institutional development exercise peace

1

This evaluation was supported by EU-PEACE Programme and SRSP.

2

Study Design and implementation Team:

Mr. Atif Zeeshan Rauf, Programme Manager, PMER, SRSP, Peshawar

Mr. Atta Ullah, S. Program Officer, MER, SRSP, Peshawar

Mr. Aftab Shakir, S. Program Officer, MER, SRSP, Peshawar

Mr. Fayaz Noor, S. Program Officer, MER, SRSP, Dir

Mr. Shakeel Khan, S. Program Officer, MER, SRSP, Swat

Mr. Aabid Ali Khan, Program Officer, MER, SRSP, Chitral

Mr. Shah Faisal, Program Officer, MER, SRSP, Chitral

Mr. Fahad Gillani, Programme Officer, MER, Swat

Views, findings, interpretation and analysis expressed in this study may not reflect view of EU-PEACE, Islamabad.

3

List of Acronyms

AKRSP

Aga Khan Rural Support Programme

CBO

Community Based Organization

CMST

Community Management Skills Training

CO

Community Organizations

CPI

Community Physical Infrastructure

EU

European Union

LSP

Livelihood Strengthening Programme

IDI

Institutional Development Index

LMST

Leadership Management Skills Training

MCO

Men Community Organization

MHPs MER

Micro Hydro Projects Monitoring Evaluation and Research

PEACE

Programme for Economic Advancement and Community Empowerment

PKR

Pakistan Rupee

RSPN

Rural Support Programmes’ Network

SRSP

Sarhad Rural Support Programme

VDP

Village Development Plan

WCO

Women Community Organization

4

Table of Contents

Executive Summary and Major Findings

5-7

Introduction and Background

8-14

Organizational Motivation

15-21

Organizational Performance

22-24

Organizational Capacity

25-28

External Factors

29-31

Categorization of Men and Women Community Organizations

32-34

Way Forward

35-37

Literature Reviewed Annexes

1

2

3

4

5

6

7

8

5

This evaluation study (assessing Institutional Development of Community Based

Organizations) is based on analysis of primary data collected through a sample survey of men

and women Community Based Organizations (CBOs) nurtured by Sarhad Rural Support

Programme (SRSP) with financial assistance of European Union in 7 districts of Malakand

Divison. During this evaluation process, 417 out of 420 sample men and women CBOs were

assessed in nearly 300 villages of Malakand Division. The survey was conducted through

trained and experienced professionals of SRSP. The data thus collected was verified at local

level by district team leaders and then shared with Head Office, SRSP through EU-PEACE

Programme Support Unit. Data punching was undertaken at head office level, while final

analysis and report writing was undertaken by Programme Manager, Planning, Monitoring,

Evaluation and Research at Head Office, Peshawar. One of the main objectives of the exercise

was to assess the level of development of Community Based Organizations. To do this, the

Institutional and Organizational Assessment model (IOA) developed by Universelia and IDRC,

Canada was modified for this exercise. The modified tool helped in assessing following major

aspects of Institutional Development; a) Organizational Motivation b) Organizational

Capacity c) Organizational Performance, and d) External factors. These major four components

helped developing key indicators, which were then developed into fifteen major questions in

consultation with assessment team, SRSP management and field teams. Under each question,

various permutations were considered and accordingly weightage/scores were assigned. The

responses gathered during the exercise facilitated categorization of respective CO in to four

major categories i.e. excellent, good, average or poor.

Major Findings Categorization of men and women community organizations The evaluation results indicated that 45% of MCOs and 41% of WCOs are ‘institutionally

developed’ or can be categorized as ‘good’. Similarly, 06% of MCOs and 04% of WCOs are

‘institutionally independent’ or can be categorized as ‘excellent’ in all major aspects and can

sustain without any external support. Combining results, at least 43% of men/women COs are

institutionally developed (good), while only 05% are institutionally independent (excellent).

Other specific major findings are presented below:

1. Executive Summary and Major Findings

6

Organizational Motivation The evaluation indicated an appropriate percentage of men and women were aware of goals

and objectives of COs. Poverty reduction, inclusiveness, linkages with organizations/agencies

and socio-economic development were few common goals. A nominal proportion of men (10%)

and women (12%) COs were found to be updating their annual development plans on regular

basis and sharing it with SRSP and other development organizations/agencies in the area.

Though leadership was found to be reasonably fair in distributing benefits amongst members,

nonetheless COs need to improve culture of involving and engaging all members in planning of

development interventions at local level. The evaluation indicated that only 18% of men and

women COs each are holding regular elections or inculcated democratic values. Generally,

leadership in 72% of men/women COs continued on basis of one time election. Interestingly,

women organizations (34%) were either part of Village Organizations as compared to 25% men

COs only. To mainstream women in development process, men and women COs (27%) have

discussed and taken practical steps in respective areas.

Organizational Performance The evaluation indicated that men are meeting more regularly as compare to their women

counterparts. At-least 21% of men COs and 09% of women COs have held eight or more

meetings in last one year. The major issues discussed in last three meetings included

infrastructure development, generating employment opportunities, education, health of

women/children, technical/employable skills training, and peace and development. The

participation rate in women was found to be higher than men COs or in other words women

were found to be more enthusiastic in terms of participation in monthly meetings. These

monthly meetings have also resulted in developing financial capital at local level; an average

PKR 8,700 savings by men and PKR. 5,800 by women organizations. One of the most promising

aspects was inclusiveness in these men and women CBOs. A very healthy (75%) of women

CBOs ensured participation of maximum number of poor members in their respective CBOs.

Organizational Capacity Proper record keeping is one of the key aspects to gauge institutional capacity. Nearly half of

men and women COs was able to show their proceedings (karwai) registers, attendance

7

records, bank receipts or activity records. The data reflected that 62% of office bearers (president

and managers) received managerial trainings. A nominal proportion of COs (20%) have been

efficiently managing between four to six interventions, while 80% have been managing one to

three interventions only. The programme, half way through its life, at this stage is concentrating

more on large scale MHPs and CPIs nevertheless the programme in its second half plans to

invest in micro interventions at community and household level. With initiation of these micro

interventions, these COs are likely to score high in terms of management of multiple

interventions through setting up formal and informal functional committees.

