.7 improve its public image, CJI and API 4.0 3.5 3.2 launched interactive quizzes, and FDRM and 2.6 3.0 2.4 2.5 CICO revamped their websites. 2.2 2.0

Organizational Development Assessment of the 1.0 PWD Rights Partners From May to June 2016, MPSCS facilitated the 0.0 SOS Autism SsS Speranta Keystone OSORC second and final ODA for five PWD Rights partners. Moldova 2015 2016 31

With MPSCS support, the CSO teams identified their organizational strengths and weaknesses and determined their capacity-building needs. Based on the second annual ODA results, all PWD Rights partners developed their TDPs, which were reviewed and approved by MPSCS during the reporting period.

As shown in Figure 7, after one year of implementing capacity building-related activities, PWD Rights partners showed commitment toward institutional development with steady improvements. Compared to other MPSCS partners, PWD Rights CSOs attracted new members to their boards and have revised their governance practices in a much shorter time. Due to their close connection to beneficiaries, PWD Rights partners were able to significantly improve their financial viability in the reporting period. Two CSOs, Keystone Moldova and Speranta, developed financial sustainability plans and Keystone Moldova even launched a social enterprise to generate additional revenues. SOS Autism implemented its fundraising plan.

International Experts Offer CSOs Fresh Perspectives To ensure that partner CSOs received high-quality capacity development, MPSCS staff brought international experts to Moldova. For example, in Year 1, FHI 360 Capacity Building Specialist, Mr. Keith Aulick, who has extensive experience in developing organizational tools and procedures, provided support to MPSCS in developing the structure of the organizational development assessment tools.

In Year 2, Andreea Firastraeru from Romania delivered a train-the-trainers workshop, which was developed based on the CSOs’ needs and addressed coalition building, engaging decision markers, outreach, data research and “The biggest impact MPSCS had for us was the analysis, and policy development. FHI 360 advocacy organizational development component. Compared to 2015, today we have stronger adviser Nebojsa Radic, along with Keith Aulick, traveled to internal process and documents, and we Moldova to support the MPSCS CSOs in improving their understand better what we are doing and how we organizational development, building capacity in engaging are doing it. FHI helped us grow a lot. Aside from citizens in design and implementation of advocacy strengthening our capacity, they also helped us campaigns, and monitoring authorities’ reform efforts. better understand CSOs’ needs and struggles, and Mr. Radic also provided media relations training to how CICO can work more closely with them partner CSOs. coaching, consultancies. We understand better how to work better with them. In Year 3, ECNL organized a workshop in Chisinau on domestic resource mobilization, which brought together Now, I believe we are one of the most service- providing organizations. In 2015, the funds we 75 policymakers, CSOs, international experts, and donors. received from providing services made up five or This was the first occasion when CSOs could learn about seven percent of our budget. This year (2018) it is implementing the 2 Percent Law and pose questions 29 percent. CSOs in Moldova have a small budget directly to the responsible state authorities. According to for institutional development and we want to be the participants’ feedback, the information was very there to help them use that line item in a way that clearly presented, and this was one of the most useful is useful for them.” sessions they had attended. --CICO Executive Director Nicolae Loghin Finally, in Year 4, international experts Josh Woodard and Mr. Radic traveled to Moldova to support the MPSCS CSOs in improving their skills in applying digital technologies in advocacy and engagement of citizens in design and implementation of advocacy campaigns.

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Strategic Partners Prepared to Provide Services Directly to Moldovan CSOs Through MPSCS, FHI 360 worked intensively with three leading Moldovan CSOs, our strategic partners, to prepare them to continue providing capacity-building services to local CSOs and receiving funds directly from USAID after the project ends. In 2014, FHI 360 competitively chose three CSOs to serve as strategic partners, one in each MPSCS sector: • Advocacy and constituency engagement: Contact-Cahul • Capacity development service provision: CICO • Legal and regulatory reform advocacy: LRCM

Between project years 2 and 5, MPSCS built the core institutional capacities of these strategic partners through a total of $450,000 in grants (up to $150,000 each) coupled with intensive TA, coaching, and mentoring. From the beginning of their award, all three strategic partners underwent regular comprehensive financial and organizational assessments to identify potential areas for improvement. According to their most recent ODA, all three strategic partners made improvements to strengthen their institutional systems and improve their ability to comply with USAID rules and regulations.

For example: • LRCM purchased financial management software, improved staff capacity in planning and evaluation, and finalized their internal policy manual. In addition, LRCM received significant training and coaching from the MPSCS partner ECNL in adapting the Moldovan civil society legislation to European standards and delivered high-quality legal recommendations to Moldovan authorities. LRCM developed internal documents in line with USAID requirements and translated them into English. • Contact-Cahul developed several important internal documents, including an accounting policy, an organogram, an annual leave schedule, and board regulations. They also revised their labor contracts to reflect employees’ overall work for the organization (as opposed to project-based roles and responsibilities). • CICO developed financial and human resources policies and procedures as well as organizational and communication strategies.

With assistance and guidance from MPSCS, LRCM successfully underwent a USAID pre-award evaluation and signed a four-year transition award with USAID with an effective start date of October 1, 2016. To reflect USAID/Moldova’s decision in March 2017 to not transition awards to CICO and Contact-Cahul, MPSCS shifted its TA for these strategic partners to prepare them to take over the project’s capacity development tools and serve as capacity development mentors for CSOs beyond the life of the project.

Throughout the life of MPSCS, strategic partner CICO provided more than 500 hours of capacity-building services to more than 260 CSOs, including 21 MPSCS grantees and 15 Russian-speaking representatives from CSOs in Transnistria and in Gagauz Yeri. As a result of CICO’s workshops, which focused on good governance, fundraising, and human resources management: • 28 finance staff improved their knowledge in CSO accounting. • Three CSOs from the Transnistrian region adjusted their human resource policies. • Two CSOs, including one from Transnistria, revised their by-laws per Moldova’s legal requirements and submitted re-registration packages to the Moldova MoJ. • Three CSOs developed drafts of their internal regulations, conflict of interest policy, membership registration, organizational structure chart, job descriptions, and other internal documents and are actively promoting their image as leaders in sectors such as rural development, health, and services to PWD. • The Media Center, from the Transnistrian region, learned about the 2 percent mechanism and prepared its package of documents to submit to the MoJ to get 2 percent funding in 2018. 33

Strategic partner Contact-Cahul conducted a monitoring activity aimed at increasing the role of civil society and citizens in the decentralization and regional development processes of Moldova. They monitored the Regional Development Strategy, finalized the monitoring report for all three development regions of Moldova (north, south and center), and submitted it to stakeholders, including the former Ministry of Regional Development and Construction and the Regional Development Agencies.

In addition, Contact-Cahul implemented five advocacy campaigns through its partners, which previously received in-depth assistance and mentorship in planning and organizing advocacy campaigns. Due to the efforts of Contact-Cahul and five local CSOs — Casmed, Azi, Oameni pentru Oameni, Diaconia Ucrainca and Artena — more than 5,000 people, including youth, elderly, and PWD throughout Moldova benefited from this support. In addition, contact-Cahul increased community engagement in three villages and helped create three local development strategies.

MPSCS also worked with its strategic partners to diversify its funding sources and, at the end of the project, all three partners were committed to continuing this successful work. Strategic partners’ achievements as a result of the capacity building efforts are summarized in the chart below: 34

CSO Financial Sustainability According to USAID’s 2012 CSOSI, fundraising challenges and financial sustainability were primary concerns for Moldovan CSOs. Many CSOs in Moldova were unable to secure regular sources of funding and modified their missions to meet grant requirements. This external focus on grant makers left CSOs poorly connected to the people they served. MPSCS addressed these challenges by providing our grantees with intensive financial sustainability training, coaching, and mentoring starting shortly after the grantees were selected.

Throughout the course of the project, MPSCS also brought together its partner organizations and other CSOs and civil society stakeholders to discuss ways CSOs could diversify and increase their internal revenues and 35

become less dependent on foreign donors. For example, in September 2016, FHI 360’s implementing partner ECNL organized a workshop in Chisinau to highlight ways to mobilize domestic resources. The workshop — which brought together 75 policymakers, CSOs, international experts, and donors — was the first public event at which CSOs could learn about implementation of the 2 Percent Law and pose questions directly to the responsible state authorities.

Experts from Slovakia, Romania, Poland, and Hungary attended the workshop and shared case studies and lessons learned to inspire CSOs to make the best of this new source of income. According to the participants’ feedback, the information was very clearly presented, and this was one of the most useful sessions they had attended.

In 2017, MPSCS organized a two-day fundraising training led by two trainers from the Czech Fundraising Center who had more than 15 years of experience each. The trainers developed a tailored curriculum that equipped more than 20 representatives with practical skills needed to start a fundraising campaign. The trainers also distributed the Basics of Grassroots Fundraising handbook to participants, and MPSCS posted the handbook in English and Romanian on its website.

Financial Revenue Form3 In February 2018, MPSCS collected data through Financial Revenues Forms (FRF) and compared it to the 2013 baseline, as part of a five-year practice of assessing the level of partner CSOs dependence on foreign donations. FRF is a tool that describes annual organizational revenue sources based on three categories: (i) International, (ii) Domestic, and (iii) Self-Financing, sub-divided into monetary and in-kind donations.

The dynamic of the domestically raised funds depended on many factors, such as the high depreciation and fluctuation of local currency. The economic and social issues that constantly affected the project implementation led to inconsistent leaps in local/domestic whip-round.

Figure 8: The dynamic of domestically raised sources throughout 2014-2017

2013 2014 2015 2016 2017

TOTAL 43,365,935.32 55,095,119.19 72,868,574.08 71,774,192.99 79,428,867.53 International Sources 35,279,433.03 45,363,106.15 64,333,699.76 62,228,360.61 70,449,694.35

% rate international Sources 81.35% 82.34% 88.29% 86.70% 88.70% Domestic sources + self-financing 8,086,502.29 9,732,013.04 8,534,874.32 9,545,832.38 8,979,173.18

% rate domestic sources + self-financing 18.65% 17.66% 11.71% 13.30% 11.30%

Dynamics of domestic sources Baseline 20.35% 5.54% 18.05% 11.04%

3 The Financial Revenues Form (FRF) is a tool used on an annual basis by MPSCS to survey the grantees’ funding sources. 36

As shown above, domestic and self-financing funding increased by 11 percent compared to 2013 baseline revenues, even when foreign funding remained the main financial source for most MPSCS partner CSOs. This increase surpassed the 2017 target of 10 percent, as seen in the updated indicator 2.4 in the PMEP. Due to ongoing capacity building, MPSCS partners strengthened their fundraising skills and MPSCS partner Contact Cahul raised attracted more funding. However, the Moldovan legal framework on 10,022 MDL from the 2 Percent Law domestic funding (social contracting, social entrepreneurship, and will use this money to co-fund civic philanthropy, and the 2 Percent Law) are still in an embryonic phase, initiatives at the local level. which is one of the reasons that revenue from international sources is increasing much faster than domestic and self-financing revenue.

Despite this, during the MPSCS period of performance, all 21 CSOs accessed domestic funds in the form of local and central government contracts, state grants, private donations, 2 percent designation and volunteers’ engagement support compared to only ten CSOs in 2013. Due to their advocacy and fundraising efforts, as well as higher level of constituency-oriented services, MPSCS partner CSOs raised their visibility at the central and local level.

Most partner CSOs successfully increased their percentage of funding from LPAs and private sector from 0.35 percent in 2013 to 1.44 percent in 2017. For example, Casmed received 356,290 MDL from LPAs for providing home-care services and Contact-Cahul collected 123,500 MDL for its own projects. Fourteen out of the 21 partner CSOs benefited from the 2 percent designation for monetary donations, amounting to 72,115.22 MDL. MPSCS partners actively promoted the 2 Percent Law by publishing information about the designation process on their Facebook pages.

Objective 3: Enabling Environment More Conducive to Civil Society Sustainability Method of Assistance To effectively fulfill their missions, CSOs must be supported through a strong legal and fiscal enabling environment. Over the past five years, Moldova has made great strides in strengthening the laws that govern CSOs, and the Parliament has passed legislation that will significantly improve CSOs financial sustainability. FHI 360 and our implementing partner, the European Center for Not-for-Profit Law (ECNL), worked hand-in- hand with our partner CSOs and grantees to ensure that the new legal initiatives are sustainable, address CSOs’ needs, and align with European practices. MPSCS provided partner CSOs with capacity development, training, mentoring and coaching. We also facilitated meetings between representatives from the Moldovan Parliament and local CSOs to discuss necessary legislative reforms. As a result, numerous policies that support CSO sustainability were passed and adopted, as detailed below.

The benefit of this method of assistance is that CSO representatives were able to build their advocacy skills and gain first-hand experience working directly with government officials. By working with MPSCS, these CSOs gained the ability to advocate for future policy changes that are in accordance with European practices. The challenge with this method of assistance was that MPSCS not only engaged with elite CSOs that were already engaged in policy development, but also with less advanced CSOs.

Key Achievements ECNL and MPSCS have been instrumental in achieving the following: • They increased the capacity of the LRCM, the sector lead organization in the area of CSO legislation. In addition to LRCM, we have increased the capacity of a core group of CSOs to further promote an enabling CSO environment in Moldova including Contact Center (philanthropy), Promo-Lex (freedom of assembly and anti-money laundering and counter-terrorism legislation), and Eco Razeni and Motivatie (social entrepreneurship). 37

• The 2 Percent Law and its implementing regulations were adopted and are being successfully enforced. ECNL also supported the promotion of the mechanism to both CSOs and the broader public, which led to increased public awareness of the mechanism as shown by: o In 2018, CSO funding doubled from the previous year reaching an estimated $340,000 USD; o Increase by almost 40 percent of taxpayers that used the mechanism in the second year of its implementation. • Civil Society Development Strategy 2018–2020 was adopted by Parliament despite the political turbulence and the changes in Parliament. The strategy is an important document because it has been developed in a participatory manner, it is an official document acknowledging the undertakings of the Moldovan authorities towards CSOs, and it provides the priorities for reform with regard to the CSO environment. • Enabling Draft Law on Noncommercial Organizations (draft NCO law) developed and pending adoption at second reading in Parliament. • Negative draft proposals to the NCO Law withdrawn. The Ministry of Justice put forward draft provisions that would have limited public policy activities and foreign and public funding for a large number of Moldovan CSOs. • Developed policy recommendations in areas such as philanthropy and state funding, which can drive further positive changes.

ECNL has been instrumental in providing comparative expertise and support to local partners in areas such as social entrepreneurship, social contracting, and CSO-government cooperation. ECNL also provided access to international fora and involved local experts and CSOs in international networks. For example: • Promo-Lex was invited to join the Global Expert Hub on counter-terrorism financing and anti-money laundering, which had its first meeting in January 2018. • Contact Center took part in a regional expert meeting on fundraising regulation in Brussels organized by ECNL in January 2018. • LRCM was invited to the Expert Meeting on the Impact of Transparency and Anti-Corruption Laws on Civil Society held in July 2018. • Promo-Lex is a member of ECNL’s informal network in the Western Balkans and the Eastern Partnership region monitoring the freedom of assembly.

Through MPSCS, ECNL provided assistance to Moldovan partners on key areas of reform and has developed more than 40 materials, opinions, and comments related to the CSO environment. In addition, we supported the development of more than 10 different promotional materials for the 2 percent mechanism through our support to LRCM. ECNL has worked on issues as diverse as CSO registration, 2 Percent Law, philanthropy, social entrepreneurship, CSO strategy, advocacy, and social contracting. Among the key materials we developed or published in Romanian are: • The second edition of the Guide on Financial Management and Accounting; • Publication of the Handbook of NGO Governance; • Development of an online course about advocacy with three online modules4 (methods of advocacy, organization’s capacity, and planning a campaign); • An evaluation of the implementation of the Civil Society Development Strategy 2012-2015; • A study report on fundraising and philanthropy in Moldova; • The handbook, Basics of Grassroots Fundraising; • Practical guide on How to Run a 2 Percent Law Promotion Campaign • Publication of the Council of Europe Guidelines for Civil Participation in Political Decision-Making and ECNL’s Background Paper on Standards and Practices in Council of Europe Member States

4 Modules of an online course on advocacy entitled All you need to know about advocacy. 1 2 3

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• Assessment of the 2 Percent Law (https://crjm.org/wp-content/uploads/2018/07/Raport_Un-an-de-la- implementarea-mecanismului-2_web.pdf)

ECNL also organized or co-organized 35 trainings and events, including a workshop on resource mobilization in September 2016, which brought together 75 policy-makers, experts, and CSOs, and the regional conference “The Road to Financial Sustainability of CSOs” in May 2018, which brought together 12 foreign experts and more than 100 participants.

MPSCS tailored its support based on the identified needs of CSOs. ECNL evaluated the various initiatives based on the potential effect they would have on the CSO environment and, together with the partners, developed the planned activities. Our work on each of the topics of importance was focused on: • Developing local capacity and ownership • Ensuring an inclusive process that brought together all sectors and stakeholders • Providing independent, professional expertise and serving as a facilitator of cross-sectoral dialogues • Creating a holistic approach through which to assess the needs, provide comparative examples, and help make an informed decision on the best approach for Moldova

In the section that follows, we describe how MPSCS and ECNL achieved these results.

Enhancing Local Expertise

ECNL developed local expertise on the enabling legal environment for CSOs by providing: • Assistance to the CSO sector lead on CSO enabling environment • Ongoing capacity building for CSOs on law reform and implementation • Engagement and empowerment of individual CSO experts

One of the most important achievements of our program was identifying local partners and building their capacity and understanding in policy areas relevant for the CSO environment. This has been an important foundation for CSO environment reform as now we have five dedicated, leading organizations with in-depth knowledge who not only serve as the drivers of change on specific topics, but also have the ability to engage on wide range of issues. This is a guarantee – not just for our achievements to date, but also for the future – as these CSOs will drive change and work to protect the environment they helped create.

One of the key priorities of MPSCS was to identify a local “Thank you all for outstanding organization that could lead the efforts for reform in the support. It is primary our privilege and legislation for CSOs. Based on a competitive selection process, pleasure working with you all. We will MPSCS selected LRCM. ECNL’s priority was to support LRCM’s need it further.” capacity development in the area of CSO legislation but also in --Vladislav Gribincea, Executive emerging topics. ECNL developed a self-assessment tool to Director, LRCM determine the needs of LRCM. As a result, ECNL drafted a tailored distant training curriculum and held nine training sessions (in person and online) on the topics of law reform advocacy, general CSO framework, financial sustainability, and cooperation between CSOs and government. 39

In February 2015, ECNL prepared and carried out a week-long fellowship curriculum in ECNL’s office in Budapest. Two LRCM fellows benefitted from the curriculum on advocacy for CSO law reform and 2 percent implementation. In Budapest, ECNL’s fellows To ensure CSOs are involved in the prepared an advocacy plan for promotion of the 2 percent Moneyval country evaluation process initiative, developed in close cooperation with ECNL experts. At (Council of Europe body assessing the their request, in September 2015, ECNL delivered a training compliance of the Moldovan legislation with anti-money laundering and session on advocacy for CSO reform for the whole LRCM team. counter-terrorism financing international standards) and the CSO Throughout the program, ECNL provided LRCM with: point of view is taken into • Comparative examples and practices related to the NCO consideration, ECNL prepared local Law CSOs to provide input to the process. • Comments on their materials including on their comments Using funding from the Swedish to the 2 percent regulation and their comments on the International Development NCO Law Cooperation Agency, we supported Promo-Lex in their efforts to participate • Access to international expertise on issues relevant for in this process. ECNL organized a Moldova strategy setting meeting with Promo- • Joint organization and planning of events including the Lex for Moldovan CSOs, including event on participation in decision-making in December Expert-Grup, ADEPT and LRCM in 2017 and the percentage mechanism topic at the regional Chisinau. The meeting prompted the conference in May 2018 CSOs to form a coalition and plan • Financial support for promoting the 2 Percent Law future activities. • Regular updates and coordination on planning our activities

In addition, ECNL also supported several local organizations that work on issues affecting the environment for CSOs by keeping them informed about international developments, involving them in regional initiatives and providing support and comparative expertise. Contact Center has been our main partner in activities related to capacity-building, CSDS implementation, and philanthropy since 2015. In addition to working in the area of philanthropy and building the expertise of Contact Center, we also involved them in regional initiatives including the regional expert meeting on fundraising regulation organized in Brussels in January 2018.

Promo-Lex is the local counterpart in developing a monitoring tool on the enabling environment for civil society (a regional initiative covering the six Eastern partnership countries supported by the EU, which aims to develop an instrument that will allow CSOs, governments, and donors to assess, monitor, and develop recommendations for better legal frameworks). They are also members of ECNL’s initiative in the Western Balkans and the Eastern Partnership region to monitor freedom of assembly. They also lead the local efforts in ensuring that CSOs are not affected negatively by the regulation of anti-money laundering and counter- terrorism financing.

ECNL also provided support to Eco Razeni and Motivatie in the area of social entrepreneurship by providing comments and comparative materials.

Improving Participation, Informing Legislation, and Supporting Implementation

2017–2020 Civil Society Development Strategy and Action Plan The Civil Society Development Strategy 2018–2020 was adopted unanimously by Parliament in March 2018. The strategy was developed in a participatory manner and is a comprehensive official document that outlines 40

the government commitments towards CSOs. Since 2012, ECNL has been actively supporting the drafting of strategic documents that help the government and the CSOs agree on priority areas and measures that will develop the sector and the government — CSO cooperation. The first Moldova strategy was developed for the period of 2012–2015, and in 2017, the government decided to renew and advance it. Under MPSCS, ECNL engaged in several activities which: • Supported the coordination and monitoring of the implementation of the initial 2012–2015 strategy and subsequently evaluated its implementation to draw lessons learned and recommendations for the new one • Provided expertise in drafting the new strategy for 2018–2020 • Assisted CSOs and state institutions to launch the implementation of the new strategy

Supporting the implementation and evaluation of the 2012 strategy. In 2014, ECNL supported and participated in an expert meeting that established an institutional mechanism for cooperation between CSOs and the state authorities. We also co-supported the organization of the annual Parliament’s Conference on cooperation with CSOs in 2014, which brought together 115 participants (CSO, parliament, government representatives, and the donor community). ECNL aimed to build the capacity of the assigned focus person on implementation of the CSO strategy. ECNL also commissioned an evaluation of the implementation of the 2012–2015 strategy and worked closely with the evaluator in designing research methodology.5 The report was discussed with 38 key counterparts from the NGO Council and other CSOs, members of parliament, and government representatives.

Drafting the new Strategy 2018–2020. At Parliament’s direct request, in December 2016, ECNL contracted with a local CSO expert to develop the draft of the new strategy and its implementation plan. We worked closely with the drafter to ensure common vision and buy-in for future implementation. Even during the period of change of leadership in Parliament (of "I would like to express my the person in charge of the process), ECNL continued promoting appreciation and to thank all those the work that had already been carried out jointly by CSOs, involved for the considerable effort that Parliament, and state institutions. In December 2017, the CSO has been made for almost a year. I am also thanking the Government for finding Strategy and its Action Plan were officially submitted to financial means to support some of the parliament. The 2018–2020 strategy was adopted in March 2018 actions of the Strategy.” and has three general objectives: • Strengthen the --Andrian Candu, Speaker of the framework for Moldovan Parliament, following CDCS participation of approval civil society in developing and monitoring the implementation of public policies. • Promote and strengthen the financial sustainability of the Workshop on implementing the CSDS 2018- civil society. 2020, May 16, 2018. • Develop an active civic spirit and volunteering.

Assistance for implementation. In partnership with the Moldovan Parliament, ECNL and FHI 360 organized the first event to plan the monitoring and implementation of the new CSDS 2018–2020, which included participation from ministry representatives and CSO coordinators. Representatives from the government bodies responsible for cooperation with CSOs presented their experiences in coordinating Strategy implementation in Slovakia (Mr. Milan Andrejkovich) and Croatia (Mr. Luka Kevesevic). The event was attended by 22 people, including Ms. Valentina Buliga (Parliament) and Mr. Adrian Ermurachi (Deputy Secretary General of the State Chancellery). ECNL realized that most state institutions do not have the

5 The methodology included: review of documents, an online evaluation survey and semi-structured interviews (individual meetings, focus groups, Skype) with 54 representatives of the civil society, state authorities and donors’ community. 41

necessary experience and knowledge in working with CSOs and lack knowledge regarding the new CSO strategy and its priorities. To further support the Strategy implementation, ECNL did the following: • Provided training on consultation with CSOs (for the state officials responsible for the implementation of the CSDS 2018–2020) that took place in June 2018; • Provided assistance to develop the Terms of Reference for the Unit for Cooperation with CSOs to start the debate about establishing the unit and what its role should be; and • Coordinated the next steps with the NGO Council and supported Contact Center to work with the respective ministries on the development of specific action plans under two of the three objectives of the CSDS 2018–2020 — on financial sustainability and on volunteering.

Draft Law on Non-Commercial Organizations (NCO) Over the past two years, with support of the cross-sectoral working group and through a participatory procedure, the Ministry of Justice developed a new draft NCO law. The resulting draft law (June 2017 version) was generally enabling and based on analysis of the sector’s needs, while considering comparative information on good European standards provided by ECNL. However, with increasingly negative public discourse by Moldovan state officials regarding CSOs’ role in political and reform processes, there were negative developments to the draft law.

The version of the draft NCO law posted by the Ministry for a public consultation in July 2017 included an expediently introduced section — Articles 26–28 with Special Provisions on CSOs’ involvement in political activities and transparency. Special Provisions contradicted the international and European standards on freedom of association, right to participation, and freedom of expression. If adopted, such a law would have been especially damaging to the right of CSOs to engage in public affairs and a broad range of activities considered as political, as well as negatively affect their access to both foreign and public funding. With local CSOs’ advocacy and MPSCS outreach to domestic and international stakeholders (including Europe Union, United Nation, Council of Europe, and OSCE/ODIHR), the restrictive draft law was removed from the government’s agenda on September 12, 2017.

At the end of January 2018, the Ministry of Justice published for consultation the draft NCO law (as developed by the working group in 2017). The draft law did not have the three problematic articles that would have limited CSO activities and funding (which caused a negative reaction by CSOs and international partners in the summer of 2017). ECNL again provided comments, focusing on 1) the need to clearly define what is political activity and ensure that CSOs would be able to express their opinion on the political platforms of candidates in elections (as part of their freedom of expression) and 2) the need to introduce a timeline for suspension and reconsider whether it is necessary to keep such a possibility in the law itself. On March 28, 2018, the draft NCO law was approved by the government and on May 2, 2018, the Parliament supported the draft in first reading. The draft law is currently pending second reading.

The purpose of the draft NCO Law is to improve the legal framework of non-commercial organizations in line with the international and European standards (OSCE / ODIHR and Venetian Commission) regarding the freedom of association. Overall, the draft law, voted by the Parliament in first reading, establishes the principles of formation, registration, and termination of NCO, and regulates the NCO activity and the procedure for obtaining the public utility status. The GoM’s draft of the NCO Law does not contain any restrictions on foreign funding and does not require the mandatory reregistration for NCOs. Overall, it preserves the best international standard in the field and provides for a number of benefits, including: • The ban for certain persons such as legal persons, minors, some public servants, and foreigners residing abroad to set up NGOs in Moldova was removed. • The NCO registration procedure was streamlined to shorten the registration period and exclude unjustified registration refusals. • The restrictions for NCOs were narrowed to limit unjustified interferences by the state (including controls, reporting, and dissolution of NCOs). 42

• The involvement of the NCOs in elections has clearer regulations, banning any involvement of NCOs in electoral campaigns. At the same time, it does not restrict the freedom of expression by the NCOs to criticize the candidates or support a referendum. • It gives broad discretion for NCOs to design their internal structure, compared to the current law that provides an inflexible internal structure which hinders the internal management of NCOs without any meaningful justification (e.g., restriction non-members from becoming members of the NCO management bodies).

CSO Participation in Decision Making The right to participation is a recognized human right and should be guaranteed both in legislation and in practice. To assure this, MPSCS promoted the international standards that support participation in decision making and has presented these to Moldova’s stakeholders. ECNL supported CSOs’ participation in decision making through practical trainings on advocacy and by bringing together key stakeholders to discuss the standards for participation. ECNL also raised the need to differentiate between political and public policy activities of CSOs and ensure that CSOs are not excluded from the public policy debate.

In 2017, a few Moldovan public officials made several negative statements about CSOs involvement in public debate about "We benefited from a study visit ongoing electoral reform. To respond to these increasingly organized by the European Center for confrontational debates, ECNL and LRCM convened 40 Not-for-Profit Law that helped shape representatives from CSOs and public authorities to discuss CSOs’ the Moldovan mechanism – which I engagement in public affairs. European experts spoke to the group consider a good mixture of existing about the importance of CSOs’ involvement in policy making and mechanisms in Europe together with public affairs. The meeting focused public attention on the topic our innovations. Moreover, the study (including the attention of development partners and CSOs), which visit, organized at a very early stage of drafting of the law, involved the helped build a strong front against the proposed provisions which implementing authorities, so ensuring were eventually withdrawn. not only a high-quality draft mechanism, but also good Increasing Internal Financial Support for collaboration among the implementing authorities.” CSOs --Ilie Chirtoacă, Legal Officer, Legal Resources Centre from Moldova When MPSCS began, most CSOs in Moldova did not raise funds from sources within the country, relying instead on international donors. As a result, the CSOs were less connected to their constituencies and they had fewer prospects for improving their financial sustainability. One objective for MPSCS under Objective 3 was to increase the options that Moldovan CSOs have for financial support from within Moldova, which includes passing laws on the 2 percent and social entrepreneurship and strengthening opportunities for social contracts.

The 2 Percent Law The adoption of the 2 Percent Law and its consequent implementation in Moldova is considered one of the great successes of MPSCS and Moldovan CSOs in general. This success is a natural result of the process that MPSCS supported. While the work on this topic began even before the start of MPSCS, the assistance supplied under the current program was instrumental in reaching the current result. ECNL has worked to ensure that: • Our partners from LRCM developed their knowledge and capacities on this topic and designed a strategy towards the adoption of the mechanism. • Responsible state institutions were engaged and worked in partnership with CSOs. • Local stakeholders had access to comparative information and high-level expertise that ensured a working mechanism was developed. • The mechanism was widely promoted to both CSOs and taxpayers.

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ECNL expertise supported the work of government officials and CSOs and helped both groups work towards joint solutions in drafting the mechanism and its implementation. This ensured mutual trust and continuous dialogue between LRCM, ECNL and state authorities responsible for the mechanism.

Supporting local partner. In early 2015, we invited two LRCM experts as fellows in the ECNL office in Budapest. We helped them better understand Caritas Moldova street billboard to the percentage mechanism (among other CSO environment topics) and attract citizens’ 2% designations. Chisinau, April 2017. we have since provided them with materials, feedback (on the papers they developed), and additional support. We also supported LRCM in building their credibility among other key stakeholders by co-organizing public events and helping them develop a policy paper on impact of the 2 Percent Law on CSO financial sustainability and proposals for amendments to the law, which were adopted in July 2016.

Engaging state institutions. In November 2015, ECNL organized a study visit for Moldovan civil servants to learn first-hand about the implementation of percentage designation mechanisms in Hungary and Slovakia. Six public officials from the Fiscal Inspectorate, Ministry of Finance, and Ministry of Justice and two legal advisors from LRCM were part of the group. The study visit provided a unique opportunity for public officials to discuss the overall designation mechanism concept and procedure and agree on issues necessary for implementation including eligibility criteria, administrative procedure, and reporting. It also created a platform for further cooperation during development of the implementing regulation. As a direct result of the study visit, coordination meetings between ECNL and LRCM and representatives from the Ministry of Justice, the Ministry of Finance, the Fiscal Inspectorate, and State Inspection were initiated.

Comparative information and high-level expertise. ECNL MPSCS Partner CSO Helps Rural CSOs Learn simultaneously supported the process of developing the About Funding Source 2 percent implementing regulation since 2015 through comments to the draft and sharing information, Part of the University Legal Clinic’s (ULC) mission is to researched by ECNL, on implementation of the support nascent CSOs, which is why the MPSCS mechanism in four other European countries. There had grantee was so enthusiastic when the 2 Percent Law not been comparative research with a similar level of was passed. ULC held nine regional seminars in the northern part of Moldova shortly after the law went detail on implementation of the percentage designation into effect to raise awareness about the potential of previously. the new mechanism to contribute to CSOs’ financial viability. More than 165 people, many from rural On September 13, 2016, ECNL organized a workshop in areas, attended the regional meetings to learn more. Chisinau on domestic resource mobilization, which brought together 75 policy-makers, CSOs, international “Many people were skeptical at first that this new experts, and donors. This was the first occasion where mechanism would work,” said Olesea Tabarcea, CSOs could learn about the implementation of the 2 ULC’s Executive Director. “Based on our examples, Percent Law from international experts and address their we convinced them that the mechanism is a new questions directly to the responsible state authorities. resource for funding,” she added. As a result of the regional seminars, 18 nascent CSOs applied to be

eligible for the 2 Percent Law. “We hope funding Promotion of the mechanism. In 2017, MPSCS procured a from this mechanism increases as people learn more contract through an open public call and selected LRCM about it,” Ms. Tabarcea said. to promote this important mechanism. Through a 44

2017 versus 2018 results of the 2 percent law, variety of activities (such as preparing guidelines for CSOs, Infographic developed by LRCM organizing trainings, etc.). MPSCS reached out to both CSOs and potential designators among taxpayers. The campaign greatly contributed to the success of the 2 Percent Law. According to the State Tax Service, 29,671 citizens used the law in 2017. These data show a 40 percent increase in the 2 percent designations in 2017 as compared to 2016 and, hence, a higher level of citizens’ awareness about the percentage designation mechanism.

Law on Social Entrepreneurship Social enterprises, which allow CSOs to provide fee-based services, contribute to smart, sustainable, and inclusive growth, endorsed as a priority in the European Commissions Europe 2020 Strategy. Still, the concept of social entrepreneurship is relatively new in Moldova. While there are CSOs carrying out entrepreneurial activities and enterprises that pursue social causes, there has not been a common understanding of the concept between the key stakeholders, including CSOs, state authorities, and businesses. “The Ministry of Economy is

greeting the concept of social MPSCS grantee CSO Motivatie was instrumental in developing and entrepreneurship as an important step advocating for the law on social entrepreneurship, which allows to join European Union standards. I CSOs to create enterprises and generate income. Motivatie and its hope that Moldovan Parliament will be partners, the Social Enterprise Platform (SEP), which consists of open enough to approve these more than 50 non-profit and for-profit companies, reviewed modifications and contribute at further drafts of the law and submitted recommendation to the development of the Moldovan civil Moldovan Parliament. ECNL also actively took part in the society.” discussions around the development of the draft law. --Viorel Zabolotnic, Representative of the Ministry of Economy of Republic of Moldova In November 2017, the Parliament of Moldova voted on the social entrepreneurship amendments that were developed earlier by MPSCS partners, Motivatie, and ECNL, in cooperation with the Ministry of Economy, and aimed at improving CSOs’ income generation.

In May 2018, the members of SEP submitted the Regulation on the Organization and Functioning of the National Commission for Social Entrepreneurship and the Regulation on the Organization of the Competition for Selection of NCSE Members (developed with the support of MPSCS) to the Ministry of Economy and Infrastructure. The members of SEP asked the ministry to speed up the adoption process and offered their support in further promoting the above-mentioned regulations. On June 26, 2018, the ministry launched the two documents for public consultations. ECNL arranged the translation of the draft regulations into English and developed written suggestions in early July to feed into the discussions at the SEP meeting. It is expected that the GoM will approve the regulations and the list by the end of 2018.

Social Contracting To improve the CSO social contracting mechanism (state institutions contracting CSOs for providing social services), CAJPD carried out several interviews with public officials from the Ministry of Labor Social Protection and Family, the Ministry of Finance, and the National Health Insurance House and organized two focus groups with stakeholders. Based on the collected feedback, CAJPD developed a study titled "Identifying Barriers and Gaps in the Process of Contracting by the State of Services Provided by CSOs" and discussed its conclusions and recommendations publicly, including with the Parliamentary Commission for Social Protection, Health, and Family of the Parliament. 45

CAJPD’s key recommendations to promote social contracting included: • Amendments to the financial decentralization law to clarify the role of the central government in securing funding for social services • Adoption of a strategy for social services and amendments to the law on social services where a package of basic social services should be listed and financed by the central government • Adoption of the package of documents developed in 2014 for social contracting • Development of quality and financial standards for social services

According to the study, 29 percent of respondents from LPAs and 19 percent from CSOs consider that state contracting of CSOs does not occur because local budgets are austere; 20 percent of the LPA respondents are unaware of the possibility to contract a CSO for social services provision. The study also emphasizes that an efficient funding mechanism should involve state resources and a unified methodology in assessing the needs in terms of social services should be developed. Due to CAJPD efforts, the Ministry of Health, Labor, and Social Protection is working on a draft of a governmental decision to finance the minimum services package that will include four types of social services, according to the identified needs and priorities of the national social protection policies of the population.

Philanthropy MPSCS continued to support the efforts of Moldovan CSOs to promote philanthropy and ensure that the legal environment does not hinder this process. To achieve that, ECNL has reached an agreement with Contact Center to facilitate and promote recommendations for improving the environment for fundraising and philanthropy in Moldova. Contact Center coordinated a working group on philanthropy, composed of CSOs engaged in fundraising activities.

The first meeting of the group was held on December 6, 2017. The group discussed the challenges regarding philanthropy and the proposed future tasks of the group. They are reviewing the Law on Philanthropy and Sponsorship to identify positive and negative aspects, as well as to what extent this law is in line with the new Fiscal Code, which provides a 5 percent tax deduction for donors.

On June 26, 2018, ECNL and Contact Center organized a roundtable discussing the proposed recommendations for legal changes on philanthropy and learned from the Macedonian experience in developing a self-regulatory mechanism (Nikica Kusinikova – the CSO Trust Mark). Below are few of the recommendations made by participants: • The notion of "sponsorship" should either be excluded from the law or separated from “philanthropy,” to avoid confusion. • The notion of “philanthropic organization” should be eliminated, as there is no such designation in Moldovan law. • The ceiling for deducting donations should be increased to 10 percent percent, as it was until 2015. • The right of individuals for deductions should be reintroduced.

Following the event, Contact Center developed an advocacy plan to engage with the Ministry of Justice and the Ministry of Finance in improving the philanthropy legal framework in Moldova.

State grants for CSOs ECNL hired Liliana Palihovici (the President of the Institutum Virtutes Civilis) to analyze the situation of state funding for CSOs in Moldova. Afterwards, ECNL supported the summoning of a small focus group where the findings and recommendations from the paper were presented and discussed. The key proposals were also presented during the regional conference held on May 15–16, 2018, and became part of the conference recommendations.

The paper showed the insufficient number of funding possibilities and the need for further regulation in that area. The recommendations could be used by CSOs and state institutions that are interested in improving the 46

current system. Moreover, state funding falls under one of the objectives of CSDS (Objective 2.3: Create mechanisms for supporting CSOs by the state). Some of the recommendations include: • Amending the legislation on NCOs to include the principles, forms, and shares of CSO financial inputs, and describe the procedures for granting direct state funding to CSOs. • Introducing in the Law on the State Budget a provision related to the funding of the civil society development program, which would diversify the forms of CSO direct funding by the state, including funding organizational development projects. • Allowing administrative and salary costs of the staff involved in project implementation. • Developing a framework regulation for the direct funding of CSO projects, based on the legislation on non-commercial organizations. • Developing mechanisms to encourage LPAs to plan funds and to launch CSO direct funding programs.

As a follow-up to the research, Mrs. Palihovici prepared a series of articles on the various findings and developed a model describing how the state funding process should be organized. She also prepared an outline for a future government regulation on state grants, which will be sent to state authorities, including the Ministry of Finance. It is also published on civic.md and accessible to the public.

International Conference: “The Road to Financial Sustainability of Civil Society Organizations” Through MPSCS, ECNL and FHI 360 brought together key CSOs and stakeholders for a conference that produced a list of recommendations representing a clear road map for the future reforms necessary to support CSO financial sustainability. More than 100 people attended the May 2018 conference, including USAID Mission Director Karen Hilliard, Member of Parliament Valentina Buliga, and European Union Ambassador Peter

Michalko. Participants presented international practices and Member of Parliament Valentina Buliga giving models and discussed the need to plan for future reform efforts her opening speech at the regional conference to support CSO financial sustainability in Moldova. The on CSOs’ financial sustainability, May 2018. conference produced 25 recommendations in social entrepreneurship, philanthropy, the percentage mechanism, state grants, and social contracting. Some examples of the proposed changes include amending the legislation on philanthropy and sponsorship, creating a platform of organizations in the area of philanthropy, organizing campaigns for promotion of the 2 Percent Law, approving a regulation for state grants to CSOs, providing budget funding for CSO projects in all development areas, educating public authorities on how to use social contracting, and creating a government program for funding social enterprises.

