GENERAL INTRODUCTION Within the framework of seeking a working partnership with the VSO, the Organisational Self Assessment was one of the steps NWADO had to undergo for the working partnership to be signed based on the identified short term and long term priority areas of NWADO. The Organisational Self Assessment Workshop took place from the 25 th to the 27 th of July 2007 attended by thirteen member organisations of NWADO. This process came after the Organisational Development (OD) Orientation Workshop facilitated by VSO wherein NWADO expressed interest in having VSO drive the organizational development process. The OD orientation workshop ended with the formation of an Organisational Development Committee made up of four member organisation of NWADO (composition based on diversity, availability, impartiality and discovery). Under the coaching of the VSO Volunteer, the initial phases of the OD process were carried out with interviews done with the members, nonmembers, donors and partners to get background information on NWADO based on their involvement in NWADO activities and collaboration with NWADO. The first two days of the workshop focused on assessment of NWADO by her members based on key themes on the functioning of the organisation. Day one started with a visioning exercise to establish whether NWADO a vision existed for and if the members clearly understood the vision. This was followed by members identifying NWADO’s strengths and what essential elements of the strengths could be kept, improved upon or changed, and the hopes the members had for the network. The assessments of the members based on the key themes were compared with the results of the interviews conducted with the nonmembers, donors and partners. The comparison showed minor disparities in some responses given by NWADO members, donors, non members and partners. In day three, the results of the assessments were presented and a prioritization was done by the members with most important issues for NWADO to address within the next year and issues to be addressed within the next 25 years identified. Based on the finding, a detailed plan was to be elaborated and presented to the executive of NWADO. It was made clear that the plan was to be the basis on which VSO could sign a working partnership with NWADO.
Recognition of NWADO's excellence
Recognized as 2nd dev't "pillar" after state State impressed with NWADO's work
"1-stop shop" for info on CO's
CSO "Library"
Centre for info on activities of civil society in NW Spreading info from and to the population Cover all of Cameroon, lots of capacity-building & Info sharing
Future Vision (2012)
Services that satisfy members
Sustain partnerships w/int'l orgs
Well-organised
Building partnerships
Lobbying & advocacy force
"Heart" of NWADO to keep
Quarterly coord mtgs
Links CSOs with nat'l & int'l networks
Create website Visit member orgs
Hopes for NWADO's future Activities w/more impact
Sustainable strategies
Send annual & qtrly reports to all registered orgs Orientation workshop for new members Engage in concrete deep actiivities
Annual commitment of members
Specific, thematic activities
Sustain network, number of members Info exchange among CSOs
Works with other orgs to see that their goals are achieved
NWADO is the voice of CSOs
Providing services to members
Annual evaluation Coordination unit & staff
More than 3 staff running its activities
Good partnerships with other organisations
Serve as liaison btw state actors, int'l orgs and local dev't stakeholders Centre for capacity building
Channel for dev't assistance Many satisfied members
Good partnerships w/other orgs Create more partnerships, become well-known
Umbrella org w/many diverse programmes to support members
More staff
Dissemination of info
Needed to achieve Vision
Better working environment
Permanent secretariat Better office space & improved filing system Independent office Strategies to improve membership Better represent CSOs in NWP Redefine mission, vision, objectives to better meet aspirations of members
More strategic orientation
Develop strategies to be financially independent Develop long-term programme and seek funding Create strategic plan of action Long-term strategic planning
Recognizing our Strengths After spending two days scoring all of the indicators of organisational development, the participants in the SelfAssessment Workshop reviewed all the scores and took special note of those indicators with the highest scores. For this purpose, we looked at all indicators with a total average score (from all interviews and the workshop) was 3.5 or higher. The Indicators with the highest scores were: D3 Role of Board (3.5) D5 Accountability of Board (3.7) D7 Legal basis (4) D9 General Assembly (3.63) E1 Participation in decisionmaking (3.63) E2 Staff meetings (4) F2 Job descriptions (3.6) F5 Evaluation & supervision (3,6) F8 Team work (3,6) G6 Board Financial accountability (3.6) G7 Access to financial information (3.9) G10 Expenditure vs. budget (3.5) J7 Collaboration within network (3.55) J8 Collaboration with other networks (3.6) Then the participants were asked to individually choose which strong indicator was the most important for NWADO. From this exercise five were identified (those which are in bold above). Three teams then took these indicators and asked themselves: · · ·
What are some examples of this strength as seen in NWADO? What conditions make our success in this area possible? How can we further encourage this in the future?
Here are the results of that team work. D5 Accountability of Board (3.7) Examples of this strength? Clear accounting system Reporting system to members Open discussion & debate so on how to spend funds Account in credit union & requires more than one signature Signature required to access funds What conditions make this strength possible? Laid down principles in constitution on how NWADO should operate Other organisations don’t want to loose their credibility Banking system favours good accountability Good training & monitoring by stakeholders
How can we further encourage this in the future? More quarterly financial reports Internal & external auditors to be put in place More training on financial management D9 General Assembly Examples of this strength? Well planned quarterly meetings Everyone knows about it Follows constitution High attendance of members High results What conditions make this strength possible? Coordinator reminds people Use of internet to contact members to encourage attendance Committed membership Quarterly meeting is good timing How can we further encourage this in the future? More announcements Send special invitations to particular organisation Respect time for meetings Rotate from one partner to another E1 Participation in decisionmaking (3.63) Examples of this strength? Committed members Participant & take decisions which are crucial Staff committed to organisation; overtime Diversity of membership of NWADO so has the opportunity to see things from different perspectives Collaborations between members to work as a team in their meetings and beyond. Sharing of information, especially between committed members What conditions make this strength possible? Normal meetings are frequent—more than in the constitution General meeting Extraordinary meetings are called and regular. Availability of information within NWADO which shows that information flows Staff strength including overtime is amazing!!! Members are confident to participate in NWADO due to its legitimacy and recognition by the state
How can we further encourage this in the future? Objectives & programmes that address needs of members should be made clear to its members It needs a strategic plan!!! Market the cause of NWADO, and then we could be strengthened Office space: is a challenge G6 Board Accountability in Finance Examples of this strength? We have 3 signatures required Main executor does not have direct access to draw moneyencourages transparency All transactions backed by receipt Circulation of financial situation to funders & members What conditions make this strength possible? Clear defined constitution Clear defined rules & regulations NWADO does not have so much money…so nothing much to steal!!!! All stakeholders are not dependant on NWADO to survive so ExCo does not have their eye on the funds Coordinators salary is secure How can we further encourage this in the future? Maintain what we are already doing Financial reports should be written so that they are understood by members & stakeholders Coordinator’s salary supported by donor but we need a back up plan, Need to have a plan to address this situation. NWADO has little but it will grow so should start doing internal now & plan on external auditing J7
Collaboration within Network
Examples of this strength? Has good networking with VSO, DED, SNV, Helvitas, PAFAC & EU for capacity building Partners provide financial, technical or material assistance Good to give fish not just catch the fish! What conditions make this strength possible? Organisations must be credible – NWADO has good goals, vision etc. so easy to create partnership NWADO follows their plan of action, transparency in management Members have regular meetings for info sharing Members pay dues to upkeep the organisation without waiting for external partnership
