Evaluation of the efficiency of activities and functioning of the Réseau Ressources Naturelles network organization

Background:
Réseau Ressources Naturelles (RRN) is a network of some 300 environment, development and human rights organizations present in all DRC provinces. The Rainforest Foundation Norway has supported the network since 2004. The objective of RRN is to contribute to good governance in natural resources management in the DRC and the promotion and recognition of local communities and indigenous peoples’ rights.
1. Assess the consistency and relevance of the network’s objectives and the adequacy of its activities
2. Evaluate the financial strategy of the network
3. Evaluate the involvement and responsibilities of each organ of the network (coordination, national committee, provincial and territorial focal points, member organizations)
4. Assess internal rules and regulations
5. Evaluate internal communication

Methodology:
First phase: planning of the evaluation; document analysis.
Second phase: collection of data in Kinshasa and 3 provinces (Equateur, Orientale and Kasaï Oriental) by means of interviews, direct observation, and focus groups. Target groups: RRN provincial and territorial focal points, member organizations, the executive, control and administrative organs of the network; the network's public partners; the member organizations' technical and financial partners (RFN, 11.11.11., IUCN NL et Global Witness) and RRN’s auditor ECAUTEF.

Key findings:
- RRN is a very influential actor in the civil society movement and is respected as such by national and local authorities.
- RRN’s member organizations in provinces generally have a good understanding of RRN’s vision and objectives.
- Thanks to its many members spread across the country, RRN is a very efficient institution in terms of monitoring resource uses and community rights violations.
- Internal networking activities are very necessary to maintain all members at a same level of understanding but since 2010, this networking has been weakened by lack of financial means.
- The communication within and between RRN’s organs could be improved but is rather satisfactory in regard to the high number of member organizations.
- There is a wide discrepancy in technical and financial capacities among RRN’s member organizations.
- RRN’s strategic plan entails 8 distinct objectives with no clear prioritization.
- RRN has chosen to concentrate its efforts on addressing national reforms in the forest sector. This strategic decision was partly influenced by the priorities of RRN’s international financial partners.
- The majority of its members would like RRN to invest more in local community projects, while the coordination focuses almost exclusively on national advocacy work.

Recommendations:
- During the next General Assembly, RRN should review its objectives and prioritize them.
- RRN should develop a 5-year strategic plan which should be better articulated with member organizations’ individual plans.
- RRN should initiate a review and an update of its internal rules and regulations.
- RRN should internally discuss and clarify its position regarding local community projects.
- RRN needs to mobilize new funding sources to sustain good internal communication and networking activities.
- RRN should invest in capacity building activities for its members.

Comments from the organisation, if any:
Nothing additional.