Organization Capacity Development and Civil Society

Strengthening WorkshopNairobi, Kenya 1- 4 March, 2011

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Organization Capacity Development and Civil Society Strengthening Workshop

Sweden

Nairobi, Kenya 1- 4 March, 2011

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Save the Children SwedenEastern and Central African RegionP. O. Box 19423, 202 KNHNairobi, KenyaTel: +254 (0)20 386 5888/90/391 8000

Fax: +254 (0) 20 386 5889

Website: www.savethechildren.se

This Publication is copyright, but may be reproduced by any method without fee or prior permission for teaching purposes, but not for resale.For copying in any other circumstances, prior written permission must be obtained from the publisher and a fee may be payable.

Author: Penny Ward - Mutengo Consulting

Creative Design & Layout: Queenex Publishers Limited

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Contents:Background

1.0 Day One1.1 Welcome and Opening1.2 Expectations and Workshop Objectives1.3 Analysing the Strength of Civil Society in East Africa1.4 Save the Children’s Approaches and Strategies in CSO Strengthening and OCD1.5 Defining OCD and CSO Strengthening in the East African Context

2.0 Day Two2.1 Recapping Core Concepts2.2 Sharing Experiences of OCD in Practice2.3 Triggers, Entry Points, Tools and Methods for OCD2.4 Application of OCD

3.0 Day Three3.1 Typical Steps in an OCD Process3.2 Addressing key Challenges and Pitfalls in OCD Process3.3 Implications for SC and a Child Rights Approach to OCD

3.0 Day Four4.1 Some Key Refelctions from the Workshop4.2 Evaluation of Workshop and Closure

AppendicesAppendix 1: Participants’ ListAppendix 2 OCD Case StudiesAppendix 3 Examples of Capacity Development and Institutional Development

ProcessesAppendix 4 Addressing Challenges and Pitfalls of OCD-Plenary DiscussionAppendix 5 Implications for SC and a Child-Rights Approach to OCD-Group

Discussion

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BackgroundThis report provides a record of a workshop on Civil Society Strengthening and Organisational Capacity Development carried out jointly by Save the Children Sweden and Save the Children Finland. The workshop was held at Silver Springs in Nairobi, Kenya and focused on building the capacity of Save the Children staff and other child rights partners on organisational capacity development. The participants included 35 participants as representatives of SCI partner organisations from Kenya, Uganda, Ethiopia, Somalia, Tanzania, Rwanda and Sudan.1

Specific Objectives of the Workshop:

• To deepen Save the Children staff and child rights partners’ understanding of civil society strengthening and Organisation Capacity Development (OCD).

• To learn from Child Rights partners’ experiences of OCD processes• To identify recommendations regarding implementation of civil society strengthening

and OCD processes in East Africa.

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Day 1

Agenda:• Welcome and Opening• Analysing the Strength of Civil Society in

East Africa – Force Field Diagram • Save The Children’s Approaches and

Strategies re Civil Society Strengthening And Organisation Capacity Development

• Defining Core Concepts – Civil Society Strengthening and Organisation Capacity Development

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1.1 Welcome and Opening

Lennart Reinius, the Regional Director of Save the Children Sweden, East and Central Africa welcomed the participants. He stated that the workshop was an opportunity for Save the Children staff and child rights partners to have more dialogue and reflect on their relationship and strengthening civil society together. There was, he said, a need to examine the role of civil society organisations in promoting children’s rights as part of their greater mandate.

Anne Kanene, the Regional Representative of Save the Children Finland mentioned the mixture of participants from different countries and levels-directors, managers, progamme staff, partner representatives, practitioners from organisations doing OCD with civil society. She hoped for interesting discussions and debates throughout the four-day exercise. Ruth Koshal, the Save the Children Sweden Regional CRG Manager stated the need to address issues affecting the environment in which civil society organisations operate over the four days. Participants introduced themselves briefly and described their agencies and experiences in child rights. Lennart introduced the facilitator, Penny Ward.

1.2 Expectations and Workshop Objectives

Penny divided the participants into four groups to discuss their expectations over the four-day workshop. Groups were asked to formulate burning questions on OCD and civil society strengthening with results as shown below:

1See participants’ list in appendix

Burning Questions

Understanding key terms• What is OCD?• Capacity for what and for whom?• Who are the CSOs?

How do you ‘do’ OCD?• Concepts and practice in application of OCD• The role of OCD in facilitating a paradigm

shift from service delivery to advocacy• What are the unique elements of OCD?• What are the components of a successful

OCD exercise?• When is it important to have an external OCD

facilitator?How do you ‘do OCD with different types of organisations/in different contexts?• Can OCD be done for networks?

• How do we strengthen child-led initiatives/organisations?

• How do you carry out OCD for child-led initiatives/organisations?

• How do we approach OCD in emergencies?

How to address challenges implementing OCD?• How do you build the capacity of CSOs in a

restrictive environment? • How can OCD be done in a rights-hostile

environment?• How do you manage OCD with brain drain in

civil society? E.g. youth volunteers and staff of institutions

• How do we ensure that organisations maintain their identity and values?