How can we further encourage this in the future? Should create a department for network Terms of reference should be established & followed Funds should be allocated for this purpose New partnership should be built Establish new forums for NWADO to meet & exchange
Capacity Building Priorities After identifying NWADO’s strengths and how we can encourage those to be maintained, the participants in the SelfAssessment Workshop again reviewed all of the scored indicators in order to identify which areas were the highest priority for building NWADO’s capacity. 7 green stickers were distributed to each person to indicate the most important and most urgent issues for NWADO to address within the next year. 2 Orange stickers were distributed to each person to indicate important issues that need to be addressed within the next 25 years. In addition, the OD Committee later reviewed the results of the both the Self Assessment Workshop and the Assessment Interviews and identified a couple more capacity building priorities, primarily in the Human Resources area which was not covered during the SelfAssessment Workshop. Finally, these priorities were presented to the Executive Committee who approved them and made two priority areas (Planning Cycle and Gender Skills), which were not high enough priorities to make the immediate list, into longerterm priorities. These are the priorities on which the OD Committee will create the Organisational Development workplan for NWADO for the next 1 year and 25 years. A2 long term strategy; 9 green B1 Needs assessment: 2 green; 1 orange B3 Implementation: 1 green B4 Planning Cycle: 6 green (made orange by ExCo, incl. M&E) B5 Participation: 2 green B7 Rightsbased Approach in projects: orange by OD Cttee C1 impact: 1 green C2 effective M&E: 2 orange C4 learning & M&E: 1 green D4 ExCo Practices: 1 orange D6 Decisionmaking: 3 green E6 Leadership: 2 orange E1 Participation & decisionmaking: 1 green F3 Staff Policies: green by OD Cttee F4 Staff Training: green by OD Cttee G2 Financial Resource situation: 5 green G3 Mobilising Resources: 15 green, orange by OD Cttee
G8 Office Facilities: 8 orange H2 Advocacy: 15 green H5 Skills: 3 orange H6 Impact: 4 green I2 Support to female staff: 3 orange I3 Women benefiting: 3 green I4 Gender skills: 5 green (made orange by ExCo) J1Benefits in Networking: 10 green J2 External Image: 3 green J4 united network: 1 green K1 HIV Awareness: 2 orange K2 HIV in projects: 2 green K3 Respect for those with HIV L1 IT Resources: 4 orange; 11 green
NWADO Self-Assessment Workshop 25-27 July 2007 OD Networks score sheet - Summary by Indicator Area of Capacity
Stakeholders
Indicators
Members
Non-members
Donors/Partner s
ExCo & Staff
Average score per capacity area
A) Vision & Strategy A1 Vision & Values A2 Strategies A3 Wider context
3.20 1.60 2.40
2.75 3.25 2.25
B1 Needs Assessment B2 Planning & Documentation B3 Implementation B4 Planning cycle B5 Participation B6 Understanding RBA B7 RBA in projects B8 HIV Education & Prevention B9 HIV programmes
3.20 3.40 3.20
3.00 3.00 3.25
C1 Impact C2 Effective C3 Participation C4 Learning & ME
2.40 2.60 3.00
D1 Board recruitment D2 Representation D3 Role of Board D4 Board Practices D5 Accountability D6 Decision making D7 Legal Basis D8 Commitment to HIV D9 General Assembly
3.60
3.00
2.75 1.75 2.50
2.93 2.20 2.38
B) Planning & Implementation
2.50 3.25 2.75
3.25 2.80
2.00
3.10 3.20 2.98 3.25 3.00 2.80 2.00
C) Monitoring & Evaluation 2.00
3.00
1.75 2.00
3.25
2.50
2.48 2.60 2.67 2.00
3.25
3.20
3.50 4.00
3.50 3.11 3.70 3.08 4.00
3.50
3.63
D) Governance 2.75
3.11 3.40 3.40 4.00
2.75
3.75
E) Management E1 Participation in decision-making E2 Staff meetings E3 Information Sharing E4 Access to Information E5 Transparency E6 Leadership E7 Accountability E8 Delegation of Authority
4.00 4.00 3.40
3.25
3.40 3.20 3.40 3.40
2.75 3.50 3.50
F1 Recruitment & Selection F2 Job Descriptions
2.80 3.60
3.63 4.00 3.40 3.25 3.00
3.13 3.23 3.45 3.40
F) Human Resource Management
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2.80 3.60
31/8/2007
NWADO Self-Assessment Workshop 25-27 July 2007 OD Networks score sheet - Summary by Indicator Area of Capacity
Stakeholders
Indicators
Members
Non-members
Donors/Partner s
ExCo & Staff
F3 Staff Policies F3.7 HIV Policies F4 Staff Training F5 Evaluation & Supervision F6 Job Satisfaction & Motivation F7 Qualified staff F8 Team Work
Average score per capacity area
1.84
1.84
2.00 3.60 3.00 3.60 3.60
2.00 3.60 3.00 3.43 3.60
3.25
G) Resources & Financial Management G1 Management of Information G2 Financial Resource Situation G3 Mobilising Resources G4 Financial Policies G5 Financial Transparency G6 Board Accountability G7 Access G8 Office Facilities G9 Financial commitment to HIV G10 Expenditure versus budget
3.40 2.50 2.45
3.40 2.60 3.00 3.60 3.80 2.80
3.00 2.50
2.00 2.25
2.00
2.83 3.60 3.90 2.02
3.50
2.00
4.00 1.25
3.50
3.50
H) Advocacy H1 Definition of Advocacy H2 Research-based Advocacy H3 Rights H4 Resources H5 Skills H6 Impact
N/A 2.60 2.40 2.40
2.60 1.95 2.33 1.25 2.33
1.50 2.25 3.25
2.75
1.25 1.00
2.50
3.00
3.25
I) Gender I1 Gender in Organisation I2 Support to female staff I3 Women benefiting I4 Gender skills I5 Women & HIV
3.80 1.67
2.00
3.14 1.67 1.88 3.40
1.75
3.40
J) Networking J1 Benefits J2 External Image J3 Joint Activities J4 United network J5 Information Sharing J6 Membership J7 Collaboration w/in network J8 Collaboration w/other networks
3.20
3.50
3.25
3.00 3.20
3.00 3.25
3.00
2.75 3.00
2.75 3.24
2.50
2.83 3.15 N/A
3.60 3.60
3.50
3.55 3.60
3.60
3.00 3.25
3.30 2.50 2.00
K) HIV/AIDS K1 Awareness K2 HIV & AIDS in projects K3 Respect
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1.75 2.00
31/8/2007
NWADO Self-Assessment Workshop 25-27 July 2007 OD Networks score sheet - Summary by Indicator Area of Capacity
Stakeholders
Indicators
Members
Non-members
Donors/Partner s
ExCo & Staff
Average score per capacity area
K4 HIV Resource K5 Referrals K6 Research K7 Mainstreaming L) Information Technology L1 IT Resources
3.40 3.13
Average scores
Page 3
2.72
3.00
3.00
2.88
2.68
3.13
31/8/2007
SelfAssessment Process Comments ExCo/Staff Interviews: E/S Donor/Partner Interviews: D/P
A
Nonmember Interviews: NM Assessment Workshop: AW
Vision and Strategy
A1 Vision and Values: (LOW)
D/P I have the impression that there was never a deep reflection on it. Their activities don’t really match their vision. . . their annual action plan is not “strategic” – a list of activities with dates they do not keep. They have a good vision, but I’m not sure they have the human & material capacity to fulfil it. NM I can see clearly that NWADO has a clear sense of these 3 important aspects of an organization. But they need to communicate them. Members should learn to talk more about the cause of the network. Members lack skilled staff to carry out or realize their aspirations and capital is limited. NWADO seems not to have realized this about the organizations. We did not inquire much about this and so do not have much information about it. E/S Vision is clearly defined. Need to improve on it because membership doesn’t really see how the vision ties with their visions & activities. We have a mission, but within the mission I don’t really see a clear vision. Mission is vague. AW NWADO has a vision though its needs to be improved to meet the aspiration of its members. A2 Long term strategies: (HIGH)
D/P
They use what they have very well. We did not always fund the best projects (most strategic). But each project we funded was about capacitybuilding. I don’t really know enough about their projects to evaluate if they all correspond to their mission. E/S
No longterm strategy. We do have a longterm strategy, but not all the members know what NWADO is really about. Not even all the organizations know. NWADO is about selling its ideas to CSOs. Most CSOs not very sure what NWADO can offer them. We have no longterm strategy. No strategic plan. No longterm strategy. Just annual action plan. We plan and evaluate but only on an annual basis. AW
They have an operation plan which is a way forward to do a strategic plan. They have an operation plan. They need to do a SWOT analysis.
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A3 Strategy based within the wider context: (MEDIUM)
D/P Some activities are within wider context (election CSO, Open Day). NWADO places itself as a main speaker for institutions on the political stage. NWADO fits into a section of the Cameroon adjustment program strategy where the government is really not taking care. NWADO is looking at broader picture, but I’m not sure they have the capacity to operate at that level. E/S Started to do some analysis of the wider context, but we don’t have a strategy so it hasn’t been integrated into that. NWADO has just started discussing those kinds of issues with the members or potential members. Lot to be done in this domain. AW Before NWADO carries out an action plan, they carry out an analysis before doing any action, but the wider context is not well analyzed. The scores show that the organisation has already gone along the way to do an improvement, though much is still needed.
