Brian Touary - KWEICO Preliminary Organizational Assessment Report 2016

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Preliminary Organizational

Assessment Report 2016February 19 2016

Brian M Touray

Organizational Development & Baseline Assessment Advisor

KILIMANJARO WOMEN INFORMATIONEXCHANGE AND CONSULTANCY

ORGANIZATION


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Table of Contents

1.Executive Summary...................................................................................... 2

2.Introduction to KWIECO............................................................................. 3

3.Organizational Developmental Assessment........................................ 7

3.1 Purpose ........................................................................................................ 73.2 Data collection methodology.................................................................... 8

3.3 Preliminary Findings.................................................................................. 8

4.Organization Structure Analysis............................................................ 12

5.Analysis of KWIECOs 7S parameters and Recommendations.... 13

5.1 Strategy-Leadership and Organizational Strategy............................. 13

5.2 Structure................................................................................................... 14

5.3 Systems-Policies and process rigour and implementation............... 14

5.4 Shared Values.......................................................................................... 15

5.5 Style 15

5.6 Staff-Human Resource engagement and development..................... 165.7 Skills 17

6.PEST Analysis................................................................................................ 17

7.Conclusion ...................................................................................................... 20

8.Appendix......................................................................................................... 21


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1. Executive Summary

KWIECO has been successful in implementing programs for its Beneficiaries andthat has helped it rise to a prominent position in the region. The Organization iscurrently undergoing some major changes in instituting a more evolvedorganization structure that is more suited for a mature and larger organizationthat work more efficiently and therefore can work with multi-fold rigor for itsBeneficiaries. As part of the Organizational structure analysis, data collection bymeans of two surveys was conducted, which focused on how CrossroadsInternationals role may evolve to support the Organizations currentrequirements and to assess the quality of communication dynamics at workplace(which seem to be a bit of concern now). The data has been collated andanalyzed. The recommendations have been provided at the end after carefulanalysis of the KWIECOs envisioned future and strategic plan.


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2. Introduction to KWIECO

Kilimanjaro Women Information Exchange and Consultancy Organization(KWIECO) is a non-governmental, non-profit organization based in Moshi,Tanzania and serving the Kilimanjaro region of Tanzania, which was founded inthe year 1987. KWIECO is providing her services to seven districts of Kilimanjaro

region (Moshi Municipal, Moshi Rural, Siha, Hai, Rombo, Mwanga and Same). Itscurrent reach is more than 6200 people annually through awareness raisingsessions, paralegal training, legal assistance, counselling and mediation, andmore than 700,000 people through media coverage.

For over twenty years, KWIECO Team has worked to improve the condition ofHuman Rights and Gender in the area. KWIECO is the only legal aid provider inthe region, which is offering comprehensive services including:-

Human Rights and Gender Education

Legal counselling

Litigation and documentation

Children legal services Lobby and Advocacy

Publicity

Economic empowerment of women destitute of their rights

Social Support for victims of GBV and Child abuse

Legal Sector Monitoring

Legal Service Facility

Women and Constitution Making

KWIECO LOGIC FRAMEWORK


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KWIECO Vision, Mission, Goals and Values

VisionA society that takes responsibility to protect peoples equal rightsMission

To have a community that respect peoples equal rights through sharingknowledge of rights, providing equal access to legal and economic services tomarginalized people and lobby for change.Overall goalHuman rights respected

KWIECO values1. Love,

2. Justice,

3. Professionalism,

4. Integrity,

5. Transparency,

6. Flexibility, sharing7. Respect.

8. Volunteerism

9. Accountability

Approach

KWIECO is using Rights Based Approach (RBA) in the implementation of heractivities in the community. This approach requires that developmental issues bemainstreamed in the implementation process for sustainability and ownership bycommunities.

This year KWIECO expects to reach more people and plans for the 11th programof social support to victims of gender based violence and child abuse inKilimanjaro region.


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KWIECO Organization Structure


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3. Organizational Developmental Assessment

3.1 Purpose

The effectiveness of an organization is measured in terms of its functioning,problems and achievementsof its goals. Objective of an Organization Assessment

is the evaluation of the Organizations success in achievements of its ultimateobjectives, its potential to continue to do the same, challenges that obstruct itfrom achieving the goals and the role of various variables, especially in the viewof the changing dynamics and environment in which the Organization operates.The findings help in mid-course corrections, identifying and addressing the issuesthat obstruct it from achieving its goals.

This Organizational Assessment focuses on helping the KWIECO team betterunderstand those issues that are supporting good performance or hindering goodperformance. The tools used intend to provide the leadership team with aperspective of the current reality on the various aspects of the organizationaldynamics so they can work to design,implement and monitor an approach toimprove organizational effectiveness.This report aims to share the perspective on the KWIECOs overall performanceon some key metrics and parameters. The assessment intends to provide criticalinformation for decisions for future actions to be taken by the conceredstakeholders to further strengthen KWIECOs ability to realise its potential andachieve its objectives. The report will also help in identifying, in order of priority,the impediments being faced by KWIECO, currently. Recommendations based onthese assessments will serve as input for the ideation process to commence aboutwhat steps should be taken to alleviate these challenges.


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3.2 Data collection methodology

The current Organizational Assessment of KWIECO involves a multi-pronged,

planned and systematic review of its organizational processes, work environment,

and organizational structure, with respect to its constant changing work

environment. The assessment broadly touches upon issues related to

organizational culture, the current competencies of various business functions,

communication, leadership style, partner relations, programme implementation

rigour, external environmental analysis, etc . The Assessor has collected data

through the following sources:

a. Crossroads & KWIECCO baseline Partnership Questionnaire survey

b. Management & Employee communication level Questionnaire survey

3.3 Preliminary Findings

a. Baseline Questionnaire survey

The Baseline questionnaire survey aims at exploring the action areas in

organizational and function based skills that can be improved through

KWIECOs partnership with Crossroads International. It compares the

status quo against the desired benchmarks and provides information that

can be analyzed further to identify the next action steps. The survey also

touches upon aspects related to Partner and Beneficiary relations and the

external environment that KWIECO operates in.

