Capacity building
Goal 4 of our Strategic Plan: strengthen CECOE and member CSOs’ capacity for effective delivery of its missions. We invest in CECOE’s own systems, in regional structures that bring the Secretariat closer to members, and in the skills and funding members need to run their own projects.
Why it matters
A coalition is only as strong as its members
Most of CECOE’s work, from voter education to observation, is delivered by member organizations across the country. Their skills, systems and reach decide what the coalition can achieve.
CECOE has grown from a two-person secretariat to a professional team with its own systems, and it now invests in regional focal organizations and member CSOs so that capacity is spread across every region.
How we work
- 1Stronger systems
HR, finance, procurement and safeguarding policies, a salary scale, an M&E system and the Strategic Plan 2023–2027.
- 2Regional structure
21 regional focal organizations, selected through open calls, coordinate CECOE’s work closer to members.
- 3Skills for members
MEPA scholarships, training of trainers, peacebuilding training and support to produce organizational manuals.
- 4Joint projects and sub-grants
A sub-granting manual lets CECOE channel funding to members for voter education, peacebuilding and civic innovation.
Programmes under goal 4
Objectives 4.1 to 4.4 of our Strategic Plan, and the projects that deliver them.
Improve the institutional capacity of CECOE.
Increase the technical and institutional capacity of member CSOs.
Strengthen and sustain the CECOE, Board and member CSOs relationship.
Increase jointly run projects with member CSOs.
NDI · Irish Aid · 2021–2025Objective 4.1
Building CECOE’s institutional systems
From a two-person secretariat in 2020, CECOE has put in place HR, finance and procurement manuals, a salary scale, the Strategic Plan 2023–2027, an M&E system, a Board-approved sub-granting manual, a database of member organizations and digital tools for observer and member management.
2022–2023Objective 4.1
A strategic plan built with members
The Strategic Plan 2023–2027 replaced the first plan (2020–2022). It was shaped by consultation workshops with members in Addis Ababa, Hawassa and Bahir Dar and validated on 8 November 2022 by more than 40 member organizations and stakeholders, then approved by the General Assembly.
Irish Aid · EU via ECES · 2023–2026Objective 4.3
Regional Focal Organizations
Member CSOs coordinate CECOE’s work in their regions, including ACSOT in Tigray, SONSAC in Somali, RLDO in Sidama, the South Ethiopia Teachers Association and the Dire Dawa Civil Society Network. In 2025 an open call to members, scored on role, coverage and election experience, added 12 more, so every region now has a focal organization.
Member scholarshipsObjective 4.2
Master of Electoral Policy and Administration (MEPA)
Scholarships that let staff of member CSOs earn a specialised master’s degree in electoral policy and administration.
ECES · FCDO · AFD · Irish AidObjective 4.4
Sub-grants and joint projects with members
Using its sub-granting manual, CECOE channels funding to members for voter education, peacebuilding and civic innovation, with orientation on grant management, reporting and safeguarding.
GovernanceObjective 4.3
General Assembly, Board and learning
Annual General Assemblies, a seven-member Executive Board with new rules of procedure and an advisory committee, and lessons-learned workshops after each mission in Arba Minch (2023), Hawassa (2024) and Bishoftu (2026).
GIZ · EU with NIMD · FCDOObjective 4.2
Training for member organizations
Trainings of trainers and cascades for member staff on civic education, women’s political participation, observation methodology, early warning, grant management and M&E.