B
Planning and Implementation
B1 Needs Assessment (MEDIUM)
D/P The last couple of meetings have not been very successful, so I think they have not “gone back to the roots.” Well attended and welldebated General Assembly meetings. Wishes are assessed among members. The information flow and consultation is good. Need to move beyond focusing only on General Assembly meetings – finding another way to consult with members (not relying on one random voice from each organization). E/S Vital point. Fear that network might get involved in activities that members do. We actively try to tilt our work so that it is not the same as our members’ work. We focus on activities that are particular to networks Before we come up with a plan for the year, we survey members’ capacitybuilding needs. There are many programmes developed, most are not based on the needs of members. There is an assumption that these are the needs of the members, but they might not be, because members are not asked what they need At the start of the year, we do a needs assessment. In 2004, sent out a questionnaire to organizations to tell us their needs. Because of poor Internet culture, not much response. So in 2007, identified areas and met in General Assembly to have members tell us what their needs are in each area. We prioritized needs that cut across organizations. Difficult to make it satisfactory since different organizations work in different areas. Doing it as part of GA session means it is often rushed. Would be better if this was a separate session. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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AW They have been doing a lot in terms of planning of all the activities as all members are involved. Good budgeting and they base work on the needs of the network (carry out needs assessment). They really need to look into resource mobilization. Though more members are still needed to join the Network. B2 Effective Planning & Documentation
D/P Documentation of project activities is well done by Coordinator. Always calendar, proposal, budget and then reports. But the planning is weak – quality of the minutes of the General Assembly meetings needs to be improved. Both details of discussions, particularly conflicts, caveats, and who said what. Also planning needs more analysis. Planning seems very well done. Documentation is done, but is not wellorganized (files/library). Receive most of the things they do via mail. In the office, the documentation section needs some improvement. Good reports. E/S We develop a plan and budget which are effectively documented. Improvements needed in deciding what projects to undertake. In 2007, identified needed funding but not sources for that funding. Need to improve re: timeframes – do not meet deadlines, some things don’t get done at all because they kept getting “pushed ahead”. Some items – the need is not so clear. We do planning together and that is reported. Improvement – we could do better in the way we present reports, they are very long. Give key facts or summary. B3 Effective Implementation
D/P Their activities are very concrete and follow their projects. Public needs to be made more aware of their activities. Since the number of members is not increasing, so that tells me that there is something missing somewhere. From the reports I’ve read, they seem to carry out projects very well. Trying to bring in new ideas. For the few they did, they did well and always learned from it. Efficiency is really linked to the involvement and motivation of the Coordinator. A few members are committed and contribute a lot, but the rest have to be forced to implement even when they have committed. NM Coordinator and Executive Committee are in close collaboration and give effective implementation. (for Open Day) Organizations networking with NWADO made substantial contributions towards its smooth functioning. E/S Members are involved, but not at the same level. Why? Because sometimes network activities conflict with organization activities. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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Need to improve because not all members are active and involved in implementation Implementation is good. In 2006, 80% realization of plan. Even though we realize our plans, but what results have we achieved? Quite effective. Few activities and we’ve had a lot of appreciation from members and nonmembers. Generally, need to improve in deciding what activities we really need to be involved in. B4 Planning Cycle (link with B1B3)
B5 Participation (HIGH)
E/S We have some members who are quite active, committed. But a greater part of the members are not really committed, they don’t participate very actively. Maybe because they don’t see a direct benefit. Members participate, but it is really about 50% that are actively involved. Some organizations do not attend meetings. Participation needs to be improved. Structure for participation is there. Those that participate, participate fully. But not everyone participates. AW
NWADO need to bring on board all the stakeholders, not just the members. They need to involve more members in participation. We really didn’t know that the general assembly was important for planning we will attend in the future! B6 Understanding the RightsBased Approach
E/S Most member organizations have been sensitized on basic human rights principles. When they carry out their activities, they keep that in mind. But not 100%. Need for some more sensitization. Very few organizations are aware of rights issues. Some orgs have little ideas, but not really versed with it. I don’t know. From my observation, they have a good approach towards each other and human rights in the workplace. All of our members are working to improve the life of the marginalized, so I think they all have an idea of what those people’s rights are. I think all our members are unconsciously, indirectly working on mainstreaming rights. B7 RightsBased Approach in projects (link with B6) (HIGH)
AW They need to work hand in hand with CSOs to ensure that the rights of the minority are protected. The network really is not doing well in this area. We really do not understand what RBA means.
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C
Monitoring and Evaluation
C1 Impact
D/P They really don’t do much. Don’t really go into impact of their activities on their members. Never really participated in this, only know from reports. From there, it looks like they are doing well. Could improve on the frequency and scope of their monitoring. NM Members know each other and can now communicate with each other with much ease. Members are gradually developing interest to participate in NWADO’s activities. The Coordinator’s ability to network with funding organizations (seen in Open Day) is very promising for the network. The fact that the network has reports on its activities is an indication that it is serious about the sustainability of the impact of its activities. But the network needs to improve in the area of mobilizing resources so it can better go about monitoring and evaluation. E/S We get our members involved in activities that are of benefit to members and the network. We have not followedup on the longterm impact of our activities. Need to develop monitoring tools. M&E our work plan, but not able to evaluate the impact of the work. NWADO is still young and the impact is not very visible. Member’s are questioning what the impact is on their organization. NWADO is growing gradually. From last year started to have activities at a bigger scale. People are beginning to see impact, but more needs to be done in this dimension. AW They are doing work, but the impact is not really felt to the members and therefore they have a lot to do. They are doing well, though much is still needed especially when it comes to measure the impact of its work Some has started but they still have a long way to go as far as M&E is concerned. C2 Effective M&E
E/S Finances are very transparent. At end of every activity there is evaluation and reporting of that activity. Report goes to all members, whether they participated or not. At the end of the year, there is a general evaluation of the whole year – against action plan. Need to do more asking of members how they feel and bring in advisors. We do good documentation (taking minutes) and the ExCo always meets to review the minutes and what changes we need to make based on AGM. Can’t say it is really effective. We just evaluate in our normal meetings. We need to come up with a clear system. Don’t talk about lessons learned. Don’t capitalize on what we carried out. We evaluate at the end of each activity that we carry out. We don’t have a system and currently it’s very low key. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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C3 Participation in M&E
D/P Seen many organizations present in the workshops we have attended, but don’t think they really have the means to do effective monitoring. Only really at General Assembly meetings – where random people show up. There are so few projects it is hard to evaluate. NM
If they do more of this, it will enable other stakeholders to ascertain their needs. I am very impressed with the reports I have read on this issue. Could be improved by better information flow for members to easily assess the level of the organization’s progress. E/S
For the few activities we do, they do participate. But we really need a system in place. When we do evaluation, at least ExCo is present, and one or two other members are invited to attend (others could, but commitment problem means most won’t). In some instances, we have evaluated in General Assembly meetings. Structure for participation is there, but evaluation system is weak. General Assembly meetings are very important. Decisions are made. Members’ ideas are sought, questions answered, contributions taken into consideration (3 x per year). Everyone is free to express and contribute. Haven’t gone to the extent of having evaluation questionnaires/survey about impact of activities. (Not a structured survey). In the end of year meetings, we get people’s comments. C4 Learning through M&E
D/P
From reading their reports, it seems clear that they learn from feedback. We have seen improvements. They are learning from different partners and adapting. They are learning by doing (and learning very well), but not really from monitoring and evaluation.
D
Governance
D1 Board Recruitment (link with D2) (LOW)
D/P They are quite young as an organization. The Executive Committee is quite diverse, but not yet experts. ExCo members were the most committed, most participative organizations. They are good representatives, usually have at least 3 specialities (where they work), they also do the work well. E/S Elections are done in an open manner. There are clear conditions for standing for election. General Assembly elects officers.