Crossroads International is an international development organization that

is reducing poverty and increasing womens rights around the world.

Working with local partners in 28 projects, in eight countries and

supported by hundreds of volunteers each year, Crossroads leverages

expertise and resources, North and South, required to help people

overcome poverty and assert their human rights.

Major findings have been summarized below:

1. The current competency level of the Oragnization has been assessedon 13 parameters, each of which are high priority/ critical skills for

KWECIO. However, significant skill gaps are being seen across most of

the skills, barring few. Critical competence gap is seen in the area of

policy dialogue which is a Management/ executive function and it

raises concerns about the Management/ Leadership style being

practised currently.

2. Tool development to improve organization improvement have also

been assessed, and it is witnessed that some basic management

proceesses are yet to be put in place and even strategy on some

accounts is yet to be developed.


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3. Crossroads Internationals association with KWIECO has brought

satisfactory results as evidenced from the assessment of the programs

that they jointly work on/ receive Crossroads s assistance on.

4. Data on beneficiary outreach, their participation, and perception

towards KWIECO, socio-ecomonic and polictical lanscape of KWIECO,

condition of individual and collective enterprises, etc. Has also been

collected and will be provided in the analysis provided further in this

document.

Baseline Questionnaire Analysis


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b. Employee communication level Questionnaire survey

This survey was administered on 21 employees of KWIECO based on

feedback received about the impaired communication strategy and

practices at KWIECO. These employees represent all the different

department of KWIECO. The data so collected is available in the appendix

of this document. However, the analysis will be provided in the OD

analysis section which follows.

The survey confirms the underlying issues of communication which persist

in the organization. Some observations made by the Survey Administrator

also act like a proof of the problem, eg: people do not respond/

acknowledge emails or communication which is sent out to them, the

questionnaires in some cases are partially filled/ incorrectly answered. The

data analysis shows that the employees understand the importance of

lucid communication from various channels of official communication. They

link good communication to better understanding of understanding of theirroles and duties leading to better performance, efficiency, team

camaradarie, more trust between co-workers, lesser conflicts, better

decision making ability and therefore an overall better work environment

for all involved. What is also very clear is that most of them do not feel

that there have been lapses from their end regarding communication that

has originated from their end or was sought from them. This is opposed to

the feedback received otherwise which indicates low responsivenss to

official communication seeking participation and responsiveness.

Also, employees seem to agree that there are various modes ofcommunication in an official setting and that people communicate

differently. This is also evidenced in the modes of communication which

they think are mostly in use at KWIECO and the ones which are effctive. It

indictaes at one/primary communication methodology has not been

developed and that leads to differing expectations of team members. The

responses also indicate the supervisory communication is not one of the

strongest modes which needs to be strenthened further.

Written communication, available through emails or electronically

accessible communication (corporate website, employee portal, etc.) isgenerally the most preferred form of communication mode due to easy

retrievability, fast access, ease of tracking, etc.

The launch of KWIECOs website can be used as a springboard and be

developed further for use of the team members for accessing infrmation,

etc. The website is currently not completely operational (there are sections

which are blank) and it is highly imperetive that data concurrancy is

maintained and accountability for it is clearly defined and communicated.


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Communication problems in the workplace can be costly to any

organization, and can significantly impact an organizations productivity.

When information is unable to flow effectively and consistently, the modus

operandi (MO) of the organization could be compromised. Outbound and

Inbound messages internally and or externally must be precise, clear and

legible at all times.

The following major recommendations from these observations are as

follows:

1. The Leadership team is the first and strongest role model any team has

and therefore they must focus on playing a strong role, which the team

can emulate regarading thei communication and responsiveness.

2. KWIECO management must ensure that communication pattern is both

ways, because one-way communication is an ineffective mean of

communicating especially when exchange of information is integral.

Acknowledgement of receipt of messages, and response timelineshould be inplace, in order for everyone to be on the same page.

3. The Leadership team should set very clear guidelines on the primary

modes of communication that the KWIECO team is supposed to adopt,

create suitable processes so that the identified modes provide

complete information in a clear and concise manner, make this

information/ expectation available to all team members, coach team

members if a necessity is felt and monitor continually till

communication and responsiveness reach the desired levels.

4. Managers of different functions must be trained to coach their team

members, ensure that they role model the desired behaviours andmake the required information available to team members or guide

them towards the primary channel.

5. While selecting the most preferred mode of communication, the

Leadership team should be observan that a majorty of the team fall in

the age group of 31-40 years. 31-40 yr old individuals have had

comfortable exposure to using emails and internet. However, decision

should be made after considering the possible variations in their

exposure, percieved comfort with the selected mode of communication

and therefore any need for skills development/coaching, depending on

their work profiles and existig work environment in the team. Eg: a

Finance department team member/ Paralegal staff member may bemore comfortable with written communication and internet than a

Blue collared worker.

Information collected from both these surveys will be collated and

presented through the OD models Mickinseys 7S Model, PESTAL analysis

and other tools that are being used in the next section.


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4. Organization Structure Analysis

McKinseys 7-S framework developed in the early 1980s by Tom Petersand Robert Watermangives valuable insights into the process to analyze howwell the organization is positioned to achive its inteded objectives. It can be usedin a variety of situations, for example:

Improve the performance of a company.