Closing event: “What’s next for Civil Society in Moldova?” On September 18, 2018, MPSCS and ECNL organized a closing event that marked the end of the project. “We launched this

program so that we could help Moldovan CSOs — including Karen R. Hilliard, Mission Director of those that are here today — become more engaged with citizens USAID/Moldova, giving her opening speech at the and with national and local authorities. Thanks to your hard closing event, September 18, 2018. work, Moldova has made significant progress in strengthening its non-profit sector. I want to congratulate you for that,” said Ms. Karen R. Hilliard, Mission Director of USAID/Moldova, in her opening speech. The event focused on the achievements of MPCSC in the last five years, as well as on the strategies for the future on how to preserve and further develop the CSO environment in Moldova. The participants (up to 35 representatives of MPSCS partners) outlined several measures to be undertaken with regard to the CSO sector, such as the need for CSOs 47

to be better prepared for participation in policymaking, establishment of institutional mechanisms for a better cooperation between civil society and authorities (e.g., setting up the Unit for Cooperation within State Chancellery), and strengthening of the CSOs’ financial sustainability.

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CROSS-CUTTING ACTIVITIES European Union Integration At the end of Year 1, at USAID’s request, the MPSCS Cooperative Agreement was modified to include activities that would raise public awareness and promote Moldova’s EU integration. MPSCS provided a four-pronged approach to support CSOs to raise public awareness and promote EU integration.

First, MPSCS reviewed its existing grantee proposals under both the Engage and Support grant programs and selected 12 grantees that demonstrated strong capacities to carry out public awareness campaigns and mobilize their constituencies. MPSCS expanded the 12 grantees’ original awards to include activities that promoted EU integration. Two EU promotional projects — API’s and CJI’s — were approved by USAID and launched in Year 1, and the remaining EU-awareness activities were launched in October 2014.

MPSCS then developed, disbursed, and monitored the EU Action Grants: Civil Society Support for Moldova European Integration program. Five CSOs and two media institutions received the grants. Together they engaged more 370,000 citizens through apolitical activities such as roundtables, public discussions, debates, and door-to-door campaigns.

MPSCS also partnered with the Foundatia Est-Europeană (East Europe Foundation) to implement a one-year public awareness campaign. As a result, more than one million citizens throughout the country were informed about the benefits of Moldova’s EU integration.

For the fourth prong of the approach, MPSCS hired the advertising firm Parc Comunicatii to develop a nationwide public awareness campaign on Moldova’s EU integration. The firm created “Europe for You” video and radio spots in both Romanian and Russian. The spot reached more than 800,000 people. Instead of actors, the advertising agency involved real people who have benefitted from EU grants. Parc Comunicatii also distributed three TV and radio spots in Romanian and Russian, developed by MPSCS partner CSO URMA Ta. The TV spots were broadcast 30 times and the radio versions of the spot were broadcast 183 times.

MPSCS also: • Printed 20,000 leaflets that provided information on EU integration • Sponsored 50 “Europe for You” billboards that reached approximately 1.5 million citizens in Chisinau, Balti, Comrat, and other cities and villages • Developed Romanian and Russian web banners that were posted on five of the most popular websites — www.kp.md (with 700,000 monthly views), www.unimedia.md (with around 400– 450,000 monthly views), www.protv.md (with 1–1.8 million monthly views), www.odnoklassniki.ru (with at least 2 million unique views per week), and www.facebook.com • Supported the creation of an EU-integration pop song, which was promoted on television, radio, and several websites • Organized five human chains that involved more than 600 people in Chisinau, Hincesti, Balti, Riscani, and Cahul and were covered by four national and 12 regional TV stations and 11 websites; • Supported a door-to-door campaign that reached more than 25,000 citizens • Organized a CSO fair and photo exhibit to highlight the CSOs’ work and the EU promotion activities

To measure the impact of the campaign, MPSCS surveyed more than 200 people from eight localities. Fifty percent of the respondents confirmed that they had heard the campaign messages in the media, seen street billboards, or attended several events that have been organized in their locality. Several respondents could easily remember the most important EU support facts promoted during the campaign, and even some campaign messages. 49

Although several people said they still needed more information about the EU integration, many people, especially young people, reported that their opinion about the EU integration changed for the better as a result of the campaign. Many became pro-European after learning about EU support for the Republic of Moldova. Therefore, we conclude that the campaign was very important for sharing objective information, especially to people in rural areas who have less access to information. More details on the MPSCS grantees’ EU integration activities and results can be found in Attachment 6.

Gender Integration Gender mainstreaming was one of the primary cross-cutting areas in MPSCS work, and the project continuously monitored and supported its partner organizations in applying gender inclusive standards in their activities. At the beginning of the project, gender equality was not a mandatory component within the partner CSOs’ internal policies or programming and CSOs did not take gender into account when developing their strategic or annual planning. MPSCS encouraged all of its partner CSOs to participate in trainings and coaching to help them better understand and use gender empowerment tools and techniques to improve their organizational management. In Year 3, 18 MPSCS partner CSOs and seven members of the Southern Alliance of Women CSOs under Vesta’s project made significant efforts to promote and achieve gender parity in their organizations according to the results of the MPSCS Gender Audit Questionnaire, which the CSOs self- administered.

The audit also showed that many of the CSOs still needed assistance in improving their gender-related policies and practices. MPSCS provided the CSOs with capacity development assistance to help them include gender considerations into their organization, project-based activities, and documents. For example, Keystone Moldova incorporated equal participation of women and men into their advocacy strategy and encouraged it in their organizational activities. CRJ, Contact-Cahul, CAJPD, CJI, Motivatie, Keystone Moldova, Certitudine, and SOS Autism included reference to equal gender participation in their strategic plans.

In Year 5, MPSCS re-sent the Gender Self-Assessment Questionnaire that was developed in 2015, and 17 partner CSOs responded (up from three in 2015), evaluating each of the four dimensions of the MPSCS Gender Audit Questionnaire (Political Will, Figure 9: Gender Integration Framework Year 2017 Technical Capacity, Responsibility, and Organizational Culture) on a scale of 1 to 5 (5 being the highest). Figure 9 shows the overall scores accumulated in the four 4.4 Gender Integration Frameworks areas for 4.1 2017. Seventeen MPSCS partner CSOs 3.6 scored the following: political will - 3.0; 3 technical capacity - 4.1; accountability - 4.4; and organizational culture - 3.6.

Ten out of seventeen MPSCS partner CSOs that sent data are managed by women. Six of the respondents are aged 24–30, four are aged 31–40, another four are

1. Political Will 2. Technical 3. Accountability 4. Organizational aged 41–50, two are over the age of 51, Capacity Culture and the remaining two did not disclose their age. The results of the final questionnaire showed that all partner CSOs were quite knowledgeable about gender and rated their scores fairly in relation to the importance of gender etiquette, gender-friendly atmosphere in the workplace, familiarity with policies, and access to gender focal points at the organizational level. Senior managers and board members showed commitment to support gender balance at any level, even if they were strongly 50

affected by employee turnover. Female managers from FCPS, CAP, Casmed, APT, FDRM, and CJU reported that they felt they were able to contribute equally towards decision-making and the majority of the respondents talked about the inroads they made to keep gender balance within their organizations. Contact-Cahul’s manager stated that the CSO encouraged positive relationships among women and men and between generations. Most of the CSOs were enthusiastic about their gender work and were open to implementing new gender policies. At the same time, however, gender equality was still not a compulsory component of CSOs’ internal policies or programming, and they did not consider it when developing strategic and annual plans. Thus, many CSOs mentioned a need for additional assistance in developing and implementing these types of gender-sensitive documents.

MPSCS grantees also promoted gender integration and equality outside of their own organizations. For example, in March 2017, CPD launched the “Gender Equality Index for 2016.” Following the press conference, which received wide media coverage and was streamed live online, CPD made the index available in Romanian and Russian. The index and related infographic were widely disseminated by many online resources, including USAID’s Facebook page.

The Gender Equality Index for 2016 measured the level of gender mainstreaming in six areas: labor market, politics, education, access to resources, perceptions and stereotypes, and health. Although the value of the Gender Equality Index has improved in comparison to 2009 and 2015, this increase is insignificant (from 57 to 58 points). The level of gender equality for 2016 has increased due to improvements in the perception of the role of women in society. The score value of the perceptions and gender stereotypes area improved by four points, which influenced the increment of the general index value by one point above the level in the

previous year. Authors of the index CPD’s Gender Equality Index for 2016. March 2017 concluded that in fact the level of gender equality in Moldova has progressed thanks to citizens and less due to reforms initiated by the authorities.

This analysis helped raise awareness on gender issues among the public and serves as a basis for advocacy actions that CPD and other organizations may carry out to influence the current situation in Moldova from the gender perspective.

In 2017, CPD also trained 20 human resources specialists from the business sector on gender discrimination, the national legal framework regarding equality, and the implementation of non-discrimination policies in the context of Moldova’s labor market. The training sessions aimed to increase the application of non- discrimination principles and support equal opportunities for women and men in the workplace. 51

Also, in 2017, CPD launched a website to promote Moldovan CSO participation in the European Union integration of Moldova. The website offers all the needed information regarding the CSOs’ participation into this process, the 2017-2020 National Employment Strategy with the Gender Mainstreaming approach, and the results that were achieved.

MPSCS CSO partners Vesta and Motivatie were also active in promoting gender equality among their employees and the general public. Vesta held workshops for women-led CSOs from the Gagauz Yeri region to develop their advocacy and fundraising capacities. As a result, Vesta created seven women-led committees to influence decision-making in seven towns.

Motivatie trained its staff on I am a strong woman with a great desire to make the world better and more beautiful. I gender integration and realized that the wheelchair is not a sentence, amended its internal policies to but a challenge to assert myself as a personality become a gender-sensitive and demonstrate the positive side of the CSO. As a way to promote disability. I try to become an example for the gender equality among people people around me. Ludmila Iachim, Motivatie’s Program with disabilities, Motivatie’s Coordinator, candidate no. 15 at the Miss Program Coordinator Ludmila Wheelchair World 2017. Iachim participated at the 2017 Miss Wheelchair World event.

Media Campaign against False and Biased Information At USAID/Moldova’s request, MPSCS expanded the scope and budget of its partner, API, to allow them to monitor media and produce articles that dispelled disinformation from local and international media outlets. In November 2015, API, in partnership with ATVJI and CJI, launched a media campaign against false and biased information entitled “STOP FALS!”

Together, API, ATVJI, and CJI: • Published more than 40 investigative articles in Romanian and Russian API Investigates False News Story

• Produced television, radio, and print pieces to dispel On September 6, 2017, under the MPSCS misinformation STOP FALS! campaign, API investigated an • Presented cases of manipulation and propaganda article entitled “USA openly instructs • Organized public discussions about false information Moldovan democrats what to do with and implemented protection measures against Russian-language media in Moldova," information manipulation which was published on two Moldovan • Developed and maintained www.Mediacritica.md, news sites and circulated on Moldovan which helped media consumers understand how the social media. media manipulates information and served as a self- The article included a forged letter from the USAID Mission Director to a local pro- regulatory tool for Moldovan journalists European politician, telling him to help the

• Produced and launched “MediaErudit,” an interactive US stop the spread of Russian media. game aimed at increasing users’ media literacy that was API checked the facts, surveyed used by 1,223 individuals stakeholders, and publicized the results of • Created and posted three quizzes addressing media their investigation, which showed that the literacy, testing citizens on various subjects related to news was false, and that the news portal false and biased information and media manipulation violated the rules of journalistic ethics by • Conducted 14 public debates on false and manipulative publishing the story without additional information in the media attended by more than 400 documentation. people from rural localities

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The materials API published on their website received more than 68,000 views, and the articles their partners published reached up to 500,000 people through 80,000 copies of local and regional newspapers.

Early in Year 5, CJI conducted the final survey on the public’s perception of false and biased information to measure the STOP FALS! campaign’s overall impact. According to the survey, the dissatisfaction of respondents with the national media’s lack of responsibility decreased (January 2016–57 percent, October 2017–48 percent). The respondents’ skills and abilities to identify manipulative and propagandistic material increased by 5 percent percent from "We should not believe everything we read on the January 2016 Internet. If I watch the same news on TV, I trust them. (51 percent), In these debates, I understood that manipulation is possible through TV, and it is good to know who they to October are and what interests they have.” 2017 (56 percent). The Vladislav Pahomi, participant at the API STOP FALS! increase in debate in Varnita village, Anenii Noi raion, August 12, 2017. both indicators demonstrate the impact of the campaign despite the limited sources. Another indicator that shows the STOP FALS! campaign works is the October 2017 attempt to create a fake www.stopfals.com website and to distort the image of the STOP FALS! campaign. API immediately informed the media consumers and journalists that the www.stopfals.com website was a clone website that has nothing to do with the organizations running the campaign. API drew the attention of the National Inspectorate's Center for Combating Cybercrime and other public authorities to identify and impose sanctions against those who carry out these illegal actions and manipulate the public opinion.

In early Year 5, API also launched www.stopfals.md, a portal in Roman and Russian, aimed at reducing the impact of the fake news and develop citizens' critical thinking. The portal is continuously updated with articles revealing false and biased facts, and analysis, comments, and other relevant material about the phenomenon of "false news" in the media. Readers can report the information they believe is false, and the API team will check and communicate the result. At the same time, the portal contains a database that shows the number of incidents of false and distorted information published by different media institutions in the Republic of Moldova and abroad, with the database being continuously updated.

The STOP FALSE! campaign funded by USAID ended on October 31, 2017. However, due to MPSCS coordination efforts, the USAID-funded “Media Enabling Democracy, Inclusion, and Accountability in Moldova” project and the US Embassy in Chisinau took over several STOP FALS! campaign activities such as maintenance of the mediacritica.md website and developing investigative articles.

Youth Integration Three MPSCS youth-focused partners monitored the implementation of the local budgets allocated for youth and youth policies, promoted community development, and involved young people in decision-making processes at the local and national levels.

On April 6, 2017, as result of MPSCS youth CSO partners and other Moldovan youth CSOs’ active involvement in the development of youth policies, the Ministry of Youth and Sports approved a Program for the Development of Youth Centers in 2017-2022. Per the program, youth centers will be created in each district of Moldova and the Ministry will disburse an amount of MDL 100,000 (approx. $5,200) to equip each of the 53

centers with computers and tables. Youth centers will offer a variety of leisure, developmental, and sports programs to youth including after school, weekend, and summer programs.

CNTM assisted 15 LPAs on budgeting for youth development and transparency in decision making, developed a Guide on Crowdfunding (Romanian and English http://goo.gl/Akmcch), which explained how to design and implement successful online fundraising, and trained 25 young people on how to use the Guide.

On November 17-19, 2017 CNTM carried out the National Conference of Youth CSOs that gathered together over 60 representatives of CSOs and central and local government, discussing the level of implementation of the 2017 youth state-funded activities, the National Program for Economic Empowerment of Young People, and the priorities for the 2018 budget allocations for youth. The sub-awardee also produced the Report on Budgets for 2017 on Youth Sector that assessed the allocation and use of local public resources. To ease youth engagement into decision-making, the CSO developed a budget monitoring calendar that explains each stage of the public budget planning and execution and the ways youth can be involved in this process. CNTM has about 150 youth organizations under its umbrella and has made budget monitoring as one of its key activities.

Certitudine continued to empower youth from the north of Moldova to actively participate in decision-making and community development processes. As a result, youth implemented six community initiatives planting trees and flowers, installing chairs and sports equipment in parks, and promoted a healthy lifestyle. At the same time, the organization conducted over 110 trainings on decision-making, project management, and crowdfunding for 311 youth from the north of the country. Next, participants implemented 13 small initiatives on healthy life-style, clean environment, entrepreneurship, self-esteem, fashion, and other topics, with a total budget of MDL 80,000.

To improve the quality of the educational system in Moldova, FDRM carried out a two-day training and three workshops for representatives of 142 Moldovan schools so that they can develop transparent and cost-efficient procurement systems. FDRM is providing follow-up assistance to the participants so that they can develop transparent and cost-efficient procurement systems in their schools. In addition, the FDRM conducted eight regional workshops on academic corruption and its consequences for 14 high school students and on operational planning for 219 school managers and Forty schools’ representatives attending the FDRM’s representatives of the Educational and Finance workshop on Public Procurements in educational Departments from Soldanesti, Ocnita, Cimislia, Donduseni, system (pre-university level), May 29, 2017. Telenesti, Briceni, and Falesti towns. FDRM organized the first Forum in Education for 71 representatives of ministries, schools and LPAs, focused on creating viable partnerships among education authorities and relevant CSOs to promote a child-centered education in Moldova. The participants developed a set of recommendations for inclusive, transparent, and cost-efficient education policies and submitted them to authorities.

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CHALLENGES, LESSONS LEARNED, AND RECOMMENDATIONS MPSCS Challenges The lack of a parliamentary majority resulted in Parliament being unable to vote on a new government in late 2014 and early 2015. A few months without a government in Moldova had some impact on the MPSCS program, but these were successfully addressed. MPSCS partners CRJM and CAP had to adjust their agendas in promoting the 2 Percent Law amendments, as it was difficult to reach relevant authorities, including the representatives of the State Tax Service. Thus, the organizations had to repeatedly request meetings with the representatives of the government, parliament, Ministry of Justice, Ministry of Finance, and fiscal experts. Even though the 2 Percent Law was prepared by the end of 2015, Parliament did not vote on it until the final reading in July 2016. The mechanism went into effect in January 2017.

Another challenge stemmed from managing CSOs’ expectations and changing their perceptions about capacity building and advocacy. The MPSCS approach to civil society strengthening and advocacy required a certain level of rigor and commitment to which many local CSOs were not accustomed. To address this issue, MPSCS provided more individual mentoring to each partner to help it develop and meet its goals.

MPSCS’s communication partner, Parc Comunicatii, and certain grantees faced resistance in some regions of Moldova while distributing materials or organizing public conversations during the EU awareness campaigns in 2014 and 2015. People were unhappy with the tense political situation in the country, corruption cases, and a one billion USD bank fraud that have still not been investigated. Many people associated this situation with the pro-European parties of Moldova. With good interpersonal skills and knowledge of the EU integration of Moldova, grantees were able to inform the public about this process without causing political debates. No major incidents were reported during the campaign, and all the partners were able to implement their EU awareness activities according to their activity plans.

On March 30, 2016, the GoM approved the draft law that the online community calls the “Big Brother Law.” According to media experts, journalists, and CSOs, the law would lead to heavy censorship and violation of privacy. This law would allow investigators to read emails and text messages and would oblige Internet providers to filter and archive the traffic that goes through their networks and to block the IP addresses of the servers that store various websites. It would also oblige mobile and fixed network companies to retain call records and messages for six months to one year, and Internet traffic records for six months. In April 2016, 28 CSOs submitted a public appeal to the Moldovan Parliament and demanded a review from the Venice Commission (the Council of Europe’s Commission for Democracy) on the above-mentioned draft law. MPSCS provided timely updates to USAID and ECNL on the “Big Brother Law” issue.

Frequently, partner CSOs had difficulties filling in the correct amounts on the FRFs for domestically raised funds (both in-kind and monetary resources). For better financial planning, CSOs need to develop an internal system for tracking their domestic financial resources and in-kind contributions. Moreover, CSOs also need to learn to calculate the value of in-kind contributions (volunteer work, renting of property and equipment, etc.) and treat these as part of their budget.

Multi-year funding, such as the three-year Standard Grants Program, proved to be efficient in terms of achieved results and strengthened capacities of partner CSOs. MPSCS’s support to its partner CSOs over a longer period of time enabled them to have meaningful engagement with authorities and central and local 55

levels. As result, all the supported CSOs registered impressive results in influencing public policies. A similar approach should be maintained in future projects.

Due to the significant devaluation of the Moldovan currency in 2016–2018, CSO partners experienced a significant deficit as their budgets were in local currency. As a mitigation measure, the sub-awardees had to reduce their programs by the number or length of their activities or the number of participants. To address the issue of Moldovan currency devaluation, MPSCS increased the ceiling for most of the grantees. These measures helped partners to achieve their planned outputs and outcomes.

Another setback encountered was the MoJ halting progress on the draft Law on Non-Commercial Organizations, which MPSCS had been very active in advancing. In July 2017, a new Moldovan NCO draft law was published for public consultation. The draft law was prepared through a participatory procedure by a cross-sectoral working group, in close consultation with various CSOs over the course of almost a year. However, in July 2017, the MoJ suddenly introduced a new draft with special provisions on CSOs’ engagement in political activities (art. 26-28), which contradicted international and European standards on freedom of association, right to participation, and freedom of expression. The draft law would have been especially damaging to the right of CSOs to engage in public affairs and a broad range of activities considered as political. Due to CSOs’ advocacy and outreach by development partners (including USAID Moldova, European Union, United Nations, Council of Europe and OSCE/ODIHR) to domestic and international stakeholders, the restrictive draft was removed from the government’s agenda on September 12, 2017. On May 3, 2018, Parliament approved the draft NCO law, without the controversial articles, in the first reading. The draft NCO law is currently pending Parliament’s second reading.

Lessons Learned MPSCS made significant progress in strengthening the capacity of Moldovan civil society. Despite the political turmoil that Moldova experienced throughout the project, a favorable legal and fiscal framework started to take shape. The program met all the M&E indicator targets. The following conclusions, based on concrete results and lessons learned, may help provide guidance on next steps.

• Establishing an enabling legal framework for civil society requires the coordinated cooperation of all stakeholders, including key CSOs, CSO experts, government, Parliament, USAID, and other donors. The most significant successes of the MPSCS, such as the launching of the 2 Percent Law in January 2017, occurred because Moldovan CSOs had a strong advocacy campaign and were able to provide technical assistance to authorities so that they understood and adjusted this mechanism to comply with Moldovan tax regulations. • Moldova signed the landmark Moldova-European Union (EU) Association Agreement in 2014. Chapter 26 of this agreement seeks to align Moldova’s non-profit sector to the European Union’s standards. MPSCS partners fully used this provision while promoting improvements to the laws regulating CSO activity, including the Civil Society Development Strategy 2018–2020, the 2 percent mechanism, and social entrepreneurship legislation. Partner CSOs also provided capacity building to key state institutions. • European experts commissioned by ECNL played a key role in supporting local partners to achieve their goals. These experts had the advantage of being independent from the domestic political issues, which enabled them to remain impartial when delivering policy advice to a respective government. • Because CSO capacity development was a key component of MPSCS, project staff developed a CSO capacity development strategy that guided the capacity development team’s efforts to build partner CSO institutional capacities. The strategy informed and determined the team’s approaches when taking stock of partners’ Organizational Development Assessment (ODA) and Training and Development Plans (TDPs); deciding the logic of interventions (assessments tools and training models 56

to be used); developing the MPSCS annual work plans; and building a sustainable and competitive local market for capacity development service providers. As a result of this strategic approach to CSO capacity development, MPSCS’s capacity development activities resulted in better governed, more accountable, and more capably managed CSOs as described under the objective 2 above. • The MPSCS approach of asking CSOs to earmark a certain percentage for capacity development was effective and innovative for Moldova. The percentage of the budget allocated to institutional development varied depending on the needs of CSOs. In most cases, up to 30 percent of the partners’ budgets were allocated to institutional development. CSO mostly used these funds to request training in the areas that were not covered by MPSCS. For example, CSOs bought and installed electronic systems for accounting and hired consultants to develop strategic plans or communication strategies. CSOs felt more empowered when deciding how to use their funds for organizational development. • In 2014, with input from and consultation with USAID, FHI 360 competitively chose three CSOs to serve as strategic partners, one in each MPSCS sector:

✓ Advocacy and constituency engagement – Contact-Cahul ✓ Capacity development service provision – CICO ✓ Legal and regulatory reform advocacy – LRCM

MPSCS had two objectives for its work with these partners: to help them become capable of managing direct funding from major donors, including USAID; and to enable them to gradually assume the lead implementation of several MPSCS activities during Years 3-5. This strategy of enhanced assistance to selected CSOs proved to be very successful. Thus, MPSCS’s strategic partner, LRCM, continues implementing its activities on improving the CSO-related legal framework under its direct USAID award, signed in October 2016. Contact-Cahul and CICO successfully took ownership of several of MPSCS’s CSO development tools and continue to apply them to consolidate their roles as capacity development mentors for CSOs and as resources in their respective sectors beyond the life of the MPSCS.

Recommendations • On March 23, 2018, Parliament approved the Civil Society Development Strategy (CSDS) for 2018–2020 and the Action Plan, two comprehensive policy documents that lay out the government’s plan to strengthen citizen participation in public decision-making, improve the financial viability of CSOs, and increase civic activism and volunteering over the next three years. However, most of the activities listed in the Strategy need additional funding from the developing partners of Moldova. Therefore, the main priorities in the next few years will be to continue addressing the opportunities for further strengthening the legal environment and to ensure implementation of the CSDS.

• Political instability remains a decisive factor for the immediate future and longer-term in Moldova. The parliamentary elections scheduled for February 2019 and the current heated debates around the changed electoral system will slow down the pace of both CSDS implementation and the CSOs’ advocacy activities, since political elites and authorities at both national and local levels will be focused on carrying out the election reform and on winning the elections and might be less responsive to CSOs’ advocacy efforts. In such a situation, to the extent possible, developing partners should continue to engage in the implementation of the CSDS and provide technical assistance and comparative legal expertise to the working groups, government, and CSOs. • There is a need to continue improving the CSOs–government dialogue. As result of adopting the CSDS, the Government of Moldova is creating a unit to coordinate civil society policies. This unit needs to be strengthened and its communication with existing structures (e.g., National Council of CSOs and National Participation Council) should be initiated and maintained. 57

• MPSCS Engage Grants CSO partners registered remarkable results in their advocacy at central and local levels. Advocacy efforts at local level will be increasingly important while GoM is implementing the decentralization reform and major donors, including USAID through the My Community program, are focusing on local level reforms. • MPSCS strategic partner CICO provided Russian-language technical assistance to 15 CSOs from the Transnistrian and Gagauz Yeri regions in financial management, human resources, and good governance. However, to reach out to more CSOs from these regions, a special approach of mostly coaching and tutoring is needed. • It is important to preserve the momentum of the Ministry of Finance, Ministry of Economy and Infrastructure, and other ministries’ openness to exploring opportunities to promote the philanthropy, social entrepreneurship, and state funding of CSOs in Moldova. • Moldovan CSOs made greater efforts to enhance their image in the last few years, as per the USAID CSOs Sustainability Indexes. However, many in the public still view CSOs as “grant hunters” and lately, some opinion makers have launched negative rhetoric on the CSO contributions in Moldova. MPSCS strategic partner LRCM, in cooperation with other Moldovan CSOs, compiled a document listing the attacks targeting Moldovan CSOs through media articles or public interventions (https://crjm.org/wp- content/uploads/2018/03/2016-2017-radiography-NGO-attacks-EN.pdf) that vividly shows how CSOs become the target of misleading or even defamatory actions. CSOs needed to learn to respond to these challenges and to strengthen their communication skills in the current environment. MPSCS trained over 40 CSOs during Summer 2018 to increase and improve their presence in the public space; however, Moldovan CSOs still need sustained assistance to improve their communication with media. • Over the last five years, MPSCS supported the activities aimed at strengthening the Moldovan NGO Council. In Spring 2018, over 100 CSO representatives participating in the 9th edition of the NGO Forum elected the new members of the NGO Council and set the main priorities for the next two-year mandate of this Council. It is of utmost importance to further support this self-governance body of the Moldovan CSOs so that it can effectively represent CSOs and engage authorities in constructive dialog and effective implementation of the CSDS. • Moldova has served as a model for supportive CSO environment — it was among the first countries in the region to have a policy document for cooperation with CSOs. It is also the first country to adopt a 2 Percent Law. It has some very strong CSOs that influence public policy in their areas of operation and have developed substantial expertise. CSOs have become important independent voices in the policy discussions on a number of issues. In the last two years, however, the situation has grown worse. Guaranteeing a strong enabling environment for CSOs is of primary importance. CSO independence is seen as a threat by some and attempts to limit it (e.g., by limiting the access to support from foreign donors and other sources of funding) need to be counteracted. Moreover, there have been examples in neighboring countries of attempts to limit CSOs, e.g., in Hungary (foreign agent legislation), in Ukraine (invasive reporting), in Poland (centralization and political control over CSO state funding), and in Romania (a package of restrictive reporting is also pending in Parliament). There have already been signals that Moldovan politicians might follow such negative trends (e.g., a statement by the Moldovan president after a visit to Hungary). There are several possible negative measures that could be expected (if there is political will to introduce them):

✓ Attempting to limit CSOs by forcing them to adopt a mandatory Code of Ethics (this was one of the proposed measures under the Anti-Corruption Strategy that was eliminated after a negative CSO reaction) ✓ Using the draft NCO law to introduce limitations on public policy activities (under a broad definition of what is political activity) or foreign funding limitations ✓ Using the Council of Europe’s evaluation of Moneyval on compliance with anti-money laundering and counter-terrorism rules to introduce restrictive measures for CSOs ✓ Requiring higher “transparency” of CSOs and introducing various limitations, etc. 58

These possible measures highlight the need to continue supporting local partners and ensuring that they can create better environments and defend when under attack. • Financial sustainability is another big problem for CSOs in Moldova. There are a number of great organizations with great ideas that simply cannot manage to operate normally because of the lack of funding. MPSCS has been of crucial importance for the research and development of alternative sources of funding. This works needs to be continued.

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ATTACHMENTS Most key MPSCS documents were submitted to the USAID Development Experience Clearinghouse. Some of these documents, including English, Romanian, and Russian versions, were also posted on the MPSCS website. MPSCS is attaching to this report a selection of the most important documents: • Attachment 1 – Performance Monitoring and Evaluation Plan results October_2018 • Attachment 2 – MPSCS Subaward Database_Oct 1_2018 • Attachment 3 – Civil Society Development Strategy 2018-2020 • Attachment 4 – Assessment of the institutional development needs of CSOs_CTO Caraseni_2015 • Attachment 5 – PWD Rights Grants Program Report no. 5_July 2017 • Attachment 6 – Partner CSOs’ EU awareness activities_Oct_2015

MPSCS Performance Monitoring and Evaluation Plan (PMEP) 2013-2018 Revised as of October 1 , 2018

Performance Indicator Indicator Definition

Objective 1: CSOs more effectively represent their constituencies IR 1 Increased citizen engagement in governmental decision making Number of CSOs that CSOs are defined as MPSCS grantees as well as demonstrate constituent grantees' partners involved in MPSCS program outreach through the that include participation of communities in 1.1 solicitation of community input their activities. CSOs only counted once during (USAID indicator) the life of the program Number of effective Interventions are defined as activities interventions by civil society in implemented by MPSCS grantees and their the government decision partners aimed at changing or improving a making process (USAID government policy and/or decision-making Moldova CDCS indicator) process. These may include formulating recommendations aimed at influencing public policy, promoting the policy recommendation, and providing input to relevant authorities through commenting on the drafts of the decisions affecting citizens’ interests and needs. Effective interventions are defined as advocacy actions, where advocacy objectives are 1.2 achieved. These may include accepted drafts (by government entities or relevant institutions) or comments to laws, adopted laws or regulations, establishment of concrete steps for implementation of laws, amendments, provisions, institutional regulations or procedures passed/adopted as a result of advocacy campaigns carried out by MPSCS grantees and their partners **

Number of CSOs receiving USG CSOs are defined as MPSCS grantees or their assistance engaged in advocacy partner organizations involved in MPSCS that interventions are engaged or participate in legislative 1.3 (USAID Moldova CDCS processes by carrying out advocacy campaigns indicator )* with the program support. CSOs only counted once during the life of the program Number of watchdog activities Watchdog activities are defined as analyses and implemented by CSOs receiving interventions on behalf of civil society actors to USG assistance (USAID bring to light, raise awareness about, and Moldova CDCS indicator)** protect the public against wasteful, unethical, or illegal practices by government authorities. Activities contributing to this indicator will take a critical look at public issues affecting CSOs' 1.4 constituents and publicly expose any illegal, inefficient and unethical practices in government in order to influence the elected authorities.

Examples of activities may include CSOs monitoring and informing citizens on how the public funds are spent, level of access to public Average score in networking Aninformation, average score transparency is calculated in decision based on making all and advocacy ability of MPSCS Engage and Support partner organizations' (21 partner organizations CSOs) scores in networking and advocacy on the ODA tool. This area is ranked according to the 1.5 following four-part scale: nascent (0 – 1.4), emerging (1.5 – 2.9), expanding (3 – 4.4), and mature (4.5 – 6)

Number of volunteers Volunteers are defined as volunteers mobilized to participate by participating in MPSCS grantees' activities 1.6 MPSCS partners organizations supported by the program

Number of constituents Constituents are defined as individuals, involved engaged in the improvement in the activities of the “People with Disabilities and implementation of the Rights” grantees, participating in the 1.7 legal framework that positively development of legal framework that impact affect the life of People with PWD Disabilities (PWD)

Number of people with PWD are defined as people with disabilities who disabilities served as a result of are positively affected as a result of MPSCS 1.8 activities for PWD “People with Disabilities Rights” Grant Program (USAID indicator)* Number of people with PWD are defined as people with disabilities who disabilities trained with USG attended a training or workshop organized by 1.9 assistance MPSCS “People with Disabilities Rights” Grant (USAID indicator)* Program recepients Number of organizations run Organizations for this indicator are defined as by and for PWD strengthened CSOs that receive support under the “People with USG assistance with Disabilities Rights” Grant Program to 1.10 (USAID indicator)* increase participation of PWD in advocacy efforts. CSOs only counted once during life of program

Number of citizens participating Citizens attending meetings, round tables, in civic education activities on forums, public discussions, public events, 1.11 Moldova's European Union trainings focused on European integration integration

Number of USG-supported An activity is defined as a specific, individual activities designed to promote action under a larger program, for example a or strengthen the civic training or capacity building initiative, the participation of women*** design of an event that incorporates or encourages women’s participation, or an advocacy campaign to encourage and increase women’s civic participation. To be counted, an 1.12 activity should explicitly identify strengthening, promoting, or increasing women’s participation as one of its objectives, and should be intended to achieve a quantifiable increase or qualitative improvement in women’s civic participation at the local or national level

Objective 2: Institutional capacity of strategic partners developed IR 2 Increased institutional capacity within the CSO sector Number of MPSCS partner All Engage and Support partner organizations' organizations able to receive (21 CSOs) that achieved overall ODA ranking of direct financial support from "expanding" or "mature". Each area is ranked USAID according to the following four-part scale: 2.1 nascent (0 – 1.4), emerging (1.5 – 2.9), expanding (3 – 4.4), and mature (4.5 – 6). CSOs only counted once during life of the program

Number of CSOs using USG MPSCS grantees and other CSOs that benefit assistance to improve internal from trainings and consultations offered with organizational capacity MPSCS support. CSOs only counted once during 2.2 the life of the program USAID’s E&E CSO Sustainability Organizational capacity is measured based on Index shows consistent the ability of an organization to fulfill its mission improvement in organizational and financially sustain its operations. A high capacity (USAID score on the organizational capacity dimension Moldova CDCS indicator) within the USAID Sustainability index reflects effective internal management procedures, well defined structure, effective human resources and financial management policies. Improved organizational capacity means any improvements registered by a CSO as result of a capacity building effort under the following areas: governance, human resource management, financial management and 2.3 sustainability, procurement, constituency- centered programs, networking and advocacy, and media and promotion. As a result of an improved organizational capacity, CSOs are transparently governed, capably managed, they have clearly defined mission statements, they utilize strategic planning techniques, functioning boards of directors, and there is a clear distinction between the responsibilities of board members and staff **

Percentage increase of Domestically raised funds are defined as the domestically raised funds of portion of the Engage and Support partner MPSCS partner organizations organizations' (21 CSOs) annual income that comes from local and/or national public funding, private sources, self-financing as 2.4 measured by the MPSCS Financial Revenue Forms. At the end of each year, the financial revenues forms will be analyzed to determine the percentage increase from the baseline

Average score in human An average score is calculated based on all resource management area of Engage and Support partner organizations' (21 MPSCS partner organizations CSOs) scores in human resource management area on the ODA tool. This area is ranked 2.5 according to the following four-part scale: nascent (0 – 1.4), emerging (1.5 – 2.9), expanding (3 – 4.4), and mature (4.5 – 6) Average score in financial An average score is calculated based on all management area of MPSCS Engage and Support partner organizations' (21 partner organizations CSOs) scores in financial management area on the ODA tool. This area is ranked according to 2.6 the following four-part scale: nascent (0 – 1.4), emerging (1.5 – 2.9), expanding (3 – 4.4), and mature (4.5 – 6)

Average score in constituency- An average score is calculated based on all centered programming area of Engage and Support partner organizations'(21 MPSCS partner organizations CSOs) scores in the area of citizens involvement in organizational activities on the ODA tool. This 2.7 area is ranked according to the following four- part scale: nascent (0 – 1.4), emerging (1.5 – 2.9), expanding (3 – 4.4), and mature (4.5 – 6)

Objective 3: Enabling environment more conducive to long-term sustainability of civil society IR 3 Improved enabling environment more conducive to effective and sustainable civil society Number of policy changes, A policy, regulation or procedural change is regulations and procedures defined as a change in the public course of adopted by GOM with USG action or procedures that affect the functioning assistance that benefit and and existence of the civil society organizations. facilitate a better functioning of Positive policy changes are defined as changes civil society (USAID in the legal environment that streamline and Moldova CDCS indicator)** ease the operation of CSOs. These may include: simplified procedures to register or dissolve a CSO, clear rules for CSOs to participate in the public decision making-processes, streamlined 3.1 procedures to receive public or private funding and to carry out income generation activities by CSO. Such kind of policy changes (laws, regulations, and strategies, institutional regulations) based on an inclusive process of selection of priorities ensures the sustainability of the civil society sector ** Number of policy briefs, Monitoring of CSO related legislation - policy reports, analysis, studies briefs, analysis, studies, reports, prepared with published by CSOs with USG the program support submitted to authorities assistance focused on monitoring CSO related legislation

3.2

USAID’s E&E CSO Sustainability Any achievements made in the development of Index shows consistent draft laws and amendments to improve the 3.3 improvement in “legal legal environment governing CSO environment”*

Number of local experts trained A local expert is defined as a professional with USG assistance review and working on legislative issues who received 3.4 comment on draft laws or technical assistance (training or guidance) from regulations MPSCS to review and comment on draft laws or regulations

MPSCS PMEP was updated in March 2016 after consultations with USAID. Thus, MPSCS excluded three lower level indicators, adjusted the definitions for the most of indicators as per the USAID PIRS document, included results for Year 2/FY 15, increased exceeded annual targets and revised the targets for indicator 2.1. * These indicators were included in PMEP during year 2 of MPSCS project implementation, after consultations with USAID. ** Indicators and definitions are updated in March, 2016 according to the USAID PIRS/ Performance Indicator Reference Sheet as agreed with USAID. *** This indicator was included in PMEP during Year 4 of MPSCS project implementation, after consultation with USAID.

Note for the indicators 2.3 and 3.3: These indicators are rated by a review committee established on yearly basis by USAID and moderated through a local CSO partner. Although there is a set methodology provided by USAID Washington guiding the process for setting the scores under each of the seven CSO SI dimensions/criteria, this methodology is not statistically reliable and it is based mostly on individual experiences of the committee members - CSO members or activists and they’re ability to articulate positive or negative changes within each of the 7 criteria. *** This indicator was included in PMEP during Year 4 of MPSCS project implementation, after consultation with USAID.