External Factors The results indicated slightly less interaction of field staff with respective community based

organizations, which may have been one of the factors for sub-optimal performance of CBOs on

this institutional development index. Notwithstanding, age of the COs (mostly formed in 2013),

the young leadership (falling in age bracket 26-40) have not been phenomenal in setting up

examples of leading from the front, which is evident from an average record keeping or

formation of apex level organizations and so on and so forth. Though these office bearers, as per

evaluation, were mostly local residents nevertheless they did not substantially invest in

development of their community based organizations.

8

Models for assessing Community Based Organizations Social mobilization as we know and see in RSPs emanated from innovative and bold

approaches adopted by Dr. Akhtar Hameed Khan in Comilla Project (1959) and Shoaib Sultan

Khan in Daudzai project (1971). These two projects based on experiences of similar efforts in

Africa and Latin America engaged local communities to improve their own condition and

situation. The two pioneering projects adopted groups of poor women and men into grassroots

organizations, provided skills development and fostered a cadre of village specialists to

accumulate financial capital through savings and increased productivity through planning and

efficient/effective use of locally-available resources. They also accessed services and resources

from government as well as markets.

The lessons from these two projects provided a sound basis for initiating a similar programme

(AKRSP) in Gilgit-Baltistan (formerly known as Northern Areas) by Shoiab Sultan Khan in 1982.

Here again, the core principle of capitalizing on community’s potential was one of the most

important factors for programme to take its roots in most harsh and difficult environment. An

important role of facilitating communities and tapping their potential was assigned to a catalyst

organization; AKRSP. The role of ‘support organization’ became more clear and

institutionalized with the introduction of similar programmes in all four provinces of Pakistan.

As of September 2014, the ten RSPs1 had fostered a total of 349,967 COs with over 6 million

members in 3,617 union councils of 120 Districts and FATA Areas. Similarly as of September

2014, a total of 1,071 LSOs has also been fostered by RSPs. These COs had saved over 2.62

billion, initiated and completed over 150,000 community physical infrastructure schemes with

an investment of PRs. 20 billion benefitting nearly 5 million beneficiaries. To date RSPs have

extended PKR. 113 billion as micro-credit/Community Investment Fund (CIF) to 1.3 million CO

members multitude of productive investments2. This approach of social mobilization has now

also been extended to healthcare, education, micro-insurance, promotion of peace building and

disaster preparedness and management.

1 AKRSP, SRSP, NRSP, PRSP, BRSP, TRDP, SRSO, GBTI, AJKRSP, FIDA 2 RSPN Outreach, Issue 22(3), 2014

2. Introduction and Background

9

The large scale formation of community based organizations in many developing regions of the

world inevitably led to the debate about the efficacy of these organizations and their work. The

projects and programmes implemented by these organizations went through routine

monitoring and evaluation cycles. Researchers interested in measuring an overall performance

of these organizations (as against the outcome and impact of a certain project or programme)

began using various institutional and organizational assessment models that were available

and were being used in the field of corporate and public sector management.

One of the earliest efforts can be traced back to an effort at AKRSP by Shoaib Sultan Khan in

mid eighties to study community based organizations on set of qualitative indicators. The

appreciation and acceptance of the effort led to development and refinement of the exercise

based on internationally developed institutional and organizational assessment tools e.g.

a) Open System Model (1977)

b) Marvin Weisbord Model(1978)

c) Mckinsey Seven S-Model (1980) and

d) Burke and Litwin Model (1992)

All these models had advantages and limitations to be applied at field level. One other model

known as Institutional and Organizational Assessment (IOA) model developed by Universalia

and IDRC-Canada (1995) had several advantages. IOA3 was interactive and comprehensive as

compared to other models and was broad enough to be applied to organizations; government,

corporate, civil society or informal sector.

The model was adapted with changes by RSPs/RSPN to cover necessary aspects related to

Community Based Organizations. The modified version for assessing institutional development

of men and women COs entailing four broad areas of investigation; organizational motivation,

organizational performance, organizational capacity and external environment is presented

below:

3 The IOA model took into account a) organization's effectiveness b) efficiency c) ongoing relevance and

d) financial viability.

10

Figure 01- Modified version of IOM Model

Based on above mentioned model, this evaluation exercise assessed men and women COs on

four specific dimension/parameters as mentioned above. These four dimensions were

developed into indicators, which eventually were converted into specific questions. These

questions were then compiled into an instrument which was used at field level by regional and

district M & E professionals with technical and intellectual backstopping support from Head

Office PMER section. The exercise reflected that theoretical construct to develop this instrument

was robust and comprehensive for evaluating COs fostered by SRSP in 7 districts of Malakand

Division. It is, however, inevitable that the instrument would still not be able to cover all

endogenous and exogenous variables that affect performance of COs. Since this evaluation was

primarily a quantitative exercise, it is more than likely that data, while being statistically

accurate, would not be able to exhaustively list reasons of success and failure of COs

nonetheless it would be able to give an adequately representative picture. The field teams

have tried to make up for this possible shortcoming of the exercise by collecting adequate

qualitative supporting information and evidence from the field.