Examine the likely effects of future changes within a company.

Align departments and processes during a merger or acquisition.

Determine how best to implement a proposed strategy.

The 7 elements of the 7S Modelare:

Strategy: the plan devised to maintain and build competitive advantageover the competition.

Structure:the way the organization is structured and who reports towhom.

Systems:the daily activities and procedures that staff members engage into get the job done.

Shared Values:called "superordinate goals" when the model was firstdeveloped, these are the core values of the company that are evidenced inthe corporate culture and the general work ethic.

Style:the style of leadership adopted.

Staff:the employees and their general capabilities.

Skills:the actual skills and competencies of the employees working for thecompany.


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The McKinsey 7-S model involves seven interdependent factors which are

categorized as either "hard" or "soft" elements:

Hard Elements Soft Elements

Strategy

Structure

Systems

Shared Values

Skills

Style

Staff

"Hard" elements are easier to define or identify and management can directly

influence them: These are strategy statements; organization charts and reporting

lines; and formal processes and IT systems.

"Soft" elements, on the other hand, can be more difficult to describe, and are less

tangible and more influenced by culture. However, these soft elements are as

important as the hard elements if the organization is going to be successful.

Placing Shared Values in the middle of the model emphasizes that these valuesare central to the development of all the other critical elements. Thecompany's structure, strategy, systems, style, staff and skills all stem fromwhy the organization was originally created, and what it stands for. Theoriginal vision of the company was formed from the values of the creators. Asthe values change, so do all the other elements.

5. Analysis of KWIECOs 7S parameters andRecommendations

We will analyze KWIECOs Organizational structure, processes, Leadership, Team,etc and any changes required in its constitution and operations in light of the 7SModel, will be proposed below.

5.1 Strategy-Leadership and Organizational Strategy

1. It is observed that there are a number of areas where the organizationalstrategy needs to be defined.

2. Strategy for most of the 13 skill areas are critical for the organization needto be developed and refined.

3. It is observed the Crossroad internationals assitance is available to scale

up and build the necessary competence in each on of these areas.4. It is also observed KWIECO needs tools in a lot of these areas.


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Recommendations:

1. The Leadership team should conduct a systematic exercise, involving the

concerned primary stakeholders from each function regarding the

systematic process to develop KWIECOs strategy on each one of these

areas, within a set period.

2. This strategy needs to be percolated down to the concerned team

members, and even clients and other stakeholders, as deemed necessary.

3. The Leadership team should also develop a mechanism through which the

strategy on each of these areas is continually monitored for any changes/

mid-course corrections that may be needed in wake of changes in

KWIECOs operating environment, Government policy changes, Donor

requirements, etc. This team should serve as the radar that is responsible

to collect, collate and analyze such information and mobilize suitable

Leadership effort towards change requirements.

4. The Leadership team must also define clear metrics in each of these areas

so that strategy, process, program implementation and result monitoringand any needs for change can be quickly executed.

5. The Leadership team should not only identify the taskforce that will workon the tool development/ refinement but also identify monitoring andevaluation parameters to assess their performance.

6. It is observed that Fundraising is an area that may need more attention,considering the ever-looming risk of adverse changes to Governmentspolicies on Donors.

5.2 Structure

1. KWIECO team seems to be well organized and the past achivementsindicate that the team and their partners have met and exceeded theirprevious program goals.

2. The baseline questionnaire and the assessment of association withCrossrads internaltional also indicates the success KWIECO and CrossroadsInternational have had working jointly on many programs.

Recommendations:

1. KWIECO should be re-organized in a way to ensure communicationchannels are more effective. Primary communication mode or channelshould be identified and all team members must be made duly aware ofthe same and coached on its usage per necessity.

2. KWIECO needs to have a stronger Leadership and the Organizationalstructure should be one that supports the program rigour, flow of criticalinformation to aid better decision making.

5.3 Systems-Policies and process rigour and implementation

1. KWIECO is in the process of defining its corporate strategy on many areas.Tools to further strengthen organizational performance are also beingdeveloped.


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Recommendations:

1. The policies and processes for each of these areas should be implementedwith rigour and any abbretions must be reviewed by the Management.

5.4 Shared Values

1. The team is well aware of the importance of values as work place, definingthem as the principles that helps them understand the organizationsexpecations, work culture and building a sense of team camaradarie.

2. However, it is not very clear of the team members know and haveinternalized the values which have been defined. It is not evidenced in thecommunication questionnaire survey and may need o be probed further.

Recommendations:

1. Leadership team should act as the role models for other members bydisplaying their commitment to the shared values of KWIECO through theiractions and decisions.

2. Awareness workshops may be carried out to help employees understandwhat values KWIECO believes in and how do they translate into their day-to-day work and decision making process.

5.5 Style

1. It is observed that there are no major challenges on this front and thesuccess and stature that KWIECO has achieved is a proof of the same.There are some challnges observed on the communication style beingpractised and may be adderessed with relative ease.

Recommendations:

1. Leadership team has a strong role to play in creating the right

organizational culture, commitment to shared values, direction, providing

mentorship and coaching to other members, formulating appropriate

policies and instituting the apt processes that help in achievement of the

objectives. They must act like the Role models for the work values they

wish to see in their team members.

2. Leadership also need to ensure access of required information to thestakeholders so that they are empowered to make suitable decisions,encourage 2-way and transparent communication, suggestions andfeedback from various stakeholders are collected and deliberated,appropriate mechanism is create that assesses both extrinsic and intrinsicfactor and therefore the need to change orgnizational goals, operations

and strategy. This Leadership commitment strengthens Employeeengagement and morale.