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We always do open, free, transparent elections. Improvement needs to be done in criteria. Now we really pay attention to who has paid dues and who is active. But there are probably other, more important, criteria. AW
They lay emphasis on attendance: they have no criteria, for gender and diversity. They recruit members on a free and fair basis as they follow expertise, gender, and the elections are free, transparent and fair. They are doing this area well; though still room for improvement especially as the numbers of members are still low for diversity. D2 Representation of target group on the Board
D3 Role of Board (link to D4D7) (MEDIUM)
AW Most of the EXCO know what to do as to when ever an activity is carried out, its effectively done. However some members need to portrays devotion and commitment i.e. in the last meeting, the secretary was missing They are doing quiet a lot, but much is needed. For example, the EXCO members understand there roles but the other members do not know the EXCO members’ roles The EXCO is more of doing a coordination role than administration. A need for EXCO to improve the link between the network and its partners. They have done much in this area; however they need to do more for effective impact. D4 Board Practices (HIGH)
E/S For the internal resources, the ExCo members meet their financial obligations and they encourage activities that generate funds for the network. External fundraising has been “very low key” – no participation Coordinator is hosted by the President. HR we have is not really adequate to what NWADO needs. But if we have more people, we need more space. ExCo has a lot of meetings outside GA mtgs., communicate with members directly related to specific activities & projects. ExCo initiates action. In our meetings, we are always looking at the path. How to push activities ahead strategically (e.g. looking for new partnerships, survey of members on awareness of international issues). Do not have strategic plan, so don’t know if we are really choosing the best path. Need to be more focused & results oriented. More sensitization and talking about networking could be done. NWADO networks very diverse organizations, they are not together based on common goals or interests in their area. D5 Accountability of Board (HIGH)
E/S Decisions are for the interests of the network and not for their organizations. And they are not final, they must go to the General Assembly. In some cases the GA gives power to Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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ExCo to make a decision. We could improve by giving more information on issue that we need to decide. Also, we are sometimes faced with time pressure and we don’t have a way to get decisions made by GA on short notice. Decisions taken at ExCo meetings without first consulting members. What decisions need to be taken to GA and which not? ExCo works hard to be accountable to the membership. But there is need for improvement with respect to clear procedures of when they should account to the members. AW Whenever we have meetings, the reports are produced and read to members and the questions are really answered well. They are doing well with no embezzlement of funds D6 Decisionmaking
NM
All decisions are presented to the general body for approval before implementation. From our discussions, I am convinced that the executive committee of NWADO has at heart the best interest of its members. E/S Members opinions are not always sought before ExCo makes decisions. Should seek their opinions more before making decisions. When issues arise, the ExCo looks into the issues and makes proposals/resolution which are shown to the General Assembly and discussions are held. D7 Legal basis
D9 General Assembly (for network) (HIGH)
E/S Try as much as possible. Dates may change, but meetings must hold. Most members and even observers try to be present at meetings. When they can’t be there, they send excuses and try to get the meeting notes. Weakness we have is that the representatives are not always the same people, so people come and may not be wellinformed. People send whomever can go to the meeting We have quarterly GA meetings and that has always been respected, also quorum rules have been respected. AW They are doing well when it comes to GM, but for membership, members don’t pay their membership in time, forcing them to miss meetings. Therefore members need to improve on membership.
E
Management
E1 Participation in decisionmaking
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D/P They collaborate with partners on projects. I think they promote participation in decisionmaking among members. They organize meetings for all member groups and ask members for ideas. From the meetings I’ve attended they really try to do this. General Assembly meetings are really participatory. And everyone gets information about meetings. However, the ExCo is in charge to implement the decisions of the General Assembly, but there are never any reports of ExCo meetings. E/S Most of the decisions that affect my work, I am involved and my opinions are taken on board. Everyone has a right to say what they want in meetings. Everyone’s schedules are taken into account when planning meetings. Decisionmaking is taken in an open manner. People give their points of view, then we decide together. ExCo works together to make decisions. Everyone is heard. Coordinator keeps everyone informed as they are going through a process (e.g. getting funding for an activity). E2 Staff Meetings
E/S We have the meetings that are planned at the GA. We have a clear agenda and we always have minutes and they are circulated immediately after the meetings and the coordinator follows up on actions. Always an agenda, minutes are prepared, circulated. Meetings not regular, but whenever needed (average once a month). E3 Information Sharing
E/S Given the different media we use (internet, phones, etc.) – Need to make use of services of members rather than those of NWADO (i.e. COMINSUD internet connection). We don’t have adequate resources to make phone calls or to travel around. Especially via email. Also during AGM meetings. Not just by NWADO mgmt, but also by members themselves. Sometimes information is not very timely, comes too close to the deadline. More information should be shared. Information that is happening within the CS sector generally, what other organizations are doing. Need to improve the timing. Information comes too close to deadline or when you don’t have time to respond. Also, info about where to get more details. E4 Access to Information
E5 Transparency
D/P
Their reports of activities are very clear. They share information and reports with members very well. They really try. When there was the issue about financial management, it was open and debated (not necessarily well handled, but open). They really work hard to create and Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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distribute reports. Activities are documented. However, the ExCo meetings are not transparent; budgeting and financial reports need to be improved (it was not clear to me). If there was malfeasance you would not see it. Need to show where donations came from. NM
Even as a nonmember, we continually receive information. Members receive information constantly. I have asked current members about the transparency of the network and they had only positive comments. I believe they would have told me if there was anything that they were not pleased with. E/S We have some, but the issue of updating them regularly is lacking. New members who come in do not receive policies immediately, only when they start asking questions. Maybe we should tell people even before they register. Members are welcomed to pass by the office. Reports are always available. Most reports are distributed via email. Even nonmembers are welcomed to the office and we have had many attending. Financial procedures are clear. Document management – there are serial numbers and files. Right now you need to ask the Coordinator if you need a document, there are no shelves for files. E6 Leadership of senior management
D/P
Eric is very dynamic. Eric creates a good atmosphere for the exchange of ideas. Coordinator is good and is improving, absorbing a lot of things. Can’t really say too much about ExCo because there is no report of their activities. Difficult to see their management style. They are serious and committed for sure, but don’t really know how they work. NM
So far they have been effective and efficient. Members are at the control panel of the network. From what I have seen, the ExCo is working really hard and doing a great job.
E/S
They are involved in all the daytoday affairs of the network. They are effective. May need improvement in leadership capacity – strategic orientation. The capacity to move toward our vision is weak. Most of the organizations involved are still not very strong, still struggling. It is hard for people to devote time and ideas to NWADO.
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E7 Accountability
D/P Project activities which were sponsored have been handled with complete integrity. No suspicious activities/receipts, no misuse of funds, no changing purpose of funds, no embezzlement. When we visited them, they were very open and showed us how they were organized, how they do accounting. Could be improved by getting the partner involved in the onset, in the planning and monitoring & evaluation of their projects. E/S Even when there are failings, we find out why there was that shortcoming and we take it as a learning. Members are not encouraged to be responsible for their work very often. NWADO hasn’t really started to find out if they go back to their organizations and reflect NWADO. Do they tell their leaders about NWADO meetings? Really not a policy yet. E8 Delegation of Authority
E/S As long as it is in the interest of the network, I feel I can take initiative and just report back (e.g. representing the network in a certain venue). Can approve expenses that are against approved budget, activities, etc. I can act in a way to not delay activities. Coordinator, based on job description, needs to take a lot of initiative. Goes to President only for approval of what he has conceived. He has the ability to initiate programs and activities. Most things are approved. The ExCo encourages me to be proactive. They have other responsibilities in their organizations. So I am empowered to take decisions about daily operations (not policy decisions).
F
Human Resource Management
F1 Staff recruitment and selection
E/S We have a good process, but it is not documented. We followed some guidelines to choose the Coordinator (from SIRDEP). The process is open without bias, based on merit. Had clear criteria listed. But the whole process is not documented. We have recruitment criteria. We advertise and people apply. But the issue of gender? F2 Job Descriptions (Link to D1)
E/S Staff job description needs to be regularly reviewed, but that for the ExCo is in the constitution and can stand the test of time. Job descriptions are there, but they have not been revised. Coordinator has job description. Was reviewed between last Coordinator and current one. Clear link between goals & job description. Job description is reviewed annually. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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F3 Staff Policies (Link to F3.1 & F4)
E/S Terms for Coordinator’s position are clearly defined. Was originally parttime. Went it changed to fulltime, documents were amended. No policies. F4 Staff Training
E/S Coordinator gets sent to training. There is not a budget, but we source money when something comes up. No policy on staff training. Haven’t identified training needs of staff. F5 Evaluation & Supervision
E/S Annually he is analysed and evaluated, based on his job description and the Network’s activity plan for the year. Regularly evaluate him (each year). Give him feedback in evaluation. Being coached by President. Directly supervised by the President. Secretariat is in office of President to allow for regular supervision. Need to come up with clear performance indicators on a 6 mo or 1 yr basis. F6 Job Satisfaction and Motivation
E/S The commitment of the members, that is not really there. If members are not responding to communications, it is demotivating. F7 Qualified staff (Link with F4F6, F8)
NM They need to visit individual organizations and interact fully to get an insight into these organizations. If it’s possible to recruit more field staff for extension work on NWADO’s activities, it will be an added advantage for the network. As a young organization, the staff still has to learn several things, particularly properly marketing the network to the general public and potential members. E/S We had clear criteria and he met all the criteria. He had the right education and good sense of initiative. Most of the ExCo members, their skills do not really match with the job they have been given. Since they elect organizations rather than persons, it is very difficult. Who is really doing the job? His CV shows that he has the skills and experience for the job and he has proven himself over the past year and a half.