External Factors

• RSP staff visits

• Age of CO

• Geographic location of CO

• Office bearers residential status and education

Organizational Performance

Frequency of CO meetings and attendance

Savings and its utilisation

Implementation of Planned VDP

Self Initiated projects

Socio Economic Activities (micro-credit/Ent)

Maintenance of CO records

Inclusion of poor

Organizational Motivation • Goal Mission objective of CO • Selection of Office Bearers • Participation in problem identification

&planning • Downward Accountability of CO leadership • Efforts for formation of apex body • Gender Issue


• CO Leadership • Technical capacity • CO project maintenance • Committee training • Conflict management

11

SRSP-EU PEACE Programme With a financial outlay of €40 million, Programme for Economic Advancement and Community

Empowerment (PEACE, 2012-l16), supported by European Union (EU) and implemented by

Sarhad Rural Support Programme is envisaged to reach 2.7 million population in Malakand Division

with a focus on flood and conflict affected population. The overall goal of the programme is “to

support the Government of Pakistan to reduce the negative impact of economic deprivation,

poverty and social inequality in areas affected by security crisis and natural disasters and to turn this

into opportunities”. The specific objective of the programme is ‘to revitalize rural economy and

promote renewable energy to enhance social cohesion and opportunities for sustainable livelihoods

in Malakand Division of Khyber Pakhtunkhwa province’.

The programme has completed its two years of implementation and the results achieved so far are

promising. An ownership of three tier social mobilization process at local level has resulted in

formation of apex level organizations; an aspect which would be one of the core focuses in

upcoming periods. The programme has also been able to achieve formation of significant number of

women community organizations, a milestone not less than a miracle keeping in view local socio-

cultural context of Malakand Division in view. The completed schemes (MHPs and CPIs) by end of

year 2 have started generating benefits at local level, which essentially have contributed to improving

socio-economic conditions in target areas. Value chains, enterprises, and entrepreneurs developed

and supported through the programme has started producing immediate impacts; generating net

profits contributing to an improved and strengthened livelihoods in programme districts besides

generating local employment. The programme has developed good working relationship at regional

and district level and with all government line agencies and other major important stakeholders.

Their participation is ensured for adding value to the programme. Formal agreements and

Memorandum of Understanding have been developed and signed with relevant departments to

strengthened and formalize working relationships. The programme is not static rather continuously

refining its approaches and strategies based on field learning, experiences and local needs. This

adaptable nature of the programme has helped in overcoming challenges through local solutions.

Objectives and Scope of Study One of the fundamental objectives of SRSP-EU-PEACE programme is to foster 12,000

Community Based Organizations as capable grass root organizations that are functional,

transparent, accountable, and broadly representative. Formation of organized forums starts

12

from community, which is then federated into village and local support organizations at higher

levels. These community organizations establish linkages with services providers, government

line agencies and donors for individuals and overall area development. The level of resources

generated for local development, effective linkages with service providers and eventually

sustainable operations at local level depends largely on nurturing these community based

organizations. Viability and sustainability, therefore, would be of interest to, especially, EU for

assessing whether programme interventions would be sustained once technical and financial

resources are withdrawn. Evidence indicates that investment in social capital for a

transformational change leads to socio-economic development of the people at large. The basic

aim of this evaluation was to assess how far COs have been able to achieve their prime objective

and whether these men and women CBOs would sustain. To assess these, a simple and user

friendly Instrument or Institutional Development Index based on four key organizational

dimensions, corresponding indicators and questions was constructed as elaborated in table

below:

Key organizational dimensions Indicators and Questions

i) Organizational Motivation

ii) Organizational Performance

iii) Organizational Capacity and

iv) External Environment

- CO mission statement and goals as conceived by the community.

- System & Process for area/member development plans.

- CO member participation in needs identification and planning.

- The CO's networking with other community organizations.

- Frequency of CO meetings.

- Attendance at CO meetings.

- Processes for electing Office Bearers.

- Accountability of Office Bearers.

- The CO's role in conflict resolution.

- CO efforts to address women's issues.

- CO efforts to include poor households.

- Capacity Enhancement of Office bearers and activists.

- CO involvement in technical training.

- Procedures for managing CO activities.

- CO record keeping.

The scope of this study was restricted to response analysis on set of indicators/questions mentioned above. Based on responses of members, respective COs’ were given scores on a 4

13

point scale in respective questions/indicators. With a scale from 0 to 3 for each indicator, the maximum possible score a CO can get was 45. The 15 indicators were then summed up to give each CO an overall Institutional Development Score. The Scoring levels were classified as:

i) Inactive (COs scoring below 25%)

ii) Institutional Infancy (COs scoring between 25-50%)

iii) Institutional Development (COs scoring below 50-75%) and

iv) Institutional Independence (COs scoring over 75%).

Methodology and framework

- Assessment of COs Development Index covered a sample of 210 men and 210 women

community based organizations against a total population of 2,553 men and women CBOs

as per following details:

Areas MCO WCO Grand Total %

Swat 30 30 60 14.3

Chitral 30 30 60 14.3

Malakand 30 30 60 14.3

Upper Dir 30 30 60 14.3

Lower Dir 30 30 60 14.3

Shangla 30 30 60 14.3

Buner 30 30 60 14.3

Grand Total 210 210 420 100

- These COs were selected through systematic random sampling technique. During visits to

respective districts, the assessment teams were not able to meet 3 CBOs (2 in Upper Dir and

1 in Malakand) due to unforeseen problem, therefore a total of 417 CBOs were assessed

during this evaluation exercise.

- Before field exercises, thorough discussion on assessment exercise between core

management and EU PEACE Programme Support Unit was conducted. Based on these

discussions, a detail questionnaire entailing three major sections was developed and

shared with EU-PEACE Programme Support Unit and SRSP management.

14

- Keeping limited resources in mind, regional and district M & E professionals were

engaged in completion of this task. These enumerators were trained on data tool and

instruments by Programme Manager PMER, Head Office, SRSP. While an extensive

support was provided through head office during completion of this exrcise.

- Data was collected using a detailed questionnaire (attached as an annex), which was

completed in discussion with a focus group of CO members, and cross-checked wherever

possible against COs' written records. Two independent teams from head office visited

field areas and monitored process of data collection.

