Regional Reports - the European External Action Service
Regional Reports - the European External Action Service
Regional Reports - the European External Action Service
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Internal Processes<br />
Internal processes not very transparent. While CBOs are affected by <strong>the</strong> problem highlighted<br />
above, <strong>the</strong> associations don’t have a formalised associational dynamics and stand more at <strong>the</strong><br />
level of Clubs<br />
At <strong>the</strong> level of CBOs <strong>the</strong> persons in charge for <strong>the</strong> Boards are mostly mass leaders but <strong>the</strong>y show<br />
nei<strong>the</strong>r a good level of capacity for managing an organisation nor a good level of willingness to<br />
promote <strong>the</strong> participation. Yet it has to be recognised that <strong>the</strong> community express a positive<br />
judgement about <strong>the</strong> work of <strong>the</strong>se grassroots organisations<br />
Policies, Systems and Structures<br />
� Contextual participation and longer term visioning by some of <strong>the</strong> international NGOs ,<br />
mainly MFM;<br />
� Few of <strong>the</strong> local NSAs have policy manuals and multi-year programmes (Strategic Plan) that<br />
guide <strong>the</strong>ir participation;<br />
� Opportunities for learning and being assisted on aspects of organizational development;<br />
including governance, constituency streng<strong>the</strong>ning, resource mobilization; accountability are<br />
not available for <strong>the</strong> majority of NSAs.<br />
Capacity Building Needs<br />
The CBOs have a ra<strong>the</strong>r good capacity to mobilise fund from membership contribution and<br />
local/community-based fundraising, but <strong>the</strong> overall capacity is highly limited by <strong>the</strong> resource gap,<br />
so most of <strong>the</strong> organisations highlight that to build <strong>the</strong>ir capacity <strong>the</strong>y need to be reinforced in<br />
terms of materials, financial and technical resources.<br />
In terms of organisational capacity:<br />
• The fundamental weakness is <strong>the</strong> lack of strategic conscience so that <strong>the</strong> need served are<br />
often casually identified and <strong>the</strong>re is no relationship between organisational capabilities,<br />
strategic aim and vision of <strong>the</strong> organisations, identification of beneficiaries, kind of<br />
services, course of action and partnership and <strong>the</strong> organisational mission. In almost all <strong>the</strong><br />
cases no strategic document or plan has been drafted and approved;<br />
• The second issue is <strong>the</strong> lack of skilled manpower for service delivery and technical<br />
issues.<br />
• The third issue is related to Organisational Development, organisational management and<br />
leadership and organisational accountability and transparency;<br />
• A very important gap is found in Project Cycle Management and <strong>the</strong> Organisations<br />
complain about <strong>the</strong>ir capacity to access <strong>the</strong> funding by International Partners due to <strong>the</strong>ir<br />
low level of project design, implementation, monitoring and administration.<br />
• Administration, financial management and accountability are ano<strong>the</strong>r important need<br />
(bookkeeping etc.).<br />
• Capacity for advocacy is very weak and no advocacy initiative has been referred by <strong>the</strong><br />
organisations met with <strong>the</strong> exception of <strong>the</strong> awareness raising activities on HIV-AIDS<br />
and <strong>the</strong> activities of <strong>the</strong> Iddirs/Afochas on HTP and wrong traditional practices.<br />
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