Note: Since one Engage grant, Tarna Rom, was terminated in 2016 and to ensure the consistency and make the data measurable, MPSCS revised the Baseline and Achieved results for Years 1, 2, 3 of the indicators 1.5, 2.1, 2.4, 2.6 and 2.7, which measure organizational performance based on ODA results. MPSCS PMEP was updated in February 2018 after consultations with USAID. Thus, MPSCS adjusted the most of indicators as per the USAID PIRS document, included results for Year 4/FY 17, increased exceeded annual targets and revised the targets for indicators 1.1 - 1.9, 1.12, 2.2, 2.5 - 2.7, 3.1 and 3.2 MPSCS Performance Monitoring and Evaluation Plan (PMEP) 2013-2018 Revised as of October 1 , 2018

Targets (The annual targets and achievements for Year 2-5 include the targets of previous years, except for the indicators 1.5; 2.3; 2.4; 2.5; 2.6; 2.7; 3.3 )

Frequency of Reporting Data source Baseline Y1 (FY 14: Dec Collection Responsibility 2013-Sept 2014) Targets/Achiev ed

Objective 1: CSOs more effectively represent their constituencies IR 1 Increased citizen engagement in governmental decision making CSOs’ quarterly and annual reports. Disaggregated by type of CSO, region and gender profile of CSO management Annually FHI 360 0 10/10 Official Monitor of R. of Moldova, public authorities web pages, CSO's quarterly reports, annual reporting, annual review of grant achievements

Quarterly FHI 360 0 0/0

CSO's quarterly reports, annual reporting, annual review of grantees achievements Annually FHI 360 0 2 CSO's quarterly reports, annual reporting, annual review of grantees achievements

Annually FHI 360 0 0/2

Numerical performance score assigned using Organizational Development Assesment (ODA) 3.5 (Average developed by MPSCS baseline Annually FHI 360 3.5 established during Y1 ODA)

CSO's quarterly reports, annual reporting, annual review of grant Quarterly FHI 360 0 10/39 achievements

CSO's quarterly reports, annual reporting, annual review of grant achievements Quarterly FHI 360 0 N/A

CSO's quarterly reports, annual reporting, annual review of grant Quarterly FHI 360 0 N/A achievements

CSO's quarterly reports, annual reporting, annual review of grant achievements Quarterly FHI 360 0 N/A CSO's quarterly reports, annual reporting, annual review of grant achievements Quarterly FHI 360 0 N/A

CSO's quarterly reports, annual reporting, annual review of grant achievements Quarterly FHI 360 0 1,000/30

CSO's quarterly reports, annual reporting, annual review of grant achievements

Quarterly FHI 360 0 N/A

Objective 2: Institutional capacity of strategic partners developed IR 2 Increased institutional capacity within the CSO sector CSOs’ quarterly reports, annual reporting and intensive annual review of grant achievements, 18 (Baseline ODA Annually FHI 360 established 18 during Y1 ODA)

CSOs’ quarterly reports, annual reporting and intensive annual review of grant achievements. Quarterly FHI 360 0 0/6 Disaggregated by type of CSO and region CSO Sustainability Index for Central and Eastern Europe and Eurasia

3.8 Baseline established by Annually FHI 360 3.9/3.8 USAID’s 2013 Index)

Financial revenue form. Disaggregated by local public sources, local private sources, self financing Annually FHI 360 0 0%/0%

Numerical performance score assigned using Organizational Development Assesment (ODA) 3.6 (Average developed by MPSCS baseline Annually FHI 360 3.6 established during Y1 ODA) Numerical performance score assigned using Organizational Development Assesment (ODA) 3.2 (Average developed by MPSCS baseline Annually FHI 360 3.2 established during Y1 ODA)

Numerical performance score assigned using Organizational Development Assesment (ODA) 3.9 (Average developed by MPSCS baseline Annually FHI 360 3.9 established during Y1 ODA)

Objective 3: Enabling environment more conducive to long-term sustainability of civil society IR 3 Improved enabling environment more conducive to effective and sustainable civil society Parliament register of legislative changes, CSOs' quarterly and annual reports

Quarterly FHI 360, ECNL 0 3/5 CSO’s quarterly reports, annual reporting, ECNL reports

Quarterly FHI 360, ECNL 0 3/3

CSO Sustainability Index for Central and Eastern Europe and 4.2 (Baseline established by Eurasia Annually FHI 360 4.2 USAID’s 2013 Index)

CSO partners’ quarterly reports, annual reporting and intensive annual review of grant Quarterly FHI 360, ECNL 0 2/2 achievements, ECNL reports

MPSCS PMEP was updated in March 2016 after consultations with USAID. Thus, MPSCS excluded three lower level indicators, adjusted the definitions for the most of indicators as per the USAID PIRS document, included results for Year 2/FY 15, increased exceeded annual targets and revised the targets for indicator 2.1. * These indicators were included in PMEP during year 2 of MPSCS project implementation, after consultations with USAID. ** Indicators and definitions are updated in March, 2016 according to the USAID PIRS/ Performance Indicator Reference Sheet as agreed with USAID. *** This indicator was included in PMEP during Year 4 of MPSCS project implementation, after consultation with USAID.

Note for the indicators 2.3 and 3.3: These indicators are rated by a review committee established on yearly basis by USAID and moderated through a local CSO partner. Although there is a set methodology provided by USAID Washington guiding the process for setting the scores under each of the seven CSO SI dimensions/criteria, this methodology is not statistically reliable and it is based mostly on individual experiences of the committee members - CSO members or activists and they’re ability to articulate positive or negative changes within each of the 7 criteria. *** This indicator was included in PMEP during Year 4 of MPSCS project implementation, after consultation with USAID.

Note: Since one Engage grant, Tarna Rom, was terminated in 2016 and to ensure the consistency and make the data measurable, MPSCS revised the Baseline and Achieved results for Years 1, 2, 3 of the indicators 1.5, 2.1, 2.4, 2.6 and 2.7, MPSCS PMEP was updated in February 2018 after consultations with USAID. Thus, MPSCS adjusted the most of indicators as per the USAID PIRS document, included results for Year 4/FY 17, increased exceeded annual targets and revised the targets for indicators 1.1 - 1.9, 1.12, 2.2, 2.5 - 2.7, 3.1 and 3.2 MPSCS Performance Monitoring and Evaluation Plan (PMEP) 2013-2018 Revised as of October 1 , 2018

Targets (The annual targets and achievements for Year 2-5 include the targets of previous years, except for the indicators 1.5; 2.3; 2.4; 2.5; 2.6; 2.7; 3.3 ) End of Project Y2 (FY 15: Oct Y3 (FY 16: Oct Y4 (FY 17: Oct Y5 (FY18: Oct Targets / 2014-Sep 2015-Sep 2016-Sep 2017-Sep Achieved 2015) 2016) 2017)Targets/A 2018)Targets/Ac (December 2018) Targets/Achie Targets/Achie chieved hieved ved ved

Objective 1: CSOs more effectively represent their constituencies IR 1 Increased citizen engagement in governmental decision making

30/51 53/73 83/107 112/121 112/121 10/22 25/49 59/68 70/73 70/73

20/36 47/52 63/73 76/76 76/76 22/29 42/51 55/57 57/61 57/61

3.8/4.0 4.0/4.3 4.5/4.6 4.6 4.6

700/4,395 4,500/5,260 5,400/6,388 6400/7,027 6400/7,027

50/312 340/465 500/1,056 1,056 1,056

100/153 180/459 500/641 641 641

40/69 85/178 200/336 336 336 5/5 5/5 5 5 5

75,000/ 394000/ 398,272 398,272 398,272 393,483 398,272

N/A 15/19 24/30 32 /32 32 /32

Objective 2: Institutional capacity of strategic partners developed IR 2 Increased institutional capacity within the CSO sector

18/20 19/21 21/21 21 21

30/89 100/152 175/192 195/263 195/263 3.8/3.7 3.7 /3.7 3.7/3.7 3.6/3.6 3.6/3.6

5%/20.6% 7%/5.6% 8%/18.05% 10%/11.04% 10%/11.04

3.8/4.1 4.0/4.3 4.5/4.6 4.6 4.6 3.4/3.7 3.6/3.9 4.0/4.1 4.1 4.1

4.0/4.6 4.5/4.9 4.9/5.2 5.2 5.2

Objective 3: Enabling environment more conducive to long-term sustainability of civil society IR 3 Improved enabling environment more conducive to effective and sustainable civil society

9/10 11/18 21/23 25/26 25/26 8/12 12/21 24/26 27/34 27/34

4.1/4.1 4.1/4.2 4.1/4.1 4.0/4.1 4.0/4.1

10/14 16/25 27/29 30/33 30/33

MPSCS PMEP was updated in March 2016 after consultations with USAID. Thus, MPSCS excluded three lower level indicators, adjusted the definitions for the most of indicators as per the USAID PIRS document, included results for Year 2/FY 15, increased exceeded annual targets and revised the targets for indicator 2.1. * These indicators were included in PMEP during year 2 of MPSCS project implementation, after consultations with USAID.

Note for the indicators 2.3 and 3.3: These indicators are rated by a review committee established on yearly basis by USAID and moderated through a local CSO partner. Although there is a set methodology provided by USAID Washington guiding the process for setting the scores under each of the seven CSO SI dimensions/criteria, this methodology is not statistically reliable and it is based mostly on individual experiences of the committee members - CSO members or activists and they’re ability to articulate positive or negative changes within each of the 7 criteria.

Note: Since one Engage grant, Tarna Rom, was terminated in 2016 and to ensure the consistency and make the data measurable, MPSCS revised the Baseline and Achieved results for Years 1, 2, 3 of the indicators 1.5, 2.1, 2.4, 2.6 and 2.7, MPSCS PMEP was updated in February 2018 after consultations with USAID. Thus, MPSCS adjusted the most of indicators as per the USAID PIRS document, included results for Year 4/FY 17, increased exceeded annual targets and revised the targets for indicators 1.1 - 1.9, 1.12, 2.2, 2.5 - 2.7, 3.1 and 3.2 Progress on indicators and comments

In Year 5, 14 new CSOs (MPSCS grantees and their partners; 13 regional CSOs; 12 run by women, 2 run by men) solicited community input on their activity through constituencies' participation at focus groups, surveys, public events such as conferences, forums, round tables, press conferences and discussion clubs. Up to now, MPSCS supported 121 organizations to solicit community input in their activity. In Year 5, through the implementation of the advocacy campaigns, 5 interventions into the public decision making process were carried out by the MPSCS partners: 1. Contact-Cahul - Manta Commune Council Approval of the Local Development Strategy (Dec 1, 2017); 2. Contact-Cahul - Baurci-Moldoveni village Hall Approval of the Local Development Strategy (Dec 7, 2017); 3. Contact-Cahul - Baurci-Moldoveni village Hall Approval of the Local Waste Tax (Dec 7, 2017); 4. API - Parliament Decision to Amend the Audiovisual Code (Dec 22, 2017) 5. Genesis - Anenii Noi Raion Council Decision to reconstruct the access ramp to the Council Building (Mar 15, 2018)

In Year 5, 3 new CSOs (3 MPSCS grantee) received assistance to advocate for their constituencies' rights. Up to now, 76 CSOs engaged in advocacy campaigns. MPSCS supported 4 new watchdog campaigns in Year 5: 1. Contact-Cahul, Monitoring the implementation of the Regulation on Sanitation in Manta/Watchdog 2. Contact-Cahul, Monitoring the implementation of the regulation on waste management in Baurci-Moldoveni 3. CREEDD, Monitoring the implementation of the Sustainable Waste Management System in Balti 4. Voinicel, Monitoring the implementation of the Early Childhood Intervention services for social contracting

The fourth and last ODA results were reported in January 2018.

MPSCS grantees continue to increase volunteers' participation in their activities supported by the program. 639 volunteers took part in grantees' projects in Year 5. Up to now, MPSCS grantees engaged 7,027 volunteers to support their mission.

MPSCS PWD focuced partners ended their projects in Y 4 when were reported the results.

MPSCS PWD focuced partners ended their projects in Y 4 when were reported the results.

MPSCS PWD focuced partners ended their projects in Y 4 when were reported the results. MPSCS five “People with Disabilities Rights” Grant Program recepients partners ended their projects in Y 4 when were reported the results.

European Awareness campaign ended in Year 3 when were reported the results.

Vesta grantee promoted women participation and decision-making and women CSOs' projects monitoring and evaluation through 2 activities.

MPSCS revised the number of Engage and Support partner organziations in January 2018, as well as the Baseline and Achieved results for Years 1, 2, 3 of the indicator. The fourth and final ODA was conducted in Y4. Results were reported in January 2018.

In Year 5, 71 new CSOs including MPSCS partners improved financial, human resources, good governance, communication, and advocacy capacities, as result of mentoring, trainings, and coaching provided by CICO, Contact-Cahul, CJU, MPSCS national and international experts. Up to now, 263 organizations received MPSCS capacity-building assistance. The 2017 USAID Moldovan CSOs' Sustainability Index showed progress in CSOs organizational capacity. The CSO Sustainability Index uses a seven-point scale to facilitate comparisons to the Freedom House indices, with 1 representing the highest and 7 the lowest level of sustainability.

The last 2017 domestically raised funds of 892,670.89 MDL/11.04 % increase over the baseline (2013 Financial Revenue Forms) was reported in April 2018.

The fourth and last ODA results were reported in January 2018. The fourth and last ODA results were reported in January 2018.

The fourth and last ODA results were reported in January 2018.

With MPSCS support, the following 3 changes to laws and regulations were made in Year 5: 1. Law on Social Entrepreneurship, Nov 2, 2017 2. Law on modification normative acts about CSOs (shortening the registration deadline and the registration institution for CSOs), Mar 16, 2018 3. Civil Society Development Strategy, Mar 23, 2018 Up to now, MPSCS supported improvement and adoption of 26 laws/ regulations/decisions/orders. With MPSCS support, 4 new policy briefs/reports/analysis, related to CSO environment were prepared and published/distributed in Year 5: 1. Recommendations on the 2% designation mechanism, Motivatie, FCPS, Caroma Nord, Feb 2018; 2. Comments by the ECNL to the draft law on NCO of the RM, ECNL, Feb 2018; 3. Recommendations of regional conference on financial sustainability of CSOs from Moldova, ECNL, May 2018 4. Recommendations of the Regulations on the organization and functioning of the NCSE and on selection of the NCSE members, ECNL, July 2018. 5. Report on the 1st year implementation of the 2% mechanism_LCRM, June 2018 6. Draft Concept Terms of Reference (ToR) for the Unit for Cooperation with CSOs within the State Chancellery, August, 2018 7. Main guiding principles_GoM-CSOs_ECNL_Aug. 2018 8. Regulation on CSOs State Funding Mechanism Draft & Action Plan_ECNL_Sept. 2018;

Up to now, 30 policy briefs/reports were developed with program support.

The 2017 USAID Moldovan CSOs' Sustainability Index showed no change in “legal environment”. The CSO Sustainability Index uses a seven-point scale to facilitate comparisons to the Freedom House indices, with 1 representing the highest and 7 the lowest level of sustainability.

In Year 5, MPSCS through ECNL developed capacity of 4 new persons (3 CSO experts and 1 public official) to comment on CSO related draft laws or regulations. Up to now, 33 experts received technical assistance from MPSCS. MPSCS Grants&Subcontracts Database

Updated on October 1, 2018

Grant/Subcontract/P Amount of the award, Name of Organization Full Name of organization Contact Contact address Telephone/Email Web Page Project Title Duration Amount of the award, MDL Regions covered by project Description of the project urchase Order № USD*

Certitudine empowers 180 active young people from nine different rural communities in the northern part of Moldova with skills and knowledge to actively participate in decision-making and community development processes within their communities, and organizes round table discussions on youth participation with representatives of LPA, youth, schools and other local institutions in order to identify the opportunities, challenges and solutions for youth participation at local level. In addition, the organization conducts training activities in each community on youth participation, volunteering, project planning and implementation, community outreach, mobilization and fundraising. As result, 45 project proposals are developed and implemented by youth based on the assessed needs in target communities. Furthermore, Certitudine helps the youth to draft and to present public policy recommendations relevant to the issues addressed by their e-mail: [email protected] community projects. In the last year of its project, Certitudine will organize an online training for around 200 young people in implementing youth-led initiatives EUGENIU GRAUR, 63 Dostoievski street, TEL: (373 231) 27 554, Inspire, Empower, Engage Youth in Centrul de Informare și Susținere a 4572-CERTITUDINE- Aug 1, 2014 - Mar and 5 trainings on crowdfunding for ten grassroots CSO followed by individual consultations on how to apply the 2% mechanism. The CSO will also work with 1 CERTITUDINE EXECUTIVE office 22-28, Balti, GSM: (373 79) 999533 www.certitudine.md Community Development and MDL 1,232,070.00 $74,488.36 9 villages from Balti Municipality Tinerilor Economiști „CERTITUDINE" 01 31, 2018 20 civil society organizations on developing social entrepreneurship. In support of this, a Social Entrepreneurship Fest will be held in Balti town in partnership DIRECTOR Moldova promote EU integration with other youth CSOs.

To promote Moldova-EU path, Certitudine organized three flash mobs in Balti town with participation of 1500 youth and adults from target communities, a velo marathon for more than 500 young people and adults, around 40 movie nights and outreach activities in students’ dormitories and public open-air theatres, door-to-door campaign in 50 villages to inform citizens about advantages of European integration, 50 quizzes on a Facebook page on EU topics and trainings to promote ERASMUS + in local schools and universities in order to connect youth to opportunities provided by EU in terms of youth mobility, skills building

and jobs reaching for around 500 youth interested in youth mobility and non-formal education in the EU context. Engage Program Partners e-mail: [email protected] Tarna Rom Union of the Youth Roma of Moldova creates a civic platform named - Voice of Roma Coalition - consisting of CSOs working with Roma MARIN ALLA, TEL: (373 22) 208 966 32 communities from North, people in Moldova, to monitor the implementation of the Government Roma inclusion Action Plan. Voice of Roma Coalition implements three advocacy Uniunea Tinerilor Romi din Republica Vasile Alecsandri str.1, of. Sept 1, 2014 - Feb 2 TĂRNĂ ROM EXACUTIVE FAX: (373 22) 208 965 N/A Voice of Roma Coalition 4572-Tarna-Rom-01 MDL 119,127.59 $7,202.20 South and Center Area campaigns in Gagauzia region cities - Comrat, Ceadar Lunga, Basarabiasca and Taraclia, warn the Government about hasty decisions related to Roma Moldova „Tarna Rom” 812, Chisinau, Moldova 9, 2016 DIRECTOR GSM: (373 76) 708928 people by producing and publishing four monitoring reports. In addition, the Voice of Roma Coalition publishes a policy document with solutions based on analyzes and identified problems. University Legal Clinic strengthens CSOs that provide pro bono legal services in their communities. CJU develops minimum standards on how CSOs should provide legal assistance to citizens as well as strengthen their organizational capabilities. CJU also strengthens partnerships between 20 CSOs and regional offices of the National Legal Aid Council as well as with LPAs, and develops skills of 30 young people in advanced legal practices and involves them to provide free legal advice to people in Northern communities on a volunteer basis. In line with its mission, CJU provides free legal assistance to at least 1,000 socially disadvantaged people from northern Moldova. TABARCEA e-mail: [email protected] Strengthening capacities of CSOs In the last year of its project, CJU will focus on developing the capacity of about 60 Moldovan CSOs in new funding mechanisms, and promote these methods CLINICA JURIDICĂ OLESEA, 38 Pushkin Street, office TEL: (373 231) 52 476 providing community legal services Aug 1, 2014 - Mar At least 12 districts from North 3 Clinica Juridică Universitară www.clinicajuridica.md 4572-CJU-01 MDL 1,261,064.00 $76,241.27 among CSOs and citizens from Northern Moldova. These activities include workshops and follow up assistance for CSOs, and infographics, promotional UNIVERSITARĂ (CJU) EXECUTIVE 511, Balti, Moldova GSM: (373 79) 507946 and promoting the European 31, 2018 of Moldova campaigns, and video spots to raise awareness and inform about the 2% designation mechanism and other opportunities. DIRECTOR integration process CJU conducted an awareness campaign in the Northern Moldova to increase the public understanding of democratic process and of the European values. CJU held information sessions at Balti University with about 50 students and established a European Information and Resource Center within their office open to the community to visit and take advantage of a variety of informational materials on the EU and the EU integration process. CJU expects around 300 visitors per year to benefit from the Information and Resource Center.

Women and Child – Protection and Support strengthens the organizational capacities of four CSOs, on both banks of the Dniester River, to allow them to Oxentea, Dubăsari, more efficiently promote and protect the rights of disadvantaged persons. Activities includes: focus groups and consultations as well as organizational VICTORIA SECU, FEMEIA ȘI COPILUL- e-mail: [email protected] Cocieri, development trainings for the CSOs. Furthermore, FCPS aims to improve collaboration between the CSOs and the LPAs through roundtable discussions, EXECUTIVE 43 Pacii str, Criuleni, MD- Aug 1, 2014 - Mar 4 PROTECȚIE ȘI SPRIJIN Femeia și Copilul-Protecție și Sprijin TEL: (373 248) 21 809 www.fcps.md Different Shores – Common Goals 4572-FCPS-01 MDL 841,893.00 $50,899.08 Dubăsarii Vechi, Criuleni, workshops, and cooperation agreements. In this regard, the CSOs organizes three roundtables to discuss discrimination cases and develops DIRECTOR 4801 31, 2018 (FCPS) Hârtopul - Mare. 25 recommendations to ensure the rights of disadvantaged people. FCPS’s additional activities will focus on promoting CSO funding mechanisms, through communities from south promotional posters, workshops, public discussions, a public opinion survey, study visits, promotions through various media, and a regional forum event. Public discussions will target about 25 communities from the region to increase citizens' support for CSOs' activity.

Association of the Independent Press builds the capacity of independent media by strengthening its Center for Assistance to independent media. API’s Center for Assistance IT specialist, web-designer, economist, designer and legal expert conduct training sessions and provide ongoing assistance aimed to strengthen and streamline the technical, web-design, financial and advertising resources of 16 media outlets. As result, 80 services to API constituents provided by the Center for Assistance experts and 90 members of editorial offices trained. Moreover, API undertakes ongoing media monitoring and produce media pieces to dispel disinformation and propaganda perpetuated in Moldova by the national and international media outlets. API, in partnership with ATVJI, and CJI produce in Romanian and Russian media pieces (TV, printed and radio) to dispel misinformation; undertake media monitoring by presenting cases of manipulation and propaganda through media; organize public discussions about false information and protection measures against information manipulation. In addition, they develop and maintain an online platform, Mediacritica.md, which will help media consumers to understand how the media manipulate Building capacities of independent information; and to improve critical thinking and serve as a self-regulatory tool for Moldovan journalists. PETRU MACOVEI, e-mail: [email protected] ASOCIAȚIA PRESEI 41/5 București Street, media, promoting European values Aug 1, 2014 - June 5 Asociația Presei Independente EXECUTIVE TEL: (373 22) 220 996 www.api.md 4572-API-01 MDL 9,410,897.18 $568,963.03 National level INDEPENDENTE (API) Chișinău, Moldova and norms, and a media campaign 30, 2018 In the last year of its project, API will focus on monitoring the implementation of the Republic of Moldova - European Union Association Agreement in the field DIRECTOR against false and biased information of media and of specific commitments for planned activities related to the media sector in the Action Program of the Government of Republic of Moldova for 2016-2018. In the frame of PoP Extension, API will monitor the Republic of Moldova - European Union Association Agreement for an additional quarter producing the 5th Monitoring Report; conduct a National Media Conference to identify economic development solutions for local and regional mass-media; and continue providing support to its local partners.

API conducted ad informational campaign about the advantages of European integration, through publishing of eight editions (84,000 copies each) of a newspaper supplement ”Obiectiv European: Let’s talk about Europe” and distributing them through national and regional newspapers; published articles promoting the European integration process on 10 online media (24 articles on each outlet); conducted 20 topic-based debates on European integration issues in different regions; produced and published six journalistic investigations intended for thwarting false information on the European integration process; and placed 10 advertising banners promoting European integration on billboards in Chisinau and throughout the country.

Youth for the Right to Life increases the viability, visibility and influence of the volunteer sector in Moldova. The CSO develops the core training curricula for Volunteer Coordinators and the course support “Fundraising for the Volunteering Programs in Moldova”. TDV creates the Moldovan network of host volunteer institutions and provides support to around 300 CSOs in developing viable Volunteering Programs. Additionally, the organization conducts at least Human and finance resources 12 workshops with relevant authorities to adopt the necessary regulations to simplify the acceptance of the volunteers by the host institutions. A total of three NICOLAE consolidation monitoring reports on the implementation of volunteering public policies are published during the project. In the last of its project, TDV will monitor e-mail: [email protected] TINERII PENTRU PROCOPIE, for development of the Moldovan civil implementation of the Moldova-EU Association Agreement actions related to volunteering, develop monitoring reports and provide support and expertise to 12/2 Traian Ave, Chişinău, TEL: (373 22) 567 551 Aug 1, 2014 - Mar 6 DREPTUL LA VIAȚĂ Tinerii pentru Dreptul la Viață EXECUTIVE www.tdvmoldova.wordpress.com society sector engaged in volunteer 4572-TDV-01 MDL 1,226,360.76 $74,143.19 National level the public authorities during the process of implementation of the Association Agreement activities related to volunteering. Moldova GSM: (373 79) 450027 31, 2018 (TDV) DIRECTOR activities and promotion of European integration Additionally, to support European integration, the CSO conducted a roundtable focused on European volunteering practices, organized 2015 National Volunteer Week on EU best practices in volunteering, conducted fundraising activities to support European integration and organized the National Caravan “Volunteering – European values and integration” in 10 different districts of Moldova.

Casmed assists rural CSOs in the north of Moldova, facilitates partnerships with local and regional governments on social service contracting in rural communities, and raises awareness in these communities about the work of local CSOs. Casmed focuses on consolidating the network of 10 CSOs that provide community services in the northern part of the country through roundtable discussions with LPAs, community-surveying activities, four trainings on advocacy and fundraising, and one “Active Aging Festival”. In the last year of its project, Casmed will conduct organizational assessments using the MPSCS Organizational Development Assessment Tool for at least 8 CSOs helping them to get social services contracting; improve competencies of at least 16 CSOs in fundraising, marketing and good governance; and conduct 8 fundraising event in the north through their partners. In the frame of PoP Extension, Rural Civil Society Organizations as Casmed will apply the Community Scorecard tool developed within MPSCS in 7 communities, in order to obtain a clear image on what the organization has POSTOLACHI Proactive Actors accomplished in implementing this concept and will conduct an event to facilitate the dialogue among generations and the experience of elderly in line with the NATALIA, e-mail: [email protected] Balti, Riscani, Singerei, Centrul de Asistență Socio-Medicală la str. Stefan Cel Mare, 19/1, in the provision and development of Aug 1, 2014 - Aug EU Day of Solidarity between Generations celebrated on April 29. Casmed will conduct one 5-day training for LPAs on working with CSOs on project proposal 7 CASMED EXECUTIVE TEL: (373 231) 27 674 www.casmed.md 4572-CASMED-01 MDL 1,614,262.00 $97,594.88 Drochia, Falesti, Floresti and Domiciliu „Casmed" Balti, Moldova community services and promotion 15, 2018 writing, public-private partnerships, community engagement and fundraising; carry out a two-day training for twenty CSO representatives to improve their DIRECTOR Rezina of European Integration visual data presentation skills; carry out a one-day training for thirty CSO representatives to improve their organizational development skills; and produce and broadcast 2 video spots to inform more than 10,000 citizens about homecare services provided by Casmed and its network of partner CSOs.

Casmed organized an awareness campaign in Balti municipality and 10-12 target localities including: door-to-door activities to inform elderly and isolated older people from rural villages about EU integration process; “Hour of Europe” events in ten schools; a nationwide drawing contest for children with the subject “I am a child of Europe''; street painting contest for children with the title “Be free to create”, and a flash mob to attract people interest towards Europe integration process of Moldova.

Center Partnership for Development promotes the adoption of gender non-discrimination procedures in the labor market by organizing annual employers’ forums, analyzing best practice in non-discrimination, developing a labor market discrimination index, and advocating public policy reform and reform at the ALEXEI BUZU, 13, Armeneasca street, CENTRUL Centrul Național de Studii și Informare e-mail: [email protected] organizational level among top employers in Moldova. CPD trains and consults at least 40 private companies on how to apply the gender non-discrimination EXECUTIVE Chisinau MD-2012, Top Moldovan employers become Aug 1, 2014 - Oct 8 PARTENERIAT PENTRU pentru Problemele Femeii „Parteneriat TEL: (373 22) 241 393 www.progen.md 4572-CPD-01 MDL 401,307.76 $24,262.22 National Level procedures. In addition, CPD will develop two gender equality indexes for 2015 and 2016 that will measure the level of gender mainstreaming in six areas: DIRECTOR Republic of Moldova models of non-discrimination 31, 2017 DEZVOLTARE (CPD) pentru Dezvolatre" health, politics, labour market, perception and stereotypes, education and wealth access. Besides that, CPD will conduct a training for 30 CSOs from Moldova TEL: (373 22) 241 393 to raise awareness on gender issue and build their capacities on how to apply non-discrimination principles in their activities followed by specific consultations to each CSO in accordance to their needs and level of gender mainstreaming in their daily activities. Additionally, CPD will inform the public regarding the activity of the Civil Society Platform by creating and maintaining a website.

Association of Psychologists from Tighina develops the capacity of social actors from target districts to more effectively assist youth experiencing hardship and to facilitate these actors’ relationship with LPAs. The association builds capacities of CSOs from Căușeni, Ștefan-Vodă, Anenii Noi including the left bank of the Nistru River, working with youth left without parental care as result of migration, empowering them in providing better assistance and enhancing their internal organizational capacities. Lastly, APT encourages the participation of these organizations in local council meetings to put the issues of youth in CSOs from Căușeni, Anenii Noi, hardship on the agendas of local governments. In the last year of its project, APT will promote good practices of local CSOs and initiative groups in working Căușeni, Ștefan-Vodă, Anenii AFTENI LUDMILA, Str. Mateevici 1, oficiul Ștefan Vodă Districts and with disadvantaged youth and involvement in community life through fundraising activities through 7 TV reportages. In addition, the CSO will empower 10 ASOCIAȚIA e-mail: [email protected] Noi and including the left bank EXECUTIVE 105, 106, or. Căuşeni, MD Transnistrian Region – More Viable Aug 1, 2014 - Mar selected partners supporting them to conduct 10 charity actions, develop 10 grant proposals and carry out 10 volunteering actions for communities. 9 PSIHOLOGILOR TIGHINA Asociaţia Psihologilor Tighina TEL: (243) 2 16 80 www.aptighina.causeni.org 4572-APT-01 MDL 1,235,138.00 $74,673.84 of the Nistru River Engage Program Partners DIRECTOR – 4301, Republica of and Competitive in Protection of 31, 2018 (APT) Moldova Youth being in Social Difficulty and The CSO mobilized community leaders, LPA, volunteers, families, and children from Căușeni district to promote European values by facilitating a series of promoting European values public actions in support of Moldova’s integration. APT worked with Radio Moldova to produce and distribute three radio programs and with regional TV “Studio-L” channel to organize three public debates; organized “Europe Day in Căușeni”; conducted discussions with at least 500 citizens from 35 communities from the region about the values promoted in the EU; organized Elderly People Day in six localities of Căușeni and a drawing contest titled “European Vector” for at least 30 young persons from the community.

Independent Journalism Center ensures journalists’ and media consumers’ access to information by promoting legislative reforms and creating favorable conditions for media activity. CSO launches three advocacy campaigns aimed at promoting the bill on media ownership transparency, ensuring journalists’ access to meeting hall of the Parliament plenary sessions and amending the law on Access to Information through four roundtable meetings, six press club events, the dissemination of petitions signed by journalists and media consumers in order to mobilize the society and strengthen public opinion with regard to the adoption of the Law on Access to Information, and Law on Transparency of Media Ownership. In the last year of its project, CJI will continue publishing analytical materials for journalists on topics of major interest about the media and concentrate its efforts raising awareness about civil society efforts in strengthening democracy in Moldova through a 15-20-minute-long documentary about the efforts made by the non-governmental sector over the years in order to strengthen the media field, which will be translated into Russian and English. Moreover, the CSO will develop a media app (interactive game) for the Advocacy Campaigns Aimed at Media Azi platform – the only online resource intended for journalists promoting journalistic integrity and will organize a public policy forum to present and CENTRUL PENTRU NADINE GOGU, e-mail: [email protected] Improving Transparency of Media discuss a review/roadmap on current media issues. In line with PoP Extension, CJI will broadcast a three-minute video “A better law for journalists, a better- 53, Sciusev St, Chișinău Aug 1, 2014 - June 10 JURNALISM Centrul pentru Jurnalism Independent EXECUTIVE TEL: (373 22) 213 652 www.media-azi.md Ownership and Access to 4572-CJI-01 MDL 3,045,065.00 $184,098.22 National Level informed citizen”, previously developed, to promote the access to information for journalists and citizens; will organize a workshop for 15-20 journalists on MD 2014 30, 2018 INDEPENDENT (CJI) DIRECTOR Information and promotion of EU access to information and a a public event to draw public attention on the importance of having access to information for both journalists and media values and integration consumers.

CJI produced a series of media products targeting mostly rural populations and Russian-speaking regions who are more reticent towards EU integration such as: 10 two-minute films focused on success stories of entrepreneurs or citizens who benefited from EU-funded projects; two video spots; 30-minute documentary analyzing the political context and geopolitical factors surrounding the EU integration process, as well as the relationship between the EU and Russia-Belarus-Kazakhstan Customs Union and 12 TV shows focusing on the advantages and disadvantages of EU integration and the Customs Union. The organization also organized three-day study visits to countries that have joined the EU in recent years for 15 journalists, including those from Russian- speaking communities and the Gagauz region, to provide accurate coverage on the EU and EU integration-related subjects.

Vesta creates a Southern Alliance of seven Women CSOs that work on women’s empowerment. Each member of the Alliance is establishing a public council ANTONINA at local level, consisting of active citizens and representatives of the Civil Society Organizations, to be systematically convened to advocate for rights of Asociația Regională a mamelor cu VOLKOVA, 58 Pobeda st., office 416, e-mail: [email protected] Comrat, Ceadir-Lunga, Aug 15, 2014 - Mar women including women-entrepreneurs, to collaborate with LPAs and to consult the LPAs’ representatives on solutions of women problem. These objectives 11 VESTA Mulți Copii și a Femeilor- EXECUTIVE Comrat, Gagauzia, MD- TEL: (373 298) 25 261; 84 062 www.vestagagauzia.jimdo.com Take part in decision making! 4572-VESTA-01 MDL 841,789.00 $50,892.79 Vulcanesti, Cahul, Cantemir, 31, 2018 are achieved through a variety of workshops, webinars, conferences, as well as a multimedia promotional campaign. Vesta's activities will contribute to Întreprinzătoare din Găgăuzia „Vesta" DIRECTOR 3800, Republic of Moldova Taraclia, Basarabeasca strengthening CSO-members of the Alliance of Women from the South of Moldova through brochures and short video clips, workshops and coaching to partner-CSOs. Vesta will encourage its partners to develop business plans based on their social entrepreneurship initiatives. Engage Program Partners

National Youth Council of Moldova develops evidence-based youth policies by first developing an evaluation methodology and then using it to evaluate the implementation of youth policies, as well as performing a comprehensive evaluation of how central and local budgets are allocated with regard to youth activities, youth centers and local youth funds. CNTM organizes local consultations with youth and youth workers/public officials regarding implementation of local and national strategies on youth and creation and spending of local budgets allocated for youth, including youth workers action plan for youth. At the end of each year, CNTM publishes one report summarizing local consultations results and recommendations. In the last year of its project, CNTM will develop a study on social entrepreneurship for youth CSOs and a guide on fundraising campaigns and will provide a training for youth CSOs in fundraising mechanisms. National Youth Council of Moldova will continue local budget monitoring to influence the distribution of local resources and develop 5 infographics to increase awareness among youth. In addition, the CSO will promote the development of social entrepreneurship and social investment in youth CSOs and youth Implementation and evaluation of centers and develop youth CSOs’ capacities in online fundraising campaigns. To reach the purpose, National Youth Council of Moldova will conduct public IGOR CIUREA, CONSILIUL NAȚIONAL Republic of Moldova, e-mail: [email protected] action plan of National Strategy of debates and workshops; support CSOs in developing business plans; and develop guides on organizing and launching fundraising campaigns. Consiliul Național al Tineretului din SECRETARY Aug 1, 2014 - Mar 12 AL TINERETULUI DIN Chisinau, str. Petru Rares, TEL: (373 22) 235 175 www.cntm.md Developing Youth Sector 2014-2020 4572-CNTM-01 MDL 2,156,670.00 $130,387.73 National Level Moldova GENERAL 31, 2018 MOLDOVA (CNTM) no. 18 and promotion of European To promote EU benefits among youth on national level, the organization developed an informational and methodological guide for educators and youth Integration workers on organizing civic education lessons on the EU and the integration process. Educators and youth workers used the guide to organize EU Weeks campaign in schools across Moldova, in partnership with Ministry of Education. The EU Weeks campaign took place at the same time in all participating schools. Over a period of three weeks, youth attended courses on EU values and what European citizenship means, and prepared EU Fairs. Parents, friends, youth organizations, and the media were invited to the Fairs. CNTM supported school youth councils to create European corners in their school libraries, where youth found resources about the EU. Around 1,000 schools were involved and over 150,000 students and 1,000 teachers improved their knowledge about the EU’s structure and the benefits of EU integration.

Caroma Nord builds the capacity of environmental CSOs that are implementing advocacy campaigns with the active involvement of community members in decision-making. Caroma Nord creates a North Environmental Coalition of 30 CSOs and surveys around 50 citizens to find out what are the environmental University Al. Russo, 38 issues of Balti region. Based on findings, Environmental Strategy and Action Plan of Balti region is developed, submitted to LPA’s representatives and Puskin str., office 510, Increased involvement of civil society monitored its implementation. The organization conducts workshops on waste management in five districts from the North of Moldova for youth and teachers. Balti, Moldova in Environmental protection and FRECĂUȚANU e-mail: Caroma Nord’s additional activities include training and coaching 6 CSOs from the North in domestic fundraising techniques and publicizing and fostering e-mail: accountability in decision making RODICA, [email protected] www.caromanordblog.wordpress. 4572-CAROMA Nov 1, 2014-Mar discussion of domestic resource mobilization in Moldova through a Public Policy Forum, televised reports, and regional talk shows. 13 CAROMA NORD Caroma Nord caroma_pirlita2002@yaho through the creation of the MDL 1,105,832.00 $66,856.27 Balti EXECUTIVE TEL: (373 231) 52 376 com NORD-01 31, 2018 o.com Environmental Coalition in Balti and DIRECTOR Caroma Nord organized a forum under the thematic “EU solidarity for the environment” to spread information on environmental EU opportunities, partnerships TEL: (373 231) 52 376 promote the EU environmental between the stakeholders involved in EU projects on environmental issues, and promotion of green economy. The forum brought together around 100 - 120 GSM: (373 79) 124353 values. individuals, representatives of various bodies such as LPAs, CSOs, business sector, and schools.

Foundation for Advancement of Moldova improves Moldova’s education system by developing the Regulatory Impact Assessment concept (RIA) in the education sector in partnership with the Ministry of Education. The organization develops skills of representatives of LPAs, the Ministry of Education and CSOs on how to apply RIA to ensure better regulatory initiatives and to improve public servants’ skills in implementing education policies. To improve the effectiveness of CSO involvement in public policy formation and implementation, the organization hosts workshops with CSOs and the Ministry of Education, and conducts trainings on social accountability tools. Improving the performance of the educational system by implementing FUNDAŢIA PENTRU GABRIELA OJOG, To bring EU values in education closer to citizens, in partnership with the Ministry of Education, FDRM equiped three Career Guidance and Counseling 45 Pushkin str, 5th floor, of e-mail: [email protected] regulatory impact analysis and DEZVOLTARE DIN Fundația pentru Dezvoltare din EXECUTIVE Sept 1, 2014 - Mar Centers from Soroca, Comrat and Cahul with the necessary resources to transfer knowledge, ideas and experience regarding the EU integration process 14 505, MD-2005, Chisinau, TEL: (373 22) 210 198 www.fam.md effectively involving education- 4572-FAM-01 MDL 1,242,169.00 $75,098.92 National Level REPUBLICA MOLDOVA Republica Moldova DIRECTOR 31, 2018 and promote quality education and civic education. The organization conducted three EU cultural nights and three intellectual games in each targeted Republic of Moldova focused CSOs in the process and (FDRM) community in Soroca, Comrat and Cahul. To all of these events were invited not only young people, but also senior citizens. Through discussions and promotion of EU values in the presentations, FDRM aimed to bring closer to them the positive message of EU integration, benefits and values. All participants receive promotional materials educational field and information about EU. To improve the management quality within educational institutions in accordance with EU standards and promote transparency in education, FDRM focuses on organizing regional workshops for school’s management in operational planning and in public procurement. Moreover, FDRM plans to organize one-day forum “Education system – challenges and results in promoting quality education” for CSOs working in the educational field.

Association Motivatie from Moldova works on creating six functional structures formed of young people with and without disabilities in rural areas/regions in order to become actively involved in solving community problems. The organization selects and develops capacity of 18 beneficiaries to participate more actively in community decision-making and strengthen their organizational processes. Youth organized into six local groups develop and implement their project proposals based on identified needs. Additionally, Motivatie supports the government to develop a working definition of social entrepreneurship for Moldova. In this regard, they organize a series of workshops and meetings with relevant stakeholders, including interested CSOs, to identify issues faced by Youth with and without disability CSOs implementing social entrepreneurship, and to develop recommendations aimed at improving the legal framework for CSOs social entrepreneurship. IGOR MERIACRE, together actively participating e-mail: [email protected] Besides that, Motivatie will promote the concept of Social Entrepreneurship at regional and local levels. For that, Motivatie will: conduct three regional EXECUTIVE 48 Mircea cel Batran ave. in community life and decision Sept 1, 2014 - Aug 15 MOTIVAȚIE Asociația „MOTIVAȚIE” din Moldova TEL: (373 22) 661 393 www.motivatie.md 4572-Motivatie-01 MDL 1,570,014.80 $94,919.79 National Level informational workshops on Social Entrepreneurship in general and its legal framework; conduct trainings in initiation and development of Social DIRECTOR Chișinău MD-2075 making, and improving social 15, 2018 Entrepreneurship activity; develop the mechanisms and regulations for implementation of the adopted SE legal framework; and organize Local Forums with entrepreneurship legal framework representatives of Business, Civil Society and LPAs. In the frame of PoP Extension, Motivatie will conduct a one-day training for accountants of interested organizations to explain the accounting elements for CSOs practicing economic activities and will provide assistance to 10 CSOs to develop Business Plans for their social entrepreneurships. Motivatie will spend additional incremental funding to conduct meetings with National authorities advocating for the approval of the social entrepreneurship implementation framework, conduct 15 trainings and informative sessions and 6 meeting at local level with LPAs to provide them with knowledge and skills on social entrepreneurship. In addition, Motivatie will provide coaching to selected CSOs developing business plans for social activities.

