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1. Executive Summary
KWIECO has risen to a prominent position for its contributions in the
areas of promoting gender equality awareness, economic
empowerment of women, spreading awareness about women rights
and making legal advice accessible to them and supporting survivors
of gender based violence, in the Kilimanjaro region of Tanzania. The
Organization is currently undergoing some major changes in
instituting a more evolved organization structure and processes that
will boost its capability to work on more complex programs,
efficiently. This document covers the mid-term program assessment,
which could serve as mid-course correction inputs, wherever
required; and the Organizational Structure assessment using Marvin
Weisbords 6-box model used to understand and plan organizational
change.
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2. Background
A recent baseline study conducted by KWIECO for Kilimanjaro region
whereby four districts (Moshi rural, Siha, Hai and Rombo) were sampled
provided the following findings.
36.5% people feel that Female genital mutilation is being practiced
88.6% people feel that Women possession of resources is a huge
concern, despite women being active participants in earning livelihood
for the family. This is also true for inheritance of property.
60.3% people feel that Bride price customs exist
There is a need for extensive legal human and gender awareness
within and outside the region, which is currently inadequate.
The 2014 Human Development Index rating for Tanzania placed it at
151 out of 188 countries. Tanzania is ranked in 125th place in the
Gender Inequality Index 2014 out of 188 countries and is ranked in
49th place in the 2015 Global Gender Gap Index, indicating low female
persence in positions of influence, access to education and wage
equality for similar work.
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 rates of early
pregnancy for young girls and hindering their ability to complete school
and find meaningful employment, compared to their male counterparts.
The major challenges around these issues are making a permanent
change in the outlook of the community members on the gender
equality and rights for women, getting support of the community
members and leaders for the same, funding for developing long term
and high coverage programmes, lack of strong legal system and laws
for protecting women rights, etc.
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3. 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 in the year 1987. In 1991, KWIECO was registered as an
association under the Societies Ordinance Cap 337 of laws of Tanzania. In
1995, after further organizational development, KWIECO was registered
as a Company Limited by guarantee. (See Companies Ordinance Cap 212
of the laws of Tanzania). KWIECO is providing her services to seven
districts of Kilimanjaro region (Moshi Municipal, Moshi Rural, Siha, Hai,
Rombo, Mwanga and Same). Its current reach is more than 6200 people
annually through awareness raising sessions, paralegal training, legal
assistance, counselling and mediation, and more than 700,000 people
through media coverage.
Since 1995, KWIECO has undergone further development and
organizational refinement to better serve the vulnerable communities of
Kilimanjaro region.
Such development includes periodic external
evaluation, staff training, internal evaluations, and expansion of program
areas.
For over twenty years, KWIECO Team has worked to improve the
condition of Human Rights and Gender in the region. KWIECO is the only
legal aid provider in the 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
Through its programs and interventions, KWIECO team expects that more
awareness would be created about gender equality and women and the
girl child will have better access to education, economic independence and
sexual reproductive health education. Community leaders and women role
models will work as change agents along with KWIECO in creating a
sustained change and awareness on these issues. KWIECO will be able to
extend even more extensive support to Gender based violence survivors.
Gender based violence statistics will show improvement and more
stringent laws will be in place to provide quick and inclement punishment
to offenders. Women will receive more equitable pay for similar kind of
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work as their male counterparts. Women and Legal assistants will be more
aware of their legal rights and KWIECO will create a more aware paralegal
force that can provide easy access to litigation services and counselling, if
required. Various organizations in the region would report a higher
percentage of women at various prominent positions. The organizations
would enhance the already existing women friendly work environment and
deploy policies that will further promote conducive work environment. We
would see a higher percentage of women becoming economically
independent through more sustainable income generating activities.
KWIECO will work with other NGOs in the region to collect local data and
statistics, build stronger cases on these issues, and become an active
coalition partner in advocating for better laws policies and provisions.
3.1 Challenges to Program implementation
1. Frequent delays of program funds from development Partners
2. Short term project funding leads to inconsistency of good program
results
3. Lack of funding to sustain the shelter support for GBV survivors
4. Changes in donor requirements and conditionality
5. Poverty that cause some women clients to decline/ abandon their
cases
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Overall goal
Human rights respected
KWIECO values
1. Love
2. Justice
3. Professionalism
4. Integrity
5. Transparency
6. Flexibility
7. Respect
8. Volunteerism
9. Accountability
3.4 Background
Despite existence of various legal instruments guaranteeing womens
rights, women in Tanzania have continued to face discrimination,
marginalization and abuse of their basic rights. The discrimination stems
from cultural practices and societal attitudes that are gender-biased, while
some aspects of the discrimination area are a result of discriminatory laws
that are still practiced in Tanzania, which are either directly or indirectly
discriminatory in nature.