3. The Leadership team should become a more potent role model when itcomes to building the desired work culture. Developing a team thatcommunicates better and is more responsive is one of the areas thatLeadership team need to work on.

4. The Leadership team should also create a strong mechanism by whichregular changes to strategy, processes and policies, their monitoring andevaluation may tak place seamlessly.


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5.6 Staff-Human Resource engagement and development

1. It is observed that the Human Resource Strategy of KWIECO needs to bedeveloped further to meet the organizations immediate needs and those in

the near future.

Recommendations:

1. Practices that promote gender equality (as this continues to be an area ofconcern) should be adopted and implemented rigourously.

2. Active and transparent communication about the programs, activites inLeadership communication must be encouraged.

3. Significant skill gaps for key personnel from all departments are observedand a robust skill development plan should be developed to address thescaling up.

4. Performance management seems to be an area which needs to bedeveoped. Development andimplementation of this system will help tie

individual to clear responsibilities and accountabilities required forcontinued success of the team and effective implementation of thechanges currently underway throughout the organization.

VALUES VISION

EMPOWER ENCOURAGE

LEADERSHIP


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5.7 Skills

1. Human Resource planning-Adequate staff, possessing the right skill setmust be available to ensure the program can be implemented withefficacy.

Reccommendations:

1. Staff should be provided necessary training and information so that they

are equipped to execute their jobs well.

2. Staff should also be trained to participate in fund raising activities.3. Significant skill gaps for key personnel from all departments are observed

and a robust skill development plan should be developed to address thescaling up.

6. PEST Analysis

PEST is a framework or tool used by marketers to analyse and monitor the

macro-environmental (external marketing environment) factors that have animpact on an organisation. The result of which is used to identify threats andweaknesses which is used in a SWOT analysis.


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Women in Kilimanjaro are highly vulnerable to violations of their rights to life,liberty and security. Violence against women is permitted by social and culturalattitudes; the law has failed to provide adequate safeguards against violence, norhas it been able to promote attitudes conducive to womens enjoyment of theirfundamental rights.

Tanzanian society is still very pathriarcal especially in the Kilimanjaro region andold customs sit strong; girls marry and have babies very early, women are notallowed to own property

Tanzanian constitution guarantees equality between men and women andsupports womens full participation in social, economic and political life. However,the society is still very pathriarcal, and human rights, especially womens rights,are often not respected. KWIECO is determined to change the situation and todevelop a society that takes responsibility to protect people's equal rights.

Tanzania is currently in the midst of a constitutional reform process in which both

Crossroads partners KWIECO and TGNP - are greatly involved in leading roles.Over the past decade, impressive improvements have been made in the healthstatus of Tanzanias people. For example, the rate of children mortality hasdeclined. The decrease of children under-five mortality rates is largely attributedto investments in malaria control and improvement in access to safe drinkingwater. Although the HIV/AIDS prevalence rate varies by region, nationally it hasbeen reduced from 5.7 to 5.1 percent in the past five years. While thesesuccesses are laudable, chronic under-nutrition (stunting) and maternal mortalityrates remain high, and women in Tanzania are particularly affected by HIV/AIDS,comprising nearly 60 percent of people living with HIV.

In regards to economy, Tanzania is one of Africas fastest growing economies.

The per capita gross domestic product (GDP) has increased from $1,025 in 2004to $1,380 in 2012. Yet, widespread poverty persists with 68 percent (2007) ofTanzanias population living below the extreme poverty line of $1.25 per day.Tanzanias nearly 7 percent annual national GDP growth since 2000 has beenhardly perceptible among Tanzanias predominantly rural (73 percent) population.Inclusive broad based growth is stymied by: (a) low productivity growth in laborintensive sectors and (b) an unchanging and high population growth rate. Forty-four percent of Tanzanias current population of 45 million is under 15 years ofage. At the current growth rate, Tanzanias population is projected to reach 70million by 2025.

In addition, women make up fifty percent of the Tanzanian population, yet gender

inequities continue to persist: salaries paid to women are on average 63 per centlower than those paid to men, and when women own businesses, they make 2.4times less profit than men. The 2011 Human Development Index rating forTanzania placed it at 152 out of 187 countries. Tanzania is ranked in 119th placein the Gender Inequality Index out of 146 countries and is ranked in 59th place inthe 2011 Global Gender Gap Index. For instance, alarming statics and TanzanianWomens Rights organizations have confirmed that there is a high incidence ofearly marriage in Tanzania with the legal age for females to get married at 15years old and even as low as 14 with special permission whereas it is 18 formales leading to high rates of early pregnancy for young girls and hindering theirability to complete school and find meaningful employment and climb thecorporate ladder like their male counterpart. Primary school enrollment for males

and females is almost equivalent, but when it comes to secondary schoolcompletion rates the picture is less ideal. Secondary school completion rates forthe 20-24 age brackets were 19.5% for females and 32.7% for males. Tanzania


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Demographic Health Survey data for 2010 indicates that 20% of women aged 20-24 had no education at all, compared to 9.6% of men.On the political stage, while women occupy 36% of parliamentary seats, womenrepresent only 10% of the political elite from the district level and below. The36% of seat are high compared to the global status of women in politics mostlybecause of affirmative action that requires a certain number of seats allocated to

women regardless of the outcomes of elections. However, voices are rising fromacross the country, including voices of high ranked women in the decision makingprocesses, to remove such provision from the constitution and this is one pointthat all women activists rally behind their coalition for the constitutional review.Tanzanian President Kikwete who will conclude his second (and final) five-yearterm in 2015 dedicated his presidency to Tanzania economic growth. However,regardless of positive indicators and the political will and efforts, there is apersistence of widespread poverty, inadequate infrastructure, and endemiccorruption which constrain inclusive economic growth.