VITALIE POSTU, ProComunitate develops youth policies and promotes dialogue among community actors to stimulate youth participation in local governance processes. EXECUTIVE ProComunitate organizes public debates for young people between the ages of 16 and 30, representatives of local councils, teachers, and local civil society DIRECTOR e-mail: [email protected] 4275- 124 Stefan cel Mare ave., Aug 15, 2014 - Aug representatives to identify youth problems in the community and initiate a team-building session to identify solutions regarding youth participation in decision- 16 PRO COMUNITATE Centrul Pro Comunitate VITALIE POSTU, GSM: (373 79) 547057 www.procomunitate.md Strengthening youth work PROCOMUNITATE- MDL 305,584.66 $18,475.01 National Level of. 221, Chisinau 14, 2017 making at the local level. Discussions highlight the issues of youth participation in the LPA public decision-making. ProComunitate creates a monitoring team EXECUTIVE 01 to track the inclusion of youth participation in decision-making process. In the end of the project, 30 youth workers have skills in youth partnership, community DIRECTOR development and other youth issues. NATALIA GURANDA, Chisinau, 71/8A Mateevici e-mail: [email protected] Strengthening participatory EcoContact strengthens participatory governance by providing capacity building trainings to CSO, facilitating the implementation of pilot projects and PROJECT 4572-ECOCONTACT- Aug 1, 2014 – July 17 ECO CONTACT EcoContact str. MD 2009, Republic of GSM: (373 69) 589607 www.aarhus.vox.md governance by developing the MDL 390,000.00 $23,578.58 National Level publishing lessons learned. EcoContact creates Communities’ Working Groups to implement in three pilot communities the Green Economy model - a method COORDINATOR 01 31, 2017 Moldova capacities of CSOs of engaging citizens in public decision-making. Governance experience from these communities is shared with other localities and CSOs.

Center of Legal Assistance for Persons with Disabilities increases the capacity of 36 CSOs working with people with disabilities to influence public CENTRUL DE VITALIE MESTER, e-mail: [email protected] Increase the degree of people with policy and better represent constituents' interests. CAJPD conducts a training on advocacy campaigns, participation in public policy process and mobilizing ASISTENȚĂ JURIDICĂ Centrul de Asistență Juridică pentru EXECUTIVE 16 Pușkin Street, of.5, Oct 1, 2014 - Mar 18 TEL: (373 22) 287 090 www.advocacy.md disabilities participation in public 4572-CAJPD-01 MDL 1,141,967.93 $69,040.98 National Level constituencies; and coaches at least nine of these CSOs in initiation/development/implementation/monitoring of at least nine major public policies related to PENTRU PERSOANE CU Persoane cu Dizabilități DIRECTOR Chişinău, Moldova 31, 2018 policy processes people with disabilities at regional or national level. In addition, CAJPD will monitor the implementation of the Moldova-EU Association Agreement actions DIZABILITĂȚI (CAJPD) related PwD area and will identify the issues faced by CSOs in State social contracting throung a number of round tables and media promotional activities.

Platforma pentru Cetatenie Activa si Partneriat pentru Drepturile Omului (foster Young and Free) coordinates the secretariat of the National Council of NGOs - an umbrella organization elected by CSOs and representing the interests of the Moldovan CSOs. Young and Free holds regular meetings of the National Council of NGOs and monitors the implementation of the Civil Society Development Strategy for 2012-2015 and Government commitments under the Moldova – European Union Association agreement to develop the civil society. Resource Center Young and Free devotes a large portion of time to develop and publish monitoring reports. Besides that, Young and Free facilitates quarterly meetings with relevant Ministries and Parliament Committees to discuss the mechanism of percentage designation (2% mechanism), the Laws on Donations and Social Contracting. The CSO also participates in the meetings organized by the Ministries and the Parliament Committees to develop the Civil Society Development Strategy for 2016-2019. PLATFORMA PENTRU e-mail: [email protected] CETATENIE ACTIVA SI ANTONINA FONARI, In the last year of project, the organization carries out 20 workshops to familiarize 100 Moldovan CSOs with current CSO-related fiscal legislation. Resource TEL: (373 22) 567 489 Strengthening a sustainable civil PARTENERIAT PENTRU Platforma pentru Cetatenie Activa si EXECUTIVE 12/2 Traian Ave, Chişinău, Nov 1, 2014 - Mar Center Young and Free will focus on its basic activities facilitating discussions among members of the Council of NGOs; providing feedback on the priorities 19 GSM: (373 79) 450028 www.consiliulong.md society and supporting the European 4572-TsL-01 MDL 1,405,561.00 $84,977.26 National Level DREPTURILE OMULUI Parteneriat pentru Drepturile Omului DIRECTOR Moldova 31, 2018 of the public policies related to CSO sector development to public authorities; and informing CSOs on how to apply the 2% law mechanism and on contracting integration process (former TINERI ȘI LIBERI of social services. Resource Center Young and Free will compile a Guide for CSOs on resources mobilization and other topics useful for CSO development. (TsL) As a good practice, the CSO will organize the IX National Forum of NGOs including a workshop on business sector support to CSOs.

To the process of European integration of Moldova, the grantee conducted “five o’clock tea” informal meetings with the media partners of the Council of NGOs and organized a workshop entitled “Civil Society Support for the European Integration of the Republic of Moldova” for CSOs, media and key opinion leaders to identify mechanisms through which the civil society and the Council of NGOs / National Council for Participation may support the Moldova's integration in the European Union. At the end of the forum, participants signed a Resolution for Collaboration between CSOs and central and local public authorities for successful European integration that is monitored.

Sub-total MDL 30,546,773.68 $1,846,793.63

Contact-Cahul develops CSOs’ networking and advocacy capacities by organizing cluster clubs, trainings, and workshops for CSOs on how to efficiently carry out advocacy campaigns. Contact-Cahul develops a database of southern advocacy CSOs and creates a Southern Consultative Group involving 12-15 regional CSOs to monitor public policies and to participate in decision-making processes. The Group members are trained in development and monitoring of public policies at different levels. Contact-Cahul's additional work concentrates on promoting active citizenship in the south through involvement of Local Initiative Groups (LIG) in policy‐making at local level. The full support of Contact-Cahul, through meetings, trainings and coaching to three LIGs, will ensure Centrul Regional de Asistență și STRELCIUC SILVIA, Advocacy and mobilization for a e-mail: [email protected] high community involvement in the decision making process. Informare a Organizațiilor EXECUTIVE 31 August 4/3 Street, more powerful action and greater 4572-CONTACT- Aug 15, 2014 – 20 CONTACT-CAHUL TEL: (373 299) 84 842 www.contact-cahul.md MDL 2,741,297.00 $165,733.05 National Level Neguvernamentale din Moldova DIRECTOR Cahul power of action and intervention of CAHUL-01 Mar 31, 2018 To promote European path of Moldova, the organization prepared a team of community outreach representatives who traveled to rural communities and „Contact-Cahul" CSO and EU awareness campaign organize 50 workshops for youth. In order to spread the campaign messages to more than 15,000 residents in the south, including a third of ethnic minorities (Gagauz, Russians, and Bulgarians), Contact-Cahul organized a regional caravan, "Euro Mobile". Equipped with Moldovan and EU flags and stickers, cars passed through 35 communities in the South, 15 of which are populated by ethnic minorities. Contact-Cahul also organized an open-air cultural event to inform people about the European cultural exchange programs, funds, and opportunities.

Center for Organizational Consultancy and Training develops the institutional capacities in transparent governance, financial management, CENTRUL DE procurement, project management and fundraising of 21 MPSCS CSO Partners and approximately ten other interested Moldovan CSOs. 21 MPSCS CSO

Strategic Partners NICOLAI LOGHIN, INSTRUIRE ŞI e-mail: [email protected] Partners develop and improve their internal polices and procedure in Financial Management, Human Resource Management, Procurement, and Good Centrul de Instruire și Consultanță EXECUTIVE 65 Mitropolit Varlaam Str., Increasing CSOs' sustainability Oct 1, 2014 - Mar 21 CONSULTANŢĂ (+373) 22 212 203 www.management.md 4572-CICO-01 MDL 2,585,151.00 $156,292.79 National Level Governance as result of trainings, consultancy and coaching from CICO. CICO's additional activities are directed to support organizational development and Organizațională DIRECTOR of. 409, Chisinau, Moldova through organizational development 31, 2018 ORGANIZAŢIONALĂ GSM: (373 68) 464 359 increase sustainability of Moldovan CSOs, including 15 Russian Speaking CSOs from Transnistria and Gagauz Yeri region. CICO will conduct trainings, (CICO) promotional campaigns, coaching and workshops to promote service providers and journalists' databases, improve fundraising skills of training providers, support youth CSOs, and take over the MPSCS Organizational Development Assessment Tool for further application.

VLADISLAV Promoting legal and regulatory e-mail: [email protected] Legal Resource Center from Moldova fosters an enabling environment for Moldovan CSOs through legal and regulatory reform. The organization focuses CENTRUL DE RESURSE GRIBINCEA, 33, A. Sciusev str., MD- reforms and advocacy for reforms to Jan 1, 2015 - Sept 22 Centrul de Resurse Juridice TEL: (373 22) 843 601/ 602 www.crjm.org 4572-CRJ-01 MDL 1,133,360.86 $68,520.61 National Level on developing and submitting to the Ministry of Justice a new Law on Public Associations, finalizing the 2% Tax Designation Law, and developing amendments JURIDICE (CRJ) EXECUTIVE 2001, Chisinau foster an enabling environment for 30, 2016 to the Fiscal Code and to the Law on Transparency in the Decision-making Process. DIRECTOR CSOs

Sub-Total MDL 6,459,808.86 $390,546.44 Citizens Act Grants Program PwD Rights Grants EU Action Grants FEE 40 39 38 37 36 35 34 33 32 31 30 29 28 27 26 25 24 23 FEDRA CJC Golubca CNPAC IDOM Sub-Total OSORC SĂNĂTATE ȘISPERANȚA SPERANȚA SOS AUTISM KEYSTONE Sub-Total CENTER CONTACT MOLDOVA-Fruct CRPE ATVJI PERSPECTIVA PRO MEDIA Ltd MEDIAINTERACT Ltd Sub-Total (FEE) EUROPEANĂ EST- FUNDAȚIA Moldova) (FEDRA- Moldova Republica din Autist Spectrul din Tulburări cu Persoanelor a Resurse și Drepturi pentru Federația Comrat (CJC) Juridica Clinica Obsteasca Asociatia Golubca Club Jenskii de Copii fata a Abuzului de Prevenire National Centrul Obsteasca Asociatia Moldova din Omului Drepturile pentru Institutul Obsteasca Asociatia "OSORC" de Resurse Centrul Sănătate" și "Speranța Mintal Nedezvoltati Copii cu Părinților Asociația ”Speranța” Centrul SOS AUTISM Association Moldova International Services Keystone Human CONTACT Moldova din Neguvernamentale Informare a Organizațiilor și de Asistență Național Centrul Fruct" "Moldova- de Fructe Exportatorilor și Producătorilor Asociația Europene Roman de Politici a Centrului Moldova Republica din Reprezentanța Moldova Republica din Independenți "V.I.P."Asociația a Telejurnaliștilor "Perspectiva" Obstească Asociaţia "Pro Media"SRL SRL Media" "Interact (FEE) Est-Europeană Fundația LUDMILA LUDMILA MALCOCI, ALIONA DUMITRAS, SORIN MEREACRE, VORONIUC RAISA,VORONIUC LUCIA LUCIA GAVRILITA, ANDREI ANDREI BARGAN, VANU VANU JEREGHI, ION ION DUMITRAS, ANETA GROSU, TUDOR DARIE, TUDOR SIMBOTEANU, ANDREICIUC, ANDREICIUC, IVANCIOGLO, NEICOVCEN, BAURCIULU, BAURCIULU, PRESIDENT PRESIDENT PRESIDENT PRESIDENT PRESIDENT PRESIDENT EXECUTIVE BORODINA, EXECUTIVE EXECUTIVE EXECUTIVE IURIE FALA, GAMURARI, EXECUTIVE EXECUTIVE EXECUTIVE EXECUTIVE EXECUTIVE EXECUTIVE DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR DIRECTOR VICTORIA LIUDMILA SERGHEI LUDMILA LUDMILA LUDMILA DANIELA NATALIA Basarabeasca, RepublicBasarabeasca, of Address: Columna170 str., 14, Stefan cel Street,Mare 191, 191, Grenoble Street, MD- ap. 10, Chisinau, Republic 162, Stefan cel blvd,Mare Str., Chişinău, Republic of 6, MD-2012, street, office 83, Bucuresti Street, MD- 61/2, Calea Ieșilor street, 38/1 38/1 Drumul Viilor Street, 81/2, Vasile Lupu Street, Chisinau 324, MD-2012, 20, Sf. Gheorghe street, 22, Puskin Street, office [email protected] 12/2, Traian blvd, ap. 2, 95A, Mitropolit Dosoftei GSM: 689933 79) (373 15/4, Republicii Street, 46 46 Pobedi Str., of. 50, office 410, MD-2004, 410, MD-2004, office 98, "31 August 1989" Chișinău, Republic of 59, "31 August 1989" MD-2043, ChisinauMD-2043, Chisinau, MD-2012, Comrat, Republic of 114a, Karl Libkneht, MD-2008, ChisinauMD-2008, ChisinauMD-2005, ChisinauMD-2004, Moldova, MD-2004 57 57 Karl Marks Str., CimișliaMD-4101, street, 3rd floor, 2043, 2043, Chisinau 2012, Chisinau office 3, Cahuloffice Tiraspol, 3300 of Moldovaof Chisinau Chisinau Moldova Moldova Moldova Moldova e-mail:

TEL: (+37329) 829480 TEL:829480 (+37329) GSM: [email protected]; e-mail: [email protected] [email protected] GSM: [email protected]; e-mail: [email protected] TEL: [email protected]; e-mail: [email protected]; e-mail: [email protected]; e-mail: [email protected]; e-mail: [email protected]; e-mail: [email protected] e-mail: [email protected] e-mail: : [email protected] [email protected] [email protected] e-mail: [email protected]; e-mail: [email protected]; [email protected]; [email protected] e-mail: [email protected]; e-mail: [email protected] GSM: 87 055 788 (+373) e-mail: [email protected]; [email protected] TEL: (+373 22) 838 408 TEL: 408 838 22) (+373 GSM: 79378260 (+373) GSM: 672869; 69) (373 e-mail: [email protected]; [email protected] TEL: ( 373 778) 64 599 TEL: 64 599 778) ( 373 GSM: 462998 69) (373 GSM: 338338 68) (373 GSM: 775511 79) (373 GSM: 501709 69) (373 GSM: 366424 69) (373 GSM: 342260 78) (373 GSM: 583737 79) (373 GSM: 030796 69) (373 GSM: 689933 79) (373 TEL: (373 22) 718 574 TEL:574 718 22) (373 TEL:100 561 22) (373 TEL:198 929 22) (373 TEL:947 233 22) (373 TEL:005 223 22) (373 TEL:250 223 22) (373 TEL:438 234 22) (373 TEL:22 866 241) (373 TEL:332 999 22) (373 TEL:343 235 22) (373 e-mail: [email protected]; e-mail: [email protected] (+37322) 75 88 06 (+37322) GSM: 069812943 (+373) 79192334 (+373) +373 688 787 88 +373 787 688 (373 68) 878788 68) (373 e-mail: www.aoperspectiva.wordpress.c http://www.hopeandhealth.md/ www.keystonemoldova.md www.reporterdegarda.md http://autismmoldova.md [email protected] www.moldovafruct.md golubka.webnode.ru/ www.radiomedia.md http://zhenskij-klub- www.cnpac.org.md www.speranta.md www.interakt.md www.contact.md www.fedra.md www.crpe.md www.idom.md www.eef.md N/A om TV programs: "Moldova-EU: Benefits Informing the public and stakeholders Support the for European Integration maintaining the fundamental rights of of theof Autonomous Territorial Unit of Activism, and Duty Among the Youth from local and regional perspective" mental disabilities and in assistance Strengthening the negotiation power Consolidation Moldovanof Societal disabilities in Anenii-Noi and Falesti Together we ourtake of town! care The Republic Moldovaof approach Easy-to-read, easy to understand, Moldova) with the tools necessary Development Civic Awareness,of cooperation of andpractices self- people with mental disabilities and Collaboration at the local level for for protectingfor and defending their Social integration childrenof and exploitation against teenagers in parents/guardians peopleof with victims medicalof malpractice in Prevention sexualof abuse and youth with autism from Moldova social social inclusion persons withof northern and central regions to Empowering vulnerable groups European answer to Moldovan about the European standards inform public EU of integration The European Union tocloser (people living within HIV/AIDS, to UE through online business Awareness campaigns in the Equal rights despite unequal persons with intellectual and implementation Europeanof of fruitof growers due to the Involvement Autism for adopted under DFCTA psychiatric disabilities benefits for benefitsMoldova for Republic Moldovaof Legal protection for citizens Moldovaof opportunities media outlet government easy easy to act Gagauzia Districts concern rights 4572-SPERANTA-01 4572-SOSAUTISM-01 MOLDOVAFRUCT-01 4572-PERSPECTIVA- INTERACTMEDIA-01 4572-SPERANTA-SI- 4572-PROMEDIA-01 4572-KEYSTONE-01 4572-CONTACT-01 4572-Golubca-01 4572-OSORC-01 4572-CNPAC-01 4572-FEDRA-01 4572-CRPE-01 4572-ATVJI-01 4572-IDOM-01 SANATATE-01 4572-CJC-01 4572-FEE-01 4572- 4572- 01 Oct Oct 15, – Feb2014 June 1, - May2015 July 15, - July2015 Mar Mar 1, - Mar 2015 Jan 1, 2015 - Dec Jan 1, - Dec 2015 Jan 1, - Nov 2015 May 1, - Apr2015 Mar 1, - Feb2015 Mar 1, - Feb2015 Feb 1, - Jan 2015 Apr 1, - Mar 2015 Mar Mar 1 31, – Dec Mar 1 31, – Dec Feb 15 - Oct 14, April 31, 1 - Dec May 1 – Oct 31, April 1 - July 31, May 15, - 2015 May 14, 2017 31, 2015 30, 2015 28, 2016 14, 2017 31, 2017 30, 2017 31, 2017 29, 2016 29, 2016 31, 2016 31, 2016 2017 2017 2017 2017 2017 2015 MDL MDL 7,690,911.25 MDL MDL 374,918.86 MDL MDL 369,852.40 MDL 372,335.32 MDL 374,782.73 MDL 371,117.26 MDL 319,927.93 MDL MDL 374,991 MDL MDL 182,180 MDL 190,000 MDL 106,525 MDL 189,396 MDL 188,975 MDL 830,000 MDL 830,000 MDL 830,000 MDL 830,000 MDL 820,450 MDL 7,690,911.25 MDL MDL 4,140,450.00 MDL 2,557,925.50 MDL $464,976.30 $22,666.80 $22,671.17 $11,014.22 $11,487.00 $11,450.45 $11,425.03 $50,180.05 $50,180.05 $50,180.05 $50,180.05 $49,602.68 $22,360.50 $22,510.61 $22,658.57 $22,436.97 $19,342.17 $6,440.28 $464,976.30 $250,322.89 $154,646.79 Northern and central regions of Donduseni, Orhei and their Soroca, Comrat,Soroca, Straseni Leova, Glodeni, Taraclia, Cimislia, Basarabeasca, Soroca, Briceni,Soroca, Edinet, Briceni, Basarabeasca, Anenii andNoi Ialoveni Chisinau, Comrat, Balti Transnistrian region Basarabeasca National level National level National level National level National level National level National level National level communities Chisinau Moldova Comrat Cahul concert inconcert Ungheni to reach awareness on the problem autism.of situationof childrenof with autism. Activities include the development and promotion a webof andplatform consultancy Autism all for Moldovafocused on actors the andproblem the organization autismof and a charityof promotes the involvement autism-relatedof communityFEDRA from Moldova to the improvement organizing initiative groups from among the volunteers to discuss these local withissues stakeholders, advocatesolutions, for and decision-makingmonitor theirActivities resolution.includeprocesses. training youth volunteers, conducting surveys to map local issues, summarizingCJC findings in a report, and discussion, conducting workshops to collect stakeholder input, and a public hearing to obtain communityEconomic Development feedback on the Strategicdraft strategic plan.Plan Activities Basarabeasca. include for broadcasting four TV programs on local development public for issues Golubka organizing discussion clubs with teenagers to discuss relevant andissues hear their perspectives. abuse and exploitation. Activities include developing and publicizing a specialized online CNPAC platform, resource wellas writtenas informative materials, and pocket-cards to educate stakeholders on the rights peopleof with mental disabilities in Moldova. rights, holding a public workshop event to inform stakeholders relevantof human rights andissues obtainsubmit their inputamendments in potentialto legislative solutions, provisions that and conflict disseminatingwith the human rights these of groups, conductingwith relevant a needs assessment around stakeholders, medical legislativeadvocacy for patients’ amendments, and a public informational event. Activities IDOMinclude working with authorities to draft and project presentedare within four roundtables and one conference. people, 4 workshops 25 young for people with disabilities, and one seminar 30 active parents.for The needs and recommendationstwo collected Open eventsduring Door and publishes the news articles and video reports on local TV. Additionally, the CSO peopleconductsfor Leadership with Summer disabilities, School 35 young for and the works shownare within two editions Talentof Fair in Tiraspol familiesand throughRibnita. togetherOSORC workshops, with consultations, outits partners carries discussions, and participation in local and national events. The CSO organizes 3 onOSORC master classes needlework its improvement.for out a carries roundtable to debate with representatives publicof authorities, other andCSOs CSO beneficiaries, the existing legal andissues to findpeople solutions with mental disabilities. Additionally, Speranta și Sanatate conducts an analysis theof existingconsultations legislation per year to people regarding with housing mental and labor disabilities market andand their guardians, develops and disseminates a brochureof copies 500 families. and The one CSO organizesvideo 16 educationalspot about trainings parents/guardians for trainings/year) (8-10 peopleof with mental disabilities, 25 legal offers Sănătate și Speranță to ensure sessions the promotion, and use theof materials, and tothe increase people of capacities with disabilities to defend their rights. on how to use materialseasy-to-read and promotes the products within a roundtable. Additionally, Sperantaand organizes five local 10 trainings experts to andprepare the 15 informative "easy-to-read" materials, which testedare by 15 youth with disabilities, within "easy-to-read" format, 10 activates. offering Theto people CSO develops with guidelines intellectual and learning disabilities informationaccessible about their rights. SperantaSperanța involves one international developing a social spot, printing calendars300 and 1,000 brochures, organizing one andconcert publishing at least 10 mediaorganizes one articles. advocacy campaign. As well, SOS Autism awareness regardingincreases the importance social integrationof peopleof withnational autism, andby international experts, coordinates six meetings theof inter-ministerial working group and six meetingsfamilies theof through technical working five focus-groups organized group,in different regions Moldova.andof To facilitate development and approval theof Strategy, SOSrehabilitation Autism invites programs, by developing a National Strategy on social integration peopleof with ASD. The SOS CSO collects Autism the needs peopleof with ASD and their project writing and management, and offering them on-going mentoring. the and CSOs increases of capacities LPAs from Anenii andNoi Ialoveni to implement actions according to the developed Strategy, by traininggroup them on ’s ’s grant on increasingfocuses the citizenship of sense and civic participation among local communities in Gagauzia by involving young people in local focuses on improvingfocuses legal protectionspeople for living with HIV, people with mental disabilities, and victims medicalof malpractice through discussions contributes to harmonization with European standards in education and construction field, using best from practices Romanian experience. The CSO produces 6 media packages (TV programs, radio programs, print articles, and on-line to explain stories) the meaning theof EU-Moldova Association 's 's grant on involvingfocuses community into supporting children with autism from Moldova. In doing so, FEDRA tofacilitates theinformation access project is focused on reducing tolerance the for sexual exploitation youthof and empowering communities to prevent, recognize, and of report cases raises awareness andraises informs the public about the rights peopleof with disabilities, and social activity increases peopleof with disabilities and their ’s ’s grant is focused on improving the involvement citizensof in community development by including them in the developingof process the new Socio- develops the ConventionUN on the Rights with Persons of Disabilities and Law on Social Inclusion with Persons of Disabilities in an innovative ensures participation peopleof with disabilities and civil society in developing public policies people for with disabilities in the Anenii andNoi promotes the benefits and the impact integrationof into European Union Moldovaof the for inhabitants in villages from the South Moldova.of Pro promotes the benefits EU of integration Moldovaof through the dissemination Europeanof information to residents Cahulof district involving increases chances for social integration chances for increases peopleof diagnosed with autism spectrum disorder (ASD) and and to facilitates services their access increases the increases level knowledgeof and awareness its of members and other fruit producers from the North regions Moldovaof about the though its media product - agora.md, which is the most visited business site in Moldova, with an audience unique 200,000 of visitors per carries out EU carries awareness campaigns in 10 northern and central districts Moldova.of The CSO organizes 10 outside exhibitions of raises the raises level legalof knowledge among people with mental disabilities and their guardians and provide legal help to at least 50 (FEE) combines different of capacities partners by subgranting to the following Urma9 NGOs: Ta, EBA, Pro-Europe Center Advocacy to ensure state funding for Voinicel’s grant focuses on promoting the expansion of state funding for Early Childhood Intervention services (for children with neuro-psycho-motor IVAN PUIU, 2a Drumul Taberei street, e-mail: [email protected] Asociatia Obsteasca Centrul de Early Childhood Intervention Oct 1, 2017-March issues), by training parents become advocates and helping them develop a petition to the National Insurance Company in Medicine, by publishing promotional 41 Voinicel EXECUTIVE Chisinau, Republic of GSM: +373 69204735; +373 www.voinicel.md 4572-VOINICEL-01 MDL 189,255.00 $11,441.96 National level Intervenție Precoce „Voinicel” Services provided by Voinicel Center 31, 2018 materials that describe the benefits of ECI services, and by mentoring five CSOs from other regions in how to conduct ECI and how to apply for state funding DIRECTOR Moldova 79316166 and other CSOs through the social contracting mechanism.

CRISTINA GROSU- 46 Alexei Mateevici Street, e-mail: [email protected] Angelus-Moldova’s grant seeks to improve the psychological and social environment for persons diagnosed with cancer by conducting a series of meetings Fundatia Filantropica Medico-Sociala CHIRIAC, Sep 1, 2017 - Mar 42 Angelus-Moldova Chisinau, Republic of TEL: +373 22 244 850; [email protected] Together we can beat cancer! 4572-Angelus-01 MDL 189,332.75 $11,446.66 Orhei and trainings with 25 cancer patients at Angelus’s palliative care center in Isacova and 25 of their relatives, and by including them as advocates for social Angelus-Moldova EXECUTIVE 31, 2018 Moldova GSM: +373 22 244 860 integration during the process of brokering partnership agreements with the local public authorities. DIRECTOR

MARIUS Centrul de Resurse pentru Educaţie http://www.green- CREEDD's grant focuses on improving the level of environmental protection in Balti by creating an integrated waste system in partnership with authorities and FRECAUTANU, 2 Al. Cel Bun street, ap 30, e-mail: [email protected] Clean City: Capacity building for an Sep 1, 2017 – June 43 CREEDD Ecologică și Dezvoltare Durabilă school.org.md/GRhome_green.ht 4572-CREDD-01 MDL 189,958 $11,484.46 Balti citizens. Activities include the development of a feasable study to ensure the cost-efficience of such services, conduct trainings for citizens increasing EXECUTIVE Balti, Republic of Moldova GSM:+373 78 112 232 efficient waste management in Balti 30, 2018 (CREEDD) ml awareness on the waste management system importance and debate with local authorities regulatory framework of a waste management system. DIRECTOR

e-mail: [email protected] Asociația Obștească Asociația GHEORGHE 63/8 Mihail Lomonosov GSM: 076725127; ASRMM's grant focuses on developing emergency medical aid practical skills of about 1,500 high school students from Chisinau, Ialoveni and Streaseni The basis of emergency medical aid Sep 1, 2017 - Dec 44 ASRMM Studenților și Rezidenților în Medicină BURUIANA, Street, of. 301, Chisinau, e-mail: http://asr.usmf.md/ 4572-ASRMM-01 MDL 169,676 $10,258.25 Chisinau, Ialoveni, Straseni through practical trainings provided by the students and residents of University of Medicine from Moldova. for high school students 31, 2017 din Moldova PRESIDENT Republic of Moldova [email protected] GSM: +373 68616614

e-mail: [email protected], NATALIA PROCOPII- 93 Stefan cel Mare street, Genesis' grant facilitates the participation of people with disabilities from Anenii Noi into community life through advocacy and self-representation by [email protected] Involvement through self- Sep 1, 2017 – Apr 45 Genesis Asociatia Obsteasca GENESIS SCOBIOALA, Mereni village, Anenii Noi, [email protected] 4572-GENESIS-01 MDL 134,976 $8,160.36 Anenii Noi establishing a self-representation group. This group is provided with skills to advocate for rights for people with disabilities and accessibility to public GSM: +373 69363198 representation 30, 2018 PRESIDENT Republic of Moldova buildings.

Sub-Total MDL 1,730,273.25 $104,608.68

Parc Comunicații designs and implements a comprehensive nation-wide awareness campaign on Moldova’s European Union (EU) integration. As part of ALEXANDR Societatea Comercială Parc 89/1 Vasile Alexandri e-mail: [email protected]; Moldova European Integration 4572-Parc Oct 15, 2014 - Oct the national campaign EUROPA PENTRU TINE (EUROPE FOR YOU), Parc Communicatii implements a wide range of activities aimed at raising awareness 46 PARC COMUNICAȚII BEJENARI, www.parc.md MDL 6,204,799.00 $375,129.09 National level Comunicații SRL Street, MD-2012, Chisinau TEL: (373 22) 855 151 Awareness Campaign Comunicatii-01 30, 2015 on Moldova’s European integration. Over the course of one year, MPSCS, with Parc Comunicatii assistance, uses television and radio spots, banners, DIRECTOR leaflets, articles, TV programs, door-to-door activities, social media to communicate with citizens.

Contact Center in partnership with CTO Caraseni works on improving the skills of capacity building service providers. Initially, CTO Caraseni conducted a Needs Assessment Survey to identify strengths, weaknesses, opportunities, and challenges to CSO’s capacity development marketplace. The findings of Centrul Național de Asistență și SERGHEI Support to the local market for the assessment are presented during three round tables organized in Balti, Cahul and Chisinau. CTO Caraseni organizes cycles of trainings and cluster clubs Informare a Organizațiilor NEICOVCEN, 83, Bucuresti Street, MD- e-mail: [email protected]; Feb 23, 2015 – 47 CONTACT CENTER www.contact.md capacity development services and N/A MDL 675,415.00 $40,834.17 National level in CSO organizational development and capacity building for trainers. Moreover, Contact Center improves and promotes capacity building, trainers and Neguvernamentale din Moldova EXECUTIVE 2012, Chisinau TEL: (373 22) 233 947 Feb 22, 2016 providers journalist databases. The database of trainers will be a major step towards creating a functional and competitive market of capacity building services for CONTACT DIRECTOR Moldovan CSOs. The database of journalists covering civil society topics will help CSOs to access journalists and to improve the media coverage of their

activities. Subcontractors

ECNL assists local stakeholders in adapting civil society legislation to European standards. ECNL works on supporting the drafting, improvement, and Apaczai Csere Janos u.17, HANNA ASIPOVICH, e-mail: [email protected]; Jan 15, 2014 - implementation of civil society legislation (2% mechanism, amending the Law on Public Associations and Fiscal Code to increase CSOs’ financial 48 ECNL European Center for Not-for-Profit Law 1st floor, Budapest 1052, www.ecnl.org.hu Enable legal environmental for CSOs N/A MDL 11,071,705.40 $669,372.00 National level POLICY OFFICER TEL: (361) 318 6923 / 483 1774 Sept 30, 2018 sustainability, and reviewing the Civil Society Strategy Development 2012-2015); building the capacity of local partners to carry out legal reform and advocacy Hungary activities; and providing resources and promote the sharing of comparative expertise.

ALEXANDR Produce and disseminate a set of Parc Communicatii designs, produces and broadcasts a set of five 3-minute videos that will inform the public about CSOs’ efforts and accomplishments in Societatea Comercială Parc 89/1 Vasile Alexandri e-mail: [email protected]; 4572-Parc Mar 1, 2017 - Dec 49 PARC COMUNICAȚII BEJENARI, www.parc.md videos about civil society MDL 736,286.00 $44,514.30 National level changing or improving the lives of their beneficiaries. Parc Communicatii shoots the videos during spring-summer 2017 and starts broadcasting them on Comunicații SRL Street, MD-2012, Chisinau TEL: (373 22) 855 151 Comunicatii-02 31, 2017 DIRECTOR achievements national and local TV stations in fall 2017.

Parc Communicatii organizes a series of visibility events promoting CSOs, especially CSOs that implemented MPSCS-funded initiatives, informing the public about CSOs' efforts and accomplishments in changing or improving the lives of their beneficiaries. Parc Comunicatii developes and disseminates promotional materials in support of CSOs; developes and broadcasts TV reports on the national TV channel; carries out a meeting of CSOs with students, conducts press ALEXANDR Societatea Comercială Parc 89/1 Vasile Alexandri e-mail: [email protected]; Support in organizing and 4572-Parc March 01, 2018 – clubs on 2% designation mechanism and on the implementation of Civil Society Development Strategy for 2018-2020 and conducts a large CSO Fair. The 50 PARC COMUNICAȚII BEJENARI, www.parc.md MDL 1,649,322.10 $99,714.54 National level Comunicații SRL Street, MD-2012, Chisinau TEL: (373 22) 855 152 Comunicatii-03 Sept 15, 2018 additional activities will be implemented during June 15, 2018 – September 15, 2018 and will focus on developing and broadcasting five TV reportages about DIRECTOR conducting a visibility event CSOs’ achievements in the news block of the Moldova 1 TV (national public television) during July-August 2018; and organizing a Communication Accelerator Hub for CSOs.

Sub-Total MDL 20,337,527.50 $1,229,564.10

Total MDL 73,463,670.04 $4,441,458.83

* Average Oanda USD Exchange Rate for the last quarter (July-Sept 2018, 2018; www.oanda.com). 16.540437

Moldova Civil Society Development Strategy and Action Plan (2018–2020)

Chișinău 2018

Disclaimer: This is an unofficial translation into English commissioned by the European Center for Not-for-Profit Law. The contents of the draft document is solely responsibility of the authors. Translations by ECNL of any materials into other languages are intended solely as a convenience. If any questions arise related to the accuracy of a translation, please, refer to the original language official version of the document.

This translation is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of authors and do not necessarily reflect the views of USAID or the United States Government.

THE PARLIAMENT OF THE REPUBLIC OF MOLDOVA

Social Protection, Health and Family Committee

14 March 2018 CP56 no. 46

REPORT

On the Draft Law for Approving the Civil Society Development Strategy for 2018-2020

And of the Action Plan for Implementing the Civil Society Development Strategy for 2018-2020

(404 of 22 December 2017)

The Social Protection, Health and Family Committee has met to examine the draft law for approving the Civil Society Development Strategy for 2018-2020 and the Action Plan for implementing the Civil Society Development Strategy for 2018-2020, the legislative initiative of a group of Members of the Parliament.

As a result of the discussion, the members of the Committee communicate the following.

The said draft law was developed to improve the existing legal, financial and institutional frameworks and to ensure a continuity of the unfulfilled commitments of the previous Civil Society Development Strategy.

As subject matter of regulation, the draft law aims to adopt the Civil Society Development Strategy for 2018-2020 and the Action Plan for implementing the Strategy.

The general objectives stipulated in the Strategy are as follows:

• Strengthen the framework of participation of the civil society in making and monitoring the implementation of public policies; • Promote and strengthen the financial sustainability of the civil society; • Develop the active civic spirit and volunteering.

The Civil Society Development Strategy for 2018-2020 reflects the commitment of the Moldovan Parliament to strengthen systematically the conditions for the dynamic development of the civil society.

To note that a working group had been set up for developing the draft law, the Civil Society Development Strategy for 2018-2020 and the Action Plan for implementing the Strategy, which was made up of MPs, representatives of the Government and, of course, representatives of nongovernmental organizations available to work and who had fully engaged in developing this important document. Thus, all the activities and actions included in the Action Plan have been coordinated with the representatives of all actors involved.

From the moment of registration of the draft law in the Parliament, the standing committees and the Legal Department issued their advisory opinions thereon, the Government sent its opinion and the MPs made proposals in its regard, which have been included in the synthesis of amendments attached to this report.

The draft law for approving the Civil Society Development Strategy for 2018-2020 and the Action Plan for implementing the Strategy had been edited and were submitted to the MPs together with this report.

The members of the Social Protection, Health and Family Committee, after having met to hold discussions and having voted with 8 votes pro and 1 vote abstained, are proposing the draft law discussed for approval and adoption in two readings.

Valentina BULIGA

Chairperson of the Committee

Edited Draft Law

(no. 404/2017)

LAW

For Approving the Civil Society Development Strategy for 2018-2020

and the Action Plan for implementing the Civil Society Development Strategy for 2018-2020

The Parliament adopts this law.

Art. 1. – The following is approved:

a) The Civil Society Development Strategy for 2018-2020, according to Annex no. 1;

b) The Action Plan for implementing the Civil Society Development Strategy for 2018-2020, according to Annex no.2”

Art.2. – The Government, in cooperation with the civil society organizations, shall submit a report on the implementation of the strategy and action plan, indicated in Art.1, by the 31 March of each year.

Art. 3. – The implementation of the Civil Society Development Strategy for 2018-2020 shall be monitored and assessed using the tools envisaged thereby.

Art.4. – The Social Protection, Health and Family Committee shall exert control over the implementation of this law.

SPEAKER OF THE PARLIAMENT

Annex no. 1

STRATEGY

For the Development of the Civil Society for 2018-2020

List of abbreviations ABRM – Association of Librarians of Moldova ACP – Platform for Active Citizenship and Partnership for Human Rights ANOFM – National Employment Agency APA –Academy of Public Administration CALM – Congress of Local Authorities of Moldova CCHIVA – Commission for the Certification of Host Institutions of Volunteering Activities CPA – Central Public Administration CRM – Council of Rectors of Moldova

CSDS – Civil Society Development Strategy CSOs – Civil Society Organizations CTI – Continuous Training Institute FHI 360 – Family Health International 360 HAI – HelpAge International LPA – Local Public Administration MEI – Ministry of Economy and Infrastructure MARDE – Ministry of Agriculture, Regional Development and Environment MHLSP – Ministry of Health, Labor and Social Protection MECR – Ministry of Education, Culture and Research

NGO – Nongovernmental Organization NPC – National Participation Council NVCM – National Volunteers Center of Moldova NYCM – National Youth Council of Moldova SA – Social Entrepreneurship

SCSC – structure responsible for the cooperation with the civil society in the State Chancery

Strategy 2012–2015 – The Civil Society Development Strategy for 2012-2015

Volunteering Coalition – Coalition for Promoting Volunteering Law and Activities

Introduction

The development of the civil society has major importance for strengthening the supreme values of any country as well as for encouraging the involvement of the population in the development of communities. The development of the associative sector in Moldova reasserts the respect for the fundamental rights ad freedoms, including the right to free association, freedom of assembly, and freedom of expression. Through its activities, the population contributes to a comprehensive development of the communities, to enhancing living standards and improving quality of life.

Such a contribution from the associative sector to promoting and building a democratic society involves an intense cooperation with the state institutions. Joint initiatives significantly contribute to progress in various social spheres to be able to respond adequately to the existing problems. The civil society organizations (CSOs), as an integral part of the social system, are a form of expression of citizen initiatives, thus facilitating population’s active participation in the administration of public affairs. Supporting the civil society is a manner of stimulating social cohesion and of creating sustainable social capital. Besides, the CSOs have high economic potential through their role of employer, thus contributing to the reduction of unemployment. Hence, it is in the national interest of the Republic of Moldova to support the development of the associative sector, to make policies and to adopt a favorable regulatory framework for the activities of the respective sector – an important subject in promoting democracy and democratic values and an essential partner in identifying and redressing the problems in various social areas.

The Civil Society Development Strategy for 2018-2020 (hereinafter the Strategy) reflects the Republic of Moldova’s commitment to systematically strengthen the conditions for the dynamic development of the civil society. Being strengthened on the principles of mutual trust, partnership, transparency, participation, political non-partisanship, the Strategy continues the efforts started during the implementation of previous civil society development strategies (2009-2011 and 2012-2015), and focuses on the same priorities.

The Strategy has been developed in a participatory manner by a cross-sector working group (divided into three working subgroups, according to the Strategy’s three general objectives), set up by the Disposition DDP/E-1 no.9 of 25 November 2016 of the Speaker of the Parliament of Moldova and made up of representatives of the civil society, Government and Parliament.