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F8 Team work
E/S Extraordinary meetings are called because everyone needs to be there to take a decision. Because we understand the effectiveness of teamwork, we have these meetings whenever needed. Most members have expertise that they share, we share experiences and best practices. Only a selected number of very committed members contribute a lot, but others don’t do much, if anything.
G
Resources and Financial Management
G1 Information Management (HIGH)
D/P We are ready to support them technically. We can look for people even elsewhere. We can help them design projects. Can direct them to possible projects. We are able to give some support for 2008, though probably less than before. We would be interested in helping them find other funders and diversify. E/S Quite developed. Many things are not well documented so that you can see the process. Management of documentation is a big problem because of inadequate office space/facilities. Have to hunt through cartons for paper documents. No shelves. We have a system, but it needs to be improved because at times it is difficult for someone to come and get information on a particular thing because of the way he files things. In a meeting when we ask for info, it is difficult for him to give it quickly. G2 Financial Resource Situation (link with G3) (HIGH)
AW They have started doing some thing in this regard. However they are not sustainable and therefore need to enrich this aspect by soliciting/accessing more funds. They don’t have a diversified funding base to enable them facilitate their activities. They have a long way to go in this aspect. G3 Mobilising Resources (VERY HIGH)
D/P
They are trying to do something but it is difficult. They are active in mobilising human resources, but they are badly paid in relation to their qualifications which can lead to much turnover. At least they have tried to get funding, they are able to get capacitybuilding partners. But they could get money different ways from inside (dues, renting computer). But there is no real strategy for looking for serious longterm donors. Members know the donors, know
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how to approach donors, etc. Have they even ever asked members to include networking in their proposals? The members have this capacity. NM The fact that NWADO has not been able to fully carry out some of its activities is indicative that there are still gaps that need to be closed in the area of resource mobilization. We can’t really tell how all this is being managed because we are not yet members. They still need to use the skills of member organizations to mobilise funds and resources. E/S Lot to be done to mobilise resources, particularly external resources. We are doing everything we can to get members to pay their dues. But we aren’t doing anything in terms of fundraising events, etc. We have been mobilising resources. But most have been at the national level. We have support from International orgs (only those who have national offices). More can be done to get International resources. Get a lot of local – material, human, membership fees. Apart from member dues, the rest of the support comes from international organizations. We are weak in mobilizing local resources. No clear strategy. We are not targeting potential sources. Mobilizing internal resources we have started. No external resources mobilized really. Do not currently have capacity to mobilize resources to mount joint projects for the direct benefit of our members. We are good at mobilizing resources for a communications workshop or the Open Day. Local resources – not to a big level, Secretariat services hired out, dues paid. Mobilize local human and material resources well. G4 Financial Policies
G5 Financial Transparency (link with G1 & G6) (HIGH)
D/P Financial reports submitted for our projects have been excellent (4). But the general financial reports are not so transparent (2). They put financial information in their reports and distribute those to everyone. E/S Bookkeeping system is adequate (manual ledger system). Do not undergo audit from outside firms (except when there was a crisis). Always have receipts. Do not do separate reports to different funders. Separation of duties now, at least two people are involved in deciding the use of all funds. System that we have really tries to avoid misuse of funds and there is good accountability. Funds tie to activities. We are weak in that we haven’t done external audit. We have a very transparent financial system. But there is a problem with bookkeeping. I think it is because the work is too much for the Coordinator. AW NWADO presents a good report during their GM. How ever they do not have a good audit system and hence need for improvement. The constitution takes care of this aspect as every transaction is justified by receipts and monies are disbursed upon request
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G6 Board Accountability in Finance (HIGH)
E/S It truly does. This is the responsibility of the ExCo. Financial Secretary presents reports at each meeting and ExCo interacts with it. Whenever there is going to be a change in how funds are used, this is brought to the ExCo. Comprehensive study of financial situation done only at end of the year and not on a regular basis. G7 Access to financial information (MEDIUM)
E/S When we prepare reports, we list all funding sources and all expense categories. No hidden information. And this is submitted to all members and they are free to question. I am able to understand all reports prepared by Financial Secretary. Every year, they give a financial statement to all member organizations. It is simple and easy to understand. They are accessible and easy to understand, but stakeholders are not really encouraged to read through these documents. We haven’t really taken this into consideration. Sometimes there is a gap between the reconciliation of the Coordinator with the Financial Secretary For every activity, we report on the use of funds to the members, donors, and other interested parties. AW The Financial Reports are always accessible, sent to members and filed in office for everyone who needs them to access them. G8 Office Facilities (MEDIUM)
NM
They make their laptop available to all. We understand the network moves from one office to another, but it will be important for them to own an office as its membership grows. E/S We have very basic facilities available. What we need: motorbike, internet access, bookshelf, office space that’s not a hallway or a conference room. We have chairs to sit on, but generally, NWADO doesn’t have it’s own office. Doesn’t have a good desk environment. Better office facilities are needed. No filing system. No drawers. AW They have no premises as they are being housed in a partner organisation. However they are trying as they have a laptop, a need to strive for independence. No office space and the working environment is still lacking as we just borrow space and other equipments like furniture. G10 Expenditure versus budget (HIGH)
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E/S We have a clear plan of what we want to do for the year and the budget is tied to the plan. We execute activities according to the budget. The GA has to sit and approve any changes. Budget is based on actions we develop, but are the actions based on the aspirations of the members? Expenditure side is wellmanaged, but Income side not. We are not too ambitious. Potential sources of income are not often very clear. So expenses and income do not meet. AW General Comments: We are impressed with the financial management of our resources. Office facilities seem to be the biggest challenge. Knowing how to spend finances ok, but just need to be able to get them.
H
Advocacy
H1 Definition of Advocacy
H2 Researchbased advocacy (HIGH)
E/S We have not really done any advocacy work. We have started to undertake a few initiatives. NWADO is not really involved in advocacy. When something comes up, we try to get a crosssection of views from different members, those involved, etc. through surveys, discussions, roundtables. From this we draw conclusions, then based on that we start advocating for a change. In 2005 we did a workshop on advocacy, but since then we haven’t really done anything. H3 Advocacy & Rights (HIGH)
E/S It’s one of our objectives to lobby and advocate. But we haven’t really done anything. It seems a real pressing need has not emerged. We’ve looked at the laws in place and identified those that are not being followed. We did a workshop on lobbying and advocacy, but it was not effectively followed up. We haven’t been helping the members market their cause or the cause of NWADO. It comes up in meetings once in awhile, but it isn’t a program or policy. AW They are not doing well in this regard as they just talk about them without doing the actual advocacy NWADO actually don’t know really what is advocacy, and they have not strived to show impact
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H4 Resources for advocacy (MEDIUM)
D/P I’ve never seen them getting together to fight for something, to go to the Councillors or the Government or something and say “this has to change.” They went down to Bali conflict, but not as an advocacy action. They don’t really include it and they don’t grab opportunities to do it. Their approach seems to be one of advocacy. From the meetings, I can they are really committed to advocacy. It comes out in most of the discussions. E/S Advocacy is part of our planned activities for this year. But we don’t really have resources set aside for this. We don’t have resources and cannot really draw on resources of members. Serious improvement is needed. Help the members be visionary and see what advocacy really means. If there was a real, concrete need, members could put their resources together easily. H5 Skills in advocacy (Link to H1) (HIGH)
AW
They need to have capacity building to enrich this aspect. NWADO is made of different orgs which have different skills in this area. It’s a matter of organizing and tapping these skills and knowledge by sharing with one another. H6 Advocacy & Impact (VERY HIGH)
D/P They are very proactive. They move out to other Provinces and create relationships and partnerships. They are seen as a leader, but not for advocacy. Seen as a leader for representation. NM
Just initiated some aspects of seeking member’s rights. The publicity material has some interesting information in relation to advocacy, but I think a lot still needs to be added in this area. AW We do not understand the concept of advocacy in its real sense. We need to have capacity building in it. You can’t teach what you don’t know.
I
Gender
I1 Gender in Organisation (Link with I2) (LOWMEDHIGH)
D/P
At the beginning, no, but it has started to improve.
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Always depends who is representing the member organizations. I don’t see them as discriminated against in NWADO. They are really talking a lot about gender issues. But the women are not that strong, the role is not really reinforced. NM
I think there is good representation of both sexes. Most of the member organizations have staff that are female. Women are well represented at all levels even in the executive.