On women and gender inequalities, while Tanzania has made significant progressin creating policies and strategies to advance womens empowerment and genderequality, it still has a long way to go towards operationalizing them.

Recommendations:

1. KWIECO needs to continually work on programs that promotegender equaliy and environmental sustainability.

2. KWIECO should also consider working in the areas of povertyalleviation, population control, AIDS/ HIV awareness, promotingfemale health and correct age for marriage and child bearing,better services for mothers and infants, etc; either directly or inconjunction wih other NGOs of the region. This will greatly help inimproving the socio-cultural conditions of the region.

3. Competencies to effectively engage in policy dialogue with the

concerned Authorities seems to be a critical skill where a significantgap is observed. KWIECO should work in tandem with CrossroadsInternational and through other suitable methods to help its keypersonnel develop this skill so that they can make better impactininfluencing Government authorities to make policy changes that aremore beneficial for its Beneficiaries.

4. KWIECO needs to conduct a capacity building training session forthe board, management and staff, on key critical themes likecommunication.

Additional recommendations

Review Mechanism and institing a Change driving team

1. A strong process and organizational objectives review mechanism andstakeholder feedback analysis can be very powerful tools to ensureKWIECOs strategic plan is in the right direction. The Leadership teamshould help in creating such a mechanism.

2. The Leadership team should also contemplate creating a team that actslike a change drivers. This team would be accountable to scan the internaland external environment of KWIECO and would proactively look out forany changes to the organizations strategy. This process would helpKWIECO multiply its potential to impact the lives of the Beneficiaries,many folds.


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7. Conclusion

The Assessment of the Organizational structure of KWIECO been donethoroughly. Important stakeholders have provided valueable insights intoobstacles that are stand in the way today for its continued success in meeting its

objectives, the immediate action areas and priorities of the organization, workenvironment risks, etc. The data collected in this assessment is provided in theAppendix for the reference of all concerned.

This report has analyzed the issues through the 7S Mckinsey Model and proposedchanges to various aspects of the Organization. A PEST analysis also captures theessence of the current situation and the potential that KWIECO holds.Stakeholders must therefore evaluate these recommendations, invite staff to be apart of the change process and to re-structure and re-build a stronger andsuccessful KWIECO that creates a sustainable, learning oriented farmingcommunity in the region.


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8. Appendix


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63%

37%

0%0%0%

Shared communication protocol improve

communication

Strongly Agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree


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86%

14% 0%0%0%

Effective communication improves

productivity and fosters team work

Strongly Agree

Agree


Disagree

Strongly disagree


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5%

15%

25%45%

10%

Atleast once my personal issues have

interfered with my ability to communicate

effectively

Strongly Agree

Agree


Disagree

Strongly disagree

20%

60%

15%

5% 0%

I follow up after sending out an Email to

counter any technology glitches

Strongly Agree

Agree


Disagree

Strongly disagree


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33%

52%

5%10% 0%

Negative communication could be in the

form of rumour, misinformation,

misinterpretation, incomplete

information, etc.

Strongly Agree

Agree


Disagree

Strongly disagree

38%

57%

5% 0%0%

Miscommunication can lead to conflicts at

workplace

Strongly Agree

Agree


Disagree

Strongly disagree


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33%

57%

10% 0%0%

Difficult news should always be

communicated in-person

Strongly Agree

Agree


Disagree

Strongly disagree

29%

71%

0%0%0%

I welcome constructive criticism

Strongly Agree

Agree


Disagree

Strongly disagree


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10%

48%14%

29%

0%

To effectively execute my work duties, I

rely on communication from my

supervisor

Strongly Agree

Agree


Disagree

Strongly disagree

15%

60%

0%

25%

0%

Sometimes I push my coworkers to get a

job done without much consideration

about how they may feel

Strongly Agree

AgreeNeither agree nor disagree

Disagree

Strongly disagree


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Baseline Questionnaire Crossroads Partnership

In preparation of implementation of Volunteer Cooperation Program (VCP) 2015

2019: Skills for Change Crossroads International would like request the partner

organizations to answer to this questionnaire in order to establish baseline data reference to

our future partnership programs.

The baseline is also the requirement of our funder, Ministry of Foreign Affairs, Commerce

and Development. The baseline data and references will provide us with comparative data

to allow us to capture more accurately the contribution of the VCP towards institutional

capacity building and development results. This questionnaire is built on the basis of the

Logic Model and the Performance Measurement Framework attached here.

I. Identification

Name of the partner organization: KWIECO: Kilimanjaro Women Information and

Consultancy Organization

Country: Tanzania

Date : 8/10/2015

Director : ELIZABETH MARO MINDE

Signature :

II. Relationship with Crossroads International

Partnership Start Year :2014

Total Crossroadsvolunteer exchanges inthe last five years

NS (Including NSPV) SN (Including SNPV) SS

0 0 0


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III. Questions on knowledge and skills base of the organization

3.1Please evaluate and grade (preferably following a discussion) the level of knowledge

and skills base available among the key personnel of your organization considering

the skills and knowledge you would like to improve within the next five years of

partnership with Crossroads International.(The table below contains overall general categories. If you wish to break them down further to specific

categories, please do so by adding rows under each general categories)

Categories of knowlege/skills Current level Desired level

None Low Medium High None Low Medium High

1. Governance and leadership v V

2. Management Processes V V

3. Human Resource

Management

V V

5. Administrative and Financial

Management

V V

6. ServiceProvision/Implementation of

programs, projects

V V

7. Equality between men and

women (Gender Equality)

V V

8. Networking v V

9. Knowledge Sharing v V

10. Policy Dialogue v V

11. Capacity to implement annual

plans

v V


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Categories of knowlege/skills Current level Desired level

None Low Medium High None Low Medium High

12. Capacity to mobilize resources v V

13. Capacity to build, implement

and monitor budgeting related

to programs and projects

v V

Comments KWIECO envision to increase skills and knowledge in a level that assuresadequate service delivery and that the Organization stay healthily andsustainable.