Since a generally accepted definition of the term ‘civil society’ does not exist, this Strategy uses the definition of the United Nations Organizations: “a not-for- profit, voluntary citizens' group, which is organized on a local, national or international level to address issues in support of the public good. Task-oriented and made up of people with common interests, NGOs perform a variety of services and humanitarian functions, bring citizens' concerns to governments, monitor policy and programme implementation, and encourage participation of civil society stakeholders at the community level”1.

1 http://www.ngo.bham.ac.uk/Definingfurther.htm

Section 1

Analysis of the Situation and Defining of the Problem

1.1 General retrospective framework. The Strategy reaffirms the priorities and continues the efforts started under the Civil Society Development Strategy for 2012–2015, approved by the Moldovan Parliament by Law No.205/ 2012.

The final evaluation and implementation of the said strategy confirmed the relevance of the priorities established thereby, although no formal ex-ante evaluation had taken place, and the paper was based on the findings, conclusions and recommendations of a number of studies conducted in relation to the Strategy’s areas of intervention.2

The implementation of the 2012-2015 Strategy took place in an unstable political context, with frequent changes of governments, implicitly of ministries, and unfavorable for continuity and performance. The final evaluation found that the 2012-2015 Strategy had been extremely ambitious but that a rather small progress had been achieved, confirmed by the achievements in the implementation of the three priority areas of the said strategy. The general conclusion of the evaluation was that most of the commitments made under the strategy had not been implemented. Thus, the level of implementation of the actions set out by the said strategy was of about 27%; other 9% of the actions were in an advanced process of implementation, while 64% of the commitments made had not been realized, including 52% of unimplemented actions had never been started. Thus, the results of the implementation of the commitments under the said strategy and its action plan were below the expected level and modest as compared to the results expected.

The factors that affected the implementation of the 2012-2015 Strategy were political, contextual, financial, but also related to the management and coordination among the subjects involved3. The respective determining factors included the deficiencies in the development of the associative sector in the Republic of Moldova, the relatively low number of existing CSOs as reported to 1,000 population, the small rate of active CSOs, and the low level of CSOs participation in decision-making. Other factors were the shortage of funds and low financial viability of CSOs, the low level of the civic spirit and volunteering. A description of the respective factors is presented in the corresponding sections.

The Civil Society Development Strategy for 2018-2020 takes into account the previous gaps, the experience developed, and aims at implementing the outstanding commitments from the previous paper, by reviewing the interventions and complementing them with new activities and actions that are necessary but within the limit of the priorities established by the general and specific objectives of the 2012-2015 Strategy. In addition, emphasis has been placed on the monitoring and evaluation of the performance, and on completing the progress indicators, both quantitatively and qualitatively.

During the development of the Strategy, the political context of the Republic of Moldova was a relatively stable one, while the social-economic aspects remain precarious, which affects the capacity of the public authorities to financially support the implementation of the commitments made under the Strategy. The

2 See Final Evaluation Report: Implementation of the Moldova Civil Society Development Strategy (2012-2015). Gheorghe Caraseni, June 2016. 3 Ibidem.

Strategy authors tended to sensitize and involve to a higher extent the development partners in supporting the implementation of the commitments made, which will contribute to enhancing the Strategy’s effectiveness. The low impact of the 2012-2015 Strategy at the local level will be partially remedied by having included the representatives of the local public authorities in the new Strategy and by having planned actions and outcomes at the local level, as well as by having included geographic and representativeness progress indicators. The gaps in the monitoring of and reporting on the implementation of the 2012-2015 Strategy will be reduced by creating a parliamentary control mechanism for monitoring as well as by including an interim evaluation in addition to the final one.

1.2. Moldovan Civil Society: general data. At present, about 7,950 republican civic associations are registered at the Ministry of Justice, excluding foundations, private and public institutions, and religious organizations. The number of local civic associations is unknown because the local public authorities do not present the respective information to the Ministry of Justice. Hence, neither the society, nor the state know the actual total number of civil society organizations in in the Republic of Moldova. Most of the CSOs registered (approx. 65%) are located in Chişinău, although this territorial-administrative unit accounts for only about 25% of the country’s total population. According to unofficial estimations, about 2,500 civic associations are registered in the Transnistrian region of the Republic of Moldova.4 The Republic of Moldova has approximately 1.9 of CSOs to 1,000 population, which is a progress if compared to Ukraine (1.2) and Russia (1.6). However, this number is considerably lower in comparison with some Eastern European countries, such as Romania (2.9), Macedonia (5.6), Hungary (6.6), or Croatia (9.6).5

According to the estimations of some studies, only circa 25% of the total number of CSOs are active enough and develop projects and initiatives6, and the reasons include both the insufficient funding from inside the country and the lack of mechanisms for generating income from service provision.

At present, the Moldovan associative sector is present in various areas of activity, with the main ones being education and training (50%), social services (40.8%), community development (36.9%), civic participation (26.2%), health and youth (19.2% each), and culture (16.9%)7.

The legal framework on the associative sector recognizes three distinct forms of organization: civic associations, foundations, and private institutions. The main legislation includes the Law no.837/1996 on Civic Associations, the Law no.581/1999 on Foundations (1999), and the Civil Code no.1107/2002. Most of the CSOs are registered as civic associations. The Law on Civic Associations has been amended according to the Civil Code and establishes permissive norms for CSOs in obtaining the public benefit status.

Nonetheless, the legal framework on CSOs underwent some negatives changes in 2015 and mainly due to the amendments made to the Tax Code and of the failure to set up a one-stop shop for registering CSOs, which in general is favorable to CSOs at the national level but has gaps at the local level. For instance, many

4 2015 Moldova NGO Sustainability Index. CICO, June 2016. 5 NGO Sustainability Index, http://transition.usaid.gov/locations/europe_eurasia/dem_gov/ngoindex/reports/2011/2010complete_document 6 Report “Transparency and Financial Sustainability of Moldovan NGOs”. Gheorghe Caraseni/ Contact Center 2011, p. 6. http://www.fhi360.md/files/Raportul_Studiu_de_Transparenta_si_durabilitatea_ONG_Final.pdf 7 2015 Moldova NGO Sustainability Index. CICO, June 2016.

of the local public administration authorities of first level do not keep a database of the CSOs registered with them and have limited knowledge in assigning a unique registration number to CSOs. The one-stop shop for CSO registration, which was supposed to be functional from 2014, has never been opened. In June 2015, the procedure of granting the public benefit status to CSOs changed and, in addition to the ‘accepted’ and ‘rejected’ options, the Certification Commission may now offer the ‘delayed’ option, giving the respective CSO 30 days to adjust its set of documents.8 In addition, starting with 2015, the Commission has been publishing its decisions on the website of the Ministry of Justice, but the link to the Updated List of Noncommercial Organizations Having Received Public Benefit Status is inactive.9

8 2015 Moldova NGO Sustainability Index. CICO, June 2016. 9 Webpage of Moldovan Ministry of Justice: http://www.justice.gov.md/pageview.php?l=ro&idc=675

Section 2

Principles of Cooperation between Public Authorities and Civil Society

The representatives of CSOs and of the public authorities share the same values and guide themselves by the following principles in their cooperation:

Civic Activism and Involvement. Civic activism, in the sense of this Strategy, means the population’s participation on its own initiative in the public life and in solving community problems which is an essential component of a democratic society. The public authorities support civic activism by creating a favorable legal framework, by informing the public opinion about their activities, and by involving CSOs in planning and implementing the decisions of the public authorities.

Trust. An open and democratic society is based on an honest interaction among the actors from all sectors – public, private and associative. Although the CSOs and the public authorities have different tasks, , the common objective of improving people’s lives may satisfactorily be reached only if it is based on trust, which implies transparency, respect and mutual trust.

Partnership. The partnerships between the CSOs and the public authorities enable active involvement and establishment of responsibilities so that the problems in the society are solved as efficiently as possible. The transparent operation of public institutions creates and cultivates a higher trust by the citizens and reconfirms the legitimacy of the respective institutions. The public authorities understand the importance of CSO involvement in solving the problems of the local communities, contributing to developing the existing cooperation mechanisms.

Responsibility, Transparency and Accountability. Acting in the public interest, both the CSOs and the public authorities show openness, responsibility and accountability for the activities carried out and the funds used.

Political Independence of Civic Initiatives. CSOs promote the principle of non-partisanship, which means non-alignment to any party ideology or policy, maintaining a responsible civic attitude, supporting diversity of political and ideological options, freedom and independence in establishing their goals, in decision- making, and in carrying out activities.

Sustainable and Balanced Development. In their activities and cooperation, CSOs and the public authorities start from the principle of sustainable and balanced development.

Equal Opportunities. Public authorities aim at providing equal opportunities to all citizens in view of exercising their fundamental human rights. By their way of being, CSOs communicate the needs and interests of various social groups, especially of the disfavored and marginalized ones, such as the poor population, women, Roma population, people with disabilities, and other social groups. Social cohesion, as a priority of this Strategy, can be reached only if the principles of equality and non-discrimination are observed.

Section 3

Priority Areas of the Strategy

3.1. Participation of civil society in decision-making. One of the current major problems is the detached and passive attitude of citizens to the management of public affairs.

In this connection, the civil society is an important element of the democratic process by offering alternative ways to the citizens, in addition to that proposed by political parties and that of lobbying, of directing various opinions and of securing various interests in the decision-making process. The low participation of the civil society in decision-making is based on a number of reasons, including legislative gaps in securing transparency in decision-making, deficient institutional practices at the central public administration (CPA) and local public administration (LPA) levels, reduced capacity of CSOs to participate in decision-making, the flaws of the education system with regard to democratic citizenship, the low level of social-economic development, etc.

There is legal framework dedicated to transparency in decision-making in the Republic of Moldova, but some of its provisions are interpretable. The Law no.239/2008 on Transparency in Decision-Making10 does not expressly provide for the publishing of draft decisions or of the announcement about starting drafting them, on the official websites of CPAs, which creates confusion in enforcing these provisions. The deadline of maximum 15 work days for presenting recommendations on the draft decisions gives CPAs the possibility to establish unreasonably short deadlines and thus to limit the participation of stakeholders in decision-making.

Although significant progress has been made in enhancing transparency in decision-making, such as topical studies on the gaps in decision-making carried out, amendments made to the corresponding legal framework, adjustments made to the methodological instructions for calculating the indicators for the authorities’ reports on decision-making, training curricula developed on transparency in decision-making etc.,11 there are commitments made, but unkept, such as joint trainings in transparency in decision-making, stimulation of performers in transparency in decision-making, creating platforms for publishing draft decisions of LPAs etc.12.

The deficiencies in enforcing the legislation on transparency in decision-making are also caused by the fact that not all public authorities comply with the legal provisions. According to independent reports, a part of CPAs websites did not have special columns dedicated to transparency in decision-making. In addition, only a part of the CPA authorities posted on their official webpages the internal rules about the procedures of information, consultation and participation in decision drafting and making. In many cases, the websites of CPAs do not have any information about the name and contact data of the person responsible for public consultation about the decision-making process. Not all draft decisions are public, many of them being posted without showing the date and deadline for submitting comments. Most of the CPAs do not post on their websites the synthesis of the recommendations received and decisions made in relation to the

10 Law No. 239-XVI of 13 November 2008. 11 Final Evaluation Report: Implementation of Moldova Civil Society Development Strategy (2012-2015). Gheorghe Caraseni, June 2016. 12 Ibidem.

stakeholder inputs. The urgent adoption of drafts in Government sessions, without the preliminary information and consultation of stakeholders, remains a frequent practice.13 At local level, there is a register of local acts that includes only the decisions made (www.actelocale.md) but not also the draft decisions, which would facilitate the participation of CSOs and their constituencies in decision-making. Besides, not all LPAs post their decisions on the said website.

Another reason for the CSO reduced capacity of involving in decision-making is the lack of support at the national level for the civic associations that monitor the implementation of public policies and actively contribute to identifying the actions for optimizing them. Although Western countries have numerous positive practices for providing budget support to the CSOs that carry out activities and programs of monitoring the quality of governance (‘watchdogs’), in the Republic of Moldova, such practices have not been implemented yet, for various reasons. Enforcing such mechanisms would significantly contribute to enhancing the CSO participation in decision-making and in monitoring public policy implementation.

Developing the cooperation with the civil society is a complex activity that implies a cross-sector and interinstitutional approach. At present, there is no structure in the Republic of Moldova responsible for the cooperation with the civil society, although its creation was planned in the 2012-2015 Strategy. It is notable that such structures exists and work in many European countries, such as Romania, France, Great Britain, Hungary, Macedonia, Slovakia, Czech Republic, and Croatia.14 Although some concrete actions have been taken to ensure a permanent dialog between the public authorities and the civil society, maintaining and intensifying this cooperation remains problematic.

The Government Decision no.11/2010 set up the National Participation Council (NPC) as an advisory body of the Government in policy-making, but not also in monitoring their implementation. Since its creation, the NPC has been sufficiently active in the public consultations with the Government, contributing to involving the civil society in decision-making despite some deficiencies, insufficient capacities and challenges from representatives of the civil society. The mandate of the NPC expired at the end of 2014 and its new composition includes 26 CSO representatives, selected in February 2017 within a public competition, organized by the State Chancery.15

While the NPC was inactive, this affected the Government’s dialog with the civil society, although public consultations took place in a segmented manner through other topical platforms, such as the National NGO Council of the Republic of Moldova (the NGO Council), the Alliance of NGOs active in the Social Protection of Child and Family, the Alliance of Organizations for Persons with Disabilities, the Platform for Active Citizenship and Human Rights Partnership, the Platform supporting Social Entrepreneurship, the Coalition for Promoting Volunteer Law and Activities, the NGO Network active in the area of HIV/AIDS, STDs, and drug use, Anticorruption Alliance, Women’s Organizations Forum of Moldova, the Coalition Against Domestic Violence etc.

13 Final Report on Monitoring the Observance of Transparency in Decision-Making. ADEPT, 2011. See http://www.e-democracy.md/files/final-report-transparency-2011.pdf 14 European Practices on Implementation of Policy Documents and Liaison Offices that Support Civil Society Development. http://www.icnl.org/research/resources/ngogovcoop/paperpol.pdf. ECNL, ICNL 2011. 15 2015 Moldova NGO Sustainability Index. CICO. June 2016.

Some networks have significant experience of cooperation with the line ministries. For example, the Coalition for the Promotion of Volunteer Law and Activities and the National Youth Council of Moldova have started lengthy policies in partnership with the Ministry of Youth and Sports and with the Ministry of Education; the Platform Supporting Social Entrepreneurship – with the Ministry of Economy, etc.

3.2. Financial viability of CSOs. The Republic of Moldova has made limited progress in developing and implementing financial and fiscal mechanisms favorable to CSOs. Securing financial viability is an essential aspect in developing the associative sector in the country while the respective achievements of the past years, although visible, are insufficient for strengthening the sustainability of CSOs, confirmed both by the resolutions of Moldovan NGO forums and by other studies.16

According to the Moldova SCO Sustainability Index for 2015, the financial viability of CSOs improved in 2015. In addition to the external grants, important sources of income for CSOs became the money from the public budget, donations, income from economic activities, and membership fees.17 According to a study carried out in 2015 at the initiative of the National Center for the Assistance and Information of Moldovan NGOs CONTACT, 83% of the CSO income came from external grants.18 Studies show that the most important external donors are the European Union, USAID, Swedish Government/Swedish International Cooperation Development Agency, Swiss Development Cooperation Office, UN Agencies, Embassies of USA, Austria, Great Britain, Germany and Slovakia, which play an important role in the funding of CSOs. Other funding organizations present in the Republic of Moldova are the Soros Foundation Moldova, the East European Foundation, SOIR, HEKS etc.19

Compared to the situation in the countries of the region, the Republic of Moldova is the country in which CSOs are the most dependent on outside funding sources. Thus, according to some studies of the financial sustainability of CSOs in a number of European countries, including Romania, Poland, Hungary, Czech Republic and Slovakia, the vast majority (43%) of CSOs funds are formed using methods of generation of own income, including from membership fees, economic activities, paid services, and income generated from investments. In the said countries, the support from the public sector also positions itself as a significant source of income and accounts for about 35%. This source of income is followed by sources resulting from private philanthropy (22%), including from tax benefits for private economic operators, individual tax benefits, and volunteer contribution.20

16 2015 Moldova NGO Sustainability Index. CICO, June 2016. Report on Fundraising by Moldovan Civil Society Organizations from Local Sources: Opportunities and Perspectives. CONTACT Center, 2015. Final Evaluation Report: Implementation of Moldova Civil Society Development Strategy (2012-2015). Gheorghe Caraseni, June 2016. 17 2015 Moldova NGO Sustainability Index. CICO, June 2016. 18 Report on Fundraising by Moldovan Civil Society Organizations from Local Sources: Opportunities and Perspectives. CONTACT Center, 2015 19 2015 Moldova NGO Sustainability Index. CICO, June 2016. 20 Laws and Other Mechanisms for Promoting NGO Financial Stability, ICNL, 2005.

The internal self-funding sources are insufficiently developed and the value of the existing ones is insignificant. In principle, noncommercial organizations may carry out auxiliary economic activities, as provided by their bylaws. However, this provision is not enforced for various reasons, including the fact that CSOs do not know practical ways of application, but sometimes due to the reluctance of the public authorities.

Recent studies show that the pubic authorities, within their available resources, make efforts to support the associative sector, and public funds gradually become an important source for the CSO initiatives. Thus, in 2015, the Ministry of Youth and Sports provided funding to both youth CSOs and eight youth district councils. The Ministry of Economy and the Ministry of Environment have also provided small grants to CSOs.

As to donations, they have decreased. According to the Philanthropic Behavior Index, in 2015, only 17% of the Moldovan respondents declared having done charity, by 4% less than in 2014. 76% of the institutions and individuals who made donations in 2015 designated them to churches and monasteries and only 7% designated their donations to CSOs.21

During the implementation of the 2012-2015 Strategy, its general objective “Promote and strengthen the financial sustainability of the civil society” turned out to be the most sensitive one and faced the biggest resistance from the central public authorities, due to which the fulfilment of commitments was modest (19%). The achievements were related to introduction of the percentage designation into the Tax Code ((“the 2% law”) and the development of its implementation mechanism;22 drafting of accounting standards for noncommercial organizations and the respective amendments made to the Tax Code; a policy study conducted on the specific mechanisms of designating a part of the tax, and a study of the opportunities of contracting public services and works by CSOs; amendments made to the legislation on the direct contracting of public services and works by CSOs

The unfulfilled commitments are related to the regulation of social entrepreneurship in the Republic of Moldova; introduction of a grace period for CSOs for complying with the accounting standards without being sanctioned; developing the capacities of the authorities implementing social contracting; promoting good practices in social contracting; securing CSO access to public funds and public funding programs; setting up specialized funds and/or the National Fund for Supporting the Civil Society etc.

The experience of other countries shows that many mechanisms and tools for stimulating the financial sustainability of the civil society are needed in order to create a favorable climate in this sense. Thus, in view of securing the financial viability of CSOs, it is necessary to enforce three sets of mechanisms: a) direct and indirect public funding – tax benefits/exemptions, grants, budgetary subsidies, grants for various public benefit purposes, social services contracts; b) private philanthropy – tax benefits for donors, including by deducting donations, designating a percentage of the taxpayers’ tax income, c) generation of income – setting up a favorable climate for carrying out economic activities, tax benefiting of social entrepreneurship activities etc.

21 Ibidem. 22 Developed in 2016, after the end of the term of the Strategy.

Developing these mechanisms is the priority of the Civil Society Development Strategy for 2018-2020.

3.3. The civic spirit and volunteering. The level of development of the civic spirit and volunteering are important indexes of any society, and the Moldovan society is not an exception in this sense. The modest level of the civic spirit and volunteering in the Republic of Moldova has a number of reasons. Thus, the first reason for the low civic spirit is the insufficient stimulation of volunteering and the lack of a volunteering infrastructure, such as volunteer centers and networks of host institutions to ensure the implementation of all types of volunteering. This situation is due to the lack of a vision and resources of the stakeholders (public authorities, civil society and the business), and the fact that the public authorities do not start real partnerships for developing the volunteer sector.

The second reason resides in the insufficient access of children and youth to quality non-formal education services as well as to opportunities for participation in the social life. Systematic education for an active democratic citizenship that influences the level of information of persons, formation of public opinions and adoption of democratic values, implies the cooperation among education institutions, the civil society and the media. At present, there are many gaps in the education programs of the Republic of Moldova with regard to the promotion of the necessary values, attitudes, knowledge and abilities for the active participation of the population in the democratic processes at political and social levels.

The attitude to volunteering is another important aspect because the Moldovan society does not sufficiently appreciate the importance of unpaid public interest activities. The reasons why the population does not get involved in volunteering are many and they are related to material aspects, values and social culture, shortage of information, on the one hand, and to the passive involvement of the public authorities, especially of line ministries, in implementing the provisions of the Law on Volunteering no.121/2010 and the non-adjustment of the legal framework related to this law, on the other hand. The rural youth, minority ethnic groups, and youth with disabilities are often excluded from participating in non-formal education because they do not have information or access to the infrastructure, such as transportation, or contacts with the institutions providing such activities and services. The insufficient information and involvement in volunteering makes public authorities and many times the civil society, too, not realize the importance of development of the participatory culture and of volunteering, although volunteering generates benefits both for the volunteers and for the society and the country.23

The achievements of the 2012-2015 Strategy under the general objective Develop the active civic spirit and volunteering accounts for 26% of the commitments made, which is a modest figure if compared to the initial aspirations. However, some tangible results and clear progress have been registered in regulating and legally recognizing volunteering in the Republic of Moldova, as well as in enforcing these provisions, such as: accreditation of host organizations; documentation of the volunteer status, recognition of the length of work executed as volunteer; etc.

The outstanding commitments in this sense are found in the current Strategy and relate to the setting up of the National Volunteer Center; developing mechanisms and statistic forms for reporting on volunteering for the host institutions; reimbursement of costs related to volunteering; promotion of education

23 The Study “Infrastructure of Corporative Volunteering in the Republic of Moldova: Potential and Way To Follow,” TDV. 2012. See online: http://tdvmoldova.wordpress.com/biblioteca-virtuala/

in the spirit of volunteering; interconnection of the database on the webpage www.cnv.md with the national employment database of the National Employment Agency (ANOFM); setting up a solid system of recognition and promotion of non-formal education etc.

Section 4

General and Specific Objectives of the Strategy

The Strategy has been developed to create a joint legal framework and to combine all joint efforts necessary for developing the civil society in the Republic of Moldova, to stimulate social cohesion, and to capitalize the human potential based on the principles mentioned in section 2.

The Strategy pursues the implementation of three general objectives: 1. Strengthen the legal and institutional frameworks on the participation of the civil society in developing and monitoring the implementation of public policies; 2. Promote and strengthen the financial sustainability of the civil society; 3. Develop the active civic spirit and volunteering.

The following outcomes are expected from the implementation of the Strategy: 1. Building an efficient system for the participation of CSOs in decision-making; 2. Establishing functional mechanisms for securing the financial viability of CSOs; 3. Registering a significant growth of population participation in volunteering and in community development processes.

General Objective 1. Strengthen the legal and institutional frameworks on the participation of the civil society in developing and monitoring the implementation of public policies. The implementation of this objective implies the implementation of three specific objectives.

The first specific objective aims at developing institutional mechanisms for cooperation between the public authorities and the civil society in developing, monitoring and evaluating public policies. Following the good practices from western countries, a structure responsible for the cooperation with the civil society will be set up at the Government level.. The cooperation between the Parliament and the civil society will be strengthened.

The second specific objective aims at strengthening the capacities of participation of public authorities and CSOs in developing and monitoring the implementation of public policies. Common training activities and programs to stimulate the participation of CSOs in decision-making will be carried out.

The third specific objective aims to improve the legal framework in transparency in decision-making. In addition, the existing mechanisms will be improved and new measures will be created to guarantee the transparency of the work of both the legislative and executive branches at all levels. The related policies will be corroborated with the desideratum of participation in the country’s political processes. Strengthened mechanisms for the participation of CSOs in decision- making will be created and capitalized.

The specific objective 1.1.

Develop institutional mechanisms for the cooperation between the public authorities and the civil society. The implementation of this specific objective is imperative to enhance the participation of CSOs in decision-making. The creation of a structure responsible for the cooperation with the civil society will enhance and strengthen the cooperation between the Government and CSOs. In addition, updating the Concept of Cooperation Between the Moldovan Parliament and the Civil Society, approved by the Parliament Decision no.373/2005, will strengthen the cooperation between the legislative authority and CSOs.

Key activities: 1.1.1. At the Government level, establish a structure responsible for the cooperation with the civil society. 1.1.2. Strengthen the mechanism of cooperation between the Parliament and the civil society. Expected outcomes: 1.1.1. The structure responsible for the cooperation with the civil society is established and efficiently ensures the cooperation with CSOs. 1.1.2. The mechanism of cooperation between the Moldovan Parliament and the civil society is strengthened and their cooperation is periodically monitored, evaluated and enhanced based on the findings and recommendations.

Specific objective 1.2 Strengthen the capacity of cooperation of civil servants and of CSOs in developing, monitoring, and evaluating the implementation of public policies. The participation of the civil society in decision-making to a large extent depends on the availability and capacities of public authorities to secure cooperation in this area, but also on the will and civic spirit of the civil society. The strengthened competences of the representatives of the public authorities and of CSOs in transparency in decision-making as a result of the joint topical trainings will strengthen the cooperation between the state institutions and the civil society and will contribute to increasing the participation of CSOs in decision-making.

Key activities: 1.2.1. Develop the competences of human resources of public authorities and of CSO representatives to secure transparency in decision-making at all levels. 1.2.2. Organize events to promote the participation of CSOs in decision-making and to stimulate public authorities in supporting this participation. Expected outcomes: 1.2.1 The human resources of central and local public authorities and the CSO representatives have enhanced their competences in transparency in decision- making as a result of their joint trainings. 1.2.2 CSOs actively participate in the decision-making initiated by the public authorities of all levels as a result of promotion and stimulation events.

Specific objective 1.3 Improve the existing mechanisms and create new tools to guarantee the transparency of the activity of public authorities of all levels, from the Parliament and Government to district/local councils and mayor’s offices. This objective is complementary to the previous initiatives and aims at implementing a set of measures to secure the participation of CSOs in the management of public affairs both at central and local levels. The elimination of legislative gaps on ensuring transparency in decision-making, the corroboration of related policies with the desideratum of transparent decision-making are important for securing full participation of CSOs in decision-making. The updating and use of relevant information for the stakeholders together with the use of innovational methods for promoting participation represent the driving forces of CSO participation in decision–making processes.

Key activities: 1.3.1 Amend main and related legislation to secure transparency in decision-making. 1.3.2 At national level, create efficient mechanisms for promoting the participation of CSOs in decision-making, including by providing access to draft decisions and syntheses of recommendations. 1.3.3 At local level, create and strengthen mechanisms that would allow accessing information and involving the population in decision-making.

Expected outcomes: 1.3.1 The decision-making process is transparent due to amendments made to the law. 1.3.2 The participation of CSOs in decision-making has increased as a result of the creation and promotion of efficient mechanisms of involvement in decision- making. 1.3.3 The participation of citizens at local level has increased due to secured access to information and developed/diversified mechanisms of involvement of the population in the respective process.

General Objective 2. Promote and strengthen the financial sustainability of the civil society.

This general objective will be achieved through the implementation of four specific objectives.

The first specific objective is related to stimulating the population and of the private sector in supporting the civil society. The plan is to improve the mechanism for designating 2% from the income of individuals and to secure its functioning; to enhance the donation deduction mechanism; and to regulate and stimulate the development of social entrepreneurship.

The second specific objective provides that the public authorities will strengthen the access and participation of the civil society in the implementation of public policies through social contracting, adjusting the mechanism of direct contracting of public services and works from CSOs, strengthening capacities and promoting the good practices in social contracting.

The third specific objective aims at creating mechanisms for having the CSOs supported by the state. The main desiderata of this objectives are securing the CSO access to public funds and public funding programs; amending the budgetary-fiscal policy in view of setting up mechanisms for VAT payment/exemption for public benefit CSOs in procuring goods and services; and developing mechanisms for stimulating the involvement of CSOs and population in ensuring observance of the legislation and identification of breaches thereof.

The fourth specific objective refers to amending and completing the fiscal legislation applied to Moldovan civil society organizations.

Specific Objective 2.1. Stimulate the population and private sector in supporting the civil society. This specific objective is one of the key elements in the Strategy, because it not only strengthens the financial sustainability of the civil society, but also contributes to developing a social public culture and responsibility. The

implementation of these activities will significantly contribute to the implementation of policies for enhancing the financial sustainability of civil society organizations and will spur cross-sector cooperation. The institution of percentage philanthropy creates an important mechanism for fund-raising and generation of income for CSOs.

Key activities: 2.1.1. Improve the mechanism for designating 2% from the income of individuals and ensure its functioning. 2.1.2. Enhance the sponsorship, philanthropy and donation deduction mechanism. 2.1.3. Regulate and stimulate the development of social entrepreneurship.

Expected outcomes: 2.1.1 The mechanism for designating 2% from the income of individuals is improved and functional. 2.1.2 The donation deduction mechanism is enhanced and applied. 2.1.3 Social entrepreneurship in the Republic of Moldova is regulated and contributes to strengthening the financial sustainability of CSOs.

Specific objective 2.2. Enhance the access to social contracting and participation of the civil society in implementing public policies through social contracting. This specific objective that is complementary to the previous specific objective, aims at securing CSO access to social contracting. The mechanism for the direct contracting of public services and works will be adjusted and enhanced by identifying the good practices in the area and developing the capacities of the public authorities that implement social contracting.

Key activities: 2.2.1. Adjust the mechanism of direct contracting of public services and works by CSOs. 2.2.2. Train in and promote good practices in social contracting.

Expected outcomes: 2.2.1 The mechanism of direct social contracting of social services and public works is adjusted and functional. 2.2.2 The target groups are trained in applying the social contracting mechanism and the good practices are identified and promoted.

Specific objective 2.3 Create mechanisms for having CSOs supported by the state. This specific objective represents the quintessence of the financial sustainability of the civil society. The realization of this objective implies strengthening the access to public funds and public funding programs, amending the budgetary-fiscal policy for procurements by public benefit CSOs; developing mechanisms for stimulating the involvement of CSOs and of the population in ensuring observance of the legislation and identification of breaches thereof. In this sense, important are the information and training of target groups in the adjusted national

accounting standards and publishing financial reports that show the income, expenditures and cash flows of CSOs. A grace period must be introduced in order to bring into the legal space those CSOs that, for various reasons, had not complied with the financial reporting requirements.

Key activities: 2.3.1. Ensure CSO access to public funds and public funding programs by extending and/or improving the existing mechanisms and identifying additional instruments. 2.3.2. Amend the budgetary-fiscal policy to set up VAT payment/exemption mechanisms for public benefit CSOs in procuring goods and services. 2.3.3. Develop mechanisms for stimulating the involvement of CSOs and population in observing the legislation and identifying breaches. 2.3.4. Inform and training CSOs in the adjusted accounting standards. 2.3.5. Introduce non-pecuniary prevention measures for CSOs in order to bring their activities in compliance with the accounting standards without being subject to sanctions for previous omissions.

Expected outcomes: 2.3.1 CSOs have access to public funds and public funding programs, due to the adjustment and extension of the respective mechanisms. 2.3.2 The budgetary-fiscal policy has been amended and VAT payment/exemption mechanisms for public benefit CSOs in procuring goods and services have been set up. 2.3.3 Mechanisms for stimulating the involvement of CSOs and of population in ensuring observance of the legislation and identification of breaches have been developed. 2.3.4. The CSOs are informed and trained in the adjusted accounting standards. 2.3.5. Non-pecuniary prevention measures for CSOs have been introduced in order to bring their activities in compliance with the accounting standards; CSOs are not subject to sanctions for previous omissions.

Specific objective 2.4 Improve the fiscal legislation applied to civil society organizations. The Moldovan legal fiscal framework must be coherent, relevant and contextually reflect the specifics of the works of civil society organizations. Especially the fiscal aspects, such as the income tax and value added tax applied to CSOS, require adequate regulation in order to not pose impediments in CSO development.

Key activities: 2.4.1 Improve and unify in a separate chapter of the Tax Code the regulations on income tax applied to noncommercial organizations. 2.4.2 Develop special regulations on VAT applied to noncommercial organizations.

Expected outcomes:

2.4.1 Regulations on income tax applied to noncommercial organizations are developed and approved as well as introduced into the Tax Code. 2.4.2 Regulations on the special VAT regime applied to noncommercial organizations are developed and approved.

General objective 3. Develop active civic spirit and volunteering. This objective will be implemented through three specific objectives.

The first specific objective is related to continuing adjusting the main legal and related framework of the Republic of Moldova to the corresponding European recommendations, as well as adjusting it to the Law on Volunteering no.121/2010 and the Regulation for Enforcing the Law on Volunteering no.121/2010, approved by the Government Decision no.158/2010.

The second specific objective implies continuing stimulating volunteering by developing the main national volunteering structure and creating the necessary infrastructure. Volunteering contributes to promoting democracy and equal opportunities; enforcing the European values of solidarity; enhancing civic responsibility, participation and interaction in the society; promoting change and prosperity; developing a uniform society through integration and social inclusion, generation of trust and solidarity; increasing social connections and social cohesion; developing social capital; increasing welfare and reducing poverty.

The third specific objective deals with promoting civic education and non-formal education that are essential for developing an active society that is capable to associate for promoting the public interest. The non-formal education significantly contributes to developing the active civic spirit and to promoting social cohesion, tolerance and development of the culture of social capital.

Specific objective 3.1. Adjust the main legal and related framework in accordance with the European recommendations and adjust it to the Law on Volunteering no.121/2010 and the Regulation for enforcing the Law on Volunteering no.121/2010, approved by the Government Decision no.158/2010.

Amending the legal and institutional frameworks according to the European standards on volunteering is an essential precondition for strengthening the active civic spirit. This will lead to realizing the rights of volunteers and to capitalizing the benefits formal volunteering can bring. At the same time, mechanisms for stimulating the various forms of volunteering, including organized informal volunteering, are needed.

Key activities: 3.1.1 Adjust the main legal framework to the European standards on volunteering. 3.1.2 Create the necessary mechanisms and adjust the relative legal framework to the European recommendations as well as to the Law on Volunteering no.121/2010 and the Regulation for enforcing the Law on Volunteering no.121/2010, approved by Government Decision no.158/2010.

Expected outcomes:

3.1.1 The main legal framework is amended and adjusted to the European standards on volunteering. 3.1.2 The legal acts of line ministries ensure a favorable legal framework for carrying out various forms of volunteering.

Specific objective 3.2 Promote volunteering through the main national structures of the volunteering infrastructure. This objective is indispensable for developing volunteering. Creating national structures of the volunteering infrastructure makes it possible to extend volunteering practices to regional and local levels. National campaigns to sensitize and promote the potential benefits of volunteering will stir the development of volunteering, and capitalizing the volunteering curriculum for students and volunteer coordinators will strengthen the corresponding sustainable framework.

Key activities: 3.2.1 Create national structures for developing volunteering and increasing volunteer number. 3.2.2 Promote education in volunteer management at different education levels. 3.2.3 Create a national database on volunteering. 3.2.4 Promote the potential benefits of volunteering.

Expected outcomes: 3.2.1 National structures of the volunteering infrastructure have been set up, and their number is increasing. 3.2.2 Education programs of various levels promote volunteering and volunteer management. 3.2.3 The national database on volunteering has been set up and is functional. 3.2.4 Public authorities actively promote volunteering and its benefits.

Specific objective 3.3. Promote the civic spirit and civic education.The central public authorities and CSOs will actively promote non-formal education. Instituting mechanisms for the validation of non-formal education will contribute to enhancing its efficiency, and by supporting the CSO initiatives in this area and ensuring the accessibility of information, training opportunities will be provided, including to persons with reduced opportunities. Key activities: 3.3.1 Evaluate the curriculum for civic education and train teachers. 3.3.2 Develop the concept of development of non-formal education. 3.3.3 Promote non-formal civic education, including among persons with reduced opportunities. 3.3.4 Inform about the civic initiative and educate the civic spirit at community level. 3.3.5 Create and strengthen intercultural education programs.

Expected outcomes:

3.3.1 The education curriculum is adjusted from the prospect of the education for democratic citizenship, transparency in decision-making and access to information, and the teachers are trained. 3.3.2 The concept of development of non-formal education has been developed. 3.3.3 Non-formal civic education is promoted, including among persons with limited opportunities. 3.3.4 The population is informed about participatory democracy and civic initiative as a result of information campaigns and activities of LPA representatives and trained librarians. 3.5 Intercultural education programs are created and strengthened in youth centers, creation centers and libraries.

Section 5

Strategy Monitoring and Evaluation

During the implementation of the Civil Society Development Strategy for 2018-2020, there will be conducted a periodic monitoring of the actions implemented and an interim and final evaluation of the results obtained so that changes are made as necessary.

The implementation of the Strategy and especially of the Action Plan will be coordinated by the State Chancery, with the help of the structure responsible for the cooperation with the civil society, after its creation. The ministries referred to in the Strategy will submit reports based on which the State Chancery will present reports on the execution of the provisions of the Strategy and Action Plan to the Parliament by 31 March of each year.

The monitoring and evaluation of the Strategy implementation will take place using three tools, based on the results obtained and the progress indicators24.

The first tool will be the Committee for Monitoring the Strategy implementation, to be set up by a disposition of the Speaker of the Parliament and that will be made up of 12 members (3 persons appointed by the CSOs, 3 persons - by the Government, 3 persons - by the Parliament, and 3 persons appointed by the development partners). The respective members do not have to be involved in implementing the Strategy and possessing certain competences in the area of monitoring is desirable.

The eligibility criteria of the representatives of the Government, Parliament and development partners and the procedure for their appointment will established autonomously, by the respective institutions. The CSO representatives to the Committee for Monitoring the Strategy Implementation are transparently elected during the Forum of Moldovan nongovernmental organizations (the NGO Forum) and act as independent experts. The announcement on the organization of the NGO Forum will be made public, including posted on the websites of the NGO Council and NPC at least 45 days prior to the date of the event. Three members and three reserve members are elected to the Committee during the NGO Forum. The candidates for members to the Committee for Monitoring the Strategy Implementation from the CSOs submit to the NGO Council their curriculum vitae and a motivation letter at last three days before the date of the NGO Forum. The first three people who have collected most of the votes during the NGO Forum are appointed as members, and the following three members, in a decreasing order, are appointed as reserve members.

The duration of the mandates of the members of the Committee for Monitoring the Strategy Implementation corresponds to the period of implementation of the Strategy.

The Committee for Monitoring the Strategy Implementation is entitled to request information about the implementation of the Strategy from the public authorities and the latter are obliged to provide the respective information. The Committee prepares a report each year on monitoring the implementation of

24 Both in the monitoring and in the interim and final evaluation of Strategy implementation, a relevant Index will be the findings of the Moldova NGO Sustainability Index, annually realized with the USAID support.

the Strategy based on the information submitted by the public authorities and the civil society as well as based on other sources of information. The annual report on the monitoring of the Strategy is published on the websites of the State Chancery, NGO Council, NPC, and other entities.

The Committee for Monitoring the Strategy Implementation meets as many times as necessary but not less than twice per year (in June and December), prepares the Plan for Monitoring the Strategy Implementation, templates and methodological instructions on reporting, which serve as grounds for the preparation of reports by the responsible institutions and by CSOs on the implementation of the Strategy. The Secretariat of the Committee for Monitoring the Strategy Implementation is ensured by the unit responsible for the cooperation with the civil society of the State Chancery.

The second tool implies organizing hearings and public debates during which conclusions and recommendations will be made to be examined during the sessions of the parliamentary committees. After hearing the Committee for Monitoring the Strategy Implementation and the representatives of the institutions responsible for implementing the Action Plan, the parliamentary committees will adopt opinions based on the respective debates.

Every year, the Moldovan Parliament organizes conferences with the civil society to review the progress and deficiencies in Strategy implementation, which is the third tool used to monitor the Strategy implementation. Representatives of the civil society, Government, ministries, private sector and the media are invited to the conferences.

Between May and June 2019, an interim evaluation of the Strategy will take place, and between December 2020 and January 2021 – the final evaluation of Strategy implementation will be conducted.

Section 6

Financial Support

The implementation of the Strategy implies a range of financial expenditures necessary for reaching the objectives set. The Action Plan for implementing the Civil Society Development Strategy for 2018-2020 has been developed to realize the provisions of the Strategy, which contains references to the necessary financial and human resources.

The financial sources for implementing the Strategy actions are as follows: – the state budget, within the limits of the means allocated/approved for the institutions involved; – foreign technical and financial assistance projects and programs; – sponsorships and other sources, accepted under the law.