- The first section of the questionnaire recorded factual details about the CO and its

activities. In second section, the field teams ranked CO's institutional development against

15 indicators on a 4 point scale. It also recorded data on RSP support to CO, and CO

member opinions about the support. The field team leaders were also asked to give,

confidentially, their personal assessment of quality of focus group discussion. The last

section of questionnaire recorded data on community's access to standard public services

and facilities in order to provide an indication of community's overall level of

development, as a likely contributory factor to CO's institutional development.

- The data once completed was checked at various levels. Initially the District Programme

Manager, EU-SRSP PEACE in respective districts checked filled questionnaires for any

possible errors. The completed set of questionnaire was then shared with SRSP’s Head

Office PMER team through EU-PEACE Project Support Unit.

- Based on fifteen major indicators grouped under four major organizational dimensions,

output tables were developed and generated. The respective tables under four major

organizational dimensions were analyzed and a detail analysis report was prepared and

shared.

- One of the major limitations of the evaluation exercise was to programme staff for data

collection though cautious checks were developed to gather viable data and record

unbiased responses.

15

Organizational Motivation If mission, goal and objectives are clear to community members then such community based

orgnizations are likely to sustain and progress with passage of time besides providing

opportunities to its members for improving their livelihoods. The conceptual clarity of members

keeps the organization alive and on-track. Some of the prominent development indicators

identified under this component are as follows:

i) Objectives/goals/mission of the CO as understood by the members;

ii) Participation in need identification and planning;

iii) Election/Selection of Office Bearers;

iv) Downward Accountability of CO leadership;

v) Broad-based Participation in need Identification and Planning

vi) Efforts to form apex level body of COs

vii) Mainstreaming Gender Issues

Objectives, Mission and Goal of Community Based Organizations An appropriate percentage of members, as per evaluation, in men/women community

organizations were clear on mission, goal and objectives (table 01 below). Women COs (19%)

have written down their objectives and mission and members are aware of it, which indeed is

an encouraging aspect keeping religiously charged Malakand division in view. A critical review

of the table 01 indicates that field teams need to intensify process of dialogues at local level to

clarify members on mission, goals and objectives of community based organization. During

focus group discussion at local level, poverty reduction, socio-economic development, linkages

with organizations and agencies and inclusiveness were some of the common goals reported by

COs falling in top two categories.

3. Organizational Motivation

16

Table 01-Members Clarity on Goal, Objectives, Mission and Vision of CBOs Category &

Scores Indicators MEN WOMEN CUMULATIVE

No. and %age of MCOs in respective category and scores

No. and %age of WCOs in respective category

and scores

Total No. and %age of M/W COs in respective

category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 Members do-not have idea about mission,

goal & objectives of COs.

13 5% 47 23% 60 14%

A

vg

.

1

Members have a diverse opinion about Mission, Goal and Objectives of the CO and it is not written.

69 33% 50 24% 119 28%

G

oo

d

2 Members opinion about mission, goal & objectives is same but it is not written

107 52% 70 34% 177 43%

E

xce

llen

t

3

Mission, Goal and Objectives are written down and members are fully aware of it. 21 10% 40 19% 61 15%

Total (Percentage) 210 100% 207 100% 417 100%

Participation in need identification and planning A nominal percentage of COs was found to prepare, update and share their development plans

annually and on regular basis with local, national and international organizations in their areas.

An area of deep concern could be unavailability of areas and members development plan with

at least 26% of men and women COs.

Table 02- System and Processes at CO level for area and member development plans Category &

Scores Indicators MEN WOMEN CUMULATIVE



and scores

Total No. and %age of Men/Women COs in

respective category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 Unavailability of members/area

development plans and resolutions

42 19% 65 32% 107 25%

A

vg

.

1

Members/area development plan prepared once without revisions

75 36% 58 28% 133 32%

G

oo

d

2 CO has prepared members/area development plans and resolutions shared with supporting organizations.

73 35% 58 28% 131 31%

E

xce

llen

t

3

CO prepares area/member development plans annually and shares it on regular basis with other organizations.

20 10% 26 12% 46 12%


17

Despite being relatively conservative, the women in these 7 districts were found to be eager in

preparing and developing their member/area development plans. Their effort is a fair reflection

of organizational motivation for socio-economic development women in their local areas.

During discussion, at least 42% of men/women COs found it too difficult to develop an

integrated community development plan or comprehensive member development plans. The

data also revealed that 52% of men and women CBOs termed community development plans to

be essential, while remaining 48% termed it to be very useful or very useful for identifying

community development needs.

The results (table 03) also indicated that women COs are more transparent. As much as 46% of

women COs ensured 100% participation of its members in identification and planning

processes. An encouraging aspect was that 71% of men and women ensured participation of its

members during identification and planning process, which invariably ensured transparency

and accountability at local level.

Table 03- Broad based participation in identification and planning Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores

Total No. and %age of M/WCOs in respective

category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 No proof of participation.

37 19% 47 23% 84 21%

A

vg

.

1

Less than 50% of membership signed latest resolution, Micro investment plan and or CO/Village development plan

22 10% 13 6% 35 8%

G

oo

d

2 51-75% of membership signed latest resolution, MIP/CODP or VDP.

80 38% 54 25% 130 31%

E

xce

lle

nt

3

Resolution discussed in CO meeting and all CO members signed.

71 33% 93 46% 165 40%


18

Election/Selection of Office Bearers An important characteristic of functioning of CBOs is that it provides leadership opportunities

to all members and supports/promotes democratic processes at grass-root level. Response

analysis indicated that 18% of men and women COs have inculcated democratic values by

holding regular/annual elections. Generally, 71% of men and women have selected their office

bearers once and are happy with their performance as reflected in table 04 below.

Table 04- Election/Selection of CO President and Secretaries Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

Office Bearers appointed by SRSP staff.

3 2% 11 5% 14 3%

A

vg

.

1

Office Bearers appointed by notables in community.

16 8% 15 7% 31 7%

G

oo

d

2 Office Bearers selected by consensus (once only).

152 72% 143 69% 295 72%

E

xce

llen

t 3

Elections/ selection by consensus annually.