3.2Please list the national, regional and international networks that your organization is

member of :

National Network Organization: TAWREF,(Tanzania Women Research Foundation),

AJISO(Action for Justice Organization), Amani Center for Street Children, NAFGEM-National

Anti Female Genital Mutilation, Medicos Delmindo, KIWAKKUKI, WiLDAF, Policy Forum,

TGNP, WFT and Pamoja Tumaweza Women CentreRegional: OSIEA-

International: JURK- Norway, L.S.F- Denmark, UN Women,

IV. Questions on tools to be refined or developed

4.1What are the types of tools that you would like to develop or refine in the next five

years in order to improve the organizational performance?(It can be related both to efficiency and effectiveness of organizational systems or programs and

projects)

Type of Tool DomainPlease see the list at thebottom of the page

To berefined

To bedeveloped

Comments

OrganisationManagementstrategy

Governance and leadership,Human resources management

V Useful tool for effectiveobjective management

Strategic plan Service provision v The curent one will end in2016

1

Governance and leadership, Human resources management, Administrative and financial management, Serviceprovision, Equality between men and women (Gender Equality), Knowledge Sharing, Policy Dialogue,

Networking, Others


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Type of Tool DomainPlease see the list at thebottom of the page

To berefined

To bedeveloped

Comments

Advocacystrategy

Policy dialogue, Networkingand knowledge sharing

v To capture relenvantinfornation to the new

strategic plan and changingsocio-political terrains

Organisationalperformancemonitoringframe work andsystems

Service provision,Governamce and leadership

v To be strengtherned.

Resourcemobilizationstrategy

Administrative and Financialmanagement

V To increase skills that willenable KWIECO to haveagencies and personsready to support thestrategic plan.

Gender Policy Equality between men and

women (Gender Equality

v It will add skills in internal

controlProject datacollection tools

Service provision andFinancial management

v To capture emerging issuesand future demands

V. Questions on performance of programs/services

5.1Please list current programs and services that Crossroads partnership contributes to

including the areas the volunteers are involved in :

5.2Please grade these programs and services according to the categories in the table

below?

(please add rows under each category if you wish to separate more than one program/service.Where the categories are non-applicable please write NA in the comments section)

Criteria None Low Medium High Comments

Relevance:Do the partners services/projects better meet thespecific needs of the target groups (men, women, andyouth)?

v Interventions are targeted tosolve identified and assessedsocial needs.

Scope:a) To what extent has the number of beneficiariesreached by the partners services/projects increased?

v KWECO wish to expand toother regions.

Effectiveness:

Have the partners services/projects achieved the targetresults or changes sought in the target groups?

v Results of most of

interventions supersede pre-planned targets.

Efficiency:Is the partner making more judicious and optimal use ofthe available resources (human, financial and material)to achieve the target results of the services/projects?

v Team work to engageconsisting of different skillsand profession reduces thecost to render services.

Sustainability:If the partnership with Crossroads International were toend, what challenges would there be to the continuity ofthe partners activities and the sustainability of thechanges achieved in the target groups?

v Skill application will remain tobe active. Collaboration withother interested partners willcontinue

Inclusivity:a) Are the partners human resources more involved

v Identification, Planning,Intervention, monitoring and


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Criteria None Low Medium High Comments

in service/project decision-making?

b) b) Are the target groups and especially the mostmarginalized groups

2 more involved in the

definition and implementation of the

services/projects?

report sharing are done.Target groups are involved.

Inclusion of gender equality:To what extent is the partner analysing powerrelationships and implementing a strategy to reducegender inequality?

v Collective skills on genderresponsive services deliverystill needed

Innovationa) To what extent has the partner experimented withnew initiatives/approaches that help it strengthen itsexpertise?

v Innovative skills needed.

Synergya) To what extent has the synergy between the partnersinterventions and those of the government, localauthorities or other key stakeholders increased?

v Technical expertise sharedand increased skills in projectoperationsNetworking to support citizensvictims of rights increases

between KWIECO, LocalAuthorities, Police, Courtsand Journalists.

b) To what extent does the partners work contribute tothe achievement of objectives in the national, regionaland international plans/policies?

v The interventions are in linewith National andInternational plans/policies ofpoverty reduction strategies,increase awareness ongender equality, human rightsand good governance inTanzania

Policy dialogueDoes the partner (with support from CrossroadsInternational) participate in strategies to further influencedecision-making and public policy (local or national)related to the development issues facing its targetgroups?

v KWIECO works in coalition-(Policy Forum) and has

regional and Nationalnetworks that work to ensurepolicy enforcements and oramendments.

Others, Specify

VI. Questions on beneficiary base/constituencies of your organization

6.1What is your current beneficiary reach (men, women, girls, boys, individual

enterprise, collective enterprise etc.) of your services and programs (Please fill indisaggregated data where available and applicable by program/project/service- add rows as

necessary)?

Beneficiary groups

Programs/

services

People Outreach TOTAL Entreprises

Women Men Girls

(up to 18yrs)

Boys

(upto 18yrs)

Individual Collective Total

2

By marginalized groups we mean the people who are the most excluded from resources (land, water, etc.) andfrom the decisions that impact their lives, such as women, girls, youth, people living with HIV/AIDS, the disabled,

aboriginal groups, certain castes or ethic groups, etc.