ACTION PLAN

for Implementing the Civil Society Development Strategy

for 2018-2020

Funding sources

MDL Activities Actions Term Responsible Partners Progress Indicators Budgeted Other sources 2018 2019 2020

General Objective 1. Strengthen the framework of participation of the civil society in developing and monitoring the implementation of public policies

Specific Objective 1.1 Develop institutional mechanisms for the cooperation between the public authorities and the civil society

1.1.1.1 Draft amendments to No. and potential 1.1.1 Ministry of the legal framework to set up 2018 25000 CSOs effects of amendments At the Government level, establish Justice the structure responsible for the made and adopted.

the structure responsible for the cooperation with the civil cooperation with the civil society. society. State Chancery

Structure for the cooperation with the civil society set up;

1.1.1.2 Set up the structure NPC No. of persons working Within the limits of responsible for the cooperation 2018 State Chancery in the structure available resources NGO with the civil society. Council Functionality of the created structure for the cooperation with the civil society.

Needs to strengthen the capacities identified; 1.1.1.3 Strengthen the capacities of the structure 2018- Within the limits of Developed State Chancery CSOs responsible for the cooperation 2019 available resources knowledge/capacities with the civil society. of the structure responsible for the cooperation with the civil society.

State 1.1.1.4 Develop and implement Chancery/ Periodicity and number the Plan for promoting the Structure CALM of events carried out; cooperation between the 2018- responsible for 200000 No. and geography of Government and the civil 2020 the NGO representatives of society at local and national cooperation Council participants in events; levels. with the civil society

1.1.2 Moldovan NGO Regulation of 1.1.2.1 2018 25000 Strengthen the mechanism of Parliament Council Parliament amended

cooperation between the Parliament and the civil society. Amend the Regulation of the CALM No. and transformation Parliament by including rules for potential of the transparency in decision-making LRCM amendments made. and public consultations CSOs

No. of activities carried 1.1.2.2 Carry out cooperation Within the limits of out; No. and 2018- Moldovan CALM activities between the the resources geography of CSO 2020 Parliament Parliament and civil society available CSOs representatives of participants in events

No. of monitoring and evaluation reports;

No. of M&E 1.1.2.3 Monitor and evaluate NGO 2018 - Within the limits of Moldovan recommendations that the cooperation between the Council 2020 available resources Parliament have been taken over Parliament and the civil society. CALM by the Parliament and partners, and their transformative potential .

Specific Objective 1.2 Strengthen the capacities of civil servants and of CSOs for cooperation in developing and monitoring the implementation of public policies

Training curriculum 1.2.1.1 In a participatory CSOs developed in a 1.2.1 manner, develop the training participatory manner; CALM Develop the human resources to curriculum in participation and Public No. of academic hours/ secure transparency in decision- transparency in decision-making 2018 40000 Administration NGO subjects dedicated to making at all levels and the CSO for LPA and CPA, adapted to the Academy Council transparency in representatives. provisions of the law on decision-making, transparency in decision making. NPC included in the curriculum developed.

Announcement on the consultation of the curricula published on the website of the Academy and sent to the partners.

Periodicity and number of joint trainings conducted;

No. of participants from 1.2.1.2 Joint trainings in public authorities and transparency in decision-making Public CSOs 2018- CSOs (disaggregated by of representatives of central and 100000 Administration 2020 sex, rural/urban area, age, local public authorities and of Academy CALM language) who enjoyed civil society representatives. trainings,

Competences developed as a result of the trainings.

CSOs No., duration and periodicity of trainings Developm organized; 1.2.1.3 Trainings of ent representatives of public Public Partners No, geography and 2018- Within the limits of authorities and civil society in Administration areas of beneficiaries 2020 available resources CALM Monitoring & Evaluation of Academy trained; public policies implemented. NGO Competences Council developed as a result of NPC trainings.

No. and findings of evaluations; 1.2.1.4 Evaluate the joint Public trainings of representatives of 2018- Within the limits of Knowledge Administration CSOs central, local public authorities 2020 available resources accumulated and Academy and CSOs. capacities developed, confirmed by evaluation results.

Central Public 1.2.2.1 CSOs, Authorities; CALM, 2018- Within the limits of Develop mechanisms for Local Public NGO No and functionality of 2020 available resources stimulating citizen participation Authorities. Council, mechanisms developed in decision-making. NPC

Four events organized per year; 1.2.2 Share of citizens Organize events to stimulate the participants; participation of CSOs and public State authorities in decision-making. Chancery; No. and periodicity of 1.2.2.2 Organize events to Within the limits of events organized; 2018- available resources Central Public stimulate citizen participation in 400000 CSOs 2020 Authorities; decision-making. No. and geography of Local Public persons informed (sex, rural/urban, age, Authorities. language etc.)

No. of good practices of citizen participation in decision-making.

1.2.2.3 Organize events to give No. of events awards to CSOs promoting organized; Central and NGO participation in decision-making 2018- Within the limits of 200000 Local Public Council No. of awardees – available resources as well as to the authorities 2020 public authorities and Authorities NPC excelling in transparency in CSOs, their area and decision-making. geography.

Specific Objective 1.3 Improve the existing mechanisms and adopt new measures to guarantee the transparency of the activity of the legislative and executive branches of all levels, from the Parliament and Government to district and local councils and mayor’s offices.

Draft legal framework on transparency in Moldovan CSOs decision-making

1.3.1 Government approved; 1.3.1.1 Amend the legal CALM Amend main and related legislation framework on transparency in 2018 Moldovan Parliament No. and transformation to eliminate the gaps in APL decision-making potential of the transparency in decision-making. amendments adopted.

Within the limits of

available resources

No. and functionality of the mechanisms 1.3.2 created; Sate Chancery CSOs At national level, create innovative 1.3.2.1 Create and strengthen No., geography and mechanisms for promoting the efficient mechanisms for Moldovan Parliament CALM 2018 areas of CSOs – users of participation of CSOs in decision- promoting and notifying CSOs the mechanisms making, including by making and for public consultations. created. accessible the information about draft decisions and syntheses of Within the limits of recommendations. available resources

1.3.2.2 Amend and adapt the Within the limits of Structure of report 2018 State Chancery NPC structure of public authorities’ available resources adjusted / completed;

report on transparency in decision-making according to Moldovan Parliament CALM Structure of public the legal provisions. authorities’ report on transparency in decision-making complies with legal provisions.

Frequency of updates to databases; CSOs 1.3.2.3 Update the databases of State Chancery 2017- Within the limits of stakeholders and ensure the Functionality of available resources NPC, NGO 2020 Moldovan Parliament database; No. of times accessibility of such information. Council the database has been accessed.

1.3.2.4 Ensure the publishing of Frequency of the results of public 2018- Moldovan CSOs publication of all results consultations on the website 2020 Government of public consultations. www.particip.gov.md

1.3.2.5. Publish on the website Frequency of of the Parliament all the 2018- publication of all amendments by MPs and all Moldovan Parliament CSOs 2020 amendments and draft amendments made in the texts legislation. of draft legislation as they occur.

Platform for publishing draft decisions at local 1.3.3 level created; No., level At local level, create mechanisms 1.3.3.1 Create a platform for CSOs Within the limits of Local Public and geography of local that would enhance access to publishing draft decisions at the 2018 available resources Authorities public authorities who information and the involvement of local level. CALM have published draft citizens in decision-making. decisions on the platforms created.

Mechanisms of collection and 1.3.3.2 Set up mechanisms for compiling of collecting and compiling CSOs information on Within the limits of Local Public information about transparency 2018 transparency in available resources Authorities in decision-making at the local CALM decision making at local level. level created; Functionality of the mechanisms created.

Methodological 1.3.3.3 Develop and approve instructions developed; methodological instructions for CSOs Within the limits of implementing the legislation on 2018 State Chancery, No., level and available resources transparency in decision- CALM geography of local making. authorities using the instructions developed.

General Objective 2. Promote and strengthen the financial sustainability of the civil society

Specific Objective 2.1. Encourage the participation of citizens and private sector in supporting the civil society

Funding sources

MDL Activities Actions Term Responsible Partners Progress indicators budgeted other sources 2018 2019 2020

Information campaign carried out; Duration of information campaign;

NGO Types, no. and 2.1.1.1 Carry out national Council or geography of media and information campaign about 200000 another 2018–2019 CSOs other players involved in the enforcement of the 2% representati coverage; law. ve CSO body No. of publicity rolls and informative materials 2.1.1 publicized;

Improve the mechanism for No. and periodicity of designating 2% from trainings organized; the income of Public No., area and geography individuals and ensure 2.1.1.2 Trainings in the 2% Within the limits of Administrati of persons trained; mechanism for CSOs and law 2018-2020 available resources CSOs its functioning. Competences developed enforcers. on Academy as a result of trainings. No. of CSOs having applied for 2%.

No. of evaluations made; 2.1.1.3 Annual ex-post Ministry of evaluation of the Finance Relevance of findings, 40000 implementation of the 2% 2018-2020 CSOs conclusions and mechanism and discuss their applicability of results. evaluation recommendations.

2.1.2.1 Develop a policy Ministry of Within the limits of study on enforcing the Law Finance 2018 available resources CSOs Study developed on Sponsorship and Philanthropy. State Chancery Moldovan Legal framework Parliament approved 2.1.2.2 Amend the legal Within the limits of Ministry of No. and potential effects framework on sponsorship 2018 available resources Economy CSOs of legal amendments and philanthropy, as (developed/approved) to 2.1.2 and necessary the sponsorship and Infrastructur Enhance the donation philanthropy e deduction mechanism. mechanism. No. and potential effects 2.1.2.3. Adjust fiscal Within the limits of Ministry of of legal amendments

framework on deduction of 2018 available resources Finance CSOs (developed/approved) donations. on deduction of donations.

No. of evaluations made; Ministry of 2.1.2.4 Ex-post evaluation of Within the limits of Finance; Relevance of findings,

policy implementation and 2018-2020 available resources CSOs conclusions and discuss their results. applicability of evaluation recommendations. Moldovan 2.1.3 Parliament No. and potential effects Within the limits of 2.1.3.1 Adopt legislative of legislative 2018 available resources CSOS Regulate and stimulate amendments on SE. Ministry of amendments (drafted the development of Economy /approved) on SE.

Social Entrepreneurship and (SE) Infrastructur e Ministry of Economy;

2.1.3.2 Develop and promote MMPSF; draft Government Decision No. and variety of legal 79000 for approving the Regulation 2018 CSOs acts amended in terms of the National Commission of SE integration. for Social Entrepreneurship Moldovan Government .

Number of meetings of the National Commission 2.1.3.3 Monitor the for Social Within the limits of Ministry of Entrepreneurship held. implementation of the - 2018 - 2020 available resources Economy CSOs normative and legislative Number of business framework on SE. operators who have obtained the status of social enterprise.

Ministry of No., periodicity and 2.1.3.4 Promote Social 100000 2018-2020 CSOs scope of initiatives for Entrepreneurship. Economy promoting SE.

No. and periodicity of 2.1.3.5 Trainings of trainings; No., area and representatives of public MEI geography of persons 2018-2020 CSOs authorities and civil society in trained; Competences SE developed after the trainings.

Study developed. Ministry of 2.1.3.6 Develop study on the Within the limits of Finance; Relevance of findings,

opportunity of granting SE tax 2020 available resources CSOs conclusions and benefits. MEI applicability of recommendations on SE tax benefits.

No. of evaluations made;

2.1.3.7 Ex-post evaluations on Relevance of findings, the implementation of 40000 MEI 2018-2020 CSOs conclusions and normative and legal applicability of frameworks. evaluation recommendations.

Specific Objective 2.2. Enhance the access and participation of the civil society in implementing state policies through social contracting

Funding sources

MDL Activities Actions Term Responsible Partners Progress indicators budgeted other sources 2018 2019 2020 Study conducted; Relevance of findings, 2.2.1.1 Conduct study on the MMPSF; conclusions and applicability of opportunities for CSO 25000 2.2.1 2018 CSOs recommendations on contracting of public services Adjust the mechanism and works the opportunities of of direct contracting of contracting public public services and services and works. works by CSOs MMPSF; 2.2.1.2 Make amendments to Within the limits of No. and transformation

the Law on Accreditation of 2018 available resources CSOs potential of Social Service Providers and amendments (drafted/

the Law 123 of 18 June 2010 approved) to the Law on on Social Services the Accreditation of Providers of Social Services that guarantee the access of accredited CSOs to public funds.

No., periodicity and 2.2.1.3 Promote the Within the limits of representativeness of mechanism of procurement MMPSF 2018-2020 available resources CSOs initiatives for promoting of social service providers by the procurement CSOs. mechanism.

No. of monitoring exercises and MMPSF; 2.2.1.4 Monitor the evaluations conducted;

involvement of CSOs in public 40000 Public Relevance of findings, procurement and annual ex- 2018–2020 CSOs Procuremen conclusions and post evaluation of policy applicability of t Agency implementation. monitoring and evaluation recommendations.

No. and periodicity of trainings organized; No., 2.2.2 2.2.2.1 Train staff of area, sex, rural/urban, authorities implementing Within the limits of type of institution and MMPSF Train in and promote social contracting. 2018–2020 available resources CSOs geography of persons good practices in social trained; Competences in contracting social contracting developed as a result of trainings.

No., variety and geography of events 2.2.2.2 Organize events for organized; Within the limits of promoting good practices and MMPSF 2018–2020 available resources CSOs contracting of social services No. of persons involved by CSOs. and informed by sex, rural/urban area, language etc.

Specific Objective 2.3. Create mechanisms for having CSOs supported by the state

Funding sources

MDL Activities Actions Term Responsible Partners Progress indicators budgeted other sources 2018 2019 2020 Structure for the 2.3.1.1 Make Cooperation Within the limits of recommendations on the with the 2.3.1 2019 available resources CSOs Recommendations made mechanisms of programs for Civil Society Ensure CSO access to funding CSOs. / State public funds and public Chancery. funding programs by extending and/or Structure for improving the existing the mechanisms and 2.3.1.2 Make Cooperation Within the limits of identifying additional recommendations on the with the 2019 available resources CSOs Recommendations made instruments. practice and legal framework Civil Society on funding local CSOs. / State Chancery.

2.3.1.3 Make legal Ministry of No. and potential effects amendments for Finance; Within the limits of of legal amendments implementing recommended MMPSF; 2018-2019 available resources CSOs drafted. policies and draft informative Informative Note note, as result of the findings MARDE drafted. of actions 2.3.1.1.and 2.3.1.2.

Within the limits of Moldovan National No. and potential effects 2.3.1.4 Examine and adopt 2018-2019 available resources NGO of the normative normative amendments. Parliament Council amendments adopted.

2.3.1.4 Identify practices of Within the limits of

(nonfinancial) support of the 2019 available resources State CSOs Recommendations made state by CSOs. Chancery

No. and potential effects of the legal amendments 2.3.1.5 Adjust legal Within the limits of Ministry of adopted for CSO support framework for CSO support 2019 available resources Finance CSOs by the state. by the state.

Structure for Within the limits of International practices 2.3.2.1Study relevant cooperation 2.3.2 2018 available resources CSOs studied and international practice. with the civil recommendations made. Develop mechanisms society for stimulating the involvement of CSOs Moldovan legal and active citizens in 2.3.2.2. Adjust legal Ministry of framework is adjusted ensuring observance of framework for stimulating the Justice and stimulates the Within the limits of legislation and in involvement of CSOs and involvement of CSOs and 2018-2019 available resources CSOs identifying any active citizens in ensuring the Moldovan active citizens in breaches.. observance of the law and in Parliament. ensuring the observance identifying any breaches. of the law and identification of braches.

No and diversity of informational materials developed and rolled 2.3.3.1Inform and train CSOs, State Tax out; including at local level, about 25000 2018-2020 2.3.3 the accounting and fiscal Service No. and periodicity of regimes applied. trainings organized; No., Inform and train CSOs area, sex, rural/urban in accounting standards area and geography of and fiscal regime persons trained applied.

Study developed. Relevance of findings, 2.3.4.1. Develop policy study conclusions and on the non-pecuniary Ministry of National 2.3.4 Introduce non- 10000 0 0 applicability of prevention measures and 2018 NGO pecuniary prevention Finance recommendations mechanism for enforcing Council measures for CSOs in discussed with them. view of complying with beneficiaries and accounting standards decision-makers. without bring fined or No. an potential effects penalized for previous 2.3.4.2. Amend legal acts on omissions Within the limits of Ministry of National of legal amendments the non-pecuniary prevention 2018 available resources NGO made. Functionality of measures and enforcement Finance Council enforcement mechanism. mechanism.

Specific Objective 2.4. Improve fiscal legislation applied to civil society organizations

Funding sources Responsible Activities Actions Term Partners Progress indicators MDL

budgeted Other sources 2018 2019 2020

2.4.1.1 Ministry of Amendments to Tax Amend and complete the provisions of Art.52 of Tax 2018-2019 Finance CSOs Code drafted and Code (noncommercial adopted. organizations)

2.4.1.2. Draft separate section in Tax Code to include Ministry of 10 000 Completions to Tax Code 2.4.1 all regulations on income tax 2019-2020 CSOs Finance drafted and adopted. applied to noncommercial Improve and unify in organizations one separate section in the Tax Code the 2.4.1.3. Regulate the fiscal regulations on the obligations of noncommercial Ministry of Amendments to Tax income tax applied to organizations based on 2019-2020 Finance CSOs Code drafted and noncommercial services contracts of adopted. organizations residents and non-residents.

2.4.1.4. Review timeliness of adjusting legal framework for including permissible Study developed. provisions for deducting Ministry of

volunteer travel costs, with 2018-2019 Finance CSOs Amendments to legal making the necessary acts drafted and amendments in the context approved. of the legal framework on volunteering

2.4.2.1 Review timeliness for Ministry of Review and 2.4.2 granting VAT exemption to 2018 CSOs Finance recommendations made public benefit CSOs

Parliament Improve tax legislation 2.4.2.2. Amend Tax Code to on VAT in relation to grant VAT exemptions to Ministry of Amendments to Tax CSOs with a public public benefit CSOs based on 2018–2019 CSOs Code drafted and benefit status Finance the review made, as adopted. necessary

2.4.2.3. Remove costs (transportation, accommodation, meals) from the amount of VAT taxable Ministry of Amendments to Tax

delivery in services contracts 2018–2019 Finance CSOs Code drafted and by residents and non- adopted. residents in favor of noncommercial organizations.

General Objective 3. Develop active civic spirit and volunteering Specific Objective 3.1. Adjust the main legal and related framework in accordance with the European recommendations, Law on Volunteering and the Regulation for enforcing the Law on Volunteering

Funding sources

MDL Activities Actions Term Responsible Partners Progress indicators Budgeted Other sources 2018 2019 2020

3.1.1 3.1.1.1 Complete Volunteering Law Moldovan the Law on Within the limits of completed; Parliament Adjust the main legal framework in Volunteering and 20178 available resources Volunteerin accordance with the European include the National g Coalition Functions of NVC and standards on volunteering. Volunteering Center CCHSVA specified;

and the Certification State The No. and potential effects Commission for Host Chancery Institutions of Platform for of measures stimulating Volunteering Active volunteering, including Ministry of Citizenship Activities, specifying for the elderly and other Education, their duties. social categories. Culture and Research

3.1.1.2 Adjust Moldovan Regulation for enforcing the Law Governme on Volunteering nt; Volunteerin according to Moldovan g Coalition No. and potential effects Within the limits of amendments made Governme of amendments made to 2018 available resources and regulations of nt Platform the respective line ministries for for Active regulations. assuming Citizenship All line responsibilities in volunteering ministries matters.

Platform 3.1.2 Create the for Active Mechanism and online 3.1.2.1 Develop the mechanisms and align related legal Citizenship, form for collecting data mechanisms and developed; framework to European Within the limits of Volunteerin online form for MHLSPME recommendations, the Law on 2018-2019 available resources g collecting statistics No., geography and Volunteering, and the Regulation CR Commissio on formal areas of host institutions for enforcing the Law on n, National volunteering. using the online form Volunteering. Volunteerin developed. g Center

3.1.2.2 Adopt the concept of Concept of developing Within the limits of Platform developing MHLSP volunteering as a form of 2018 -2019 available resources for Active volunteering as a unpaid work is Citizenship form of unpaid developed and adopted. work.

3.1.2.3 Adjust legal MHLSP framework on Draft legal act developed employment in view Within the limits of ANOFM Platform and approved of involving 2018 available resources for Active unemployed and Ministry Citizenship social aid users in of Justice volunteering.

Moldovan Parliament Volunteer Code of Ethics ; adopted; 3.1.2.54Adopt Within the limits of Platform

Volunteer Code of 2018-2019 available resources for Active National Functionality of Ethics Citizenship Volunteer Code of Volunteer Ethics. Center

Specific Objective 3.2. Develop volunteering through the main national structures of the volunteering infrastructure

Funding sources

Activities Actions Term MDL Responsible Partners Progress indicators

Budgeted

Other 2018 2019 2020 sources

MARDE

MECR No., geography and Platform 3.2.1.1 Involve host diversity of location for Active action groups set up; institutions of Within the limits of Ministry of 2018 – Citizenship volunteering activities available resources Justice; 2020 No., geography and in setting up Local diversity of host Action Groups (LAG). MEI CALM institutions involved; Functionality of local groups. Moldovan Government National Volunteering 3.2.1 3.2.1.2 Set up the 1500 Platform 0 - 100000 Center (NVC) set up; National Volunteering 2018 000 for Active Create the main structures of the Center Citizenship Functionality of NVC. volunteering infrastructure and increase their number. No., periodicity and HAI scope of actions MECR supporting initiative Platform groups; 3.2.1.3 Set up And Within the limits of for Active 2018 - CPA support activities of Citizenship No. and variety of actors 2020 available resources initiative groups. involved; LPA National Youth No. and geography of Center initiative groups having enjoyed support. Ministry of 3.2.1.4 Estimate costs 2018 Costs estimated of operation of Finance

National Volunteering Center on the example of a similar agency with 5 staff.

Rectors Council of Curriculum for training Moldova, volunteer coordinators developed; 3.2.2.1 Develop and Volunteerin promote curriculum g Coalition; No. and curriculum Within the limits of for training volunteer 20000 MECR promotion scope; 2018 available resources Continuous coordinators, Training including for higher Institutions using the Institute; education institutions curriculum developed in Platform the education process for Active Citizenship Rectors 3.2.2 Promote Council of education in volunteer management at different education Moldova; Volunteerin levels 3.2.2.2 g Coalition; Develop and promote MECR Volunteer Management Within the limits of 100.00 module developed; volunteer Continuous management module 2018-2019 available resources 0 Training Module promotion within Human Institute; initiatives developed. Resources Management. Platform for Active Citizenship

Rectors Council of Moldova; Volunteerin No. of trainers specialized in volunteer 3.2.2.3 Train trainers g Coalition; specialized in management volunteer 2019– 30.000 (disaggregated by sex, Continuous rural/urban area, management who will 2020 MECR Training geography etc). train volunteer Institute; coordinators. Competences developed as a result of trainings. Platform for Active Citizenship

3.2.2.4 Training in volunteer No. and variety of civil management for Volunteerin servants trained leaders/highly Public g Coalition, disaggregated by sex, Within the limits of ( qualified specialists for 2017 – Administrati rural/urban area, available resources the state apparatus 2020 on Academy Platform geography etc); and local public for Active administration Citizenship Competences developed authorities of first and as a result of trainings; second levels.

No. of volunteer coordinators trained; 3.2.2.5 Training of Volunteerin Competences developed volunteer Education g Coalition, as a result of trainings; Within the limits of coordinators for other 2018 – Sciences available resources public institutions and 2020 Institute Platform No. and variety of public civil society for Active institutions and CSOs organizations. Citizenship who enjoyed trainings for volunteer coordinators.

Webpage adapted, functional and relevant National for promoting and 3.2.3.1 Secure Volunteering developing volunteering; No. of clicks on functionality of and 2018– Center Platform webpage; promote the official 2020 7000 7000 7000 for Active webpage of the MHLSP Participatio No. and variety of

National Volunteering n institutions/host Platform of Moldova organizations for 3.2.3 volunteering activities promoting the portal Create national database on www.voluntar.md volunteering 3.2.3.2 Create a module for interconnecting ANOFM; Page www.voluntar.md database on the is interconnected with 2018 Within the limits of Platform national employment official webpage of E- available resources for Active the National database; Governance Citizenship Volunteering Platform Center Functionality of the with the national interconnection. employment database of ANOFM

National Volunteerin No., periodicity and Volunteering 3.2.4.1 Organize g Coalition, scope of events National Volunteering Center organized; No. of 3.2.4 2018– 6500 6500 6500 150000 Platform Week, Volunteer 2020 organizations, 00 00 00 0 for Active Promote potential benefits of Festival, and National MECR institutions, and persons volunteering Volunteering Citizenship having participated Peace Conference and/or supported the Service initiatives carried out.

No., periodicity and National scope of events 3.2.4.2. Hold public Volunteering organized; No. of campaigns for 2018-2020 Platform 300000 organizations, promoting volunteer Center for Active institutions, and persons involvement in various Citizenship having participated areas MECR and/or supported the initiatives carried out.

3.2.4.3 Conduct study Study conducted; on the possibility to National Volunteerin develop various types Volunteering Relevance of findings, g Coalition, of volunteering, incl. 2018 - 300000 conclusions, and Center Platform their benefits, impact, 2020 applicability of for Active and input for recommendations. MECR C Citizenship combating and reducing poverty.

No. of organizations 3.2.4.4 Ensure the accredited; No. of functionality of National volunteer cards; No. of commission for 2018– Volunteering Within the limits of Platform volunteer registers; No. certification of host 2020 Center available resources for Active of registers for volunteer institutions of Citizenship contracts and nominal volunteering ad MECR volunteer certificates; o. working tools used in of registers for volunteer volunteering. cards.

Specific Objective 3.3. Promote the civic spirit and civic education

Funding sources

Actions MDL Activities Term Responsible Partners Progress indicators Budgeted

Oher 2018 2019 2020 sources

School curriculum 3.3.1.1 Develop Within the limits of National amended. No. of amendments to MECR 2018 available resources Youth amendments the school Council of recommended and curriculum Moldova accepted. (NYCM) 3.3.1 3.3.1.2 Annual Assess school curriculum for training of teachers in ‘Civic Education’ and train No. and periodicity of education for NYCM teachers trainings held; No. and democratic Within the limits of Foundation 201=8– MECR geography of persons citizenship, public available resources for 2020 trained; Results of pre- participation, Developme and post-tests of trained transparency in nt persons. decision-making, and intercultural education.

3.3.2.1 Develop Regulation for Concept developed 3.3.2 State Chancery; NYCM certifying the 5000 establishes the 0 0 Develop the concept of knowledge 2018 0 HelpAge framework of development of non-formal acquired in non- MECR Internation development of non- education formal and al formal education; informal context.

3.3.3.1 Promote No., periodicity and 3.3.3 and acknowledge 1400 1300 1300 scope of events 2018– non-formal MECR NYCM organized; No., area and Promote non-formal civic 2020 00 0 00 education, including among education geography of activities, participants; Variety of

persons with reduced including via promotion of events and opportunities25 forums. actors involved.

3.3.3.2 Develop separate sections on the webpages of public No. of webpages authorities and adapted with separate civil society CPA section Within the limits of NYCM organizations on 2018-2020 available resources LPA No., variety and non-formal education geography of users, incl. opportunities, persons with reduced including for opportunities persons with reduced opportunities.

3.3.3.3 Annual training of No. and geography of teachers of the teachers trained; No. of pre-university Within the limits of training hours in non- cycle in the 2018-2020 available resources MECR NYCM formal and intercultural methods and education; Results of importance of pre- and post- testing of non-formal and the persons trained. intercultural education.

25 Persons with reduced opportunities are persons with disabilities, from the rural area, minorities, etc.

No. of activities carried 3.3.3.4 Organize 1700 1600 out; Non-Formal 17000 2018-2020 MECR NYCM Education Week in 0 0 No. and geography of schools each year. schools involved; No. of pupils involved.

3.3.3.5

Annual training of youth workers and specialized staff No., area and geography 1400 1300 1300 from the culture of staff trained; Results 2018-2020 MECR NYCM area in promoting 00 00 00 of pre- and post-testing and recognizing of persons involved. the competences acquired through non-formal education.

3.3.4.1 Annual No., level and geography training of LPA of local elected officers 3.3.4 representatives in and local civic servants the concept of Within the limits of Public CALM; trained; Results of pre- Inform and educate the civic 2018-2020 available resources Administration participatory and post- testing of spirit and the civic initiative at democracy and Academy NYCM. community level trained persons. Variety civic initiative of promotion of training events;

No. and variety of community representatives trained 3.3.4.2 Training of by public library staff. community 2000 2000 2000 No. and geography of

representatives by 2018-2020 00 00 00 MECR ABRM trainings organized; specialized staff of Results of pre- and post- public libraries testing of trained persons. Variety of promotion of training events.

3.3.4.3 Annual No. and geography of local information campaigns carried out; campaigns and Within the limits of LPA CALM; No. of persons involved;

LPA actions for 2018-2020 available resources Level of information of promoting State Chancery. NYCM. communities from the community civic scope of local campaigns spirit held.

No., variety and 3.3.4.4 Organize geography of forum three national 1000 1000 1000 CALM; participants; 1500000 (regional) forums 2018-2020 MECR 0 00 00 No. of forums organized; of active NYCM. community youth Effects of forums organized.

Intercultural education 3.3.5.1 Create program developed and 3.3.5 and implement 6000 2000 2000 NYCM; implemented; No. of intercultural Create and strengthen 2018-2020 MECR youth centers, creation education 0 0 0 intercultural education ABRM centers, and libraries program in youth programs having implemented the centers, creation developed program.

centers, and libraries

3.3.5.2 Organize annual information Interethnic No., periodicity and campaigns about geography of campaigns 4000 4000 4000 Relations Office; CALM; tolerance and organized; No. and 2018-2020 0 0 0 nondiscrimination MECR NYCM variety of public at central and authorities, CSOs and local levels media involved.

3.3.5.3 Promote cultural-historical heritage of the Periodicity, geography intercultural dialog 1000 1000 1000 and no. of actions 200.000 through 2018-2020 00 00 00 MECR, LPA CSOs carried out; No. of popularization volunteers involved; No. actions in the of beneficiaries. territory of the country Budgeted resources Other 58 actions (50%) of the total of 98 are marked with resources the phrase Within the limits of the available

resources and cannot be quantified. 2018 2019 2020 2018- TOTAL 2020

4,104,00 2,277,00 2,276,00 5,614,000 0 0 0

8,657,000 5,614,000

14,271,000

Annex to the report

SYNTHESIS Of the amendments and proposals to the draft law on approving the Civil Society Development Strategy for 2018-2020 and Action Plan for implementing the Civil Society Development Strategy for 2018-2020 (no.404 of 22 December 2017)

No. Point in draft Author of proposal or Point of draft law subjected to Content of proposal Final decision on law objection amendments proposal

1. Arr.1 The Government Art.1 – To approve the Civil Society In the draft, the proposal is to have Accepted Development Strategy for 2018-2020 Article 1 in the following wording: and the Action Plan for implementing ~Art. 1 – To approve: the Strategy, presented in Annexes. a) The Civil Society Development Strategy for 2018-2020, according to Annex 1; b) The Action Plan for implementing the Civil Society Development Strategy for 2018-2020, according to Annex 2.:

2. Art. 2 The Government Art. 2 – The Government, in Art. 2 shall have the following Accepted cooperation with nongovernmental content: organizations: “Art.2 – The Government, in - Will submit to the Parliament a cooperation with civil society report on the implementation organizations, shall submit a report

of the provisions of the Action on the implementation of the Plan and Strategy by the 31 strategy and action plan, indicated March of each year. in p.1, by 31 March of each year.”

3. Art.4 Tudor Deliu, MP Art.4 – The Legal Committee for The following wording is proposed Accepted Appointments and Immunities to exert for Art.4: control over the implementation of “Art.4 – The Committee for Social this law. Protection, Health and Family shall exert the control over the implementation of this law.”

4. Strategy The Government Section 1: Context of the strategy. Section 1 is proposed to be entitled: Accepted “Analysis of the situation and Annex 1 defining of the problem”

Strategy The Government In point 3.1., to ensure uniformity Accepted of terms, the words “the said Annex 1 website” shall be replaced by the words “the said official webpage”.

Valentin BULIGA

Chairperson of the Committee

REPORT

Assessment of the institutional development needs of Moldovan Civil Society Organizations and needs of organizational strengthening service providers

May, 2015

Author: CTO CARASENI

This assessment is made possible by the generous support of the American people through the United States Agency for International Development (USAID). The contents are the responsibility of authors and do not necessarily reflect the views of USAID or the United States Government.

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Table of Contents Acknowledgments ...... 3 Disclaimer ...... 3 Abbreviations ...... 3 Summary ...... 4 1. Background ...... 7 2. Associative Sector in the Republic of Moldova ...... 7 3. Thematic Concept of the Survey ...... 8 3.1 Purpose of the Survey ...... 8 3.2 Variables of the Survey ...... 8 4. Performance of the Survey ...... 9 4.1 Preparation Phase ...... 9 4.2 Media Coverage Phase ...... 10 4.3 Information Collection Phase ...... 10 5. Findings and Conclusions ...... 10 5.1 Participation and Representation...... 10 5.2 The Work of Service Providers ...... 11 5.3 Beneficiaries and Frequency of Providers’ Interventions ...... 12 5.4 Challenges/Difficulties in Organizational Capacity Building ...... 13 5.5. Capacity Building of Service Providers ...... 14 5.6 Services Required the Most by Providers ...... 15 5.7 Sources for Payment for Providers’ Services ...... 16 5.8 Organizations that Have the Necessary Organizational Development Capacity/ Experience ...... 17 5.9 Strengths and Weaknesses of Organizational Development Services Offered on the Market? ...... 19 5.10 Knowledge/ Skills/ Products/ Systems in the Organization ...... 21 5.11 Organizational Development Needs ...... 25 5.12 Gaps and Needs of the Associative Sector in Transnistrian Region ...... 26 5.13 Final conclusions ...... 27 6. Recommendations ...... 29 6.1 Recommendations on the Areas Requiring Capacity Building in CSOs ...... 29 6.2 Strategic Recommendations for Development Partners ...... 32 7. ANNEXES ...... 34

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Acknowledgments The authors of this survey express their gratitude to all those who facilitated the launching and implementation of the survey by publishing the relevant advertisement (Civil Monitor Informational Portal www.civic.md, www.contact.md, etc.), providing the needed information support and, in particular to the civil society organizations and individual experts who participated in the survey, expressing their opinions on the tackled issues and providing the requested information. We highly appreciate the cooperation of all civil society organizations and individuals and would like to thank all of them for their support, dedication and trust.

Disclaimer Whilst the information contained in this survey is considered to be complete and accurate, the factual or numerical errors that may appear in the report are unintentional, though they fall under the responsibility of the author.

The findings, conclusions and recommendations given in this report mirror only the opinion of the author based on the information collected during the survey and do not necessarily represent the opinions of all internal or external constituents.

Abbreviations

GM – General Meeting LPA – Local Public Administration CEO – Chief Executive Officer PMC – Project Management Cycle NYCM – National Youth Council of Moldova RBM – Results-based management M&E – Monitoring and evaluation EMM – Ecological Movement of Moldova FM - Financial Management HRM – Human Resource Management AP – Action Plan PDP – Personal Development Plan ODP – Organisational Development Plan IGP – Income Generating Project UNDP – United Nations Development Programme PRs – Public Relations SP – Strategic Plan NAS - Needs Assessment Survey ToR – Terms of Reference CTO – Consulting and Training Organization CSO - Civil Society Organization REC – Regional Environmental Center RM – Republic of Moldova

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Summary CTO CARASENI conducted the “Assessment of the institutional development needs of Moldovan Civil Society Organizations and needs of organizational strengthening service providers” Survey in April 2015 as part of the initiative “Support to the Local Service Market and to Providers of Organizational Capacity Development Services”, in partnership with CONTACT Center (Chisinau) under the “Moldova Partnerships for Sustainable Civil Society” Program (MPSCS), funded by USAID and implemented by FHI 360. For more information about the “Moldova Partnerships for Sustainable Civil Society” Program please visit www.fhi360.md and for more information about OCT CARASENI please visit www.caraseni.md.

This survey aimed at assessing the needs of civil society organizations and providers of organizational strengthening services in the Republic of Moldova (RM), identifying the strengths and weaknesses, opportunities for organizational capacity building, challenges and gaps in the market of organizational development service providers.

The survey was conducted on a sample of 25 organizations and service providers in different regions of the RM and was open to all kinds of non-governmental (public benefit and mutual benefit) national, local, international organizations and foundations, foreign representative offices and individual trainers-consultants on organizational development. The results of the survey will be disseminated at three roundtables, organized in three regions of Moldova and attended by up to 70 CSO representatives. The planned roundtables aim at underlining the key findings of this assessment and informing the Moldovan CSOs about its outcomes.

In the opinion of authors, the survey was an important and necessary exercise, because it reflects many aspects related to the development of organizational capacities of CSOs in the country, in particular: it identified the most recent and demanded areas of interventions in organizational capacity building; their payment sources; organizations' perceptions about the main providers of development services; problems/difficulties faced by organizations and providers; their achievements, weaknesses and development needs, and the relevant trends in organizational capacity building.

The survey identified that the main trends in organizational capacity building in Moldova are to boost the strategic planning and prioritization by organizations; promote monitoring and evaluation; increase the efficiency of management of human, financial recourses and projects; develop the internal procedures; adjust the structure and improve governance in organizations, as well as increase their financial sustainability. Progresses haven been undisputably made in these fields, with different levels of achievement among organizations, for example in strategic planning, over 60% of the surveyed organizations managed to set priorities, but find it difficult to implement the strategic plan and secure the necessary resources for implementation. Often organizations do not perceive the link and do not ensure the transition between the strategic aspects (included in SP) and the operational ones (reflected in projects), as the strategic documents are too theoretical. According to some respondents, many organizations do not yet fully understand the benefits of organizational development, which is often carried out only because it is a requirement/condition imposed by donors, rather than their own proactive approach.

In other fields, e.g. human resource management, project management and fundraising, organization progressed significantly, managing to acquire knowledge, develop different

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operational and managerial procedures, delineate responsibilities in the organizations. The remaining deficiencies are related to: no development tools available to team members; failure to assess the performance of team members; low motivation and staff turnover; low capacities in accessing European funds, lack of fundraising plans and qualified fundraisers, and paradoxically, lack of time to carry on these activities, which could afterwards save time and effort.

In spite of the efforts and investments made, slower and moderate progresses were made with regards to improving the organizations’ governance and developing proper organizational structures. Only about 40% of respondent organizations reported to have a proper functional structure, most of them finding it difficult to distribute the governance and management duties and to improve the activity of their boards. This is a sensitive issue because in order to improve the organizational structure it is often necessary to redistribute the powers and duties, while many organizations have not delineated the duties between their CEO and the President, with the leader of the organisation holding both functions. Respectively, the “externally” imposed requirement to restructure the organization according to the organizational management principles often generates individual and/or organizational resistance to change.

Development of internal procedures is another issue, which although has an increasing trend, is still difficult and cumbersome, because it is complex (includes management, legal, and financial regulations) and is less known to organizations, which often perceive it as a perfunctory requirement imposed by donors, failing to understand its usefulness and applicability.

Whereas, most of the organizations surprisingly defined development and implementation of organizational strengthening interventions/programmes (organizational development plans) as a priority, though it was not promoted systematically and comprehensively in the previous or current initiatives of organizational capacity building, with some exceptions.

Two other issues, which although were stated as weaknesses and difficulties by the participants in the survey, were not identified, as development needs: 1) Problems with the practical application of the knowledge acquired during trainings/overcoming the obstacles to organizational changes and 2) Evaluation of performances/effects. In this case, support is required in two areas: Organizational Change Management and Results-Based Management. Analyzing the achievements, weaknesses and difficulties identified by organizations and comparing them with the invoked development needs, we find that most of the organizations detected their weaknesses that require strengthening, such as: fundraising and increasing the financial sustainability; development and implementation of organizational strengthening plans; enhancing the efficiency of human resource and project management, and streamlining the organizational processes.

At the same time, implementation of good governance and streamlining of the organizational structure are still low on the organizations’ agendas, mainly due to the reasons explained above.

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In conclusion, it is worth mentioning that some of the organizations that participated in the survey suggested certain „atypical” subjects for the associative sector of Moldova, which in our opinion are important and necessary for many organizations, such as: sales, diversified services and the use of IT.

As result, we make the following recommendations: 1) Recommendations for areas of organizational capacity building and 2) Strategic recommendations for development of partners, mainly for the supporters of civil society strengthening in Moldova.

Thus, the first group of recommendations are more „technical“, as they refer to the “internal peculiarities” of the organizational development and suggest a series of coherent logical interventions in the field: o Develop organizational development plans/CSO Development Plans; o Enhance the governance of organizations/Good Governance; o Identify the strategic priorities/Strategic Planning; o Encourage organizational changes/Change Management; o Focus on results-based management/RBM; o Improve the human resource management and involve volunteers/HRM; o Promote the regulation of internal procedures/Internal Procedures; o Encourage partnerships and increase visibility/Relations Management; o Support the involvement of organizations in the decision making/Lobby and Advocacy.