39 18% 38 18% 77 18%


As greater emphasis is now being given to democracy therefore figures related to men/women

COs conducting annual elections is quite encouraging. To avoid elite capture, based on the

table 04 above, it would be appropriate to ensure holding regular elections in men and women

COs. This would also help developing second line of leadership besides providing equal

opportunities to all members.

Responding to importance of regular elections, there seemed to be unanimity as members of

85% of men and women COs deemed elections as necessary. Interestingly, there is a visible

19

difference of opinion about timing of elections between men and women organizations. Women

(71%) thought that elections to elect president and secretaries should be held annually, while in

contrast only 52% men shared the same opinion.

Downward Accountability of COs leadership The evaluation found that nearly half of the COs (men and women) by and large involved and

engaged members and took collective decisions. This may suggest that leadership, to a

considerable level, is sensitized on ‘downward accountability’. The evaluation also provided an

evidence of dominance of men and women leadership nonetheless COs leadership was found to

be fair in distributing benefits amongst members as mentioned in table 05 below:

Table-05 Downward Accountability of COs’ Leadership Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

Take most of the decisions and rarely consult members.

17 8% 54 26% 71 16%

A

vg

.

1

Take all decisions but do distribute benefits to some members.

30 14% 28 14% 58 14%

G

oo

d

2 Dominate but distribute benefits fairly among members.

51 24% 47 23% 98 24%

E

xce

llen

t 3 Consult fully &report regularly about all

CO accounts &activities 112 53% 78 38% 190 46%


Efforts to form Apex Level Organizations Linkages and networking play an important role in resource mobilization leading

towards socio economic development of respective area. Interestingly, women organizations

(34%) were either a part of village organization/a network at higher level, while 25% of men

organizations have also federated at village/union council levels as presented in table 06 below;

20

Table 06- Contacts of COs with other COs, VOs and LSOs Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 CO has no contact with any other COs. 47 22% 82 39% 129 31%

A

vg

.

1

CO has created informal linkages with neighboring COs.

58 28% 29 14% 87 21%

G

oo

d

2 CO has discussed formal links with other COs to form VDO or LSO.

53 25% 26 13% 79 19%

E

xce

llen

t

3

CO is member of a VDO or LSO 52 25% 70 34% 122 29%


During focus group discussions, 46% of men and women COs considered membership of

Village Organization or Local Support Organization to be essential, while 54% deemed it to be

useful or very useful. Amongst number of possible benefits, a large number of men and women

COs expressed that networking provides an effective opportunity to undertake joint efforts to

resolve local issues, reduce poverty through mobilizing resources, develop human capacity for

improved livelihoods, share and create awareness and acquire necessary support for new

projects.

Mainstreaming Gender Issues

Over one third men and women organizations (37%) have either taken practical measures or

had been actively lobbying women rights as clearly shown in table 07 below;

21

Table 07- Steps taken by COs for mainstreaming women in Development Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

No concrete steps taken by COs to address women issues

125 59% 102 49% 227 54%

A

vg

.

1

Women issues are discussed but without any practical measures 47 22% 38 18% 80 19%

G

oo

d

2 Few activities related to women have been implemented 27 14% 49 24% 76 19%

E

xce

llen

t 3

Women Rights are being actively lobbied by COs

11 5% 18 9% 29 8%

Total (Percentage)

210 100% 207 100% 417 100%

66% of women and 45% of men members in COs thought that women do not share same

position with men in society, which would essentially urge EU-PEACE programme to conduct

gender sensitization trainings at regular intervals in all programme districts. Responding to a

question, majority of COs identified education, property and inheritance, economic

opportunities, decision making, underage marriages, and legal issues as some of the major areas

in which women were treated unfairly. Some of the major reasons for treating women unfairly

as identified majority of COs were lack of education, men dominance, culture, traditions, taboos

and poverty.

22

Organizational Performance Organizational performance; an important indicator of institutional development can well be

assessed through achievements against planned activities and progress of COs in meeting its

Goals/objectives. Some of the visible indicators to assess level of performance of men and

women community based organizations are a) Frequency of CO meetings and attendance b) CO

savings and its utilization c) Socio-Economic Activities and implementation of Development

Plans and d) Inclusion of Poor

Frequency of CO meetings and attendance An organization can perform efficiently and effectively if it meets on regular basis. These

regular gatherings enhance likelihood to discuss individual and communal issues thus finding

appropriate collective actions to address common issues. In terms of meetings, the evaluation

indicated that men are meeting more regularly as compare to women. The frequency of regular

meetings, ironically, is very low especially in case of women COs as presented in table 08

below:

Table 08- Regular Meetings of Community Based Organizations (Last 12 Months) Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 No meetings

34 16% 101 50% 135 32%

A

vg

.

1

Up-to four meetings 85 41% 33 16% 118 28%

G

oo

d

2 5-8 meetings 46 22% 49 25% 95 23%

E

xce

lle

nt

3

More than eight meetings

45 21% 24 9% 69 17%

Total (Percentage) 210

100% 207 100% 417 100%

4. Organizational Performance

23

Reviewing community records revealed that major issues discussed in last three meetings

included infrastructure development in local areas, generating employment opportunities for

poor and vulnerable, education and health of women and children, establishment of vocational

centre, technical and employable skills training, and peace and development. Overall 78% men

and women COs expressed a need to follow its current practice of monthly meetings.

The degree of interest can be gauged through active participation of all members of respective

CO. Notwithstanding low frequency, women and men were found to be equally enthusiastic in

terms of participation in CO meetings. The detail of men and women participation in CO

meetings is presented in table 09 below:

Table 09- Participation and Interest of members in Meetings Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 0%

24 11% 30 14% 54 13%

A

vg

.