• Exit strategy? When do organisations ‘graduate’?

• What are the current challenges facing CSOs in Africa?

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1.3 Analysing the Strength of Civil Society in East Africa

Groups were then asked to create a force-field analysis, discussing the push and pull factors affecting civil society organisations in the East and Central Africa region:

1.4 Save the Children’s Approaches and Strategies in CSO Strengthening and OCD

Lennart gave an overview of a document created by Save the Children Sweden, Denmark and Norway focusing on civil society strengthening.2 The document discusses the dichotomy of the state and civil society, with a focus on children’s rights; difficulties faced by the state in prioritising children’s rights and an international community obliged in providing support for states implementing the UNCRC. In addressing this, the document provides three examples:

• Developing new models and new ways of working• Direct service provision when the state lacks the capacity to provide these• Informing the public and rights holders of their responsibilities

Save the Children has adopted Child Rights Programming as the means to ensuring that its activities are rights-based, starting with the child rights situation analysis and delving into what different actors are doing to support child rights. Lennart posed three questions for thought:

• How good are we in examining our external environments as NGOs or national organisations?

• Are we looking at the situation in its totality?• What is the role of civil society in relation to the environment? Directional, specific,

exact? Does this address the entire situation?

Lennart also spoke of the need to strengthen the capacity of national civil society organisations as means of strengthening Save the Children’s work. By building the capacity of civil society organisation, provided they are willing to receive this support is not an end to itself as they should build the capacity of duty bearers and act as change agents-advocacy, building constituencies and service delivery. Lennart raised a provocative question, if the motive of working with civil society is to fulfil our own motive to be “cheaper”.

2 Reference

Pull Factors Push Factors

• Government ratification of human rights instruments and policies

• Enabling environment for diverse/developing civil society

• Role of media-awareness/policy influence

• Donor support-indefinite source of funding CSOs

• Weak government-allowing organisations to thrive

• Institutional support

• Hostile legal/political environment• Weak leadership• Limited financial resources• Lack of accountability• Lack of diverse sources of funding and

competition• Shifting missions/values to meet funding• Donor driven programmes and shifting

donor priorities• Linkages and dynamics vary across

countries

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Lennart concluded by making reference to Save the Children’s Compass document, which aims at ensuring a more successful approach:

• Collaboration with local organisations and groups• Local actors in their own arenas -shared values and openness• Mutual learning process based on equal collaboration• Develop and effecting partners’ work in child rights• Have a clear plan for sustainability if we do direct implementation• Lack of competition in influence and funding

1.5 Defining OCD and CSO Strengthening in the East African Context

Penny divided the participants into four groups, asking the first two to define OCD within the East African context and the last two groups were charged with defining CSO strengthening within the same context. The results of this discussion were as follows:

OCD-Definitional Elements1. It is a long-term and dynamic process versus a one-off event such as a workshop2. Strengthens the organisation’s identity (values, mission, vision, strategy)3. Strengthening internal governance (structure, systems, skills, transparency, accountability)4. Strengthening leadership and governance, e.g. address founder syndrome, corruption

and nepotism5. Enable an organisation to deliver and fulfil its values, mission and vision, and be able to

measure the impact. Learning, not just formulating and strategic plan but implementing it too.

6. Improve the ability of the organisation to relate to its external environment (e.g. promotion of child rights, policy analysis, fundraising, negotiation), with change in the lives of children as its fundamental impact.

7. Address the attitude, behaviour, knowledge and values of an organisation. Addressing power dynamics within organisations-creating space; learning and using available space.

CSO Strengthening-Definitional Elements1. Linkages with other civil society groups (local, national and international)-effective

networking and a more co-ordinated coming together2. Advocacy for child rights-lobbying and creating more pressure groups3. Complementary service provision (without taking responsibility of government)4. Taking into account child participation and involvement-children as key stakeholders in

the process5. Monitoring and evaluation of the status of child rights6. Enabling environment for all (legislation, freedom of association, funding and a code of

conduct)7. Empowering citizens to hold duty-bearers to account8. Creating more inclusive environment-more open attitude among organisations

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Agenda:• Recapping Core Concepts• Sharing Experiences of OCD in Practice

– Case sStudies from the Field• Discussion of Key Triggers, Entry

points, Tools, Methods and other ways of Building Organisation Capacity

Day 2

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2.1 Recapping Core Concepts

The facilitator recapped some key ideas discussed on Day One. She noted that many organisations make the mistake of using a cursory approach to assessments, which focuses mainly on the technical or visible aspects of the organisation, such as funding, systems, structures and human resources, without paying enough attention to the aspects that really shape an organisation, i.e. its identity, values, belief, culture and approach to development, which lie at the heart of an organisation.