The second group of recommendations is the following: o Assess the organizations, develop ODP, synchronize the ODP, SP and priorities of strategic partners, and budget the resources for both aspects (ODP and SP); o Use the findings and recommendations of the studies on the development needs of civil society organizations when designing the macro-programmes for civil society support; o Foster positive changes in the civil society and influence the relevant trends, which subsequently will boost the development of organizations, e.g. Certification of providers of organizational development services, encourage the establishment and development of the Association of Fundraisers in Moldova etc.).

The report details all the achievements, findings, conclusions and recommendations of the survey.

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1. Background

CTO CARASENI, with the support of CONTACT Center (Chisinau), launched this survey in April-May 2015 in order to identify and assess the needs of Moldovan civil society organizations (CSOs). For any survey, it is important not only to have a good information collection methodology and quality and diversified tools, but also knowledge of the studied area, extensive experience in analyzing the collected information and identifying the relevant trends. It is not enough to collect information with some sociological tools, but it is important for the author to know the studied area. To analyze the development needs of civil society organizations, the researchers also need to have credibility, good image and experience, because there is a risk that CSOs will not be open to an unknown organization or expert. Therefore, the authors performed the survey on the basis of the collected information, following the principles of an impartial, independent and representative survey (both geographically and in terms of areas covered), offering credibility with their expertise, creativity and dynamics, as well as by their knowledge of the situation of Moldovan civil society, in particular the CSOs capacities. The authors were also guided by the principle of accessibility of the collected and analysed data and recommendations, aligning the examination and analysis process to the set objectives, and preparing the report by the set deadline in the requested format. As for the methodology, the authors collected the information using questionnaires, and in exceptional they resorted to interviews by phone to clarify and verify the collected information, thus removing the errors and ensuring reliability and validity of the methodology.

2. Associative Sector in the Republic of Moldova

The Moldovan civil society is young, with a history of about 20 years, since the declaration of the country’s independence in 1991. Currently, about 9,740 non-profit organizations are recorded in the State Register of the RM. According to the Civil Society Development Strategy 2012-2015, only about 25% of the total number of CSOs are active enough and develop various projects and initiatives.1 That means that about 1,948 organizations are active on the market. The same strategy states that most of the registered organizations (approx. 65%) are located in Chisinau municipality, although this administrative territorial unit represents only about 25% of the country’s population. According to the State Register, about 70% of the registered public associations are public benefit associations2.

The establishment and operation of civil society organizations in Moldova is governed by several laws and regulations, but the main ones are Law No 837 on Public Associations (1996) and the Civil Code of RM (2003). The Republic of Moldova does not have a Law on Non-Profit Organizations, although in 2008-2009 a draft law was developed to this effect, but was not adopted by the Moldovan Parliament for various reasons and was not actively promoted by

1 http://www.fhi360.md/docs/MD_Strategy_2012-2015_unofficial_translation_ENG.pdf, page 4 2See State NGO Register, published and updated on the website of the RM Ministry of Justice www.justice.gov.md

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the Government and/or the civil society, therefore the foundations, churches, trade unions and political parties are governed by different laws.

3. Thematic Concept of the Survey

3.1 Purpose of the Survey The purpose of the survey was to assess the needs of civil society organizations and organizational strengthening service providers in the Republic of Moldova.

The survey aimed at identifying the strengths and weaknesses, opportunities for organizational capacity building, challenges and gaps on the market of organizational development service providers.

CTO CARASENI conducted this survey in April 2015 as part of the project “Support to the Local Service Market and to Providers of Organizational Capacity Development Services” in partnership with CONTACT Center (Chisinau) under the “Moldova Partnerships for Sustainable Civil Society” Program (MPSCS), funded by USAID and implemented by FHI 360. The survey was open to all kinds of civil society organizations (public benefit and mutual benefit), national, local, international organizations and foundations, foreign representative offices, and individual trainers-consultants in organizational development.

3.2 Variables of the Survey The information was collected by means of the Questionnaire for assessment of needs of civil society organizations and individuals, organizational capacity building service providers. In some cases, the questionnaire responses were clarified by skype, email and telephone. Although a total of 25 CSOs were assessed out of the 1,948 active organizations, the collected data give enough information to understand and analyse the organizational development needs of the entire sector. This number does not diminish the importance of any conclusion or information included in the survey.

The survey includes, but is not limited to, the following organizational development issues:  Organizational capacity building interventions, made in the past 2 years by the participants in the survey;  Main challenges/difficulties encountered while implementing the organizational capacity building activities;  Organizational capacity building interventions, performed for the benefit of the service providers participating in the survey;  The organizational development services, demanded the most by other organizations;  The source of payment for development services and whether they were paid or free;  The organizations in the country that have capacity/experience in organizational development/technical assistance;  The most demanded organizational development service providers on the market;  The strengths and weaknesses of organizational development services offered on the market;  Knowledge/skills/products/systems (achievements and weaknesses) existing in organizations with regards to: o Strategic Planning

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o Project Management o Responsible Structure o Human Resource Management - HRM o Volunteering o Fundraising & Financial Sustainability of an organization o Organizational Processes - Institutional Capacities o Infrastructure o Inter-institutional relations/partnerships with media, public authorities, associative sector, private sector, donors’ community, etc. o Development and implementation of organizational strengthening interventions/programmes o Other fields  Organizational development needs of CSOs;  Willingness to participate in the organizational development programme supported by FHI 360.

4. Performance of the Survey

4.1 Preparation Phase CTO CARASENI developed the survey methodology in partnership with CONTACT Center (Chisinau), which was coordinated with the international expert Keith Aulick, who suggested some topics that were subsequently approved (and included) by FHI 360.

The survey organizers decided to apply a mixed approach: on the one hand, they selected certain organizations and approach them directly, and on the other hand, they “left the door open” for others, by placing advertisements in media to encourage the participation of other organizations. They thus ensured a wider participation and tested the organizations’ openness to such initiatives. Various methods and research tools were used, such as: Questionnaire for assessment of organizational development needs3 and, if necessary, email and face-to-face/individual interviews on skype were used.

CTO CARASENI jointly with CONTACT Center (Chisinau) identified 54 CSOs and individual service providers using their sources and other sources of information available, which they contacted by email and invited to participate in the needs assessment survey. CTO CARASENI used the list of CSOs and individual service providers given by FHI360. Selection criteria included the experience, diversity of fields of activity and the geographical coverage both of organizations and individual consultants-trainers that provide services of organizational capacity building.

During this period, CTO CARASENI developed the needs assessment methodology, the questions for the questionnaire, the advertisement, the list of CSOs and individual service providers that will be invited to comment on the survey, together with the other organizations that will apply on the basis of the advertisement published in the media4.

3 See the Needs Assessment Questionnaire in the Annex. 4See the advertisement in the Annex.

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4.2 Media Coverage Phase The survey was publicized in the media from 15 to 24 April 2015 by placing the advertisement and questionnaire on the website of CONTACT Center (Chisinau) (www.contact.md) and the Civic Monitor Informational Portal (www.civic.md). Below are provided the links to the advertisement and the questionnaire on these sites:  http://contact.md/new1/index.php/ro/homepage/toate-noutatile/197-studiu-de- evaluare-a-necesitatilor and  http://www.civic.md/stiri-ong/28058-studiu-de-evaluare-a-necesitatilor-ale- organizatiilor-societatii-civile.html.

The information and the Questionnaire were distributed directly by email to the civil society organizations included in the list mentioned above (about 54 CSOs and individual experts). Some organizations (about 37) were informed about the launching of the survey by phone.

4.3 Information Collection Phase 25 of the 54 contacted CSOs and individual experts providing capacity-building services agreed to participate in the survey. Therefore the survey explicitly and this report implicitly contain information obtained from 25 questionnaires, filled in by 23 civil society organizations and 2 trainers-consultants from the Republic of Moldova.

5. Findings and Conclusions

5.1 Participation and Representation This section of the report contains the findings and conclusions on the number and geographical location of the organizations that participated in the survey, their field of activity and other general aspects of the survey.

Thus, 25 respondents (23 Moldovan civil society organizations and 2 individual experts in organizational development) participated in the survey. The advertisement about the survey was publicized in several media sources and the term was extended; some civil society organizations were also contacted by telephone, and hence the number of organizations that participated in the survey increased up to the initially planned level5, but did not exceed the expected number. This is explained by the fact that the organizations had to make some effort to fill in the form.

Some civil society organizations that participated in the survey acknowledged its importance, but refused to answer the questions and fill in the form due to lack of time. In the expert’s opinion, although the advertisement was publicized intensively by media and the deadline for form submission was extended, the low level of participation indicates the unavailability of many organizations, which is an indicator per se. Of course, organizations had to spend some time to fill in the form, but if they prioritized well their work, they could have found time.

5 Initially we planned to consult 25-30 CSOs from different regions of Moldova

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The civil society organizations participating in the survey had a balanced geographical representation. Chart 1 confirms the balanced representation of the civil society organizations that participated in the survey.

Chart 1: Geographical Distribution of Participants in the Survey

Thus, although the number of local civil society organizations in the Republic of Moldova accounts for about 35% of the total number of CSOs, which is significantly lower than the number of CSOs registered in Chisinau (65%), the civil society organizations participating in the survey account for 52% of the total number of participating organizations, with 24% in the Northern and Southern regions of Moldova each.

5.2 The Work of Service Providers What organizational capacity building interventions have you performed in the past 2 years? What areas have you covered? The survey determined that 80% of service providers have delivered training/support in organizational capacity development in the past two years (2013-2014), while 20% have not. The participants in the survey reported the following most common areas of interventions in organizational capacity building (presented in descending order): o Strategic Planning o Monitoring and Evaluation; Project Management o Human Resources Management; Financial Management and Accounting; Communication, Negotiation and PR; o Fundraising and Financial Sustainability; Organization Management and development of Organizational Development Plan; o Project writing; Advocacy; o Good Governance of CSOs; Anti-corruption policies; Social Entrepreneurship and provision of paid services; o Time Management; Culture of CSO; Updating the statute and organizational chart; internal procedures and regulations.

Chart No. 2 shows the percentage of participants in the survey by areas of intervention.

Chart 2: Recent Interventions of Capacity Building Service Providers

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The figures (%) show the percentage of the questionnaires which mentioned the above assessed issues. For instance, strategic planning was mentioned in 36% of the questionnaires, Human Resources Management and other topics in 20% of the questionnaires, etc.

The providers also reported interventions specific for their areas of activity, such as: survey visits, consultations and specific individual trainings in various areas: electoral processes, assisted community development, provision of home-based socio-medical services; use of IT and webinars, video conferences etc.

5.3 Beneficiaries and Frequency of Providers’ Interventions The providers participating in the survey has the following beneficiaries: o Civil society organizations and initiative groups, which participated in the open courses/seminars held by providers; o Civil society organizations belonging to the network of some donors; o Civil society organizations from certain coalitions/unions of organizations (councils) o Local public authorities (LPAs) o Public educational institutions (schools, kindergartens, libraries) o Individual beneficiaries (parents, people with disabilities, etc.) o Community leaders o Business sector representatives o Own team (provider’s staff and/or Board members).

The frequency of interventions (consultations, training) was determined by the contractual arrangements or project requirements, ranging from: weekly, monthly, bi-monthly and occasionally. The interventions took place both face-to-face and by phone, via skype or email.

The providers’ interventions had from three to 40 beneficiary organizations (in case of unions of organizations).

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5.4 Challenges/Difficulties in Organizational Capacity Building The survey identified the following challenges/difficulties in the organizational capacity building: o The organizations and their key staff are not fully aware of the need to develop, believing that this is for the sake of donors rather than for their own sake, i.e. low motivation and unwillingness to change and leave the comfort zone; o The developed management procedures are not implemented. The organizations find it difficult or are unwilling to change internally. It is necessary to overcome the resistance to change of some organizations or members; o The staff does not have all the necessary resources, tools, knowledge and skills to improve their capacity; o Low level of expertise, perceived competition among CSOs; o Some members of CSOs have language barriers, they do not speak well enough the official language and cannot acquire the necessary knowledge; o Shortage of funds in the project budgets. The high workload of CSOs and poor planning of organizational development activities; o Insufficient financial sources to cover the costs of organizational capacity building activities; o Reluctance of (youth) organizations to be assessed, invoking the lack of time or irrelevance of such an action; o The failure of local CSOs to comprehend the need to enhance and build the capacity of team members and the benefits of this process; o Indifference to community activities; o Failure to understand the civil society’s role and LPA’s unwillingness to cooperate with the local civil society; o Shortage of time; o Unwillingness to move from the identification of the organization’s problems to implementation of practical solutions; o Sometimes proposed events were not realistic, especially when the human capacities of the association were limited to 2-3 people; o Insufficient knowledge, resources and experience and lack of specialized subject- matter trainers; o Lack of internal body/structure that would directly implement the proposals/objections obtained within the assessment; o Low demand for interventions in organizational capacity building from CSOs; o Low involvement of the Board in the CSOs activity; o Lack of written procedures for the CSO activity; o High costs of the training activities organized abroad; o A provider that participated in a training in Romania obtained an European certification, which is not valid in Moldova; o Insufficient trainings organized by professional institutions and undiversified range of training topics; o Most of the trainings in Moldova are not adjusted to the needs and their quality is low; o There is not any accreditation system for providers of organizational development service.

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5.5. Capacity Building of Service Providers Did your organization benefit from training/support in developing its capacities in the last two years?

80% of providers benefited from training/consulting, i.e. support for the development of their own capacities in the last two years, while 20% did not have this opportunity.

The statement of a service provider is eloquent in this respect: “Our organization has benefited a lot thanks to the support of our donors. We submit to every donor information about our training needs and request financial resources to meet these needs and support for team building and institutional development. We do the same in the case of projects that have a separate component for organizational development and require an organizational development plan. This is accepted by donors with whom we have a strong long-term cooperation”.

Organizations involved in providers’ development: CTO CARASENI, CONTACT Center, CICO, ASCENDING Center, Chamber of Commerce and Industry of the RM (outsourcing), Association of Professional Accountants and Auditors of the RM, Open Government Institute, Development Training Consulting (Iasi, Romania), Expert Group, Pro Business Nord and FHI 360.

Topics demanded by the provider (in decreasing order): o Strategic Planning o Advocacy o Results-Based Management o Internal Procedures: Manual for the staff, Code of Ethics, Data Security Policy o Institutional Evaluation o Communication and PR o CSO Management o Equal Opportunities

Donors who supported the providers of organizational development services: o USAID o FHI 360 /MPSCS o SOIR Moldova (Sweden) o HEKS Foundation - Moldova (Switzerland) o AHEAD - Moldova (Norway) o Diakonia Foundation, Czech Republic o Swiss Red Cross o REC - Hungary o East Europe Foundation o International DVV o UNDP o IREX/Novateca o International Federation of Library Associations o Caritas Moldova o Soros Foundation Moldova

The list of donors that supported the organizational development of CSOs was developed based on the surveyed CSOs and authors’ knowledge. Although a separate question if authorities support OD of

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CSOs through their Grant program was not included in the Questionnaire, a few CSOs mentioned that the Government does provide financial assistance. Anyway, the authorities are not reluctant to fund this because of their Regulations, which have to be considerably improved. This could be the topic of another survey.

5.6 Services Required the Most by Providers

What organizational development services are most required by your organization?

The organizations participating in the survey stated that they had required services in the following areas: o Strategic Planning o Fundraising o Human Resource Management/Development o Development of internal procedures of CSOs o Communication, involvement of (social) media and public relations o Financial Management o Social entrepreneurship and provision of paid services o Evaluation and Monitoring at the level of organization, programme/project o Advocacy and Public Policy Development o Diversification of services; Negotiation; Training and Coaching; ToT; Result-based management; Project writing; Project Management; Good Governance of CSOs (Board Development); Legal aspects of CSO activity, including registration of CSOs; o Involvement of volunteers.

Below is the relevant chart.

Chart 3: Organizational Development Services Requested the Most by Providers

The figures (%) show the percentage of the questionnaires which mentioned the above assessed issues.

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Providers requested the following support methods: training, consulting and assistance when needed, and mentoring/coaching for certain areas of organizational development that require qualified, long-term intervention with tangible results.

Each activity of organizational development would have measurable results related to CSO’s institutional development and internal behaviour. Though the questionnaire did not contain a specific question on the applicability of these activities, CSOs mentioned difficulties with the application of the obtained knowledge due to the lack or insufficiency of time, financial and human resources. Various organizations face different challenges. Based on the experience of CTO CARASENI, we may notice the difference between mature and developing CSOs and between their internal systems. However, the findings drawn from the need assessment survey are not enough for a comprehensive analysis, therefore we cannot formulate any recommendations with regards to systems, policies and procedures.

5.7 Sources for Payment for Providers’ Services From what sources are development services covered? Are they paid or free?

The survey found that 80% of the services of participating providers are financially covered, and 20% are provided at their own initiative.

Of the 80% financially covered services, about 90% come from project budgets and are covered by donors, and 10% from beneficiaries' own resources obtained from the provision of certain services, membership fees and other income. Chart No 4 shows the structure of the payment sources.

Chart 4: Sources of Payment for Development Services

Hence, 90% of beneficiaries of organizational development trainings participate for free in workshops or programs and only 10% of them pay a certain fee for the provided services.

The organizations said they do not have a budget for capacity building. In addition, based on CTO CARASENI experience and observations, the trainers’ fees vary (from $80 to $250 per day) from trainer to trainer, and from region to region. Thus, the fees charged by local trainers in regions are lower than in Chisinau. The trainers’ fees are established, considering

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the level (local, national and international) and duration of their experience in organizational capacity building. Because of many individual and contextual (socio- economical) factors, the prices and costs for capacity building services has increased, compared to the last years. However, it worth noting that a specific research in this area was not subject of this survey, so it is not possible to confirm or infirm the above mentioned costs. This could be a subject for a specific market research, targeting the financial aspects of the capacity building interventions.

In any cases, there are few web resources6 for Moldovan CSOs offering capacity development tools (methodology and guidance on organizational growth). Thus, the CSOs should learn by themselves and try to develop their organization with minimum financial resources.

5.8 Organizations that Have the Necessary Organizational Development Capacity/ Experience The participants in the survey were asked to nominate the organizations in the country that have the ability/experience in organizational development/technical assistance. Some of those nominated are: AXA Management Consulting, AIESEC, Students Alliance of Moldova, ASCENDING, CASMED CONTACT Center (Balti), DACIA Center, CICO, CIDO, CCF, Demos, Dictie.md, DVV, Eco-Tiras, CONTACT Center (Chisinau), CONTACT Center (Cahul), Eco- Contact, Expert Group, FHI 360, East Europe Foundation, GUTTA CLUB, HEKS, IDIS Viitorul, Open Government Institute, IPP, IREX, MEM, Motivation, CTO CARASENI, Pro Regional Cooperation, Resonance, SOIR Moldova, Trimetrica (IT), UAP.

As an observation, service providers are both CSOs and companies. The market of capacity building services increased or at least the companies’ name became known. There are no researches on fluctuation of the capacity building service providers or on the profitability of the businesses from this sector. It is worth mentioning that the activity of companies that provide organizational development services depends on the same conditions as CSOs – the market offer. Both CSOs and business are ready to provide paid services to all categories of customers, but in many cases, the organizations (non-profit ones) cannot afford them.

Regarding trainers, the common practice of Moldovan CSOs is to work with local ones, but when the organization cannot find such expert or the existing ones have insufficient experience, they invite foreign experts/trainers.

Chart No. 5 shows the participants’ answers in the survey, including the share of questionnaires that stated the respective providers out of the total number of questionnaires.

6 http://www.civic.md/util.html http://www.fhi360.md/index.php/ro/resources/cso-organizational-management.html http://management.md/resurse-utile/ http://sector.rec.org/index.php?page=dezvoltare-organizationala

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Chart 5: RM organizations that have the ability/experience in organizational development/technical assistance

The figures (%) show the percentage of the questionnaires which mentioned the above assessed issues.

When asked Who are the most demanded organizational development service providers on the market, in your opinion (training, coaching, mentoring, evaluation)? The participants' responses were: o We don’t know; o Training. There was a surplus of such trainings in the RM, with different levels of expertise, which devaluated the idea itself. Development of some alternative forms that could provide a perspective; o CTO CARASENI; o I personally do not value the words “most demanded on the market”, because “demanded” does not necessarily mean quality. I prefer another approach, the best providers in the country, from which I learned a lot, are the following: Gheorghe CARASENI, Nicolae Dumitrescu Academy, CICO, CONTACT Center (Cahul); o ProDidactica NGO, Innovative Solutions LLC, AXA Management Consulting, CARASENI, CICO o CARASENI; o Aliona Turcan; o CONTACT Center, CTO CARASENI, IDIS Viitorul; o Trainings - CONTACT, СICO, CNTM, Coaching – CTO CARASENI; Evaluation – CTO Caraseni, AXA Management Consulting; o Gheorghe CTO CARASENI, Axa Management Consulting, CONTACT Center, Promo-Lex, CREDO; o Contact/CTO CARASENI/CICO; o CTO CARASENI/Ascending/Contact/Open Government Institute; o We don’t have any information; o CTO CARASENI, Contact, CICO;

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o CICO, AXA Consulting, Ascending; o CTO CARASENI; o Gheorghe CARASENI; o CTO CARASENI;

The summary of the respondents’ answers are presented in the chart below.

Chart 6: The Most Demanded Providers of Organizational Development Services on the RM Market

The figures (%) show the percentage of the questionnaires which mentioned the above assessed issues.

Chart No. 6 shows the participants’ answers in the survey, including the share of questionnaires that stated the respective providers out of the total number of questionnaires.

5.9 Strengths and Weaknesses of Organizational Development Services Offered on the Market? As was mentioned above, providers of capacity development services are both companies and CSOs. All of them have both strength and weaknesses. This survey emphasized the role of CSOs as capacity development service providers starting from the most vulnerable point – their own internal development. Thus, it could be said that the “grey areas”, identified during the survey, influence these CSOs7, oftentimes limiting their opportunities.

Civil society organizations will have to determine for themselves how to organize their work and what to improve, on the basis of on the key findings of this survey. We may thus conclude that the CSOs, which provide services, still need comprehensive capacity building support.

7 Please see the explanation at the end of p. 6.1

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The strengths and weaknesses listed below are areas for improvement for CSOs-service providers with a strong understanding that it is more difficult than not to create a service provision system without strong internal structure and functional policies and procedures. This list is only an indication for the interested organizations, and are not mandatory for them.

Strengths and weaknesses of the organizational development services offered on the market: Strengths: o Help improve the management of organizations; o Develop system-based management (policies and procedures); o The teaching material is up-to-date, easy to remember, interesting, and useful; o Competition between providers; o Existence of expertise in certain areas; o The external donors covering the costs for organizational development services; o Organizational development services are provided based on the successful models existing in other organizations in the EU or US; o Services are provided by people from our society, who know our realities; o Help establish the identity and create visibility, high quality services, especially in case of providers (CARASENI CTO, CICO, ASCENDING, Open Government Institute) and mobility to travel in the field, to the CSO offices outside the capital city; o Level of professionalism of some trainers; o Use of international experience in the development of CSOs, development of guides and support materials; o Knowledge of the peculiarities of CSOs in Moldova;

Weaknesses: o Lack of individual approach and consulting services not focused on results; o Trainings are focused on knowledge transfer and to a lesser extent on development of competences, practical skills for organizations; o Often the organizational development is focused on the professional development of staff and to a lesser extent on development of management systems; o Lack of subject-matter specialists with enough training; o Few organizations (CSOs) that are ready to pay for such services; o Such services are occasional; o There are several experienced national consultants in the RM, but some donors do not accept to contract them repeatedly; o Some providers are limited only to the knowledge acquired in the past and do not persevere anymore; o Services are too focused on “how it should be” and less on “what you need to do to make things right”; o Training models are not always adapted to the RM realities; o The quality of services is low to medium, high quality services are practically nonexistent; o The participants in trainings are very heterogeneous in terms of their skills and experience, which affects the effectiveness of learning/development; o Low promotion, we are not aware of an electronic platform with information on providers of organizational strengthening services and new development opportunities;

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o Such services are quite expensive, and projects usually focus on practical actions, rather than on organizational development. o The allocated budget is limited, while the implementation period is lon and the requirements are very high. It is very difficult to find experts to develop the IT infrastructure (e.g. database, website) or to train members of staff in specific areas (in particular fundraising and project management); o Lack of specialized trainers; o Beneficiaries cannot afford paying for services; o The services are not always affordable to smaller organizations, whose financial resources are extremely limited; o There are few providers who work at the community level, tackling the local problems; o Insufficient support materials in minority languages;

5.10 Knowledge/ Skills/ Products/ Systems in the Organization The survey has revealed the following knowledge / skills / products/ systems, existing in organizations:

Field Achievements/Strengths/Qualities Drawbacks/Weaknesses/Difficulties

SP is outdated, and not updated; 64 % of the respondents declared The requirements are different for every donor; that they have Strategic Plans The strategic plan is implemented only Strategic planning (SP) and Action Plans, which are partially; o Existence of SP totally or partially implemented, Lack of performance indicators that would allow o Implementation and assessed and revised. assessing the progress made in each strategic assessment of SP and direction; AP Lack of a single system of indicators, which o Etc 12% are working now on their would allow assessing all CSOs projects; strategic priorities Insufficient resources for implementation; Gaps in management and risk management; 24% do not have yet long term Dependence of external factors/financial strategic plans/priorities resources; Sporadic and sometimes theorized planning; not everyone is involved in planning, and persons in charge of the implementation are not assigned; SP is a grave for CSOs, allowing them to move only within the limits of a closed space; Difficulties in the implementation and assessment of SP/AP; Difficulty in the development of the strategic plan;

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Deficiencies related to the involvement of the 96 % of respondents have Projects Management team; - project declared that they have Project writing is a problem requiring training, development/writing knowledge and experience in the including on how to access external funds; - project implementation development and management of Absence of Results-Based Management; - project assessment projects. The responsibilities for Absence of an internal tool that would regulate - Results-Based project implementation are Management – RBM the project writing process; (planning, implementation, relatively delimited, and CSOs Projects are not results/impact-oriented; monitoring – assessment, have monitoring and assessment Difficulties with monitoring, assessment and reporting) experts. reporting on project outcomes/impact; Difficulties with time/deadline management; 4% declared that they have brief Gaps in media coverage of projects and knowledge in development and communication between partners/ donors/ management of projects. beneficiaries; Inadequate resources for the implementation of projects; Difficulties in involving more donors and distributing resources within one project; Absence of grant writers in CSOs; 44% of the respondents have mentioned that the structure of Most the respondents (56%) mentioned that they Unit in charge the CSO sets out clearly the role encounter difficulties in motivating the Board - Active Administrative of the Board and the Executive, members.

Board/Council; that is why the cooperation is Other 20% - do not have a CEO position in their - Ifferentiation quite productive. Members of the organizational chart. between the Board are relatively active. The President/CEO; - Cooperation between president is a volunteer, elected The rest of deficiencies and difficulties are the Board and the by the GM or the Board, for a related to: executive staff. certain period of time. The CEO - Failure to separate powers between the is appointed for a negotiated CSO President and CEO; period with or without - Unclear distribution of powers and remuneration. The President insufficient cooperation between the chairs the Board that takes Board and the Executive; decisions; the CEO manages the - Ambiguity of the Executive’s powers; team that implements the - The Board does not have persons with decisions, etc. influence;

12% of the respondents have mentioned that they are working on streamlining their organizational structure. 36% of the respondents gave a negative answer to this question.

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Human Resource 16% of the organizations have problems with 76% of the interviewed staff turnover; Management – HRM respondents have declared that However, most of the organizations (56%) have (employed staff) are have a HR policy, they have a shortcomings and need to improve their skills in – Employed staff series of HR procedures, job – Knowledge, skills, assessing the staff performances, and feel the expertise descriptions, performance lack of human resources assessment and – HR motivation, staff indicators. The staff is trained development tools (Personal Development turnover periodically, and the staff Plan). Other shortcomings stated: – HRM/HR development turnover is low. - Poor knowledge and skills in HRM; tools – HRM procedures - Absence of a HRM manager; 24% did not have any employees - Difficulties with staff motivation; – HR performances at the moment of the survey. assessment - Insufficiently qualified staff in development and management of initiatives; - Insufficient knowledge of foreign languages;

Volunteer activity 52% of the respondents have 48% of the organizations do not have – Involvement of declared that they periodically volunteers.

volunteers involve volunteers in project The most frequent deficiencies are: – Motivating volunteers implementation activities, at o CSO does not have a volunteer policy – Types of volunteers different public meetings or for (short and long term) and mechanisms to recruit volunteers; logistical purposes. Volunteers o Insignificant knowledge of CSOs leaders come from the community, about the recruitment and motivation of educational institutions, and/or volunteers; beneficiaries. o Difficulties in motivating volunteers8; The volunteers’ involvement may o Volunteers turnover; last from one month to 3 years, o Active young people want to be while the number of involved volunteer, but lack time; adults are not volunteers may vary from 1 to motivated to participate in volunteer 13. activities; o Poor knowledge about volunteering in Moldova; o Lack of an employee – coordinator of volunteers; o Difficulties with legalizing the work of volunteers. 72 % of CSOs have ongoing The most common difficulties/shortcomings in projects for 1 – 3 years. The the field: Fundraising & Financial number of active projects varies - Lack of a Fundraising Plan and of the sustainability from 1 to 5, and the number of necessary resources for fundraising (92% of CSOs); - Diversification of donors - from 1 to 10. - Lack of a fundraiser or specialist in CSOs income sources 36% of respondents have diverse project writing, these tasks being - Ongoing projects sources of income for CSOs carried on by the leaders of the - Donors Matrix (external donors, public authorities, organization; - Fundraising Plans business entities, fundraising, - Lack of a matrix of potential - Fundraiser economic activity, provision of paid sponsors/donors; - Etc. services) - Lack of financial resources to pay for the fundraiser; 8 % of CSOs have Fundraising Plans

8Some of the participants of in survey declared that it is impossible to motivate the volunteers only with some workshops, trainings, team building activities.

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- Lack of trainings and knowledge in 4 % of CSOs have a Fundraising innovative fundraising methods; specialist and a Donors Matrix. - Lack of time for fundraising.

44% of CSOs have declared that 24% of the CSOs do not have an Operational Organizational processes they have developed most of all Manual with the internal procedures, which – Institutional capacities internal procedures and should be developed. - Administrative documents/policies. procedures / 16% have declared that the current 12% of the CSOs are working on Operational guidance administrative procedures are not relevant and the development of internal - Internal shall be updated. procedures: Communication plan communication Other identified deficiencies and needs: (internal and external), internal - Delegation - Internal policies and procedures are regulations, instructions for the separated and not merged in a single - Etc. implementation of different document. technological processes in the - There aren’t any clear procedures for organization (assessment, monitoring and assessment; development, consulting, etc.) - It is not clear from what sources the CEO is paid, because 90% of the raised funds are earmarked for concrete projects; - Inadequate delegation of responsibilities; Main identified shortcomings that affect the Infrastructure 8 % of the CSOs own their activity of organizations, are: – Office (private or offices. - Lack of training spaces; leased) - Lack of transportation means; 92% lease their offices. - Lack of own offices, and high leasing – Training Room/Conference 94% of organizations have the fees. In some cases, this generates other problems, related to: Activity License, Room necessary logistic and technical conditions for their activity sanitary authorization and Certificate of – Equipment accreditation, which stipulate the – Furniture (equipment, furniture, etc.) registered address of the CSO. It could – Motor vehicles 36% have space for conferences be problematic to change the office, – Etc. and trainings. because the Government authorities monitor the activities annually, and if at 24% of organizations have 1-5 the moment of control the CSO does not cars that their own. have an appropriate office, in line with the quality standards, the Activity License, sanitary authorization and Certificate of accreditation are withdrawn and the CSO cannot provide services anymore to beneficiaries.

84% of organizations have Main drawbacks: Inter-institutional productive partnerships within - Many of the existing partnerships are not relationships the associative sector from the documented; /Partnerships with: Republic of Moldova and other - The relations with mass-media and – Mass Media countries, with the community of public authorities are not sufficient; – Public authorities donors, with central and local - Lack of specialists in public relations; – Associative sector public authorities, with mass - Low visibility of organizations; – Private sector media and occasionally – with - The relations with the community of – Donors community the commercial sector. donors and private sector are underdeveloped.

Development/implement 36% of organizations have or Main drawbacks: ation of organizational have planned and budgeted - Insufficient resources (human and

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strengthening ongoing programs of capacity financial) for the development and interventions/programs development and strengthening implementation of - Trainings for Trainers with mentoring/ coaching and interventions/programs aimed at (ToT) trainings for partner CSOs, have organizational strengthening; - Mentoring/Coaching a team of trainers that - Insufficient ToT, especially - Change management participates in various trainings, mentoring/coaching, etc. provide consulting. - Lack of knowledge in fostering and management of organizational changes.

5.11 Organizational Development Needs

The participants in the survey have been asked to assess the needs for organizational development of their CSOs9. The development needs and the score assigned by participants are presented below, in Chart 7. 1. Fundraising and Financial Sustainability of the organization 2. Development and implementation of organizational consolidation programs 3. Human Resource Management 4. Organizational processes 5. Management of projects 6. Partnerships 7. Unit in charge 8. Strategic planning 9. Volunteering 10. Infrastructure 11. Other fields that have been mentioned: sale of services; public relations; development of skills and capacities in service provision: IT, e-learning, live streaming, management of interactive platforms, photo, video processing, web design, development and administration of database, organization of public events.

There are neither studies nor researches on the number of service providers on the Moldovan market, nor the list of provided services, with very few exceptions. Each service provider – organization - depends on its staff, i.e. involved trainers, experts, consultants and their experience. The staff turnover is a common practice in Moldova, therefore the diversification of services is strongly connected to this. Moreover, many experts and trainers work for more than one service provider, so it is very difficult to establish the areas of services provision.

Chart 7: Organizational Development Needs

9On a scale of 1 to 5: 1– it is not relevant; 2-less relevant; 3-quite relevant;4-relevant;5 –very relevant.

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For the question „Would you be interested and are you available to join the Program of Organizational Development carried on by CTO CARASENI in partnership with the Center CONTACT and supported by FHI 360?” – 92% have answered YES unconditionally, while 8% gave an affirmative answer, but depending on the approached program and subjects, which is an indicator of high interest for the organizations in this project.

5.12 Gaps and Needs of the Associative Sector in Transnistrian Region While the survey was open to all civil society organizations across Moldova, including Transnistrian region, organizations from the left bank of the Nistru river did not participate. In this context, the survey authors, “Apriory” Association elucidated the deficiencies and needs only of the organizations from the Transnistrian region and reflected the findings of the Forum10, which covered the relevant topics.

According to the Forum’s findings, the main shortcomings of the CSOs from Transnistrian region are the following: o Difficulties in cooperation with the Transnistrian authorities; o Low trust in CSOs due to the limited promotion and anti-propaganda of the Transnistrian authorities;

10 Solidarity Lab-Hub Forum was created with the support of European Council, Austrian Agency for Development and Cooperation and Foundation for Solidarity and Partnership.

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o Underdeveloped infrastructure of CSOs; o Lack of any organizational development plans; o Low level of development, evaluation and motivation of human resources; o Staff turnover; o Underdeveloped volunteering; o Knowledge gained during various trainings is not applied; o Lack of strategic planning; o No differentiation between strategic and operational planning; o No segregation of duties within the organizations; o Lack of financial resources, fundraisers and weaknesses in fundraising activities.

The following needs were established for the Transnistrian CSOs: o Development of a common vision on the development of CSOs; o Improvement of the organizational structure; o Motivation and development of human resources, development of appropriate policies; o Development of volunteering; o Strengthening partnerships; o Development (culture) of fundraising; o Developing fundraising plans and grow experts in the field.

5.13 Final conclusions

In the opinion of authors, the survey was an important exercise, which brought benefits both to its owners and the participating organizations, because it reflected a number of aspects related to the development of organizational capacities of CSOs from the country, in particular: identified the most recent and demanded areas of intervention in organizational capacity building; the sources of payments; the players – the main providers of development services; problems/difficulties faced by organizations and providers; achievements, shortcomings and their needs for development, as well as the relevant trends in consolidation of organizational capacities.

The survey identified that the main trends in the consolidation of organizational capacities in Moldova aimed: to stimulate strategic planning and prioritization by organizations; promote monitoring and assessment; improve the management of human, financial resources and projects; develop the internal procedures; adjust the structure, and improve the management of organizations and the financial sustainability of organizations. Progresses haven been undisputably made in these fields, with different levels of achievement among organizations, for example in strategic planning, over 60% of the organizations managed to set priorities, but find it difficult to implement the strategic plan and secure the necessary resources for implementation. Often organizations do not perceive the link and do not ensure the transition between the strategic aspects (included in the strategic plans) and the operational ones (reflected in projects), as the strategic documents are too theoretical. As stated by some respondents, many organizations do not fully understand yet the benefits of organizational development, which is often carried out only because it is a requirement/condition imposed by donors, rather than their own proactive approach.

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In other fields, e.g. human resource management, project management and fundraising, organization progressed significantly, managing to acquire knowledge, develop different operational and managerial procedures, delineate responsibilities in the organizations. The remaining deficiencies are related to: no development tools available to team members; failure to assess the performance of team members; low motivation and staff turnover; low capacities in accessing European funds, lack of fundraising plans and qualified fundraisers, and paradoxically, lack of time to carry on these activities, which could afterwards save time and effort.

In spite of the efforts and investments made, slower and moderate progresses were made with regards to improving the organizations’ governance and developing proper organizational structures. Only about 40% of respondent organizations reported to have a proper functional structure, most of them finding it difficult to distribute the governance and management duties and to improve the activity of their boards. This is a sensitive issue because in order to improve the organizational structure it is often necessary to redistribute the powers and duties, while many organizations have not delineated the duties between their CEO and the President, with the leader of the organisation holding both functions. Respectively, the “externally” imposed requirement to restructure the organization according to the organizational management principles often generates individual and/or organizational resistance to change.

Development of internal procedures is another issue, which although has an increasing trend, is still difficult and cumbersome, because it is complex (includes management, legal, and financial regulations) and is less known to organizations, which often perceive it as a perfunctory requirement imposed by donors, failing to understand its usefulness and applicability.

Whereas, most of the organizations surprisingly defined development and implementation of organizational strengthening interventions/programmes (organizational development plans) as a priority, though it was not promoted systematically and comprehensively in the previous or current initiatives of organizational capacity building, with some exceptions.

Two other issues, which although were stated as weaknesses and difficulties by the participants in the survey, were not identified as development needs: 1) Problems with the practical application of the knowledge acquired during trainings/overcoming the obstacles to organizational changes and 2) Evaluation of performances/effects. In this case, support is required in two areas: Organizational Change Management and Results-Based Management. Both these aspects are recommended in the following chapter – Recommendations.

Analyzing the achievements, weaknesses and difficulties identified by organizations and comparing them with the invoked development needs, we find that most of the organizations detected their weaknesses that require strengthening, such as: fundraising and increasing the financial sustainability; development and implementation of organizational strengthening plans; enhancing the efficiency of human resource and project management, and streamlining the organizational processes.

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At the same time, implementation of good governance and streamlining of the organizational structure are still low on the organizations’ agendas, mainly due to the reasons explained above.

The weaknesses and needs of CSOs from both banks of the Nistru river, identified during the survey and forum, are similar. Anyway, there are some major differences regarding the difficulties encountered by Transnistrian CSOs, such as: working with authorities, limited financial resources, non-friendly legislation, less qualified human resources, management issues, volunteering, fundraising, delineation of responsibilities, etc.

The needs of these CSOs are similar in essence. Preparation of Organizational Development Plans, setting of strategic priorities, improvement of human resource efficiency and diversification of funds.

In conclusion, it is worth mentioning that some of the organizations that participated in the survey suggested certain „atypical” subjects for the associative sector of Moldova, which in our opinion are important and necessary for many organizations, such as: sales, diversified services and the use of IT. These and many other recommendations are presented in the next chapter.

6. Recommendations

This final chapter of the Report on the assessment of the needs of civil society organizations from the Republic of Moldova, contains the recommendations formulated on the basis of the findings and conclusions presented above. The recommendations have been structured in two groups: 1) Recommendations on the areas that require organizational capacity building in the civil society organizations (CSO), and 2) Strategic recommendations for development of partners, mainly for the supporters of civil society strengthening in the Republic of Moldova.

6.1 Recommendations on the Areas Requiring Capacity Building in CSOs Therefore, based on: 1) results of the survey; 2) invoked development needs/preferences of the nongovernmental organizations and service providers, and 3) opinion of CTO CARASENI CTO, interventions are necessary, mainly for the development of organizational capacities of both CSOs and capacity builders in the following fields (which are not presented in order of importance, but rather in a logic order):

 Development of organizational development plans (ODP) to define the overall vision and set a full and comprehensive framework for the organization’s activities, and synchronize it with the strategic plan of the organization. In other words, the projects/programs (stipulated in SP) are implemented in parallel with the organizational development activities (stipulated in ODP). This approach could have several undeniable benefits, because it: 1) narrows the gaps between the organizational objectives and the human resource capacity; 2) synchronizes the implementation of initiatives with capacity development, which will help raising

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financial resources for both processes. It is recommended for the ODP to include properly budgeted interventions in the fields listed below. The ODP should be attached to the SP.