1

1-50% 31 15% 28 14% 59 14%

G

oo

d

2 51-75% 60 29% 54 26% 114 27%

E

xce

llen

t

3

76-100% 95

45%

95

46%

190

46%


Community Organizations’ Savings and its utilization These CO meetings have also resulted in developing financial capital at community level. On an

average, as per results of evaluation, men COs have savings of PKR 8,700 as compare to women

COs PKR 5,900. An encouraging aspect observed was a conscious effort by members saving

regularly to encourage and motivate members who were irregular in savings. Various methods

at CO level have been adopted to encourage savings including awareness and its utilization in

24

adverse conditions. Varied responses (help poor, use it in unforeseen events, for interest free

loans, self help initiatives at community level) on utilization of savings were recorded during

the evaluation.

Socio- Economic Activities & implementation of development plans The evaluation team felt that it was too early to assess this aspect. Details on socio-economic

activities and implementation of development plans would be incorporated at a later stage.

Inclusion of Poor A prominent feature of RSPs fostered COs is inclusiveness. The evaluation found out that

almost 100% of men and women COs have ensured participation of poor though their numbers,

in respective men/women COs, may differ. EU-PEACE documents and strategies emphasize on

mainstreaming poor and vulnerable in respective CBOs, which has been well followed at field

level. Ensuring participation of poor in COs increases their likelihood to benefit from EU-

PEACE and other development packages and services. If so, chances to score better on poverty

score card may also increase vis-à-vis their graduation from one to another economic category.

As per table 10 below, one can see that women COs have taken a lead on inclusiveness and over

75% of women COs have ensured participation of more than 50% poor members.

Table 10 Inclusiveness of Poor and Vulnerable Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

CO doesn't have any poor member 0 0% 1 0% 1 0%

A

vg

.

1

25 percent are poor 30 14% 19 9% 49 12%

G

oo

d

2

26 - 50 percent are poor 53 25% 31 15% 84 20%

E

xce

llen

t 3

More than 50 percent are poor 127 60% 156 75% 283 68%


25


It is true that investment in terms of provision of hard components is essential but even more

important is developing managerial and leadership capacity of COs (men and women) for

viability and sustained existence of COs. The capacity for sustainability of COs has been

assessed against the following major indicators:

i) COs Record Keeping;

ii) COs Leadership and Managerial Capacity;

iii) COs Technical Capacity;

iv) Committees for management of interventions at CO level;

v) Committees for conflict resolution.

CO Record Keeping Record keeping; an important aspect to gauge institutional Development, provides an evidence

of specific interventions undertaken with men and women COs besides reflecting capacity of

office bearers to document important aspects of COs. The records were assessed against an

agreed list and the results were encouraging:

- At least 234 out of 417 men and women COs were able to show their proceedings

(karwai) registers. Records of 37% of men/women COs were found to be ‘good’, while

63% were either fair or below par.

- Attendance record in 298 out of 417 men/women COs existed. 40% of COs maintained

appropriate attendance records, while 60% required support for improvements.

Similarly saving details of 200 out of 417 men/women COs existed. Amongst these, 26%

were updated, while 74% missed information and needed support for up-

dation/corrections.

- A number of activities have been undertaken with men and women COs. These COs

have put in an effort to maintain activity records. At least 49% of COs was able to show

their activity record. Quality of 29% of activity record was found to be appropriate,

while remaining 71% needed active support of field level staff. Overall level of record

keeping at CO level is presented in table 11 below:

5. Organizational Capacity

26

Table 11- Level of record keeping at CO level

Category & Scores

Indicators MEN WOMEN CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0 Co has no records of any things

20 9% 30 15% 50 12%

A

vg

.

1 Records & registers of CO are available but

needs Improvement 163 78% 104 49% 267 64%

G

oo

d

2 All the records/registers are available

15 7% 43 21% 58 14%

E

xce

llen

t 3

All the records/registers are available and updated regularly

12

6%

30

15%

42

10%


Community Organizations’ leadership and managerial capacity

An analysis of the data shows that EU-PEACE has invested substantially in developing

leadership/managerial capacity of office bearers as mentioned in table 12 below:

Table 12- Capacity of members of Community Based organizations

Category & Scores

Indicators MEN WOMEN CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

Do not have CO management training 65 30% 45 22% 110 26%

A

vg

.

1

Only president or secretary have received 31 15% 18 9% 49 12%

G

oo

d

2

Both president and Manager 29 14% 47 22% 76 18%

E

xce

llen

t

3 Management and some other members

85

41%

97

48%

182

44%


27

Community Organizations’ Technical Capacity Based on discussion at field level, EU-PEACE has invested substantially in developing

MHPs/CPIs and level of investment at respective COs/household level is low (table 13 below).

Table 13- Interventions managed and undertaken by COs

Category &

Scores

Indicators

MEN WOMEN CUMULATIVE



and scores

Total No. and %age of MWCOs in respective

category and scores

Nos. %age Nos. %age Nos. %age

P

oo

r

0 1

109

50%

102

49%

211

51%

A

vg

.

1

2 – 3

60

28%

63

30%

123

29%

G

oo

d

2 4 – 5

22

10%

26

13%

48

12%

E

xce

llen

t

3 6 and more

19

9%

16

8%

35

8%


Committees for Management of interventions at CO level A nominal proportion of (27% men and women) had set up formal functional committees to

support implementation of activities as presented in table 14 below:

Table 14-COs devised mechanism to manage activities at CO level

Category &

Scores

Indicators

MEN WOMEN CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

No activities undertaken 79 38% 109 53% 188 45%

A

vg

.

1

Some activities have undertaken and CO has some informal procedures and system 69 33% 47 23% 116 28%

G

oo

d

2 Some activities has been taken place in CO and CO has setup formal committees that are functional 32 15% 40 19% 72 17%

E

xce

llen

t

3 Some activities undertaken and CO has set

up functional committees

30

14%

11

5%

41

10%


28

Committee for conflict resolution While informal mechanism to resolve routine disputes was prominent, one could not rule out

men and women COs involvement through formal procedures to resolve local/external

conflicts as mentioned in table 15 below:

Table 15- CO capacity and Capability to resolve conflicts at local level

Category &

Scores

Indicators

MEN

WOMEN

CUMULATIVE



and scores


category and scores

Nos.

