PARTNERS ORGANISATIONAL DEVELOPMENT, COLLABORATIONS AND CONNECTEDNESS Partner Capacity Building and Organisational Development This section of the annual report presents outcomes recorded in 2020 relating to the partners organizational capacity building and development. It presents changes observed in YEFL-Ghana, GDCA, SfL and CLIP.
YEFL-Ghana A new Youth Strategy development process was supported and finalized by the E4L Program. This new strategy is giving a much clearer focus and direction to YEFL-Ghana’s ways of working and in engaging donors. It is also helping in reshaping YEFL-Ghana’s ways of targeting and working with the young people and others in various ways. The capacities of the Board in cooperate governance was strengthened during the period. This intervention has facilitated the board to transition a less stable organization to a more stable one and expanded its membership base as a membership organization. The board has also revised its constitution and have put in place functional sub – committees fulfilling their oversight, policy and decision – making functions. Further, the knowledge management systems training has equipped us with the right tools to 18
manage knowledge and reinforced what we are already doing to manage knowledge. An example is the use of Office 365. The establishment of a communication team internally is significantly projecting and marketing the organizational products, activities and engagements. This is keeping YEFL-Ghana in touch with their constituents for feedback on activities and engagements.
Ghana Developing Communities Association (GDCA) The GDCA strategic plan expired in 2020. A framework for a new plan was developed. A brainstorming session was organized comprising members of the GDCA Steering Committee, Management, beneficiary CBOs, representatives of Metropolitan, Municipal and District Assemblies. The session reviewed the Vision and Mission statements and proposed strategies for the strategic plan. A session was also held to identify key performance indicators for the strategies. The rest of the strategic planning process will be completed in 2021. The HR system is being re-organized with the acquisition of a software that is used to build a database for staff, board members and volunteers. The introduction of the system has enhanced recruitment procedures, making it easier to receive applications online, compile and shortlist quickly. This has brought great