Cursory approaches to organisation assessment also often gloss over challenges faced by the organisation or overgeneralise them as ‘management problems’. This allows the organisation to avoid taking responsibility for addressing deeper, underlying issues concerning beliefs and values. Thus, effective organisation capacity development strategies need to start with the “heart of the onion”3 , i.e. an organisation’s underlying values, beliefs and identity. Only then can issues relating to vision strategies be addressed. Once these have been clarified, an organisation can develop appropriate systems, structures and identify skills and abilities needed among staff. Finally, the organisation should address physical and financial resources needed to fulfil the organisation’s vision and establish systems and structures needed to undertake the work.

Some useful definitions offered by participants:• Governance – separation of powers. Are boards involved and to what extent?• Systems – how work is organised in organisations, according to international standards

and rules e.g. monitoring and evaluation systems; communication or financial systems.• Systems thinking – this is an approach or conceptual framework. According to this

approach all elements are interconnected holistically. Impact or change in one area will relate in impact or change to the whole system.

• Structure – groups or units that make up an organisation. It is important to remember that “form follows function”. First you need to determine what work needs to be done – before you can determine what types of groups or units will be needed to do the work. And not the other way round!

What does the OCD Process Involve?OCD is defined as a holistic, consciously planned process aimed at integrating child rights programming approaches and strengthening all aspects of a partner’s capacity in order to create strong, sustainable child rights organisations. - SCS, December 2010

Thus, OCD involves:• A conscious and planned strategy• Long-term process takes persistence (3-5 years)• Organisationwide (all levels and all staff are involved)• About significant level of change (values, attitudes and beliefs); therefore this needs to

be planned seriously, be a continuous process and to go to “root causes”.• Programmatic process – combination of strategies versus events/trainings

3 James, R (1998) Demystifying organisational development. Intrac NGO Management and Policy Series # 7. Oxford. pg 2

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» Need to listen to everyone’s perspective – value and contributing to results » Unique process that varies from one organisation to another » Needs to come from the organisation’s initiative as opposed to a top-down

approach » INGOs providing opportunities for partners to take up OCD but not pushing it

down an organisation’s throat » Need for a minimum of values and systems as the basis for guidance in taking up

the process. Ethical practices.

Other definitions of organisation development:

“Creating the conditions in which change can take place from within an organisation” INTRAC

“The facilitation of an organisation’s capacity to self-reflect, self-regulate and take control of its own processes of improvement and learning” Alan Kaplan

“OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure or organisations so that they can better adapt to new technologies, markets and challenges and to the dizzying rate of change itself ” Warren Bennis

The difference between organisation assistance, organisation capacity development and civil society strengthening was also clarified. See Appendix III

2.2 Sharing Experiences of OCD in Practice

Participants split into groups of four to share their experiences of OCD in various contexts in East Africa, including emergency situations. See Appendix II.

• Need for neutrality and understanding of what OCD means for partners. Why need an external facilitator? Fear of OCD – lack of understanding of OCD from partners, perspective.

• Most OCD done so far involves external consultants – there is a need for consultation so that OCD doesn’t look like an external audit. Initiate voluntary auditing in SC Northern Sudan. Purpose of audit is to look at systems; acceptance and ability of organisation to conduct OCD necessary

• Emergency situations – OCD cannot be implemented during emergencies but should be part of emergency preparedness;

• Openness is OCD can be a problem because of structures within organisations – maybe little communication from management – what shows that an organisation needs OCD?

• Risk after OCD process – generic way of performing can lead to rejection from organisation; start with change in management and from beginning; role of OCD consultant should be clear to everyone; values of OCD – confidentiality, share results for peer review

• Tension within organisations – managing the change in the process is important

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• What triggers OCD? Self – reflection and learning is valuable – OCD can be as routine as possible to enhance performance; when initiated, there is another issue creating conflict (internal issues, sudden growth, shrinking);

• Involve everyone at all levels but ensure confidentiality – potential conflict: need for giving feedback; within the organisation everything needs to be shared; look at the issues that can be shared with other organisations and what can be shared within the organisation-you can share and retain confidentiality

• Should SC have OCD in their own organisation? More acceptance from CSOs if the partners are also involved in the process.

2.3 Triggers, Entry Points and OCD Tools and Methods

In four groups, participants discussed the following questions:• What are the most effective triggers/entry points for OCD?• What are some useful methods/tools for undertaking OCD?• How can OCD interventions relate to other methods of capacity building most

effectively?• At what stage of organisation growth/development should organisations undertake

OCD?

Effective trigger points discussed included major crises involving finances, leadership and governance within the organisation. When growth and expansion of an organisation demand reassessment, this can provide an opportunity to roll out the OCD process. The OCD can also be a donor or partner initiative. Other effective triggers include changes within an organisation (mergers, partnerships, shift in approach, etc.); emergencies (natural disasters or political turmoil); staff turnover and the need for innovation, learning and advancement.

