CIVIL SOCIETY STRENGTHENING PROJECT (CSSP) BOSNIA AND HERZEGOVINA ORGANIZATIONAL CAPACITY ASSESSMENT REPORT FOR ZENE ZENAMA.

Transcription

1 CIVIL SOCIETY STRENGTHENING PROJECT (CSSP) BOSNIA AND HERZEGOVINA ORGANIZATIONAL CAPACITY ASSESSMENT REPORT FOR ZENE ZENAMA October 2014 Prepared by: Elizabeta Markovska Spasenoska Dimitar Spasenoski

2 About Zene Zenama (ZZ) Zene zenama is a self organized membership-based women s group that contributes with its actions in the fields of women human rights towards and development of the civil sector in Bosnia and Herzegovina. The organization is established in order to provide support from women to the women, which is stipulated in the name of the organization. In this regard all activities and actions undertaken by the organization pay special attention to the women and contribute to: - Decrease of the discrimination and violence against women - Strengthening the approach of the women to the justice - Increase of the women participation and role in the decision making processes The main implementation strategies include support, education, and research, publishing and public acting/advocacy. The organization work is organized following the principle of team work, and by obeying the feminists approaches in creation of the goals. Other principles of the organization include good communication, transparency, partnership, solidarity and motivation. The organization has functional Assembly consisted of 254 members. The organization has proactive approach towards membership in various networks of organization on national as well as international level. Furthermore, the organization has proactive approach to the institutions in the process of policy creation and implementation and plays a watchdog role in regard to the implementation of the regulation 1325 for adequate representation of the women in politics. Overview of the Organizational Capacity Assessment (OCA) methodology and process The OCA methodology applied with all 22 NGOs partners in the CSSP has been based on the self-assessment approach combined with the consultants input and facilitation. The six-step methodology (please see Annex 4) offered a structured outreach and participative process encompassing the key organizational categories subject of the assessment. The methodology has been operating through a toolkit consisted of specific instruments that measure the current state of affairs within the organization and also are enabling comprehensive input by all relevant stakeholders. The findings from the cross-analysis of compiled information consists the base for an informed decision making regarding further capacity development needs of the organization. At the very beginning of OCA process the partner CSOs established OCA teams responsible for the self assessment. The consultants conducted a one day orientation workshop to introduce the partner CSOs with the methodology and the OCA toolkit. After the initial self-assessment by the organizations the consultants conducted half/one day workshop with each of the OCA teams to discuss and review the self assessment findings and develop a priorities list. ZENE ZENAMA assembled representative OCA team consisted of 7 members from the organization including the President of the Assembly, member of the Council of beneficiaries, President of Advisory board and the Executive office represented by the Executive Director and Program Coordinators and a volunteer. The team conducted all the steps within the OCA process E. Markovska Spasenoska and D. Spasenoski Page 2

3 as follows: the Stakeholders survey, SWOT analysis of the organization, the self assessment matrix and the organizational Lifecycle. During the joint workshop with the consultant Zene Zenama developed the final list of priorities with baselines and targets. Key OCA findings The OCA Index derived out of the ZENE ZENAMA Assessment Matrix is 2.73 and is result from all average scores calculated for the 10 OCA categories. The value of the index positions the organization near level 3- good development pace. Each OCA category is comprised of different number of specific indicators that closely describe separate organizational development aspects 1. The lowest average scores on category level are: for Category 4 Advocacy capacities and monitoring public policy implementation, for Category 7 Governance and structure, and for Category 9 Finance and administration. The highest average cores on category level are: for Category 1 Strategic management, for Category 3 Project management, for Category 8 Human resources, and for Category 10 Media and PR, These average scores served to direct the organization in selection of their development priorities, while the detailed capacity building plan is based on the specific findings for those indicators that have lower scores. Category 1 Strategic management ZENE ZENAMA has defined mission and vision that have been developed in a participative manner and revised several times to date. The last strategic plan has been developed in The strategy is not operationalized into integrated annual work plan that would involve elements such as PR, capacity building, budgeting etc. The organization does not have fundraising strategy in place and clear projection about the possible financial sources in the next few years. The finances predominantly come from foreign donors. One small part of the income is secured by provision/membership paid by those members who receive honoraria for their input in the implementation of activities. Currently, there is no impact assessment system at strategic level. The M&E system is applied on project level. Category 2 Relations with membership and target groups ZENE ZENAMA has a definition of the membership and target groups that is stipulated within the organizational documents. There is no specific Strategy for maintaining their membership base. The contacts with the membership are established through mail communication, direct 1 For more details please see Annex 2 ZENE ZENAMA Assessment Matrix E. Markovska Spasenoska and D. Spasenoski Page 3