%age

Nos.

%age

Nos.

%age

P

oo

r

0

No Conflict 94 45% 155 75% 249 60%

A

vg

.

1

Internal conflict dealt with informally 58 28% 31 15% 89 21%

G

oo

d

2

Through formal procedures 26 12% 11 5% 37 9%

E

xce

llen

t

3

CO played an important role in resolving both internal external conflict 32 15% 10 5% 42 10%


29

External Factors External factors contribute indirectly to development of COs. Though indicators related to

external factors are not assigned with any scores or weightage nonetheless these are important

when assessing development level of men and women COs. The prominent indicators related to

external factors comprised:

i) Field, District and Regional Staff visits

ii) Age of respective CBOs

iii) Geographic location of CBOs

iv) Office Bearers residential status and education

SRSP staff visits to respective COs The evaluation revealed slightly less interaction of field staff interaction with men/women COs.

On an average respective men COs have been visited 8 times during a year by social organizers

augmented by 3 visits of programme/technical staff. In case of women COs, the interaction was

found to be minimal (3 visits on an average per women CO by field staff). The action has been

reciprocated by members of men COs through regular visits to SRSP’s district offices to discuss

technical and programmatic issues with programme team. Despite less interaction, these visists

by field/programme staff were rated very high by community members during focus group

discussions.

Age of Men and Women COs The age and locality of COs (men and women) are presented in tables below. Majority of Men

and Women COs as evident were formed during 2011 at Mohallah level.

Year of formation of CO

MCO

WCO

Total

2009 12 03 15 2010 19 7 26 2011 28 30 58 2012 8 27 35 2013 135 126 261 2014 8 14 22

Total

210

207

417

6. External Factors

30

Locality

MCO

WCO

Total

Village

19

16

35

Mohallah

191

191

382

Total

210

207

417

Age, Education and Residential Status of Office Bearers

The positions of President and Secretary in men and women COs are very important especially

in terms of local governance at village or union council level. These positions are voluntary and

unpaid. Experience shows that true, genuine, honest and competent activist/office bearers can

play an important role in developing COs at local level. The following important facts above

these activists (presidents and managers) are mentioned below:

i) Interestingly 46% of president and secretaries in respective organizations fell in age

category of 26-40. One can see that relatively young leadership has been preferred in

district Malakand to lead these men and women CBOs.

ii) Nearly 75% of above mentioned leadership was found to be literate. Amongst them,

nearly half were above secondary certificate level. Experience from other districts

shows that educated office bearers have a positive effect on maintaining appropriate

records at CO level, nonetheless in case of EU-PEACE, despite a healthy percentage

of literate office bearers, their record keeping is below par.

iii) The study also found that 72% office bearers (president/secretaries) had been

leading COs for a period of 1 year only. The figures also indicated association of 28%

office bearers with their respective CBOs for a period of 2-3 years. Apparently, long

or short term association had not been a determining factor in managing COs

efficiently and effectively.

31

iv) A considerable number of office bearers in men COs were found to be associated

with public sector jobs i.e. teaching or civil services. Their exposure to public dealing

and offices seemed to have no significant contribution for managing COs affairs

properly.

32

Framework for Categorization The overall framework for final categorization of men and women as per fifteen major indicators is presented below.

Summary of the scores and the final categorization of Men and Women CO

Indicator # Indicator Name Max. Score Actual

1 CO Objectives, Mission and Goals 3

2 Need identification and planning 3

3 Participation in need identification and planning in any activity 3

4 CO Networking 3

5 Frequency of CO Meetings 3

6 Attendance at last 3 meetings 3

7 Election of CO Office bearers 3

8 CO Accountability 3

9 COs capacity of Conflict Resolution 3

10 Mainstreaming Women’s Issues 3

11 Inclusion of poorest households 3

12 CO Management Training 3

13 CO Technical Capacity 3

14 Managing CO activities 3

15 CO Record Keeping 3

Total Score 45

% of CO's actual score (Obtained Marks/Total Marks * 100

% Range CO Institutional Development Category CO Category

Less than 25% CO Institutional Development Category 1 (Inactive)

26% - 50% CO Institutional Development Category 2 (Institutional Infancy)

51% - 75% CO Institutional Development Category 3 (Institutional Development)

76% & Above CO Institutional Development Category 4 (Institutional Independence )

7. Categorization of Men and Women COs

33

Categorization of Men/Women COs

Based on fifteen indicators mentioned above, the categorization of all 420 COs (210 men and

women each) are presented below in the tables:

Number and Percentage of Men and Women COs in Institutional Development Categories

% Range

COs Institutional Development

Categories

No and Percentage of COs in respective

categories

No. of COs in respective categories

No. of COs in respective categories

MEN

WOMEN

CUMULTAIVE

# of COs

% age

# of COs

% age

# of COs

% age

Less than 25%

Category 1 (Inactive)

25 12% 23 11% 48 11%

26% - 50%

Category 2; Institutional Infancy

78 37% 92 44% 170 41%

51 - 75%

Category 3:Institutional Development

95 45% 83 41%

178

43%

Over 76 %

Category 4; Institutional Independence

12

06%

09 04% 21 05%

Total

210 100 207 100 417 100

Reviewing the table above, a nominal percentage of COs either men or women were found to be

institutionally Independent at this stage. A healthy percentage of COs (43%) were institutionally

developed, while over half of the COs (52%) were categorized as institutionally infant or

inactive requiring substantial support. To get a clear picture, district-wise number of men and

women CBOs in respective institutional development categories are presented below;

34

District-wise number of Men and Women COs in Institutional Development Categories