OCD can also be used at forming stage of an organisation as a preventive tool. Useful methods to utilise: need to have a human-rights/child-rights orientation and the need for coaching and mentoring continuously cannot be overemphasised. There was a general consensus that creating an effective plan needs to be a participatory process right from inception and that staff should receive leadership training. Before carrying out the OCD effectively, there is need for an environmental scan and a SWOT analysis, so that the process effectively targets needs and the history of an organisation is understood. Staff secondments and exchanges were also discussed as viable options in addition to performance visits and performance discussions and reviews. It was felt that appreciating inclusiveness when working with other organisations provides good communication and feedback avenues.

Stages of Growth/Development at which Organisations Should Carry out OCD

• All stages have different needs-identify systems, e.g. crisis management for emergencies• Stages in organisational growth include: forming, storming, norming, performing. All

stages require OCD• Continuous reflection- never-ending process• Have OCD at forming stave as a preventive tool• Take into account that organisation growth is not linear

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Plenary Discussion:

• Maintaining the partner organisation’s culture – OCD is a participatory process and one that should be hinged to ownership. Clear guidelines are necessary albeit flexibility is appreciated.

• Need to overcome the need to turn the process into a fault-finding exercise – OCD is optional and should not be tied to donor funding.

• Corruption and other malpractices – OCD should not be used as the means of addressing difficulties or HR problems (like performance problems) within an organisation and other avenues to address these issues should be in place. Focus on specific issues -design interventions for these issues but if a problem that is part of organisational culture, then OCD should be used to address this issue.

• Honesty and openness on all sides and delinking the donor/recipient relationship to maintain quality. But on the other hand confidentiality and “anonymity” (e.g. when giving feedback) are also important.

• Documentation of the process is crucial bearing in mind the possible departure of critical staff.

• Communication is key; discuss OCD and the OCD plan regularly e.g. in staff meetings • Maintenance of confidentiality is a prerequisite -need to use an external facilitator with a

track record of maintaining ethical values.• Prioritising OCD vis-à-vis competing needs. OCD should not impact on organisations

deliverables that should be assessed. The process should naturally fit in planning cycle of organisation -mainstreaming.

• You can do OCD at any time with all kind of organisations; the key point is: what are the questions you want to ask/ what the issues and the root causes are and how do you get into them. Spend time to understand the questions and decide what you need to solve those questions. OCD is not an answer to all questions. If your organisation e.g. needs to be restructured, restructure it, don’t do OCD to justify e.g. cutting of staff.

• Be clear on what you want to do, what resources you have and where and when you will need external support.

• OCD should not be tool driven; most important tool is facilitator’s self awareness (questions and discussions are the most important tools).

• When developing an OCD plan, set clear criteria / indicators. • Monitoring can be difficult because you often deal with invisible issues (behaviour,

attitude, practise) and emerging issues; you have to be creative in order to track the invisible issues; continue revising indicators (if understanding deepens, often also indicators change and show that an organisations is tackling the root causes).

• If OCD process is not managed well, it can also bring challenges. It can be a tense process and an exit strategy needs to be developed.

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Agenda:• Typical Steps in an OCD Process• Addressing Key Challenges and Pitfalls

in OCD Processes• Implications for SC and a Child Rights-

Based Approach to OCD

Day 3

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3.1 Typical Steps in an OCD Process

In the plenary, participants discussed the steps in starting, maintaining and closing a typical OCD process, as well as timing and sequencing issues. The diagram above details a generic OCD process.

3.2 Addressing Key Challenges and Pitfalls in OCD Process

Participants brainstormed key challenges in undertaking OCD processes. Solutions and stragegies were discussed in small groups. (See Appendix IV).

3.3 Implications for SC and a Child Rights Approach to OCD

Working in small groups, participants discussed 3 questions:• What should SC do to effectively support civil society strengthening and OCD?• What principles of good practice should guide partner’s OCD and civil society

strengthening work?• What OCD strategies are appropriate when working with child-led organisations?

See Appendix V for notes.

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Agenda:• Revisiting Burning Questions to see how

we are Doing• Reflection – What key Insights have been

Gained and Next Steps• Workshop Evaluation• Closure

Day 4

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4.1 Some Key Reflections from the Workshop

• Need to know identity of organisation as well as its mission, vision, values; need a strategic mode of conducting an OCD. Internal ownership of the overall OCD is necessary as the process is important for an organisation’s growth. Use of participatory approaches is necessary

• There are no ready-made recipes for OCD. • Need to understand the process. It’s not mechanical and cannot be ‘memorised’. A good

OCD process focuses on understanding as opposed to a check-list of items to be done.• Commitment from organisation is vital. Need for creative ways of carrying on a process,

for instance when a donor ceases to provide support for the process• Lack of specific OCD guidelines or a manual – there is a plethora of ways to understand

but dialogue and analysis must continue. It’s a manageable process – it can grow organically

• Understand needs/gaps in organisation before intervening. Need to link capacity building with thorough assessment and help partners to strengthen and define identity, and internal values.

• Strengthening organisations to deliver and providing learning for them to solve confusion. Process shouldn’t be a one-off event but a process.

