The survey aimed to assess CBOs’ experiences with Firelight's systems, processes and interactions, focusing on transparency, accountability and partnership effectiveness. The survey targeted 28 CBOs and achieved a 93% response rate (26 respondents). Follow-up phone interviews were also conducted with 12 randomly selected CBOs to provide deeper insights. The survey provided invaluable insights into how we can continue to strengthen our collaboration with the communities we serve.
The CDSC approach was widely lauded for fostering community ownership and sustainability. CBOs highlighted how this model has empowered them and their communities to identify their own priorities thus fostering ownership and sustainability. According to one respondent:
“What we used to do before working with Firelight: we were imposing things on the community which we felt they were lacking, without consulting the community. Now, with CDSC, we do things which the community wants. The community likes this approach because it is theirs and they become part and parcel of the project, because their input is there. The community has understood the project and they like it very much because it comes from them. Involvement and participation of all stakeholders at all levels of the project brings change in the community, which is relevant, impactful, and sustainable.”
At the same time, CBOs noted some challenges, for example, that the approach was sometimes slow to adopt, with communities initially expecting grants without a process of participation and priority setting.
Whilst over 85% of partners found the grantmaking process clear and timely, some expressed concerns about the back-and-forth revisions required for proposals and reports.Suggestions included more capacity strengthening in report writing to streamline the process. Partners highlighted that grants were generally disbursed on time. Exchange rate losses were noted – this was due to currency fluctuations.
About 85% of CBOs reported that the trainings led to sustainable improvements. Training in areas like child protection, monitoring and evaluation, and resource mobilization were noted to be particularly impactful by the CBOs. However, some CBOs requested more in-person sessions as well as tailored training to address specific organizational needs.
Firelight’s multiform mentorship model, in which four to ten CBOs form a community of practice, was applauded for fostering collaboration and shared learning among CBOs. While the model’s Coordinating and Representing Partners’ roles were appreciated, some CBOs felt they weremore administrative. They also suggested rotating the roles to ensure all organizations benefit equally.
Firelight staff were commended for their openness and for being respectful and supportive. CBOs appreciated the flexibility and willingness to listen to their concerns. According to one respondent:
“The kind of relationship we have has been good. It’s not teacher to student but about partnership, not donor to implementing partner. With that kind of relationship, there’s an open way to communicate.”
There was a call for more in-person visits to deepen understanding of local contexts.
Firelight remains dedicated to listening, learning, and evolving so that we can better collaborate with our CBO grantee-partners and the communities they serve.
This feedback is instrumental in ensuring that Firelight lives our values and it is helping to shape our next steps. We are committed to addressing the areas for improvement highlighted in the survey and we are continuously reflecting on ways to strengthen our feedback mechanisms.