4 visits and various project activities. The needs identification process is not conducted systematically and regularly. There are some tools for needs identification such as evaluations, survey questionnaires, etc. Membership outreach is conducted through established communication channels using surveys, meetings, evaluations, trainings, but in most cases current members contribute in further animation of new members thus expanding the membership base. Category 3 - Project management ZENE ZENAMA has project planning approach that mainly follows the project cycle stages. There is no specific written procedure and approach. The human resources and their capacity in terms of project planning are limited. There is no specific internal manual or procedure in regard to the project implementation. The rules applied are those of donors and the legislative obligations. ZENE ZENAMA has two persons who work on project planning and writing. The total number of prepared projects so far is 150 while 121 have been awarded. ZENE ZENAMA has established M&E practice on a project level guided by the M&E requirements of different donors. Category 4 - Advocacy capacities and monitoring of public policies implementation The organization advocates the needs and interests of its membership. The advocacy capacities of the management and the staff are developed, although not always adequate. The organization works on lobbying, representation and argumentation. The advocacy activities are conducted as part of the projects but still there is no systematic strengthening of these capacities. There is no specific advocacy plan or strategy in place. The organization has image as advocacy agent and it is recognized as such by the institutions and by the membership. ZENE ZENAMA has conducted analyses in the field of human rights, discrimination, the labor relations etc. As well, it plays a watchdog role for the implementation of the regulation 1325 for the adequate gender representation in politics. Category 5 Service delivery and beneficiaries care ZENE ZENAMA has basic technical, spatial and human capacities for service provision. The organization does not systematically conduct the service provision activities although this is one of the main activities. There are identified standards for quality assurance based on the human rights approach, participation, diversity. The organization doesn t commercialize its services and consequently there is no income gathered from the service provision. The client satisfaction is systematically measured and it is applied after each activity implemented with the target group using meetings, surveys and evaluations. The information from the clients is used further in the design of programs and other services. The organization has good image as service provider. Category 6 Cooperation, partnerships and networking ZENE ZENAMA maintains communication with institutions on national and local levels. However, this is not always productive. ZENE ZENAMA cooperated with national institutions in development of various strategic documents such as strategy for poverty reduction, strategy against family violence introducing regulation 1325 for adequate representation of the women in politics etc. ZENE ZENAMA participates in several national networks such as Women s network of BH, Justice Network, Peace building network, Safe network against gender based violence etc. Also, ZENE ZENAMA participated in the V-day international activities and is a E. Markovska Spasenoska and D. Spasenoski Page 4

5 member of Regional Women s Lobby. At the end, ZENE ZENAMA initiates cooperation with institutions from other sectors but this is mostly a one way communication. Category 7 Governance and structure ZENE ZENAMA has governing and executive structure in place that is partially decentralized. There is active Assembly, Advisory Board and Supervisory board. The Governing Board does not exist. The Executive Director manages the operational level of the structure, the program department and advisory department for the beneficiaries. The organization is in period of transition between the current and projected new leadership. There is a specific plan developed for the transition, staff and the members are familiar with this plan and support it. There is Operational manual in place that regulates the communication in the structure. The revision of these rules is conducted occasionally as respond to the certain need. The decision making is shared in general. The decisions are mostly in written form although there are non-formal decisions too. Category 8 Human resources ZENE ZENAMA has procedures for recruitment and employment stipulated in the Operational Manual. The procedures sometimes are not applied in practice. There are job systematization and job descriptions in place that haven t been revised so far. The organization do not recognizes the need for such revision. There is a salary scale in place without specific system of awards, sanctions and motivation. The salaries are completely dependent from the project funds and, according to the OCA team, not competitive. The administrative and managerial capacities are sufficient but there is no plan or other specific capacity building activities in place for further development of these skills. However, the organizations shares information about potential trainings and educations although there is not separate fund to support these activities. The performance appraisal is not based on specific procedures and is not regularly conducted. There is no volunteer management mechanism in place. Currently there are four volunteers in the organization. Most of the volunteers come from the Faculty of political sciences, and the universities from USA, Europe etc. The engagement of the volunteers so far is done on ad hoc basis and based on the procedures for work that are provided with the volunteers program from the sending institutions. Category 9 Finance and administration ZENE ZENAMA has modest internal financial and administrative system. There is no specific financial Manual in place. The procedures related with financial working, travel and financial planning and reporting are part of the Operational Manual. There are some existing practices for archiving, most of them in line with the legal requirements. The office space is adequate as well as technical equipment, although the organization can improve the situation in this regard. The travel procedures and practices are in line with the donor requests and legal requirements. The legally stipulated forms are applied as supporting documentation in regard to the travel costs reimbursing. ZENE ZENAMA does not have consolidated organizational budget and financial software in place. Financial reports are prepared on monthly, semi-annual and annual level and for the donors depending from their specific requests. Financial audits are conducted on project level from time to time. Category 10 Media and Public Relations E. Markovska Spasenoska and D. Spasenoski Page 5

6 There is no written PR strategy within ZENE ZENAMA, only general directions about the PR activities. Most of the PR activities are conducted and financed on ad hoc basis, the target audiences are not clearly determined and there is modest set of electronic tools to communicate with the audience such as website, Facebook and ing. PR capacities of the organizations are located in one person that is responsible for communication with the media and public. The website serves to its purpose and usually is updated in both languages, B&H and English. Development priorities and Capacity Building plan The Consultants position ZENE ZENAMA between the adolescence and the top form position on the organizational Lifecycle Curve. The period of transition of the leadership is key factor for further development of the organization. At the same time there are potential challenges and traps on this road that should be carefully managed with the capacity building support in order to ensure effective transition and sustainable development of the organization. There are 14 development priorities addressing six out of ten OCA categories as follows: - Category 1 Strategic management (Integrated annual planning and Financial sustainability) - Category 2 Relations with membership and target groups (Outreach and communication mechanisms) - Category 4 Advocacy capacity and monitoring the public policy implementation (Advocacy image/position of the organization) - Category 5 Service delivery and beneficiaries care (Service delivery capacity and Service commercializing) - Category 6 Cooperation, partnership and networking (Cooperation with organization from other sectors (businesses, educational and research centers etc.) - Category 7- Governance and structure (Functionality of the Governing Board, Criteria for forming and establishing of the Governing Board, Regulating rights, responsibilities and structural communication, Participatory decision making) - Category 9 - Finance and administration (Archiving and storing documents and data, System for financial reporting) - Category 10 Media and PR (PR strategy) E. Markovska Spasenoska and D. Spasenoski Page 6