4.2 Evaluation of Workshop and Closure

What’s New? What was Confirmed? Pending Questions?

• Process, not an event• OCD tools• OCD is a cyclical process• CSO broader than NGOs• OCD stages• OCD more contextual• Other ways of addressing

civil society issues other than OCD

• Generic OCD process new thing

• Participatory workshop• Difference between OCD

and other processes• Not a conditionality for

funding• OCD’s applicability in

networks

• Not audit or fault-finding exercise• Not used to address sectional internal

problems• Well planned and managed process• De-linked from other HR processes

and issues• Not a donor tool for organisational

assessment• Many organisations lose identity

because of funding• OCD mechanism for civil society

strengthening• Guiding principles: mission, vision,

values• Not only strategy in building capacity• Long-term process requiring

reflection• Role of consultants (internal/

external)• Child-rights principles important

aspects of OCD• Differences between child-

rights organisations and child-led organisations

• Largely dependent on context of the organisation-culture, etc.

• Does OCD have different tools for different situations?

• How do you measure success of an OCD?

• How do you get all SC members on the same page in understanding OCD?

• How possible is it to support OCD for 3 years-maintaining commitment?

• Place of OCD in challenging/legally hostile environments ?

• How do we create demand in CSOs?

• Is it bad for donors to initiate OCD?

• Too much diversity within OCD practice

• How do we strengthen CSOs through OCD?

• How best do we carry out OCD in emergency situation?

• Does OCD process have an end?

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Ruth thanked all the participants for ensuring that the process got on smoothly and expressed her anticipation of the groups working together in areas of approaches to ensure CSO strengthening, OCD and child-rights approaches in daily practice. Anne closed by stating that the process has just started and more opportunities for reflection will be available.

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Appendices

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Appendix 1Attendance List

Name Position Organisation E-mail and Skype Addresses

Telephone contact Mailing Address

1. Adane Alemu The Director ADV – Partner organization in Addis

addisvision@ethionet.et +251-11-321 3872 Addis Ababa, Ethiopia

2. Anne Kanene Regional Representative, Eastern Africa

SC Finland kanene@savethechildrenfin.or.ke +254 20 386 5888 P.O. Box 13965-00800 Nairobi, Kenya

3. Ashebir Debebe Mekonnen

Deputy Country Director SCiSOM a.debebe@scuk.or.ke +254 20 4444006/1028/1032/1031|

P.O. Box 39664 - 00623, Nairobi

4. Awraris Alemayehu

Program OfficerPME & Child Right Governance

SCS Ethiopia awrarisa@ecaf.savethechildren.se +251911147060 P.O Box 3457 Addis Ababa, Ethiopia

5. Biria Djax Resource person TRACE biriadjax@yahoo.com ; biria@trace-tz.org

+255 7870 37 992+255 22 2701839140

Tanzania

6. Brenda Kariuki

Regional Advocacy, Communication and Popular Mobilization Specialist for the Africa Area

SC US bkariuki@savechildren.org Nairobi, Kenya

7. Dr. Tibebu Bogale

Country Representative SCF, Ethiopia Programme

tibebub@scfin-et.org Tel. +251 1 3206432, 251 911 507658

P.O. Box 1258/1250Addis Ababa, Ethiopia

8. Edmond Odaba

Programme Manager Africa Platform for Social protection (APSP)

eodaba@africacsp.org or edmondodaba@yahoo.com

+254 722961963 P.O Box 10664-00200

9. Mercy Mugane

Programme Officer Children’s Legal Action Network (CLAN)

mwmugane@gmail.com +254 727 871426 P. O Box 7979 – 00200, Nairobi, Kenya

10. Edward Ouma

Executive Director Children’s Legal Action Network (CLAN)

edwardouma@gmail.com P. O Box 7979 – 00200, Nairobi, Kenya

11. Fredrick Mukholi

Partnership and Quality Programming Manager

SCiSOM F.mukholi@scuk.or.ke +254 20 4444006/1028/1032/1031|

P.O. Box 39664 - 00623, Nairobi

12. Geoffrey Kirenga

Programme Coordinator - Child Protection

SC Rwanda kirengag@yahoo.co.uk +250 788-411-855 0r 788-385-550

P.O. Box 2593 Kigali, Rwanda

13. Geoffrey Mugisha

Regional Child Protection Manager SC Sweden, East and Central Africa Regional Office

geoffreym@ecaf.savethechildren.se

+254 20 386 5888+254-725248010

P.O. Box 19423, 202 KNH Nairobi, Kenya

14. Gihan El Tahir Eltom

Programme Officer SC Sweden North Sudan

gihan.eltahir@gmail.comGehanE@ecaf.savethechildren.se

+249-912608162 Arkawit Sq. 48 House no. 154 P.O. Box 3143 Khartoum-Sudan

15. Ibrahim Alubala

Programme Officer SC Sweden, Kenya Programme

ialubala@ecaf.savethechildren.se +254 20 386 5888 P.O. Box 19423, 202 KNH Nairobi, Kenya