The recent baseline studies also indicated that there is a need for
extensive legal human and gender awareness within and outside the
region which is currently inadequate.
Data published by many International developmental agencies also paints
a grim picture for women and issues around gender inequality in
Tanzania.
Approach
KWIECO was established with a mission to work with the local
communities to provide support and empower to women in gaining their
rightful place in the society, creating awareness in the community and
educating the major influencers and decision makers in the society about
womens rights, laws and helping them create the ripple effect of change.
KWIECO is using Rights Based Approach (RBA) in the implementation of
her activities in the community. This approach requires that communities
mainstream developmental issues in the implementation process for
sustainability and ownership.
This year KWIECO expects to reach more people and plans for the 11th
programme of social support to victims of gender based violence and child
abuse in Kilimanjaro region.
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The purpose and benefits of the assessment are clear to the organisations
stakeholders.
The main focus of the assessment is on learning rather than on
accountability.
Internal leadership is identified to champion the process and results of the
assessment.
The organisational culture is one that supports use of positive and
negative feedback in planning and managing change
Stakeholders are involved in the assessment process (from the
negotiation and planning stages).
Stakeholders see the assessment as relevant, credible, transparent, of
high quality, and the findings have face validity.
The assessment team is able to communicate the intent of the
assessment, their approach, and the results to senior staff and board
members.
The report is timely (i.e., produced at an opportune time within the
planning cycle of the organisation).
There is a process in place and resources allocated to implement and
follow-up on the assessments recommendations.
Recommendations are realistic and feasible (for example, financially).
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Organisational
Development
involves
analyzing
three
areas
of
an
organisation:
1. its people,
2. its processes, and
3. its planning.
Warner Burke emphasizes that OD is not just anything done to better an
organisation; it is a particular kind of change process designed to bring
about a particular kind of end result. OD involves organisational reflection,
system improvement, planning, and self-analysis. In other words is it is
the planned change to a company to enable growth (or change) in an
effective way Relative to consulting.
This report will serve as an interim assessment and course-correction tool
on KWIECOs performance on action areas identified in the earlier report
including the various programs. This assessment will also help in rigour to
help pick up pace on any areas which are still lagging and provide an
indication where a considerable amount of work has happened. It is
recommended that these findings and recommendations are further
ideated upon by various stakeholders, Program Officers and the
Leadership team and accountabilities for future action items can be
identified.
b. Data collection methodology
The current Organizational Assessment of KWIECO involves a multipronged, 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 program management assessment, capacity
building challenges, Leadership, Governance, organizational culture,
communication, the current competencies of various business functions,
partner relations, external environmental analysis, etc . The Assessor has
collected data through the following sources:
a. Baseline survey with Paralegals
b. Baseline survey with KWIECO Community Peer Saving groups
c. Baseline survey with Program Officers
d. KWIECO Organizational Diagnostics Tool
7. Mid-term Program assessment
a. Survey with KWIECO Paralegals Team
The Paralegals are aware about their role and expectations that
KWIECO Leadership has from them. The Program has been phased
out in 2015 and further course of action is not clear. The program
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7
154
15
13
5.
6.
7.
76
4.
18
3.
2.
1.
SN.
20
100
4 sessions 20
4 meetings
20 clients
supported
4 20
15 case studies 75
Target Cumulative
Overall
Annual
Planned Activities
reached results(2012 to
planned
Planned Target
2015)
target
To Conduct Legal Counselling 2,137 8,221
2000 10000
To refer clients to other service
50clients
96
240
250
providers
referred
Achieved
13
Achieved
10
1,779
This indicator is below mark and its impact is visible in the survey
conducted with the legal aid workers. This is a high priority
action item
Target for
Comments /Comments
year 2016
While the team has provisions like a bank account, vehicle to reach
potential and existing members, mobile phones, but issues of
funding are limiting their ability to support all the community
members that are approaching them for economic assistance.
Therefore funds need to be garnered for this program which is still
underway.
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SN
Activity
Purchase of
furniture for the
temporary shelter.
Cumulative
target
(2012-16)
2 office
chairs and
tables, 18
beds and
beddings
Target
achievement Target for 2016
till 2015
8 bed and
beddings
Office
computer
available
2
3
5
6
Construction of
shelter house
Recruitment and
registration of
clients.
Trainings provision
on
Entrepreneurship
skills
Basic education to
children who
accompanied their
mothers.