E/S In almost all member organizations, there is great gender sensitivity. And within the network there are equal opportunities for men and women to participate. It is so clear that it is not even an issue. What we really care about is how much help we can get from someone, how available are they? Not about whether they are male or female. There is equal participation. Organizations choose who they send to represent them to network and both males and females represent. AW They are doing it but unconsciously. They need to enrich this aspect more for better results The ExCo members have equal opportunities to become an ExCo member There is equal participation, though in staff recruitment, it is biased as men are given preference Participation and opportunities are open for every one. I2 Support to female staff
E/S We don’t raise the issue of gender balance much. We don’t do anything to actively recruit or help women because it is not an issue. I3 Women benefiting (in our programmes) (HIGH)
D/P
Needs much improvement. No women in the group, but they encourage women in their programmes.
AW
NWADO programmes do not really cater for women. Women are there by chance They are trying to look into this aspect (benefiting women) The women are benefiting, but we do not know whether there is a policy to guide this
aspect They are looking more into benefiting the member organisations without really assessing the impact how women are benefiting. I4 Gender related skills (HIGH)
E/S Majority of organizations have had training in gender mainstreaming. But within the setup of NWADO, not much has been done. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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At the level of individual organizations, they have done a lot of training in gender sensitivity. When there are genderrelated workshops, our members are represented there. NWADO looks at both Gender and Age diversity Even though we don’t really have a policy, staff and ExCo understand gender issues. President has a clear program on gender and many members do have gender programs and policies. Most of the members have been trained on gender issues. The issue is now applying it in their work. Mainstreaming gender is where we have problems.
J
Networking
J1 Benefits from Networking (HIGH)
AW Strategic allianceslocal, national, and international. However we need to have common advocacy strategies/issues J2 External image (Link with J2.2) (HIGH)
D/P They are doing what they can with their current capacity, but if they can build their capacity, they can do a lot more. Really need to build their capacity. NWADO is visible, they are known locally, regionally, nationally and among international actors within Cameroon. For the outsiders, it is not easy to see what services they (NWADO) are supposed to give. Who are the beneficiaries? What services do they deliver? It’s a little bit everything or nothing. The image is good, but what is it based on is not so clear? Eric makes a very good impression. NM
They need improvement in their interaction in the field. The Open Day sold the image of the organization to many. A lot more people and organizations are yet to find out about NWADO and its cause.
E/S NWADO has a positive image with stakeholders. We need to improve by coming up with concrete achievements of the network that is beneficial to society and member organizations. We have to do more on the issue of promoting the cause of our organization. NWADO members should be encouraged to talk more about NWADO. A lot of the things we do, they go unnoticed because we don’t have adequate resources to market what we are doing to make ourselves better known. Within the stakeholders we have quite a positive image. Stakeholders use NWADO to disseminate information to CSOs. But more needs to be done because not all the CSOs in the NW Province are members. Also we don’t even know who all of them are (need database). If they could see what is going on and what NWADO is doing, they would see value of being members. AW
They have a positive image in the community, but they do not have a website.
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NWADO has a positive image with stakeholders, but much is needed to establish relation ship with other stakeholders, as well as strengthening the existing relations. J2.2 External Image
D/P
Dynamism of leader, professionalism, create contacts and partnerships Good communication and giving of information They don’t have their own office, so there are few fixed costs (salary is the only one). Institutional contacts and credibility. Documentation and information capacity. All the reports they do. They are wellconnected to civil society in the North West. NM
They lack transport facilities to ease movement in the field. No office setting, limited staff. Membership mostly centered around Bamenda. Decisionmaking process is cumbersome and complex. There is a problem of resource mobilization. They still have a lot to do about marketing their cause.
E/S Objectives are achievable. Very good at information dissemination Committed members are credible civil society organizations, they have concrete activities in the field, an example of what CSOs should look like. Been able to mobilize resources for its activities. Credible partners (DED, VSO, Helvetas, EU) diversified membership committed ExCo fulltime Coordinator secretariat in place with basic equipment for running day to day affairs J4 United network
D/P
They seem united. They are somehow united. Organizations are faithful to the network. There is a core of orgs that believe in it and they get along well. But they do not advocate on common goals. E/S We are united, but we don’t really advocate for common goals – no clear vision & strategy. That is one of the prime objectives of the network. Members needs to clearly have the vision of what we mean by advocacy and coming together as a force – see the power of working together as “the Civil Society in the North West”. AW They have gone far as the partners are all united and organised. What is still needed is to add more members to strong and united. NWADO is united, how ever, advocating for common goals and actions still has a long way to go and therefore much input is needed in this regard. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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J5 Information and Resource Sharing (MEDIUM)
D/P They do not share everything with us, probably because it would not be interesting to us. But they share what is important. Eric sends reports, phones and comes to visit us. Even when he is busy, he makes time for us. We get the same information as the members. We get good updates by the Coordinator for anything we need, but they are not formal. We very rarely get a formal letter or report from NWADO. NM
Yes, they share information with us on a regular basis.
E/S Quite developed. One of our prime objectives. Tried to share among members best practices and what they are doing, but that’s not currently happening (not since 2005). If possible, these sharings could be documented and compile a report that carries the best practices of the network. Has been personnel sharing and training/mentoring. Sharing information exists between members, but we cannot really assess that. There is some tendency towards sharing resources. Members use the resources of NWADO. We do share information, but not resources. We have reports & minutes of meetings and they are all shared with all the members and also potential members and partners. J6 Membership
NM We need to have a field staff to act as liaison officer for the network and local organizations like ours (not located in Bamenda). The amount is too high (expensive) for our organization to pay. We are still a young organization with limited staff to represent us outside. We are already in an existing specialized network. J7 Collaboration among members (HIGH)
E/S The network preaches collaboration and encourages members. But we need to improve trust between member organizations. In the past there have been some bad experiences when groups tried to work together, so now most organizations are distrustful. We organize activities to help our members collaborate, share best practices and information. Get our members on board when we think there are activities that are of benefit to them. Meetings are a good environment for experience and information sharing. When the Secretariat has information on anything, funding, etc. it is disseminated. It would be good if we could someday work on projects together. Level of collaboration is high among those who want to collaborate. But at times members feel threatened to collaborate. AW
Members are open to sharing, supportive and united.
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Collaboration between organisations.. Information sharing good. Some people even work with several organisations. Some organisations however do see other members as competitors. J8 Collaboration with other networks
E/S We collaborate with PAFAC. Have shared experiences about how to conceive proposals. We also have shared members. Are collaborating with the SW Province network. NWADO collaborates with other networks in Province (WHINCONET, NESA), many of our members are members of those other networks. NWADO also collaborates with networks in other Provinces (Dynamique Citoyenne, SW Network).
K
HIV & AIDS
K 1 Awareness of HIV& AIDS (MEDIUM)
E/S We have most meetings in COMINSUD and whenever there is any new information, COMINSUD shares with NWADO. Most members have programs related to HIV/AIDs. Not much sharing materials, no policy Most or all member organizations have had trainings on HIV/AIDS transmission & prevention, some are even working on treatment. There is a high level of awareness among members. They have enough information. But there is need for improvement. Despite the fact that we “know” virtually no orgs have a workplace policy – not in a position to take care of and protect those who are infected. AW HIV&AIDS awareness is well known. However they should go beyond awareness to areas such as care and support. NWADO is doing well especially in the HIV awareness; they were distributing condoms. However they need to mainstream HIV&AIDS as a network. K2 HIV & AIDS in project (MEDIUM)
D/P
They have started, but they really need the means to do this. The will is there. They mention it every now and then, but nothing has ever been done. Never been in any proposals and projects. They never have a meeting without mentioning it, giving advice, talking about HIV/AIDs. Could improve by providing more materials for distribution. Could include medical personnel to participate in conversations, also PLWHA. AW NWADO members recognize HIV as a Development problem and it is always presented in the GM. However, the activities around HIV are not really being integrated within NWADO
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K 3 Respect for people with HIV& AIDS
E/S
We haven’t really done anything in this. Lots of sensitization, but then nothing. Individual organizations have respect and awareness, but the network does not have any explicit policy. There’s no policy for NWADO. Many members do not have workplace policies. In a few organizations, they are coming up with an HIV/AIDS policy. I don’t think we would discriminate. We know that we are supposed to be free and supportive of PLWHA, but we have not really had to practice what we know.
L
INFORMATION TECHNOLOGY
L1 IT Resources (HIGH)
NM
Constantly sending mails, reports, etc. via Internet.