16. Job Ochieng Regional Programme Manager SC Finland, Eastern Africa Regional Office (EARO)

job@savethechildrenfin.or.ke +254 735 073 307+254 20 386 5888 / 90+254 20 3918 108

Off Muthangari Road, Braeside Gardens, LavingtonP.O Box 13965-00800, Nairobi, Kenya

17. Joseph Geng Child Rights Manager SC in South Sudan j.akech@savethechildren.org.sd +249 -902-005652+249-922-407-172

P. O. box 170, Juba, South Sudan

18. Lennart Reinius

Regional Director SC Sweden, East and Central Africa Region

lennartr@ecaf.savethechildren.se +254-736964807 P.O. Box 19423, 202 KNHNairobi, Kenya

19. Marcel Sibomana

President AEJT Association of working children and Youth

aejtrda@yahoo.com +250 788 439995 Rwanda

20. Oliva Kinabo Regional Training and Development Advisor

MS TCDC kinaboo@mstcdc.or.tzv Office: +255 27 254 1044; +255 27 254 1046; +255 27 254 1048; +255 27 1050; +255 27 254 1052Mobile: +255 (0)754 472 543

P.O. Box 254Arusha,Tanzania

21. Patrick Oyoo Rapporteur patrick.oyoo@gmail.com +254-724-613899 Nairobi, Kenya

22. Paul BottelbergeV

Resource person Capacity Devt for individuals, groups, teams and organizations

pbottelberge@yahoo.co.uk +254 754 308418 Nairobi, Kenya

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Name Position Organisation E-mail and Skype Addresses

Telephone contact Mailing Address

23. Paulino Akuei Athian

Executive Director Abiem Community Development Foundation (ACDF)

babathiandit@yahoo.co.uk +249 910 549096 P. O. box 170, Juba, South Sudan

24. Penny Ward Facilitator Mutengo Consulting

penny@mutengo.co.za +27 11 4425201 South Africa

25. Philomen Nakyazze

Monitoring and reporting mechanism Manager

UCRNN p.nakyazze@ucrnn.net + 256 (0) 774 069 636. Uganda

26. Eric Ogwang Executive Director The CRADLE eric@thecradle.or.ke +254 722 336 600 P. O. Box 10101, Nairobi, Kenya

27. Remember Miamingi

Regional Institutional Relations Manager for Pan Africa

SC UK r.miamingi@savethechildren.org.uk

+251-910282938 Kirkos Sub-City, Kebele 13, Debre Zeit Road,P. O. Box 387, Addis Ababa,Ethiopia

28. Ruth Koshal Regional CRG Manager SC Sweden, East and Central Africa Regional Office

ruthk@ecaf.savethechildren.se +254 20 386 5888+254-717-743949

P.O. Box 19423, 202 KNHNairobi, Kenya

29. Saidi Nassorro

The Principal MS TCDC NassorS@mstcdc.or.tz Office: +255 27 254 1044; +255 27 254 1046; +255 27 254 1048; +255 27 1050; +255 27 254 1052Mobile: +255 (0)754 472 543

P.O. Box 254Arusha,Tanzania

30. Samuel Mukirane

SCiUG’s western Ugandan Offices

s.mukirane@sciug.org +256 (0) 773 416 310 Uganda

31. Terry Morton Organizational Development Consultant

EASUNCentre for Organisational Learning

tmorton884@aol.com +255-27-254 8803 P. O. Box 6120, Arusha, Tanzania

32. Ulrika Soneson Cilliers

Africa CoordinatorChild Rights Governance Global Initiative

Save the Children USoneson@gmail.com USC@redbarnet.dk

+27 (0)12 342 02 22+27 (0)82 905 63 12

South Africa

33. Yassir Saleim Executive Director Child Rights Institute

Yas_shalabi@yahoo.com +249-912-935-477 P.O. Box 8163- 12217 Khartoum

24

Appendix 2OCD Case Studies

Case Trigger Factors What Helped? What Hindered? What Would You Do Diffeently?

Ethiopia (SC partners), Africa Region (SC), Uganda (Network)

• Learning that building capacity on child rights alone is not enough. Pay attention to realise impact.

• The need to respond to the increasing demand from member organisations.

• Availability of funding-attaining key milestones; assessment; capacity building and facilitation

• Willingness of organisations to change/allow in outsiders (Leadership, SCI, UCRNN)

• Delinking regular funding (continued support after OCD)

• Having an external consultant facilitate the process

• Lack of openness• Senior management

turnover affecting committal to process

• Over-reliance on external facilitators

• Power imbalance with the donor organisations and fear

• Failure to manage change (tension)

• Innovativeness (identify ways of cutting down costs; use available resources; have a donor forum for possible funding)

• Manage the change as a process-not an event

• Inculcate values of volunteerism and guard against ‘conference sickness’

CLAN OCD Process

• Save the Children initiated the process

• CLAN realised the importance of OCD

• The style of facilitation and professionalism of the facilitator

• Staff were made to understand the value of OCD from the start

• Save the Children did not impose the OCD on CLAN

• Ownership on part of board members and staff

• OCD took on the appearance of an audit exercise

• Some organisations were forced by donors to share the results of the OCD report

• OCD was tagged to funding

• OCD facilitator should be on hand to assist with gradual maturation of the process

• The board should be brought on board and informed about all aspects of the process

• There is need to be sensitive about the process since the outcome should be positive

• Develop a mechanism on how the organisation is to take over the whole process

Youth Forum in Sudan

• Learning that building capacity on child rights alone is not enough. Pay attention to realise impact.