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Beneficiary groups

Programs/

services

People Outreach TOTAL Entreprises

Women Men Girls

(up to 18yrs)

Boys

(upto 18yrs)

Individual Collective Total

Womeneconomicempowerment

1,131 - - - 1,131 996 135 1,131

Legal humanrights, SexulreproductiveRights andgender

eduction

1,176 882 - - 2,058 - - -

HQ Legalcounseling

844 605 73 27 1549 - - -

DistrictParalegalCounseling

2574 2115 63 51 4803 - - -

Collectiveprotection andpromotion ofwomen rights

131 62 6 2 201 - - -

Litigation andDrafting oflegaldocuments

412 128

- -

540

- - -

Temporalsupport towomensurvivors ofGender

BasedViolence

49 - 12 6 - - -

(Please answer these questions where applicable to your programming. Where applicable and

information is available, please describe the situation specific to gender and youth)

6.2To the extent possible, please describe the current situation of your beneficiaries in

terms of access to decent employment (revenue that will cover basic needs)

Majority of our clients live under one dollar per day. They are unable and unsureto access employment and those in employment opportunities can for some time

claim that, received revenues are being challenged by the frequent inflation andthe declining value of the National currency against the dollar. The decline in


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decent revenue is also accelerated by climate change resulting into decrease inagricultural production in remote rural areas. Cost of food in Tanzania increased10.20 percent in August of 2015 over the same month in the previous year. FoodInflation in Tanzania averaged 12.13 percent from 2010 until 2015, reaching anall time high of 27.84 percent in January of 2012 and a record low of 4.90 percentin January of 2015. Food Inflation in Tanzania is reported by the National Bureauof Statistics (NBS) - Tanzania. Thus, income recived in Tanzanian shillingsreduces assured abilities to cover basic needs of the beneficiaries.

6.3To the extent possible, please describe the current situation of your beneficiaries in

terms of access to opportunities for increasing their income.

Opportunities for increasing their incomes are available. Comparing to theprevious situations, the access to opportunities are more visible in rural remoteareas and women are trust-worth comparing to men. However due to highinterest rates of up to 18% of total loans coupled with genuine requiredcollaterals hinders many of beneficiaries to access such opportunities. To solve

this, KWIECO as one among Nongovernment Organization has worked andempowered marginalized Women through her program called Women EconomicProgram. Targeted beneficiaries are now able to access basic needs, work anddeveloped collective and individual enterprises and result of the interventions.Additionally, Tanzania through the National Microfinance Policy spell out andrealize challenges faced by the rural population and calls upon CommunityBanks, Credit unions and SACCOS to support the access to financial servicesby the poor and the marginalized citizens. http://www.bot-tz.org/mfi/Library/nationalmicrofinancepolicy.pdf

6.4To the extent possible, please describe the current situation of the individual and

collective enterprises that you support in terms of access to markets and financing.Marginalized women are now engaging in Income Generating activities includingmanagement of Peer Saving groups. The project has made significantachievements as per set indicators notably livelihood transformation to theprimary beneficiaries. 1,131women are in 48 women peer saving groups. Theyhave accumulated 91,791,100. They provided 2364 loans to peers valuing265,110,000.

Through such undertakings they now contributed to the improved nutrition andincrease in numbers of meals per day, leading to fewer days lost to sickness.Children are better dressed and better fed. Ability to pay school fees, leading toregular attendance and better academic performance. Independent sources of

income leading to greater economic independence, confidence and self-esteem.From shyness to confidence. Previously scared to take loans for fear of losingattached assets but now confident to participate. Alternative to occasional sexwork for payment in cash or kind. Reduced dependence on husband means lessviolence, arguments and exploitation, and greater domestic harmony with fewerdisputes over resource allocation. Respect from others and greater voice androle in household budgeting and decision making.

6.5To the extent possible, please describe the current situation of your beneficiary base

in terms of leadership, citizen and political representation, participation to influence

decision making at local, regional and national level.

KWIECO has for long empowered her beneficiaries on matters relating to goodgovernance, entrepreneurship skills, human rights, gender equality andsensitization skills. The informed beneficiaries continue to engage and hold
http://www.bot-tz.org/mfi/Library/nationalmicrofinancepolicy.pdfhttp://www.bot-tz.org/mfi/Library/nationalmicrofinancepolicy.pdfhttp://www.bot-tz.org/mfi/Library/nationalmicrofinancepolicy.pdfhttp://www.bot-tz.org/mfi/Library/nationalmicrofinancepolicy.pdfhttp://www.bot-tz.org/mfi/Library/nationalmicrofinancepolicy.pdf


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duty bearers more accountable and stand firmly to the position of justice monitorsand whistleblowers for unaccountable leaders. Paralegals have influenced clanand village leaders to address for gender equality and drop out discriminationagainst women/girls in resource ownership including land and matrimonialproperties.With increased confidence, 21 women in Income generating activities contestedin the 2014 Tanzania Local Government elections. Three Paralegals (men) wererecommended by their fellow citizens and they are now contesting for the positionof Ward Counsellor in the current campaigns for Tanzania General electionswhich are scheduled to take place on 25.10.2015.Paralegals have now mobilized themselves and agreed to register as

independent nongovernment Organizations that will work to empower fellowcitizens on legal, gender equality and human rights.

6.6To the extent possible, please describe the current situation of your beneficiary base

in terms of access to knowledge, skills and resources to claim and promote their

rights.