E/S
Coordinator uses emails, and also texts, phone calls, even radio. Need more resources for this. Secretariat communicating with members is pretty effective, but they do not have a very strong Internet culture, so there is often not feedback. Most of the member organizations don’t have Internet in their offices, so there is not a very good “Internet culture” within the members of the network. Network is making use of different technologies (internet, sms, phone). Need for improvement – members don’t frequently use the technology. Network sends out information expecting a simple acknowledgement and gets nothing after a month. Level of use of internet is quite low. Very little browsing the internet. AW They are making good use of the resources available; emails, extra. But they need more, like a website, fax. L2 Staff Capacity
OTHER COMMENTS Other OD issues you feel they could improve on?
D/P
They need means of transportation and communication. They need more human resources. Sensitization on HIV/AIDs would be important to include in their activities. Contact with media could improve. Do local radio & television. Make a documentary. Moderation and planification of General Assembly meetings needs to be improved. They are always too long and too unstructured. Big potential there for making them more efficient. Facilitator's Guide: OD SelfAssessment workshop VSO Cameroon, March 2007
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Started at the GA to have one organization do presentation. But now it is less and less done. There may be other ways to share information/best practices/knowledge. This is one of the top things in their vision, but not always well done. How easy would it be for someone else to come in and be the Coordinator? Need to empower the Coordinator more. He is not put out front. NM I would like to see a bigger representation (membership). I recommend that NWADO take the issue of why organizations are not members seriously and work hard with the information it gets from its findings to ensure that its membership is enlarged. The network should try at all costs to find out information on funding related issues and communicate to its members. It is also important for the network to create time and visit young organizations anticipating becoming members. Our request is that they make improvements to persuade more organizations to become members by visiting them individually in their offices. It would be good to write proposals annually based on what member organizations are actively doing in the field. These proposals should go to international bodies, not local bodies like the government. E/S There are so many NGOs in the North West, but few are members of NWADO. One of my fears is that the dues are too heavy. Those that are small and struggling, it is difficult for them to become members. Even of those who are registered, only a few are really active. If we can get the resources we need and clarify our vision and our strategy, we could really do a lot. Organization is doing a lot for CSO in Bamenda. If members of NWADO could talk more about NWADO and market it’s caused, the successes would go way up. Many people who ought to know about NWADO do not know. We would be having a lot more financial support, a lot more membership and moral support if more people know about us. In what areas would you be interested in working with them in the future?
D/P Would be very interested to see the followup with the elections initiative. What relationships come out of this? We are interested in helping them in anything to sustain NWADO financially. We will participate in the next Open Day, ready to support technically and financially. We could help in the reinforcement of human resources and capacity building. We could help with project design, animation for seminars, monitoring & evaluation.
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NWADO Self-Assessment Workshop 25-27 July 2007
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31/8/2007 Page 1
NWADO Self-Assessment Workshop 25-27 July 2007
Capacity Areas & Themes - group comparison
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Members Assmt Wkshp
Non-member Interviews
Staff/ExCo Interviews
Donor/Partner Interviews
31/8/2007 Page 1
NWADO Self-Assessment Workshop 25-27 July 2007 VSO themes - all scores combined
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Transparency
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Governance
HIV/AIDS
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31/8/2007
NWADO Information Technology Assessment Executive Summary Description of IT Assessment process In order to assess the information technology capacity of NWADO, three processes were carried out. An interview and selfassessment of computing skills by the Coordinator, a survey of overall information technology infrastructure of the organisation and a review of the capacity of specific equipment owned by the organisation.
Recommendations Shortterm: 1.
2.
Improve data management practices in order to safeguard the data on the laptop, one of NWADO’s key assets: a. the Coordinator keep the virus definitions in Kaspersky uptodate; b. regular backups of all the data on the laptop be taken (either to CDs/DVDs or to the hard drive of another computer); c. access to the laptop be setup in a way that protects NWADO’s data when others have rented the laptop for use. Create a database or address book of NWADO members to enable communication with members.
Mediumterm: 1.
2.
3.
4. 5.
Seek adequate funding for basic supplies (particularly airtime, ink & paper) for the NWADO office and to ensure that funding for these things are always included in all proposals going forward. Acquire a sturdy, used laser printer The operating costs of laser printers are considerably lower over the longterm than those of inkjet printers, particularly if new ink is used and the printer is wellmaintained (using refilled cartridges can ruin laser printers). Invest in increasing the computer skills of the Coordinator, first in Powerpoint, Excel, use of databases & address books and email lists and groups; then addressing other areas identified in the detailed assessment below as work needs require. Transfer the data off the desktop computer and sell the desktop and the inkjet printer. Use the skills of the VSO Volunteer to create a web presence for NWADO.
Depending on what happens with the NWADO office in 2008, it may be useful to acquire a wireless network card for the laptop.
Longterm: 1. 2.
Desktop Internet access for all staff. Recruit staff or volunteers with good skills in database creation, website/blog creation, desktop publishing, and, as the organisation grows, computer networking and basic maintenance.
Detailed Assessment Report General Assessment (overall) Overall the computer skills, use and care at NWADO are about average compared to what the VSO Volunteer has seen elsewhere in Cameroon and the North West Province. They do maintain an inventory of their equipment which is updated annually. They do not have either a website/blog or a database (a definite weakness for a membership organisation that regularly needs to contact members). Staff Skills: The Coordinator uses a computer for most of his work and has a high level of skill in those software applications he uses regularly (Word primarily). Also, he has a good working knowledge of the operating system, how to configure the computer and how to use peripherals like USB memory sticks and burn CDs. Use of the Internet is average. There are some important applications which, if he knew well, would greatly enhance his work (particularly Powerpoint, Excel, Outlook, Publisher and possibly Access). Overall data practices (backups, antivirus, etc.) are at best average and this puts NWADO’s data, one of its most important assets, at risk. Equipment: NWADO owns a laptop computer, a desktop computer, a printer, and a cellphone. The laptop is new and in excellent condition and is loaded with all the needed software. The printer is not functioning. The cellphone is basic and working. The desktop is working but very old and slow and rarely used. It does contain some old data that has not yet been transferred to the laptop.
Issues identified Staff Skills: The following are the skills that were identified to be more fully developed: · Designing flyers, brochures and use of MS Publisher · Designing and using Powerpoint presentations, including connecting laptops & beamers
· Maintaining a NWADO website · Maintaining a database of NW CSOs · Advanced MS Word skills such as creating auto Table of Contents, using styles, indents, etc. · Use of Excel · More advanced use of email: lists and groups · Use of databases & address books (incl. Outlook) · Maintenance of antivirus software (particularly keeping virus definitions uptodate) · Data backup practices Equipment: The following issues have been identified with regard to equipment: · There is a desktop computer that primarily takes up space on a table that could be used for work. It contains some important historical data that has not yet been transferred. · There is an inkjet printer that was not working (it has been taken for repair) and is costly to operate. · The laptop is rented out to member organisations for their use, providing needed funding for NWADO, however, it is not clear that adequate controls are in place to protect NWADO’s data when others are using the laptop. · Other than files copied to virusridden USB sticks or emailed, there are no backup copies of NWADO’s data. · The virus definition files on the laptop need to be manually updated via download to a USB stick and transfer to the laptop. · NWADO is granted use of COMINSUD’s printer (part of COMINSUD’s contribution as President), but this printer is connected to a computer that is completely virus infested, causing all USB sticks plugged into it to be repeatedly infected. Other: Other issues identified were: · NWADO has no uptodate list of members and no database or address book which holds uptodate contact information on members. · NWADO has no website/blog to make itself known to organisations outside the North West or to facilitate sharing of information with members. · NWADO has access to the Internet via the President’s office, but needing to share this access among many people (also for printing) can often slow down progress on work goals, yet there seems to be inadequate funding to regularly use an Internet café.