 Efficient governance of CSO. Though important (the survey revealed that most of the organizations (56%) have serious issues in this regard), this area of intervention is not very popular among the organizations, which could be explained by the difficulties related to separation of powers between the President and CEO/Board and the Executive, Board motivation, etc. That is why it ranks the 7th in the top 10 necessities/preferences of organizations.

 Strategic planning. Though it was the most demanded area of interventions aimed at consolidation of organizational capacities (see Chart 3), it is still a priority, because it is the first stage and defining element of the organizational management. That is why, this area needs to be supported further on, as it helps organizations to think outside the box, identify and harness opportunities. The fact that many organizations have gaps in implementing the strategic priorities that they have identified is a normal „biological” stage of the organizational development cycle. It is not enough to only develop the SP. In addition, it is necessary to plan/budget the monitoring and evaluation/revision of SP implementation. Besides, the key strategic partners from certain areas need to synchronize their priorities with the priorities of the donors supporting those areas. To do this, both groups need to define their priorities and exchange information systematically in order to achieve synergy of their efforts.

 Management of organizational changes. Though service providers have not identified expressly this subject as a „need”, they have mentioned the difficulties and issues related to understanding and implementation of organizational changes, which coincides with the opinion of CTO CARASENI. Therefore, more interventions are needed in planning, management and overcoming the individual and organizational resistance in the process of CSO development. Otherwise, many of the members of organizations attend various trainings in different fields, and then they return to their organizations and encounter resistance and difficulties in implementing the knowledge and instruments obtained during the trainings. This decreases significantly the efficiency of civil society’s capacity building.

 Results Based Management. Is another recommendation for the development of civil society organizations, and its elements can be derived from the deficiencies mentioned above (e.g. identification of performance indicators; assessment of performances and effects of interventions in organizations). This would allow organizations to focus not only on the implementation of planned activities and reporting of the „performed” activities, but also on „what has changed as a result of what we have done” and on outputs, outcomes and impacts. In other words, the organizations will focus equally on processes and effects, or changes in the intra- and extra-organizational environments.

 Fundraising, project development and management, and access to European funds. This complex subject will probably never lose its topicality, because it is the cornerstone and a precondition for the civil society organizations to carry out their mission and achieve the strategic and operational priorities. Though many trainings

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have been organized in this area and organizations acquired wide knowledge, it is important to foster the development and implementation of fundraising plans, appointment of fundraising coordinators/fundraisers, development of job descriptions and personal development plans of fundraisers, promotion of the social responsibility concept in the business community, access to European funds, and provision of paid services. Sales of services/provision of paid services are also relevant in this context. All these measures will improve both the organizations’ financial sustainability and fundraising efficiency.

 Development and management of human resources and volunteering. This is another topic frequently tackled during trainings, but implemented with difficulty, especially in respect of staff motivation, development and performance assessment. We recommend including these major topics in the future initiatives aimed to consolidate organizational and personal capacities of the members of civil society organizations. Volunteering is an asset, which civil society organizations should use, as it is an unique benefit, available only to the associative sector, compared to the Government and business sectors. However, only 50% of organizations have reported to involve volunteers in their projects on a regular or systematic base. In the „development needs” chapter, this aspect is underestimated and cannot be found among the development priorities of organizations. The contribution of volunteers is valuable and represents the support of the community offered to an organization, which has a role in the respective community. The approach shall be different when the organization is willing to make efforts to obtain and keep such a support.

 Regulation of organizational procedures. It is not only a technical, but also a complex area, as it comprises rules and procedures from different fields (legal, management, financial). The implementation of this recommendation would make the organizational management more efficient, as a whole, including the management of the human, material and financial resources, and of the organizational processes, which influence the organization’s activity.

 Management of relationships and consolidation of partnerships. Overall organizations have very good results in this area (see the conclusions of the survey), however, there are obvious shortcomings in respect of public relations, use of mass media and raising the awareness of business communities in the field of social responsibility. As a result, most of the organizations have insufficient visibility and do not have a substantial support from the business community.

 Lobby and Advocacy. The extent to which civil society organizations manage to influence the public decision-making process, either at the local or national level, is an important indicator. Even the service providers, who are often involved in meeting the beneficiaries’ needs, should influence the decision-making related to their area of activity.

It is important to mention that the range and consecutiveness of interventions may vary from organization to organization, however, at least these fields are recommended to be included in the Organizational Development Plans (ODP).

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Additionally, analyzing the weaknesses of the organizational development services and the most demanded interventions, "gray areas” could be noticed, i.e. there are many weaknesses that service providers should take into accounting when designing and developing the appropriate services. For example, the adjustment of the organizational development tools to the specific needs of the civil society of Moldova, segmentation of services by participants’ level of development and dividing participants depending on their experience, use of webinars etc.

6.2 Strategic Recommendations for Development Partners These recommendations refer, first of all, to the development partners and supporters of civil society consolidation in the Republic of Moldova, including - without any doubt – the rest of stakeholders and CSOs.

It is important that our efforts - to consolidate civil society organizations, through both thematic programs and some components especially aimed at organizational development of CSOs operational projects – to have a relevant and consecutive logic of interventions, given the development needs of organizations.

In this context, for development partners who have specific networks of organizations or support the development of certain organizations (for example, SOIR Moldova, HEKS, partially – SOROS Foundation, East European Foundation, FHI 360, etc) our recommendation is to request that the application/vision of organizational capacities consolidation be accompanied by ODP, which is a map or „roadmap“, reflecting the destination to be reached by the organization in its course of capacity and skills development. Thus organizations will be able to meet their strategic and operational commitments.

Each program, which supports the organizational development, has specific components. The donors’ community does not have a common approach to organizational development process and the documents to be used to this end. Thus, the organizational development plans do not represent a must for the organizations that receive a financial support from the donors’ community. Anyway, such donors as FHI 360 have supported and required that CSO work on their organizational development plans, which strengthen and direct CSOs towards valuable achievements.

On the other hand, any map is useless if you do not know the point of your location. So it is necessary to trace your course up to the destination point. In other words, the development of the ODP should be preceded by the assessment of the organization in order to identify the baseline situation (the point showing the current location of the organization) and the transformations that are necessary to improve its operational standards, efficiency and impact.

Therefore, these are the key pre-conditions for a consistent intervention in the development of concrete organizations and that is why they are recommended.

Another aspect that must be mentioned refers to the continuous support for consolidation of organizational capacities together with thematic projects for basic fields of organizations. Capacity building is an endless process and not an one-time act, which means that the development of new and more ambitious initiatives and implementation of changes in the

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intra- and extra-organizational context should be permanently accompanied by organizational capacity building, to bring the organization to the next level. That is why it is recommended to budget financial resources for this purpose.

For the development partners, who have programs/projects aimed at supporting the civil society as a whole and not (only) some certain organizations, which are strategic partners (for example, UNDP, FHI 360 – partially, SOROS Foundation, East European Foundation, etc.) our recommendation is to use the findings and recommendations of this survey on the assessment of needs of the associative sector in the Republic of Moldova, in order to identify and stimulate changes at macro levels and influence the corresponding trends in the field, for example, lack of fundraisers in the absolute majority of CSOs may constitute a good opportunity for such programs, which could boost the creation of the Association of Fundraisers in Moldova, which, for example, could become member of the Association of Professional Fundraisers11. This can provide access to professional expertise in the field, which will influence in a positive way the trends of civil society organizations in the Republic of Moldova. This situation is valid for the community of valuators from Moldova, which - in fact – exists, even though, in some post-Soviet countries such as Kyrgyzstan, Ukraine, Georgia or Russia, it exists only as a formality without being registered, operating more as a platform.

Another key and relevant subject for the Moldovan civil society is the lack of certification for providers of organizational development service (as in many developed countries, including, from recently, Romania) – which is recommended to improve the quality standards in the field.

These two tangible and highly relevant initiatives – Association of Professional Fundraisers and a Certification Committee could catalyze fundraising, but donors should not establish them, only support their establishment. Such an intervention requires time, financial resources and a professional approach. Thus, donors can support development of tailored courses (not workshops) on fundraising and valuation, and at the next stage – to encourage the establishment of specialised bodies in both areas and provide capacity development support, including grants to both associations. These bodies would be regarded as the output of the capacity building interventions and would provide tailored services to CSOs.

Anyway, these are just some examples, which are recommended to be included in the action plan of programs for civil society consolidation in the Republic of Moldova, drafted and implemented by development partners. Specific studies on organizational development issues, e.g. incomes of service providers, costs of services provision, Governmental funding of organizational development etc. might give a broader picture to the further CSOs’ development in Moldova.

For the future, the development of more initiatives of this type is recommended, because these initiatives must be directed to identifying the needs of nongovernmental organizations, as well as the corresponding trends, since such exercises may stimulate and calibrate the development of the associative sector, as well as contribute to fostering the spirit of cooperation.

11Association of Fundraising Professionals http://www.afpnet.org/

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Planned roundtables in regions will contribute to the dissemination of the results, and will emphasize the appropriate directions for CSOs’ development. Such events will generate immediately key finding, thus revealing the opinions of civil society representatives, which could be subsequently taken into consideration for future initiatives.

7. ANNEXES

Annex 7.1 ADVERTISEMENT

The Organization for Consultancy and Training CARASENI in partnership with the Center CONTACT (Chisinau), is conducting a Needs Assessment Survey (NAS) of Civil Society Organizations (CSO) in the period of April 15 – 22, 2015. This survey is conducted the “Support to the Local Service Market and to Providers of Organizational Capacity Development Services” Project, implemented by CTO CARASENI and Center CONTACT (Chisinau) under the Partnerships in Moldova for a Consolidated Civil Society program, financially supported by the US Agency for International Development (USAID) and implemented by FHI 360. For additional information see http://fhi360.md/.

NAS has the aim to identify the strengths and weaknesses, opportunities for organizational capacities consolidation, challenges and gaps on the market of organizational development service providers. The survey will identify the needs of CSOs and organizational consolidation services.

At the end of the survey a NAS Report will be prepared, which will contain findings, conclusions and recommendations for the consolidation of organizational capacities.

The report will be made public, placed on-line (on web-sites, information portals) and submitted/discussed in three round tables (in Cahul, Balti and Chisinau). CSOs, providers of organizational development services, and individual consultants/trainers are encouraged to participate in this Needs Assessment Survey, by filling in and sending the Needs Assessment Questionnaire.

The Needs Assessment Questionnaire can be downloaded from the website www.contact.md or here: http://contact.md/new1/index.php/ro/homepage/toate-noutatile/197-studiu-de- evaluare-a-necesitatilor, or requested and returned from/to [email protected] until April 22, 2015. For questions and additional information, please contact Nadia Parasca by email or by phone 0692-86-594.

Annex 7.2 Needs Assessment Questionnaire Introduction Information about the CSO Name of the organization:

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Address: Period of activity: Field of activity: (healthcare, management, community development, disabilities, environment, human rights, culture, etc)

Information about the person in charge (who filled in the questionnaire) Name, surname: Position: Contact data: o email: o Mob: o Skype: ------Key questions related to the background of the needs to consolidate the organizational capacities:

1. What kind of interventions do you implement/have you implemented in the last 2 years in order to improve the organizational capacities? Which are/were the subjects?

2. For whom and how frequent do you implement/have you implemented the respective interventions?

3. Which are/ were the main challenges/difficulties that you had to overcome during your activities of organizational capacities consolidation?

4. Did your organization benefit from training/ support in the development of personal capacities in the last two years?

5. If YES – explain (who, when, whose support)?

6. Provide the names of national organizations that have capacity/experience in the field of organizational development/technical assistance?

7. What knowledge/ skills/ products/ systems does your organization have in the following fields? Field Achievements/strengths /qualities Drawbacks/weaknesses/ difficulties Strategic planning - Existence of Strategic Planning - Level of SP implementation - SP assessment - Action Plan (AP) Project Management - project development/writing - project implementation - project assessment - Results Based Management – RBM - (planning – implementation – monitoring – assessment - reporting)

Unit in charge - Active Administration

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Board/Council - Separation between President/CEO - Cooperation between the Board and the executive staff Human Resource Management – HRM (employed staff) - Employed staff - Knowledge, skills, expertise - Staff motivation - Staff turnover - HRM/HR Development tools - HRM procedures - Staff performance assessment Volunteering - Involvement of volunteers - Types of volunteers (long and short term) Fundraising and Financial Sustainability of the organization - Diversification of CSOs income sources - Ongoing projects - Donors Matrix - Fundraising Plans - Fundraiser/grant writer Organizational processes – Institutional capacities - Administrative procedures / Operational guidance - Internal communication - Delegation

Infrastructure – Office (owned or leased) – Training Room/Conference Room - Equipment – Furniture – Motor vehicles

Inter-institutional relationships /Partnerships with: – Mass Media – Public authorities – Associative sector – Private sector – Donors community Development/implementation of organizational strengthening interventions/programs - Trainings for Trainers (ToT) - Mentoring/Coaching

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- Management of organizational changes. Other fields

8. Assess the needs for organizational development in your organization; use the 1 to 5 scale which is provided below: 1 – not relevant; 2- less relevant; 3 - mainly relevant;4- relevant; 5 – very relevant

1 2 3 4 5

1. Strategic planning     

2. Project Management      3. Unit in charge      4. Human Resource Management     

5. Volunteering      6. Fundraising and Financial      Sustainability of the organization 7. Organizational Processes      8. Infrastructure      9. Partnerships      10. Development and implementation      of programs for organizational strengthening 11. Other fields     

9. Are you interested and available to join the Program of Organizational Development, carried out by CTO CARASENI in partnership with the Center CONTACT and supported by FHI 36012?

Thank you for your efforts ------

Annex 7.3 List of Participants in the Survey No ORGANIZATION LOCALITY 1 CRAION CONTACT - Cahul Cahul town

12The Program of Organizational Development will last for 12 months and will consists of: 1 ToT of 3 days; five workshops of 2 days each, in organizational development, discussion clubs, follow-up assistance for the individuals and organizations involved in the project.

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2 “AZI” NGO

3 “SPERANȚA” NGO

4 PRIMA NGO Taraclia town

5 ”Vdohnovenie” NGO Comrat town 6 ”Vesta” NGO

7 Center of Organizational Training and Consultancy (CICO)

8 “Voinicel” Center of Early Interventions

9 “Center of Legal Assistance for Persons with Disabilities” NGO

10 National Youth Council of Moldova (CNTM)

11 CONTACT Center Chisinau municipality 12 Daria Mandziuc, trainer-consultant

13 Gutta-Club National Center Representative Office of “ HEKS” Swiss Foundation in the Republic 14 of Moldova

15 Association of Librarians from the Republic of Moldova

16 “MilleniuM” Training and Development Institute Razeni village, Ialoveni “Eco-Razeni” NGO 17 District

18 “Woman and Child – Protection and Support” NGO Criuleni town 19 Serghei Lisenco, trainer-consultant

20 CONTACT- Balti Regional Center

21 Pro Regional Cooperation Balti municipality

22 ”CASMED” Center for Home-Based Social and Health Care NGO 23 “Mostenitorii” NGO for children and youth

Alliance of Community Centers for Access to Information and Rezina town 24 Training

25 “DEMOS” NGO Edinet town

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Moldova Partnerships for Sustainable Civil Society

MPSCS CSOs EU Awareness Activities October 2014 – September 2015

To support MPSCS efforts in implementing the EUROPE FOR YOU awareness campaign, 12 MPSCS program partners (11 Engage Program partners and one Support Program partners), seven EU Action partners, Fundatia Est-Europeana–FEE (East Europe Foundation), and its nine subgrantees implemented a range of activities and developed informational materials targeting different segments of the Moldovan population.

MPSCS PROGRAM PARTNERS MPSCS awarded additional funding to the most proactive 12 MPSCS Engage Program (EP) partners and Support Program (SP) partners to carry out activities to reach citizens from their regions. The activities included door-to-door education, public discussions and debates, conferences, press clubs, flash mobs and cultural youth events and many other awareness activities debunking the myths about the disadvantages of European integration. MPSCS encouraged all partners to implement all proposed events under the same slogan EUROPE FOR YOU.

Asociația Presei Independente–API (Association of the Independent Press), Centrul de Jurnalism Independent–CJI (Independent Journalism Center), Consiliul National al Tineretului din Moldova– CNTM (National Youth Council from Moldova), Tinerii pentru Dreptul la Viață–TDV (Youth for the Right to Life) and Tineri si Liberi–TsL (Resource Center Young and Free) conducted nationwide awareness campaigns aimed at increasing the public awareness of the advantages of Moldova’s European integration and explaining how the EU–Moldova Association Agreement and the Deep and Comprehensive Free Trade Agreement (DCFTA) will affect Moldovans.

API informed over 1,797,750 citizens across the country about the process of European integration and EU support offered to Moldova through nine editions of the newspaper supplement "European Objective: Let's talk about Europe" with a cumulative circulation of about 80,000 copies each in Romanian and Russian languages. The supplements were distributed through 19 national, regional and local newspapers, partner CSOs, and Air Moldova Company airplanes. Seventy-four articles were distributed through 12 popular online media, such as www.unimedia.info, www.kp.md, www.noi.md, www.moldova.org, www.gagauzinfo.md, www.Inprofunzime.md, www.allmoldova.md, www.agora.md, www.stirilocale.md, www.ziuadeazi.md, www.ialovenionline.md, www.pentruea.md. These articles described investments of EU in Moldova, planned actions on the European integration agenda. Moreover, API published analyses of EU assistance efficiency for the development of Moldova. Up to 588 residents from rural localities were involved in 20 public discussions on the benefits of European integration organized by API in partnership with local and regional newspapers, and with participation of experts from the Foreign Policy Association, Chamber of Commerce and Industry of Moldova, and the Moldovan State University. Moreover, 157,500 people—readers of the eight national, regional, and local newspapers (Ziarul de Garda, Jurnal de Chisinau, Cuvantul, Cuvantul Liber, Gazeta de Sud, Glia Drochiana, Ora locala, Expresul, Est Curier, Ecoul Nostru, Observatorul de Nord) with cumulative circulation of 45,000 copies, and of the website www.esp.md— were informed about lesser known details or information previously obscured by political campaigns promoting myths and falsehoods about the European Union, through three journalistic investigations conducted by API journalists. In

FHI 360 MPSCS| 202 Ștefan cel Mare Ave | 7th floor | Chişinău | MD-2004 | Republic of Moldova T 373.22.233.000 | T/F 373.22.295.404| [email protected]| www.fhi360.md

Moldova Partnerships for Sustainable Civil Society

addition, API posted 10 EUROPE FOR YOU billboards thoroughout the country to inform citizens about EU assistance offered to Moldova in recent years.

Under the EU component of its project, CJI is raising journalists’ awareness about EU benefits and improving their skills in highlighting EU promotion. Thus, CJI organized three study visits to Romania, Czech Republic, and Hungary for 15 journalists from 13 Moldovan media outlets, including the Gagauz and Transnistria regions. The participants gained unique experience and techniques to cover topics related to the EU and the role of the media in the process of integration into the European community, which resulted in developing and distributing 30 media reports. Due to its well-designed and diverse EU awareness efforts, CJI managed to inform over 1 million Moldovan citizens about the benefits of European integration through two video spots produced and distributed through six local TV stations, 10 produced and distributed fillers, and over 35 journalistic comments published on www.media-azi.md website. The CSO invited the Polish, Hungarian, Swedish, Slovakian, and Romanian ambassadors, and EU delegation representatives to share their experiences of becoming EU members with the students of Journalism Faculty in discussion clubs in the Chisinau School of Advanced Journalism. Moreover, CJI organized two press clubs and five communication trainings where professional and beginning journalists learned how to properly inform the public of the EU integration process.

CNTM is raising awareness of Moldova’s European prospects among youth. CNTM, in partnership with the Ministry of Education, developed a Guide on EU promotion for teachers and youth workers in schools and trained them how to organize Europe Weeks in schools. As a result, CNTM assisted 1,016 schools from Moldova to organize Europe Weeks and 35 districts to carry out Europe Fairs. Through these events, youth, teachers, and youth workers organized concerts, photo and drawing exhibitions, and engaged more than over 237,000 young people. CNTM European Union Week organized in partnership with CNTM in diversified its approach to awareness a school from Edinet, in April 2015. campaigns and organized informal education activities such as contests, interactive games, social theater, creative workshops and discussion clubs in summer schools in seven regions of Moldova for more than 300 children and youth. In addition, as a result of the Europe Weeks’ success in schools, MoE introduced an optional course, European Integration for You, for 10-12 graders (17–19 year olds). Teachers will use the CNTM-developed Guide on Moldova EU integration for their European Integration for You classes.

TDV organized a National Volunteer Week in 134 communities, in partnership with LPAs, CSOs, private entities, and media institutions (around 485 partners). More than 11,000 people from 20 districts attended a series of events aimed at promoting volunteering best practices from Europe. Further, TDV organized a National Volunteering Caravan in 10 districts, with Volunteer Fairs and a cultural program.

FHI 360 MPSCS| 202 Ștefan cel Mare Ave | 7th floor | Chişinău | MD-2004 | Republic of Moldova T 373.22.233.000 | T/F 373.22.295.404| [email protected]| www.fhi360.md

Moldova Partnerships for Sustainable Civil Society

More than 8,000 people attended these activities aimed at promoting volunteering and encouraging them to become volunteers.

TsL conducted three public debates on the benefits of European integration with the participation of civil society representatives. The debates were broadcast live. In follow up, the recorded debates were posted on popular national web portals, such as Unimedia.md and Infoprim.md, and reached 10,723 viewers. The debates covered topics such as the benefits of European integration and risks related to development directions of Moldova promoted by some Moldovan leaders; main aspects and benefits of the EU–Moldova Association Agreement; how the Eastern Partnership Platform functions; how Chisinau can become a modern European capital; European responsibility for a clean environment; recycling and use of renewable energy in the EU; water quality; and how quality of life is promoted and managed in the EU countries.

In south, Contact-Cahul reached an audience of more than 30,000 people by conducting two roundtables, running a 255-kilometer auto caravan and organizing the Europe Day in Cahul. Contact- Cahul trained 750 community outreach representatives from 50 southern localities to promote European integration in efficient distribution of information about Europe. Contact-Cahul focused on regions populated mostly by Russian-speaking EU-skeptics and employed the best young EU promoters able to effectively communicate the EU message in a friendly and welcoming manner. The Europe Day in Cahul was organized in partnership with Cahul City Hall to promote European values and culture by attracting popular Moldovan singers. More than 5,000 citizens, including active CSO representatives attended the event. All events emphasized the benefits of Moldova's integration in the European space.

Asociația Psohologilor Tighina–APT (Association of Psychologists from Tighina) conducted a series of public events in Căușeni district aimed at mobilizing community leaders, LPAs, volunteers, and citizens to promote European values in their communities and support the European integration process. All participants received informational materials promoting the benefits of European integration. Through a video conference, 25 local stakeholders learned how to increase the efficiency of assistance provided to vulnerable groups in Moldova based on European practice in social services delivery and assistance for vulnerable populations. Over 850 local stakeholders actively discussed the benefits of the European integration and myths associated with this process at public debates. Fifty volunteers learned about EU volunteer practices. Around 5,000 citizens learned about these topics through three public debates and a video spot broadcast at local TV station Studio-L and five radio programs that aired at the national Radio Moldova channel.

To inform young people from the north of Moldova about European benefits, Certitudine organized door-to-door EU awareness campaigns in 42 localities reaching about 10,000 people from the northern part of Moldova. To capture youth’s attention, the organization used a variety of activities such as 27 movie nights for about 320 youths and 39 trainings in Erasmus+ program for about 1,200 young people. As a result of its outreach campaign, the CSO directly reached a total of 11,232 people.

Clinica Juridică Universitară–CJU (University Legal Clinic) conducted the EU awareness campaign in 27 localities from the north of Moldova. The organization informed more than 6,000 citizens about the benefits of European integration and involved them in discussions about European values through eight

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field day events, seven panel debate discussions, and a series of informative discussions conducted for students at the Balti State University and in rural schools. In addition, CJU posted five banners promoting the EU values in Balti city for several months.

Casmed organized a wide outreach campaign to expand youth’s horizons and knowledge about European history, cultural patterns, and tradition of EU members in 10 Moldovan . localities from the north. Youth-oriented activities included Hour of Europe events at schools, drawing contests, interactive games and flash mobs. On Europe Day, International Children’s Day and Solidarity Day, Casmed’s team of volunteers organized communication activities in Balti town to promote European values and create positive perception of the EU integration path. Citizens received EU informational leaflets, brochures, and EU country flags. In addition, Casmed organized activities aimed at informing the elderly—organization’s another target group—about EU–Moldova Association Agreement and its benefits. Casmed Team and volunteers raising EU awareness in Taking into account these beneficiaries Balti on the International Children Day, June 1, 2015, Balti. require a special approach, Casmed contracted a local theater to travel around northern localities and gave social theater performances to emphasize the difference in conditions and services for the elderly in Moldova versus European countries. In addition, Casmed conducted informal public debates in 10 project communities to explain and promote the benefits of the EU–Moldova Association Agreement for the Moldovan economy, educational system, health, and agriculture development of the country. More than 10,000 citizens were directly involved in Casmed’s activities.

In the north, Caroma Nord raised awareness on European environmental values of about 5,000 people at the Environmental Forum, exhibitions, and informational campaigns organized by the CSO in 10 schools. Twenty young leaders from 10 communities developed their skills to advocate for environmental issues through a training carried out by Caroma Nord. More than 1,000 citizens from the north districts of the country gained a greater understanding of European environmental values, practices, and standards at International Cleanup Days conducted by Caroma Nord simultaneously in 10 localities.

Fundatia pentru Dezvoltare din Republica Moldova–FDRM (Foundation for Advancement from Moldova) created four EUnits within Soroca Mihai Eminescu Pedagogic College, Bogdan Petriceicu Hasdeu Cahul State University, Comrat State University, and Agro-Industrial College from Riscani. The CSO organized different activities, including workshops, movie nights, and intellectual games for youth from all four EUnits. In addition, the organization produced and distributed five videos on the education

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system in Europe. All activities of FDRM were coordinated with the Ministry of Education. As a result of these activities, the organization noticed that Moldovan youth are more open and less skeptical toward EU messages than the adult population because of the rich educational opportunities in Europe.

FEE SUBGRANTEES Since October 13, 2014, MPSCS has been funding projects through FEE to strengthen popular support for the European integration process. Exploring the linkages available at the national and grassroots levels, FEE continued to build a wide national platform of CSOs that highlighted the benefits of the EU– Moldova Association Agreement and DCFTA and to mobilize popular support for EU integration.

In the reporting period, FEE awarded the subgrants to the following nine organizations: UrmaTa, Pro Europe Center in Comrat, Contact Center in Balti, Dialog Center in Cahul, Transparency-International Moldova, Dialog-Pro, ADEPT, Expert Grup, and Asociatia Businessului European–EBA (European Business Association). The initially proposed grantee, Chamber of Commerce and Industry, failed to provide in time the budget details and requested documents according to FEE and FHI 360 procedures. Therefore, FEE reallocated the budget and replaced the organization with another grantee, the European Business Association (EBA). FEE and its subgrantees encompassed 36 communities with a population over 300,000 people with its activities.

UrmaTa developed four 35-60 minute video testimonials highlighting positive examples of EU Integration from Poland, Estonia, Lithuania, and Romania. The videos are promoted on the http://stiripozitive.eu/ website and will be broadcast on Moldova 1 Public TV starting next year. Based on the testimonials, Urma Ta developed and broadcast four video and radio spots in Romanian and Russian. The TV spots were broadcast 30 times on Moldova 1, Prime, GRT, Jurnal TV, and on six local TV stations. The radio versions of the spot were broadcast 183 times on Radio Noroc and Radio Moldova and Radio Prim from Glodeni.

Pro-Europa Center from Cahul, Balti and Comrat carried out 18 public debates on EU integration processes, actively engaging 724 people from the south, north, and Gagauz Autonomous Region. Participants talked about the provisions of the EU–Moldova Association Agreement, economic development in the EU, consumer protection in the EU, DCFTA and the benefits for the economy and entrepreneurs. In addition, on a weekly basis the Pro-Europa Centers from Cahul, Balti, and Comrat conducted 67 discussion clubs focused on EU integration in partnership with educational institutions; 1,528 students, ordinary citizens, LPAs representatives, academia, local CSOs, and the media participated. The three organizations had developed promotional materials and informed more than 2,000 people about the EU benefits.

Dialog Cahul organized contests in three towns (Cahul, Cantemir, Leova) for students—“European School,” involving pupils from 15 educational institutions. Activities carried out in Comrat were reported on six radio programs (Radio Albena), reaching at least 1,000 listeners per program, and six news articles (Vesti Gagauzii), reaching up to 3,000 people per article.

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Transparency International–Moldova carried out 31 workshops with 908 participants in 15 regions on the advantages of Moldova’s European path. The workshop participants included local public administration, CSOs, business people, teachers, and students. Together with Euro TV and ALT TV, Transparency International–Moldova produced eight TV shows and together with regional companies Albasat TV (Nisporeni) and Bas TV (Basarabeasca), two TV shows were produced at the local level reaching an audience of 625,000 people. In addition, in partnership with JurnalFM, Transparency International–

Moldova broadcast nine radio programs on EU values and rights, and the EU–Moldova Association Agreement. Each Lunch with the Head of the EU Delegation radio show had at least 25,000 listeners. To raise awareness to Chisinau, Pirkka Tapiola, organized by about Moldova’s European path, the CSO developed and Transparency International–Moldova for distributed more than 5,000 promotional materials in winners of Essay Contest, June 24, 2015. Chisinau during the EU Day on May 10. Moreover, Transparency International–Moldova organized an open-air concert in Chisinau to speak about EU– Moldova relations. The event was attended by approximately 1,000 people. The CSO had organized an Essay contest “Toward Europe though Integrity,” conducted for students from Calarasi rayon, involving 26 young people. Seven winners participated at a lunch with the Head of the EU Delegation to Moldova, H.E. Mr. Pirkka Tapiola.

Dialog Pro conducted several meetings with CSO and Trade Union representatives to draft regulations, charts, strategies, and other documents for the Civil Society Platform of over 50 CSOs promoting the EU in their activities. The organization worked to support the CSO Platform “Pro-Europa” and to increase its visibility. The number of members of the platform reached 62 CSOs, a substantial increase from 40 members at the beginning of the project. The platform’s members actively participated in over 80 media programs, including TV shows, radio debates, printed and online media, and developed three statements on the progress registered by Moldova toward EU integration. Dialog-Pro, together with the CSO Platform Pro-Europa conducted three events with 51 stakeholders, focused on EU integration: one seminar attended by 11 participants, one roundtable that engaged 20 participants, and one training with 20 participants. In addition, Dialog-Pro, supported by members of CSO Platform Pro-Europa, continuously updated and published materials about EU–Moldova bilateral relations on the web platform www.infoeuropa.md, including 52 articles, 31 publications, 377 translations and summaries, and 141 documents on EU assistance reaching 39,762 users.

Expert-Grup together with its partner organization ADEPT had been monitoring the performance of the authorities in implementation of policies from 2005–2014, prior to the signing of the EU–Moldova Association Agreement, as well as after the signature of the Agreement between July 2014 and July 2015. Expert-Grup together with ADEPT organized a public presentation of the Progress Report “Moldova in

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the Eastern Neighborhood Policy: 2005–2014.” According to the document, between 2005 and 2014, Moldova saw progress in terms of European integration—signing the Association Agreement, visa liberalization with the EU, ensuring more respect for human rights, providing e-governance, IT sector, and social services’ reform. However, major weaknesses remain in a number of sectors, particularly in fighting corruption, the banking sector, implementation of EU quality standards, and the energy sector. Therefore, despite some progress, rampant corruption, politicization of the public sphere, and poor performance of public institutions indicate that in the last 10 years reforms have been promoted under external pressure, with little ownership and limited political will to reform. The findings and recommendations, reported by 17 media outlets, were submitted to the government. The second report, “Euromonitor: First Achievements and Difficulties in Implementing EU–Moldova Association Agreement” was launched and covered commitments undertaken by national authorities in 23 political areas, 15 fields related to economic and sector cooperation, and 10 fields related to DCFTA. In total, 765 actions were to be implemented within the National Action Plan under the EU–Moldova Association Agreement. Out of the total actions, 21% (161) were completed, 68% (520) are still being implemented, and 11% (84) failed to be implemented. The findings and recommendations, reported by 28 media outlets, were submitted to the government. In addition, Expert-Grup and ADEPT published and disseminated in July 2015, 1,006 copies of “Guvernare și Democrație” analytical magazine, as well focused on progress of Moldova toward EU.

In the last month of Year 2, FEE awarded a project to EBA focused on improving the level of awareness and knowledge of the private sector representatives on DCFTA and Foreign Trade onto the EU Market. The project started with a two-day training on financial and taxation issues under DCFTA implementation for 63 participants from the business community.

EU ACTION GRANTS PROGRAM Under the EU Actions Grants: Civil Society Support for Moldova European Integration Grants Program, MPSCS selected two media outlets and five CSOs to raise awareness of the benefits of European integration and mobilize community support for the European path of Moldova during one year.

Asociatia “V.I.P.” a Telejurnalistilor Independenti din Republica Moldova–ATVJI (Association of Independent TV Journalists) traveled in six communities from Moldova (Glodeni, Falesti, Sangerei, Comrat, Cahul, and Hincesti) and filmed people’s concerns about agriculture and the difficulties for agricultural producers, role of local public administration, how to fight corruption, community development, and concerns about losing national identity as a result of European integration. To tackle all these concerns, ATVJI team traveled to three EU countries (Slovakia, Poland, and Czech Republic) and filmed EU answers to Moldovans’ fears. At the end of Year 2, ATVJI broadcast its first reportage on national TV station Moldova 1 covering people’s concerns related to fruit and vegetable production, reaching an audience of over 100,000 people. ATVJI team received a positive feedback from the public, and was contacted for additional information about agricultural models in EU and contacts of filmed producers.

Moldova Fruct organized a study visit to Poland for 16 fruit producers, members of the Association. The visit was focused on marketing and lobby tools for fruit producers, and included discussions about the technological issues and about the advantages and benefits offered by the EU policy for fruit production

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industry; visits to small fruit processing companies; visits to fruit marketing cooperatives and producers groups; and meeting with the President of the Polish Fruit Producers Association. After the study visit, the CSO conducted four regional workshops in Edinet, Briceni, Floresti, and Ungheni. The workshops were attended by 115 fruit producers, and they discussed situation of fruit production industry in Moldova, challenges faced by the farmers, and support received by Moldovan farmers compared to their colleagues from the EU. Moldova Fruct developed an assessment on the “Advantages and benefits of European integration for Moldovan fruit growers” that was presented and discussed at the workshops. The assessment highlighted that fruit producers can diminish their dependence on the CIS (Commonwealth of Independent States) market and increase their competiveness in the EU market by modernizing post-harvest infrastructure, investing in new breeds of apples, plums, and other fruits, and creating local partnerships. In addition, the EU can offer not only a distribution market for fruit exporters, but also possibilities for funding, access to new technologies and research, and cooperation with European counterparts.

Reprezentanta din Republica Moldova a Centrului Roman de Politici Europene–CRPE (Moldovan Branch of Romanian Center for European Policies) developed brochures, leaflets, and a video spot on EU standards versus GOST standards (Russian acronym for state standards). The materials were developed with active participation of the National Institute of Standardization. The CSO organized an open day event at the National Institute of Standardization that was attended by 126 participants. Representatives of private sector, academia, students, CSOs, national institutions, and the media participated in the event. The CSO also developed a support guide on inclusion of European standards in teaching activities of higher education and vocational education institutions, and a draft of curricula on standardization as a subject taught at the bachelor’s level. The support guide was developed in consultation with academia, CSOs, and other interested institutions in the framework of a roundtable. The feedback received will be used to adjust the support guide and promote it to the Ministry of Education. At the same time, at the end of Year 2, CRPE started information campaigns to promote European standards, organizing one campaign at Technical University of Moldova. The information campaigns will continue next year at another four universities.

Interact Media raised awareness of more than 65,000 citizens on EU benefits and opportunities through success stories, infographics, and TV shows. Interact Media produced and broadcast live on www.agora.md website five success stories promoting entrepreneurs that export in the EU market and were seen by 11,789 people. Also, the media outlet produced and broadcast on the same website four TV shows explaining how Moldovans will benefit from the EU–Moldova Association Agreement. The TV shows were watched by 3,701 people. In addition to this, Interact Media launched the module “to-do list” that monitors Moldovan Government’s progress in fulfilling commitments of the Action Plan of the EU–Moldova Association Agreement.

Another selected media outlet, Pro Media, filmed and broadcast 11 TV programs about benefits of the EU–Moldova Association Agreement from local and regional perspectives reaching an audience of about 500,000 Moldovans. Pro Media invited representatives of the Moldovan government, civil society, and businesses to share their vision and understanding of the topics discussed at the TV shows. All these TV programs were broadcast by other local TV channels: Art TV (Straseni), ATV (Comrat), Bas TV (Basarabeasca), Canal X (Briceni), NTS (Taraclia), Sor TV (Soroca), and TV Prim (Glodeni).

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Perspectiva built the capacities of youth from Cahul to promote European integration through the social theater. Perspectiva created the EU-promoters Youth Club consisting of 20 young people who were trained on how to convey the European integration message through a social theater. The group put on social theater performances and conducted door-to-door campaigns in 20 south localities of Moldova. More than 800 people were involved in social theater plays and discussions about the EU–Moldova Association Agreement, and formed a better understanding about Moldova’s current situation and the benefits of Moldova’s integration into the EU.

Contact Center’s campaigns targeted the 10 biggest towns from north and central Moldova: Straseni, Edinet, Donduseni, Ocnita, Briceni, Hincesti, Ialoveni, Riscani, Telenesti, and Calarasi. Contact Center involved the best experts who moderated 20 public debates in the above localities aimed at informing public opinion leaders about the impact of the EU–Moldova Association Agreement on citizens. During the debates, the Contact team presented information supported by print materials on successfully implemented European projects in these communities. More than 1,000 participants asked questions and expressed their ideas and concerns about Moldova–EU integration path. To consolidate the success in these towns, the grantee conducted five public exhibitions to present EU-funded projects to a larger public in highly-traffic public places. The public exhibitions reached an audience of more than 2,000 people.

Below are listed a few results of the EUROPE FOR YOU campaign:

- As a result of the study visits to Prague, Bucharest, and Budapest organized by MPSCS grantee Independent Journalism Center, 15 journalists produced a series of 30 reportages on European integration issues, which were broadcast on radio and television and/or published in online and print media. As opinion leaders in Moldova, these journalists shared their positive experience and impressions about the EU to their readers and followers, thus contributing to the popularization and acceptance of European values. Reporter Natalia Barbier of the Media Center in Transnistria, who participated in the study visit to Prague, later wrote in her article, “What are European values? I do not think there is a document that lists them. But as you walk the streets of Prague and talk to people, you can feel how norms are working. People trust each other. They do not feel servile in relation to those in power. There is equality.” (http://mediacenter.md/publikacii/465-kak-rabotayut-nepisanye-pravila.html).

- CNTM and its partners, including the Ministry of Education, Ministry of Youth and Sports, and Ministry of Foreign Affairs and European Integration were pleasantly surprised to find out the teachers from the Russian-language schools were equally active and enthusiastic in organizing Europe Weeks in their institutions. “In Comrat, the capital of the Gagauz Autonomous Region of Moldova, students organized very original activities. Many teachers mentioned they would continue organizing EU weeks in the coming years,” noted Adrian Balutel, the Vice President of CNTM. “EU weeks organized in my school helped me make a decision about my future. I realize that now there are more opportunities available to me personally, offered by the EU. I will talk with my parents about these possibilities,” confessed Alina Caraiman, a student at the “Mihai

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Eminescu” High School in Cimislia and one of the 200,000+ Moldovan students who actively participated in the public discussions on European Union.

- Contact-Cahul trained 50 people as community mobilizers, who reached 15,000+ residents in the south, including ethnic minorities (Gagauz, Russians, and Bulgarians). It is important to mention that 90% of localities covered by the grantee’s EU activity elected EU-oriented mayors and councils through local 2015 elections. Cahul town designated a pro-European mayor for the first time in 16 years of Communist party rule.

- After attending the FAM project activities, young people displayed more openness and enthusiasm about EU integration and reported improved understanding of the EU integration benefits. For example, one participant of an outreach activity held in Soroca applied for a three- week spring school organized by the Pestalozii Foundation in Trogen, Switzerland, mentioning that the outreach activity helped him truly understand the essence of intercultural dialogue. Another young participant of the “EuroCivic” workshop aimed at raising awareness about EU integration and benefits among the younger generation realized that he should develop his CV and understood how to fill in the Europass form. As result of the European Sunday events held on May 10, at least five young people subscribed to receive the newsletter on the EU-funded ERASMUS+ academic exchange program. After attending intellectual games events organized by FAM on European issues, five young people from Soroca formed local teams for Intellectual Games. Not only do these teams compete locally, but they also attend the national championships organized by the Moldovan Club of Intellectual Games.

- After the "European Week " organized by CNTM in schools, more than 20 teachers and directors of different institutions across the country requested informational materials from MPSCS to help them organize European weeks in their schools.

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