Referral to other
service provider.
Family reunion
and clients
resettlement
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Phase 1;
shelter
house
Phase 1
Completed
Achieved
15 clients
recruited
57 clients
Achieved
15 clients
trained
15 clients
Achieved
20
2 children
18
100
24
76
13 clients
reunited
S/N
1.
2.
3.
4.
5.
Program
performance:
Statistics
shows
that
program
performancehas been satisfactory. However, in the next 5 year
plan, the bar should therefore be raised.
2015 Programme
planned activities
Represent clients in
court
Draft and attest
legal
documents
and
empower
clients to stand on
their own.
Compile and share
precedents
Conduct training to
Ward
Tribunal
members on legal
Human Rights and
Gender issues
Cumulative
Target
target
achievement Target for 2016
(2012-16)
till 2015
375
320
55
2500
1975
525
50
150
Achieved
350
285
65
Develop/Update 3
different simplified
Review
versions of laws per
annum
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Cumulative Target
target (2012-achievment
16)
2015
Activity
95 Human rights
committees
15
operational
28 community
wanes
Achieved
conducted
295
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till
Target for
Comments /Remarks
2016
S/N
Achieved
205
Program performance has been good. The bar for the next 5 year
programs should be set higher as this indicates that KWIECO team
is capable of achieving goals set at current level. Also, the impat of
such programs should be measured as the next step.
This is again a program that can have a very high impact on the
Gender equality scenario in the region.
Team may even work with local community to support only those
political candidates that support and have worked for reform of
policies and laws.
The team may also consider reviewing international law cases from
other countries about how Gender based law reforms have
transformed their culture, economy and social well being. This may
help in building a strong case.
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8
invitations
responde
d, capacity
enhanced
Respond
to
strategic
invitations, and
networking meetings and strengthening of collaborati 61
National advocacy coalitions
on
between
KWIECO
and key
allies
improved
Making FGM as issue of attention through local meetings and district planning
Through the sharing KWIECO was able to contribute to policy issues through
coalitions. Through the invitation, attended technical staff acquired increased skills
and knowledge on how to conduct soft advocacy and engage decision makers into
result based platforms.
Enhanced training and capacity building to duty bearers and friendly services
provision to Police, Health workers, Social workers and Court officials
Timely submission of reports on implementation of the issues of immediate
attention
Comments/ Remarks
4 Meetings
planned
16 days of activism against Gender Based Violence, International Human rights day
2 events
2 events
To organize and coordinate marking of organized
organized/co
local and international advocacy events
/coordinat
ordinated
ed
African Child day and One advocacy event through video show in Hai district
conducted and were used to deliver advocacy messages on child health rights,
women rights and human rights respect.
Cumulativ Target
e target
achievment
Needs
assessment
2 issues
done and
identified
report
available
3 Advocacy
meetings with
decision
Three
makers
advocacy
conducted in
meetings
Rombo, Hai
and Siha
districts
3 capacity
enhancement
trainings
conducted in
3
Siha, Rombo
and Hai
districts
reached by 60
participants
Activity
S/N
h. Program- Publicity
Program performance has been good. The bar for the next 5 year
programs should be set higher as this indicates that KWIECO team
is capable of achieving goals set at current level. Also, the impat of
such programs should be measured as the next step.
KWIECO
can
also
identify
community
wise
teammembers/Volunteers that regularly visit their assigned areas and
talk to community memebrs about how KWIECO can support them,
collect feedback from them about their experience with KWIECO
and what KWIECO can do additionally to better tailor-make the
programs (eg: what kind of trainings they would like to have, who
are the influencial people in a community and should be involved,
identifying like-minded people who would like to volunteer,
identification of people in need of support, what are problem areas
of that particular community, setting up their ventures and
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S/N
1.
2.
3.
4.
5.
6.
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Activity
Cumulative
Target
target (2012- achievment
16)
till 2015
1000
To design and publish 1000 copies of newsletter
newsletter, 1500 posters, and 5000
brochures
1500 posters
5000
brochures
Target
for 2016
40
Achieved
55
Achieved
121
Achieved
69-radio
sessions
Achieved
7,000
newsletters
Achieved
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Cumulative
target
Comments/ Remarks
achieved
Project
Orientation
Meeting
with
Local
Government
Authorities of Mwanga and
Moshi Rural Districts
Formation
groups
5
6
of
peer
193
Local
Government
Authorities
reached.
78
Peer
saving saving
groups
formed
1,065
vulnerable
women
reached
Information collected from all these surveys along with the Organizational Diagnostics
conducted by Crossroads International will be collated and presented through the OD
model- Weisbord's Six-Box Model for Organizational Diagnosis will be used in the next
section.