Reliable income to access knowledge is still challenging and very low currentlyestimated to be 40%. Access of the services requires money for fees, meals,accommodation and fares to reach and access the specific institutions. As suchvery determined beneficiaries fail to access. The Organization is supporting themthrough knowledge sharing during formal and informal community awarenessmeetings, producing and circulating brochures of simplified laws, human rightreports from coalition members, use of local and National media, religiousinstitutions and capacity building/ training to them.

6.7Describe the general perception of your beneficiary base towards your programs

and interventions.The beneficiaries access what they do not normally access from the governmentlegal sector. Many believe gender responsive service delivery available only innongovernment Organizations due to mutual commitments of the Staff inOrganization. Secondary Beneficiaries from local Government Authoritiesperceives that the Organization has plenty of money necessary to deliver whatthey cant and they wish to attend program/project events because of existence offinancial incentives.

6.8 In a general sense, what is the current level of participation of beneficiaries in the

lifecycle of your interventions?

The level is good. For effective result, local government leaders, discussionswith primary beneficiaries are engaged to identify key community problems.KWIECO through the programs shares the community responses and assess themagnitude of problem. Proposals are then developed (but targeted beneficiariesare at this stage rarely involved due to cost constraints). If proposal winsbeneficiaries are involved, collectively monitor, report results and evaluate.

VII. Questions on Risk Factors

7.1Briefly describe the current socio-economic and political contexts (Eg; legislation

that directly touches your work, local, regional or national elections, advocacy work,


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economic situation and policies that affect your work). Please explain how this can

influence programming, including volunteer placements.

Tanzania is a union between the mainland and semi-autonomous Zanzibar. The

latter has its own President, House of Representatives, and line ministries in several

core areas, including health, agriculture, and education. Tanzania is currently in themidst of a constitutional reform process in which both Crossroads partners

KWIECO and TGNP - are greatly involved in leading roles. Over the past decade,

impressive improvements have been made in the health status of Tanzanias people.

For example, the rate of children mortality has declined. The decrease of children

under-five mortality rates is largely attributed to investments in malaria control and

improvement in access to safe drinking water. Although the HIV/AIDS prevalence

rate varies by region, nationally it has been reduced from 5.7 to 5.1 percent in the

past five years. While these successes are laudable, chronic under-nutrition

(stunting) and maternal mortality rates remain high, and women in Tanzania are

particularly affected by HIV/AIDS, comprising nearly 60 percent of people living with

HIV.

In regards to economy, Tanzania is one of Africas fastest growing economies. The

per capita gross domestic product (GDP) has increased from $1,025 in 2004 to

$1,380 in 2012. Yet, widespread poverty persists with 68 percent (2007) of

Tanzanias population living below the extreme poverty line of $1.25 per day.

Tanzanias nearly 7 percent annual national GDP growth since 2000 has been hardly

perceptible among Tanzanias predominantly rural (73 percent) population. Inclusive

broad based growth is stymied by: (a) low productivity growth in labor intensive

sectors and (b) an unchanging and high population growth rate. Forty-four percent

of Tanzanias current population of 45 million is under 15 years of age. At the

current growth rate, Tanzanias population is projected to reach 70 million by 2025.

In addition, women make up fifty percent of the Tanzanian population, yet gender

inequities continue to persist: salaries paid to women are on average 63 per cent

lower than those paid to men, and when women own businesses, they make 2.4

times less profit than men. The 2011 Human Development Index rating for Tanzania

placed it at 152 out of 187 countries. Tanzania is ranked in 119th place in the Gender

Inequality Index out of 146 countries and is ranked in 59th place in the 2011 Global

Gender Gap Index. For instance, alarming statics and Tanzanian Womens Rights

organizations have confirmed that there is a high incidence of early marriage in

Tanzania with the legal age for females to get married at 15 years old and even as

low as 14 with special permission whereas it is 18 for males leading to high ratesof early pregnancy for young girls and hindering their ability to complete school and

find meaningful employment and climb the corporate ladder like their male

counterpart. Primary school enrollment for males and females is almost equivalent,

but when it comes to secondary school completion rates the picture is less ideal.

Secondary school completion rates for the 20-24 age brackets were 19.5% for

females and 32.7% for males. Tanzania Demographic Health Survey data for 2010

indicates that 20% of women aged 20-24 had no education at all, compared to 9.6%

of men.

On the political stage, while women occupy 36% of parliamentary seats, women

represent only 10% of the political elite from the district level and below. The 36%

of seat are high compared to the global status of women in politics mostly because


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of affirmative action that requires a certain number of seats allocated to women

regardless of the outcomes of elections. However, voices are rising from across the

country, including voices of high ranked women in the decision making processes, to

remove such provision from the constitution and this is one point that all women

activists rally behind their coalition for the constitutional review.

Tanzanian President Kikwete who will conclude his second (and final) five-year termin 2015 dedicated his presidency to Tanzania economic growth. However,

regardless of positive indicators and the political will and efforts, there is a

persistence of widespread poverty, inadequate infrastructure, and endemic

corruption which constrain inclusive economic growth.

On women and gender inequalities, while Tanzania has made significant progress in

creating policies and strategies to advance womens empowerment and gender

equality, it still has a long way to go towards operationalizing them.

7.2What are the risks or risk factors (at your level or at the level of Crossroads

International) that could affect program implementation and achievement of the

results?

- Unpredictable changes in Donor policies when Governments change.

7.3What kind of risk mitigation tools should be put in place to mitigate the effect of

these risks?

Local fundraising efforts to be pursued including sensitizing the Government to

assume the roles currently been pursued by NGOs.

Brian Touary - KWEICO Preliminary Organizational Assessment Report 2016

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