• The need to respond to the increasing demand from member organisations.

• Acceptance by the youth forum that they had a leadership crisis/sense of urgency

• Identified the right facilitator for the OCD process (external/neutral)

• Partnership between the forum and Save the Children for support of the process

• A defensive leader• Initial lack of funding• Lack of ownership of the

forum

• Should have started the process before the forum reached crisis point

• Could have identified a person within the organisation with organisational theory knowledge and understanding

• Build staff capacity in OCD process

Emergency situations

• Natural calamities, fragile state, slow onset (chronic emergencies)

• Mapping of stakeholders

• Identify needed capacities-e.g. financial and human resources

• Training on child protection, education in emergency situations including child abuse

• Linkages with other actors including the government, donors and other actors

• Increase engagement with civil society through change of orientation (SC), review policy (SC)

• Apply rights-based approach in an emergency situation-duty bearers and right-holders

• Building OCD into disaster preparedness plan and disaster risk reduction (mapping, capacity assessment, establishing structures, systems, training, etc.)

• Develop benchmarks to ensure integration of OCD into an emergency situation (e.g. accountability to beneficiaries, etc.)

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Appendix 3Examples of Capacity Development and Institutional Development Approaches

Organisations need to determine the nature and scale of the support they intend to provide the civil society sector as well as the relative emphasis of strategies in the areas of either capacity building or institutional development. Merely providing assistance in the product delivery areas of an organisation can fail to address the deeper underlying capacities which organisations need to be effective. Interventions that focus on the “technical assistance” end of the continuum may be effective in solving particular problem but may make a less effective contribution to organisational strengthening, sustainability and maturity.

Capacity Development Institutional Development

Changes within a Single Organisation Changes in Social, Political and Economic Structures

Technical assistance Organisational assistance Organisational development

Strengthening the civil society sector

National institutional framework

International reforms

• Training;• Workshops &

training materials;• Technological

inputs;• Staff exchanges• Project funding• Physical inputs

• Leadership training;• Management

training;• Governance support

• OD consultancy• Holistic technical

and organisational support

• Strengthening CSO networks;

• Strengthening service providers

• CSO resource centres;

• Information dissemination

• Positive legal frameworks;

• Public sector reform

• Cooperation between other donors

• Loans and conditionality;

• Trade agreements

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Appendix 4Plenary Discussion on Addressing Challenges and Pitfalls of OCD

Group 1

• Maintaining/respecting organisations culture » Participatory process – identify internal needs of an organisation » Organisation will own the process » Guideline with clear steps to follow albeit flexibility necessary

• Where does funding come from? » Post OCD process in various project grants, mainstreaming in

programmes » Identify partners/donors with same vision and understanding

• Overcoming perceptions of fault-finding » Make it optional and not tied to donor conditions » Need to distinguish OCD process from usual donor processes

• Who decides on OCD? » The organisation or donor-ownership by organisation is a prerequisite » Suspicion of corruption-OCD is not the way to go

• Dealing with OCD practitioners with no CR experience » Have OCD practitioners partner with someone with the experience » Have someone from the organisation accompany the consultant » Give them training and skills on CR

• Who is best placed to evaluate success of OCD » Children » Include it is performance appraisals/evaluations

• How do you rate/evaluate OCD? » Have evaluation models to determine success or failure and also have

indicators » Based on a score chart but also look at impact it is producing within the

organisation » Clearly created plan-measurable criteria, creates ability to watch yourselves

as you are proceeding with OCD. » Come up with expected outcomes of process during contracting » Interventions-set expected outcomes for each intervention » Management unit takes responsibility for outcomes but not impact

(inclusive government policy, etc.). Need clarity on OCD trajectory

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Group 2

• How do we convince ourselves that OCD is useful when results are uncertain » Need organisations that have gone through exercise give best practices

• De-linking donor/recipient relationship and maintain quality » Need to spend time in discussion and put all cards on table » Delink regular programmatic funding from OCD » Embed in implementation agreement » Avoid participation of donor in assessment process » Begin with baseline to demonstrate change

• Senior management resistance » Training and capacity building » Skilled and professional consultants should take charge of process » Best case studies highlighted and utilised » Perception of reduction of funding – trigger for OCD » Emphasise positive impact

• Critical staff leaving » Document process » Work closely with the board » Have a good succession plan in place – organisational tasks