Districts

COs

Number of COs in respective Institutional Development Categories

Total

Category 1

(below 25%)

Category 2

(26% - 50%)

Category 3

(51 - 75%)

Category 4

(Over 75 %)

Inactive

Institutional

Infancy

Institutional Development

Institutional

Independence

Buner

Men 00 09 20 01 30

Women 08 17 05 00 30

Chitral

Men 05 09 14 02 30

Women 05 07 15 03 30

Dir Lower

Men 12 16 01 00 30

Women 05 23 01 01 30

Dir Upper

Men 02 21 07 00 30

Women 02 18 08 00 28

Malakand

Men 03 08 19 00 30

Women 00 05 21 03 29

Shangla

Men 03 08 14 05 30

Women 03 17 07 02 30

Swat

Men 00 07 20 03 30

Women 00 05 25 00 30

Total Men 25 78 95 12 210

Women 23 92 83 9 207

G. Total 47 170 178 21 417

35

Conclusion and Way forward The data also shows a mix trend of performance. The performance of COs tend to be

appropriate on conventional parameters within control of COs e.g. conducting meetings,

maintaining records, attendance, undertaking sponsored activities and devising management

mechanisms for it. In contrast, their performance on some important aspects e.g. sharing plans

with external stakeholders, conducting regular elections, ensuring broad based participation,

formation of apex level organizations etc are below par and may be improved to overall

improve COs categorization. An important aspect to be considered is that concentration of

formation of CBOs either men or women has been in year 2013 or in other words these CBOs

are relatively new nevertheless these COs in remaining programme period could be extensively

supported. These CBOs may be given an appropriate time to develop their roots and evolve as

viable and sustainable organizations. For this to happen, an enhanced interaction of field staff

with these communities is strongly suggested.

Some specific recommendations are presented below:

i) The programme needs to invest and refine annual area and member development plans of

men and women COs and respective members. Though plans exist and are shared,

nonetheless, it is right time to support all men and women COs to develop and refine

annual area and member development plans incorporating needs of all members/areas and

share it with development partners.

ii) Change of leadership ensures innovation, development of second tier management, testing

new ideas and achievements. The programme needs to support and further develop

democratic values in men and women COs through holding regular annual elections. If

elections are held regularly, it would provide equal opportunities to all members besides

enhancing ownership of COs. In addition, the elected leadership should ensure broad based

participation of all members of COs while taking all major decisions related to development

in their areas.

8. Way forward

36

iii) There is a need to invest and facilitate men COs to form apex level organizations. This

would institutionalize inter and intra village linkages and develop collective vision for local

areas development. It would also ensure capitalizing on comparative advantages of areas

and human resources.

iv) Men and Women COs can further be supported to mainstream women in development. But

careful and cautious approaches need to be adopted keeping strong local traditions of these

seven districts.

v) Meeting needs be regularized with an enhanced frequency. This is a critical time in life of

these men and women COs to start meeting and discuss modalities of cooperation amongst

other COs and prospective partners in development for long term sustainability.

vi) EU-PEACE programme has invested substantially in developing managerial capacity of

office bearers. Apart from developing leadership qualities of office bearers, the programme

has also developed Master trainers and Community Resource Persons. This is right time to

utilize their skills and services in further strengthening their COs for mobilizing resources

and support in their areas.

vii) The level of SRSP support through its programme team has a good effect on performance of

COs. The programme can enhance its interaction with partner communities to further

discuss ways and means of sustaining these organizations.

viii) The programme is half way through and at this initial stage/level, the concentration in

terms of investment in large scale MHPs and CPIs is quite high. These large scale

interventions, though, are quite beneficial in overall socio-economic development of villages

and union councils nonetheless the programme in its last two year (2014-16) may

concentrate on initiating micro interventions at respective COs and household levels. This

would generate interest of participating members and benefit households directly. One such

example could be investing in extending CIF to men and women COs and assess its

performance over a period of time. Experiences from other districts show that CBOs with

CIF interventions tend to be more organized and perform well on all major parameters,

besides generating useful resources to benefit poor and vulnerable households.

37

ix) For COs to develop and perform at an optimum level, the programme also needs to invest

in developing capacities of field staff especially social organization teams. These trainings

should be aimed at developing a vision of field staff to take these CBOs on route to

sustainability.

38

Literature Reviewed

1. Assessment of Institutional Development Index of Men and Women Community Organizations in FATA by Atif Zeeshan Rauf, SRSP, 2013

2. Assessment of Institutional Development Index of Men and Women Community Organizations in three districts under AusAID, LSP by Atif Zeeshan Rauf, SRSP, 2013.

3. Assessment of Institutional Maturity (2001) by Sarmad Khan and Farooq Khattak, SRSP, Peshawar, 2001.

4. Burke, W. Warner and Litwin, George H., A Causal Model of Organizational Performance and Change, Journal of Management 1992 (vol. 18, No. 3, 523-545)

5. IFAD AJKDCP Institutional Maturity Index (2008) developed by Fazal Ali Saadi, RSPN, Islamabad.

6. Khaleel Tetlay and Marhabo Jonbekov, A manual for village organization assessment exercise (2004), MSDSP, Dushanbe.

7. Khaleel Tetlay, Marhabo Jonbekov and Shoasanov K, A report on community organization development results, MSDSP, Dushanbe 2004.

8. Lusthaus, Charles, Adrien, Marie-Helene, Anderson, Gary, Carden, Fred and Montal van, George Plinio, (2002) Organizational Assessment: A Framework for Improving Performance.

9. RSP Outreach Issue, Sept, 2014, published by RSPN, Islamabad.

10. RSPN and AKRSP web Sites and e-Library to review earlier exercise on institutional development.

11. Weisbord, M (1978), Organizational Diagnosis: A workbook of Theory and Practice.

39

Annexes

institutional development exercise peace

Government & Nonprofit

srsp management

program officer

programme officer

women community organizations

level of development

programme manager

evaluation study

head office level