As part of Search for Common Ground’s (Search) organization – wide strategy, the Greater Lake Chad (GLC) region was identified as one of twelve transnational conflict geographies in which Search will focus its efforts over the coming ten years. This summary lays out Search’s comprehensive strategy for the GLC region, composed of the countries bordering the Lake Chad Basin, including Nigeria, Niger, Chad and Cameroon. The multidimensional and transborder dimensions of conflict in the region demand a holistic, regional programmatic, and operational strategy.
This paper draws on the expertise of African researchers and practitioners to examine the transnational dimensions of farmer-herder relations across the Western Sahel and the Lake Chad Basin. As conflicts between these two communities escalate in the region, it is vital for all stakeholders to coordinate and advance sustainable solutions to mitigate and prevent further violence. This brief finds that demographic and ecological changes are straining already-stretched governance capacities in many areas of West Africa, and proposes a number of recommendations for international, regional, and national actors.
Between June 2011 and June 2014, Search for Common Ground (SFCG) implemented a three-year project, in partnership with the Association des Editeurs de la Presse privée au Tchad (AEPT) in 3 large cities of Chad (N’Djamena, Moundou and Sarh). The overall goal of this project, financed by the European Union, was to reinforce capacities of the media sector so as to promote social dialogue, development and citizen participation. The main objectives of this final evaluation were to evaluate the project’s effectiveness and impact, through a mix of methods: individual interviews with journalists, media managers and project manages, a micro survey with 600 respondents, project document analysis. Results have shown that overall effectiveness and impact of this project have been low. Key recommendations were made for SFCG when it aims at implementing a project in a country without having an office and mainly through a partner. The latter include: 1) Have precise criteria to choose executive partners of projects that SFCG cannot directly implement; 2) Assess partners’ capacities when designing the project so as to better share responsibilities; 3) Either monitor the project ourselves or coach and follow up on the partner to ensure a monitoring system is implemented and used.
Discover why this project’s effectiveness and impact are low and how to prevent it for a next similar SFCG project, by reading the full report available below.
From June 2011 to June 2014, we implemented a project with the support of the European Union, to strengthen local media in Chad with a larger goal of helping to foster local development and good governance. Despite tremendous oil resources, Chad remains one of the poorest countries in […]