• Ensuring OCD concepts well understood » Capacity building before process » Proper planning involving everyone in organisation » Revisit process at staff meetings and briefing meetings

• Why is it perceived as new concept? » Reorientation of development architecture for move for creating strong

mechanisms » Importance of means of achieving an end and not end in itself-

organisations too much steeped in how to do things » OCD-long-term process as opposed to usual CB processes which are

short-term OCD begins with baseline as opposed to other CB process• Ensuring continuity after consultant leaves

» Create a focal person within organisation to carry on with issues of OCD » Embed process in the work plan so that everyone is involved » ToR should have continuity plan » Consultant is a capacity builder hence should not be obliged to carry

process to the end• How do we embrace change when it’s difficult

» Management team should be strong in implementation » Knowledge transfer » Acknowledge change » Consultant should not put people in defensive mode-harder to embrace

change » Involve everyone in the process » Change makes people appreciate process-personal reflection exercise and

think of crises;

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» Opening up communication throughout the process » Champion needed to steer process-normally use of junior staff and

decentralisation of process-need to have a group that constantly checks to ensure that process is carrying on

» Working with a plethora of donors-SC has embraced it » Split two processes » CSO-infiltration of practices in business side-lining development

orientation

Group 3• Confidentiality

» Not same as secretive. You could raise themes coming from organisations by maintaining anonymity.

» Bring in an external facilitator-put in place a legal parameter creating framework on what can be disclosed and what cannot-tying both facilitator and organisation and any dissemination needs consent

» Values-only facilitators with track record of maintain ethical values should be contracted-no structural governance leading to penalties within the profession

• Managing staff fears during process » Be clear and candid about possible outcomes of OCD to reduce fear » Explain to the staff that process is not a fault-finding mechanism or audit

–explain good feedback mechanism from the start• Prioritising OCD vis-à-vis competing needs

» Should not impact on organisations deliverables that should be assessed » Process should naturally fit in planning cycle of organisation-

mainstreaming• Coping with over-ambition:

» Practitioner should negotiate expected outcomes with organisation and staff realistically

• Most appropriate strategy » Everyone in organisation involved in design/scouting stage » Cross-cutting problems can be considered for OCD » Review triggers of what determines underlying causes of issues u for

consideration-structural, systemic or isolated issues• Maintaining feedback within organisation

» Subordinate staff- » Regular staff meetings-not monologues-in culture that encourages candid

opinions and constructive criticism-suggestion box?• Addressing corruption

» Focus on specific issues-design interventions for these issues but if a problem that is part of organisational culture, then OCD should be used to address this issue

29

• Creating self-demand for OCD » Awareness is crucial

• Maintaining feedback-need to get to staff members and enquire how they would like to give feedback; another entry point

• Staff dismissals as result of OCD? Disciplinary action should be separated from OCD

• Structural changes? Letting go of certain calibre of staff ? • Achilles’’ heel-diverse and lack of one approach-behaviourist background,

anthropological background, etc. • Beneficial on preventive scale. Caution: problems of corruption should be dealt

with in disciplinary action;

30

Appendix 5

1. What should Save the Children do to effectively to support civil society strengthening (CSS) and OCD?

» Harmonisation and understanding approaches and sensitising SC staff » Similar conceptual understanding on the role of partners within Save the Children » Having a rights-based approach to CSS-participation, accountability, transparency » Save the Children to allocate resources for CSS and OCD » Creating space for partners to link up both locally and at the inter-country level » Meaningful participation of partners » Save the Children can build skills for local partners-facilitation skills, etc. » Strengthening the partner institution and its programmes » Save the Children should have an exit strategy » Support coalition building and networking addressing child rights at national and

regional level » Ensure involvement of staff and board at all levels » OCD agreement should reflect a long-term perspective » Save the Children should have a structured process for strengthening civil society

organisations

2. What principles of good practice should guide partners’ OCD and CSS work? » Delinking OCD from funding-do not use it as a means of punishment » Transparency at all levels necessary » Assist with sourcing expertise » Participatory approach-ownership, commitment, consultative process » Effective feedback-accountability upwards and downwards » OCD and CSS should be based on need assessment » Partners’ identity should be preserved » Comprehend that OCD and CSS is not time-bound » Mutual respect is not realistic-power relations vis-à-vis money and knowledge » Put in place baseline information prior to engaging in the OCD process » Rights-based approach goes two ways: organisational level and delivery of

programmes by partners » Confidentiality is paramount in maintaining trust

3. What OCD strategies are effective when working with child-led organisations? » Children should remain the main drivers of the process and organisations provide

monitoring mechanisms » Bear in mind the need to support these organisations » Involve children in the whole process from beginning to culmination » Assess children’s needs » Analyse power relationships » Provide avenues for empowerment-knowledge, skills, information, attitudes, etc. » Ensure the process related with the external environment-laws, policy debate,

lobbying, giving space at meetings-real participation » Use child-friendly language » Don’t impose adult ideas in the organisation » Short-term interventions as membership of the organisation is frequently in flux