The diagnosis involved a ten step process during which the Leadership
builds a profile of the organisation:
PHASE I: PRODUCE A HIGH-LEVEL SCAN
1. Draw the boundary between organisation and its environment
2. Draw the organisation's input/output system by listing
- inputs;
- outputs;
- transformation processes;
- feedback mechanisms.
3. Establish issues for the most important output using a satisfaction
congruity matrix.
4. Establish issues for the stakeholders of the organisation based on their
satisfaction level.
PHASE II: FOCUS ON IDENTIFIED KEY ISSUES
5. Purposes
- goal fit: how appropriate is the organisation's goal given its
environment?
- goal clarity: are purposes clear enough to provide guidance to
organisation members?
- goal agreement: to what extent do organisation members share the
organisation's goals?
6. Structure
- draw the organisation chart;
determine
the
dominant
design
archetype
(functional,
product/project/program
or hybrid);
- assess the rate of change of the environment, technology and
departments;
- list issues of the formal and informal systems;
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4.
5.
6.
7.
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b. Purpose
KWIECO team has set up clear vision, mission and objectives. The same is
made available to all members so that they are clear about their role. The
recent surveys also indicate the sufficient clarity is available with various
team members about what their team is supposed to achieve through a
program. The metrics are also available to all team members.
Recommendations:
1. The organization wide communication of goals, their cascade,
achievement/ results and recognition is something that the team
needs to work on.
2. Leadership team should play an even stronger role in
communicating and translating the vision and mission for team
members into daily actionables and expectations from them.
3. It is suggested that the vision, mission and values are strongly
connected with the policy framework and with the employee
competencies. A competency dictionary is such a guide that helps
each team member understand what exactky is expected of him/
her and which behaviours are rewarded by the organization.
c. Structure
1. KWIECO is in the process of defining its corporate strategy on many
areas. Tools to further strengthen organizational performance are
also being developed. The programs have capable program
Directors associated with them and the success of various programs
is a proof of the same.
Recommendations:
1. The policies and processes for each of these areas should be
implemented with rigour and any abbretions must be reviewed by
the Management.
2. Leadership may contemplate setting up a groups of people who
work on future strategy and change management initiatives.
3. Metrics should be more appropriate and should measure impact on
the society through programs and not just their coverage.
4. It is not very clear of the team members know and have
internalized the values which have been defined. It is not evidenced
in the communication questionnaire survey and may need o be
probed further.
d. Rewards
The surveys raise a very important concern about incentives and rewards.
Many team members have spoken about the absence of incentives.
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Recommendations:
1. While it is understood the KWIECO is cash/ fund strapped but
incentives could boost the performance and promote healthy
competition amount the team members. It would also attract more
people to associate themselves
with KWIECO.
Detailed
recommendations have been provided with each program.
2. Rewards need not always be monetary. They could be recognitions
in the larger society and the work place, or could be better roles
and program associations. KWIECO leadership needs to develop a
reward strategy especially to counter any potential threat from
other NGOs coming up in the area or even other forms of
employment opportunities.
e. Helpful mechanisms
1. KWIECO leadership team is proactively creating numerous helpful
mechanisms like policies, tools, KWIECO website, Strategic plans
with clear objectives and metrics, etc.
Recommendations:
1. While all the above changes are commendable, KWIECO still can do
a lot to set up more helpful mechanisms. Setting up collaboration to
learn new skills (proferssional and vocational) available online or
through organizations even in remote areas but interested in helpig
the team could be considered.
2. KWIECO could learn collaboratively along with other organizations
in the region and set up knowledge sharing programs.
3. Setting up a volunteer program with more international
development organizations through which better learning and value
creation could take place.
f. Relationships
1. KWIECO is a strong brand and organization, widely recognised for
the changes it has brought about in the region. It seems to be
making reasonable progress to reach out and make a difference in
policy making.
Recommendations:
1. KWIECO should try and develop more stronger collaboration with
other NGOs both of learning opoortunities and for more strength
when lobbying for policy change. Policy change could make a big
difference to the region and must be targetted.
2. Setting up a cooperative will make it a stronger game changer and
partner in the community and help it drive changes that it desires.
3. Praparing for a larger role than it currently play could ease funding
issues as it gains more credibility and recogntion.
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acts like a change drivers. This team would be accountable to scan the
internal and external environment of KWIECO and would proactively
look out for any changes to the organizations strategy. This process
would help KWIECO multiply its potential to impact the lives of the
Beneficiaries, many folds.
10.
Conclusion
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