Recommendations Shortterm: NWADO needs to very quickly improve its data management practices in order to safeguard the data on the laptop, one of NWADO’s key assets. Therefore the recommendations are that the Coordinator keep the virus definitions in Kaspersky uptodate; that regular backups of all the data on the laptop be taken (either to CDs/DVDs or to the hard drive of another
computer); and that access to the laptop be setup in a way that protects NWADO’s data when others have rented the laptop for use. Also, a database or address book of NWADO members should be created to enable communication with members. Mediumterm: In the mediumterm, two weaknesses that need to be addressed are a) the organisation does not have a working printer nor b) adequate funds to pay for sufficient supplies and Internet and cellphone airtime. Because one of the most important roles that NWADO plays is that of communication, the first recommendation is to seek adequate funding for basic supplies (particularly airtime, ink & paper) for the NWADO office and to ensure that funding for these things are always included in all proposals going forward. The second recommendation is that NWADO acquire a sturdy, used laser printer (the desktop computer and inkjet printer could be sold to raise some funds for this). Used laser printers can be found in Bamenda for at or near the same price as new inkjet printers and there may be sources for a donated laser printer. The operating costs of laser printers are considerably lower over the longterm than those of inkjet printers, particularly if new ink is used and the printer is wellmaintained (using refilled cartridges can ruin laser printers). A new laser cartridge can cost twice as much as an inkjet cartridge, but it lasts 36 times longer. The next mediumterm recommendation is to invest in increasing the computer skills of the Coordinator, first in Powerpoint, Excel, use of databases & address books and email lists and groups; then addressing other areas identified in the detailed assessment below as work needs require. The data currently residing on the desktop computer should be transferred to the laptop or to CDs so that it can be accessed and then the desktop and the inkjet printer should be sold. NWADO should take advantage of the skills of the current VSO volunteer to create a web presence (via a website or blog) for NWADO and train the Coordinator in how to regularly maintain the site. Depending on what happens with the NWADO office in 2008, it may be useful to acquire a wireless network card for the laptop. Longterm: Because of NWADO’s critical communication role and the likelihood that this will increasingly include the need to communicate with organisations outside of Cameroon, it is recommended that desktop Internet access for all staff be a longterm goal. Also, in the longerterm, NWADO would benefit from having staff or volunteers with good skills in database creation, website/blog creation, desktop publishing, and, as the organisation grows, computer networking and basic maintenance.
DOCUMENT AUDIT With the purpose of the document audit being to gather and review documented information on NWADO in order to assess “formal” policies, procedures and ways of working, an audit of documents in the Secretariat was done. The audit revealed that following: 1. NWADO had a documented mission with clear objectives; however the mission was not very clear. The mission and objectives did not have statements or values on gender, participation, accountability, transparency, HIV/AIDS etc. 2. NWADO had planning documents as evidences in yearly reports and documented reports of all activities and trainings implemented with evidence of participatory approaches in planning. 3. Activities were monitored and evaluated as seen in quarterly and yearly evaluation of plans and staff however no documented monitoring and evaluation system/framework exist and the number and type of beneficiaries of NWADO’s activities not documented. 4. The governance of NWADO i.e. board management is clearly document in the constitution. 5. Some information on the management exists in the constitution with the organizational structure but a system for internal communication is not in place. 6. There are documented policies on human resources however there no staff policies on staff professional development. 7. Rules and policies exist on resources, financial management and clear accounting system. However no audit reports exist and there is no fundraising strategy/plan. 8. Clear objectives and activities carried out on lobbying and advocacy are documented with strategic alliances with other organisations for advocacy promotion exists but the whole idea of advocacy is not well understood by NWADO. 9. Gender activities exist and there is documented training on gender activities by staff and members. 10. Networking is highly effective and well documented. 11. A few documents exist on HIV/AIDS related issues 12. Documented evidences exist for needs assessment for staff and members, sharing of best practices and collaborative activities carried out.
ATTENDANCE LIST OSAW No Name 1 Kuma Jude Mbom 2
Stephanie Tasah
Organisation Justice & Peace Commission NOWECA
3
Celestine Neba
COMINSUD
4
Angeline Njuto
NOWECA
5
Patience Ndifor
SIRDEP
6
Josephine Musongong
Paradise on Earth
7
Diana Mantohbang
Positive Vision
8
Roland Apiyembah
HACFAI
9
Tih Ntiabang
DED
10
Joyce Shu
11
Lucas Wirlen
12
Jean Shudzeka
13
Dominique Ngono
14
Maforh Angemba
15
Augustine Ambe
16
Eric Ngang
Contact +237 77494353 mbomjude@yahoo.com +237 77852217 stephieta@yahoo.com +237 77501458 cominsud_ngo@yahoo.com +237 77451609 nowecanet@yahoo.com +237 77501451 sirdep02@yahoo.com +237 77745850 paradiseonearth@yahoo.com +237 77948664 pvcam2000@yahoo.com +237 77233220 hacfaicam@yahoo.com
+237 75660610 dedbamenda@yahoo.fr CAMNAFAW +237 99902704 Bamenda camnafawbda@yahoo.com Peace Makers Society +237 75554607 peacems96@yahoo.com NAVTI Foundation +237 77641647 navtifoundation@yahoo.com IDF +237 77755975 idfbda@yahoo.fr NOWEFOR +237 77023025 noweforbamenda@yahoo.com SIBADEF +237 77836023 sibadef@yahoo.com NWADO +237 77 82 92 59 nwngo@yahoo.co.uk
INTERVIEWED MEMBERS, DONORS AND PARTNERS INTERVIEWED EXCO MEMBERS No Name Organisation/Post Contacts 1 Neba Celestine COMINSUD, President +237 77501458 cominsud_ngo@yahoo.com 2 Njuto Angeline NOWECA, Ex. Secretary +237 77451609 nowecanet@yahoo.com 3 Ndifor Patience SIIRDEP, Treasurer +237 77501451 sirdep02@yahoo.com 4
Lanyuy Mirabel
NON MEMBERS No Name 1 Ngwainbi Simon 2 Akaap Felix 3 4 5
Chick Felix Che Maxcellus
CIPCRE
+237 75585398 Cipcre_bamenda@yahoo.com
Organisation BERUDEP COPAAP
Contact berudep@yahoo.com +237 96070472 copaap@yahoo.com +237 77608708
PLAN Cameroon Sophea Foundation
DONORS AND PARTNERS No Name Organisation 1 Sophie Diestelhorst DED 2 Verina SNV Ingrams/Bakia Bessong 3 Ngoko Zachee MINRESI 4 Ngomezo’o NEF Leopold 5 Ibrahim UNDP
Contact dedbamenda@yahoo.fr +237 99417397
+237 77852352 +237 99982105 +237 75411798
Evaluation At the end of the SelfAssessment Workshop a reflection conversation was held and participants had an opportunity to submit other comments and recommendations anonymously on paper. What follows are the results of that evaluation. What words or impressions do you remember? Impact assessment Ignorant about advocacy but learned more Have a good vision about organisation & development plan Interest about advocacy & want to develop plan Resource mobilisation Gender & planning Advocacy, resource mobilisation & strategic plan Sustaining network RightsBased Approach & advocacy RightsBased Approach Networking & account HIV & AIDS Interesting to know that NWADO is financial transparent Coffee break Office facilities I am impressed with the outcome of the workshop. I was initially afraid that it would be influenced by VSO, but it is obvious that it is not, NWADO directed it. What feelings did you have during the workshop? Good footing Future of NWADO is bright Happy feeling that we had the opportunity to xray Excited that such a young organisation is so transparent I feel happy because the horizon seems much closer What have you personally learned? To assess my own self Self assessment is important not only for organisation but also for myself to see how to move ahead How to make choices from the assessment. Now it is clear that we need to work on a strategic plan & the next steps are clear The methodology of the workshop enabled the results to be seen Learned how to do a self assessment Must also ask others to help me in my self assessment Learned new energizers Full participation… everyone was involved in each aspect When you return to your office on Monday, what will you tell your coworkers? Will tell some highlights of self assessment & nice food Besides achieving objectives, we had fun Advocate for my organisation to have an OD self assessment Big need for self assessment
What do you think you will do differently because you attended this workshop? Self assessment for self Lobby my organisation to do self assessment Transparency and accountability To maintain best practices & use subsequent meetings to have positive improvements and achievements See this as a process for long term Lobby for my organisation to do a proper self assessment before our next strategic plan Will propose to have DED assist NWADO to develop advocacy skills
Comments & Recommendations: participation should be improved upon and more energizers added to the coffee breaks to wipe out sleep more energizers and other participatory methods the venue needs to be changed to either La Verna Centre or Baptist Centre which have better facilities that PCC organise the workshop for two days we should avoid the long breaks before lunch so as to gain time and use just 2 days for such a workshop the breaks were just fine and timely (tea) recommend this way of relax facilitating workshop i.e. follow a step by step process to come up with results invite at least two members per organisation more meat in food provide writing material to participants hope to get the report soon lodge the participants so that they could have informal discussions and interaction on the organisational selfassessment in the evenings. the workshop was very good and all the things that were done were ideal but a per diem or small allowance should be allocated to participants instead of much food give assignment for members to facilitate work the next day time intervals for feeding should be longer 2 days conference & lodge people in centre so we stay & discuss as a team provide books & writing material give a vision of the conference and flow and expectations before we start name tags for all participants a strategic plan of action should be included organise more workshops of this nature shorter coffee breaks organise more assessment workshops