We worked with more than 300 partners


We supported projects in 65 countries


We distributed grants to 239 development and information projects

We started implementing our organisational change project, Going Glocal, decentralising our operations and increasing cooperation between our offices.


We increased our presence in Somalia with new offices and by launching the Somalia Sweden Business Programme (SSBP).


We rolled out Wajibu Wetu, our biggest programme in Kenya so far, reaching communities in the country’s most marginalised areas.

We received a medal of recognition from the Prime Minister of Cambodia for our work on the protection of natural resources.

We built capacity among grassroots organisations in the conflict-hit Caquetá region of Colombia, to increase their involvement in the peace agreement.

We developed a model with a conflict-sensitive, gender- and human rights-based approach to strengthen the peace-building capacity of community-based organisations.

We supported global development both through our own
development cooperation programmes and through
sub-granting to partners




Forum Syd’s sub-granting mediate funds to Swedish organisations that conduct development and information projects
in cooperation with local civil society organisations across the world. The results of these development cooperation
acivities are then aggregated through Forum Syd’s results model shown below

STATS-1                                                                                                                                                             (click for larger version)




Forum Syd’s development co-operation activities are pursued through the channelling of grants
to Swedish organisations and the support of local organisations on the ground.






infografik skiss.indd

Forum Syd is engaged in hundreds of projects around the world, and despite the multifaceted nature of our operations, we are united in our Theory of Change, which is illustrated to the right. This is how we believe long-lasting change can be achieved, whether it be reducing illegal fishing in Cambodia, enhancing democracy in a village council in Kenya, or lobbying EU politicians to promote justice. Change has many faces. Our Theory of Change recognises this by illustrating the wide variety of actors, instruments and changes.


When we plan our projects, our Theory of Change guides us to encompass the complexity of social change. Which actors should we work with? What action do we want to take? In one country, the most effective way to contribute to positive change might be to focus on people marginalised by the prevailing power structures – the rights-holders. In such cases, our mission is to raise awareness among marginalised people on their rights and to strengthen them in their fight to be treated equally. In another, civil society organisations might need support in demanding change from duty-bearers or other actors in control of power . Further cases might require the need for advocacy towards duty-bearers, urging legislators to introduce a new law or companies to respect human rights in their operations.


No matter whom we work with on a project or where we do it, we always work from the human rights perspective enshrined in the UN framework for human rights. We analyse power hierarchies to identify who and which structures have the power to restrict or extend access to human rights. Because each country has its own specific conditions and need for change, we analyse, identify problems, set objectives, and design activities on the basis of the geographical and thematic context in which a project is to be implemented. To ensure the maximum impact and sustainability of our projects, we establish strategic partnerships at both a global and a local level with not only civil society organisations but also the research and commercial sectors.


Change can be achieved on many different levels. To make the results we achieve in a project visible and concrete, we evaluate it with the help of our Theory of Change and Results Model. On a personal level, change can apply to attitudes, values, beliefs or behaviour. On an organisational level, it can be  new relations and methods, or increased capacity and influence. As for duty-bearers or other actors in control of power, change can mean new approaches to equality, the environment and human rights, or perhaps the introduction of a new law or the enforcement of an existing one. Evaluations made on the basis of our Theory of Change and Result Model help us concretise the outcome of our activities and allows us to secure effectiveness of our efforts 


Contact Us

Learn more about how you can support our work.