Вы находитесь на странице: 1из 32

Table of Contents

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


2. Background ............................................................................. 3
3. Introduction to KWIECO .......................................................... 4
3.1 Challenges to Program implementation ......................................5
3.2 Program performance results and Impact on Local community ......5
3.3 KWIECO program penetration and Recognition ........................... 6
3.4 Background ..........................................................................7
3.5 KWIECO Programs and Interventions ........................................8
4. Organizational Developmental Assessment .............................. 9
4.1 Purpose of the assessment ......................................................9
4.2 Data collection methodology .................................................. 10
5. Mid-term Program assessment............................................... 10
5.1 Survey with KWIECO Paralegals Team ..................................... 10
5.2 Program- Legal Counselling ................................................... 12
5.3 Survey with KWIECO Community Peer Saving group team .......... 14
5.4 Program- Social support for Victim of violence .......................... 15
5.5 Program- Litigation and Documentation (INO) .......................... 17
5.6 Program- Access to justice for women ..................................... 18
5.7 Program- Lobby and Advocacy ............................................... 19
5.8 Program- Publicity................................................................ 21
5.9 Program- Women Economic Empowerment for Justice ............... 23
6. Organization Structure Analysis ............................................. 24
7. OS Analysis of KWIECO on Marvin Weisbords 6-Box model .... 27
7.1 Leadership .......................................................................... 27
7.2 Purpose .............................................................................. 29
7.3 Structure ............................................................................ 29
7.4 Rewards ............................................................................. 29
7.5 Helpful mechanisms ............................................................. 30
7.6 Relationships....................................................................... 30
7.7 External Environment ........................................................... 31
8. Conclusion ............................................................................. 32

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.

2|Page

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.

3|Page

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
4|Page

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

3.2 Program performance results and Impact on Local community


Effective Organizational governance and a competent Leadership that has
proactively embraced newer and better methodologies in organization
management, Human resource management and development, program
design and deployment, monitoring and evalution, etc. is reflected in the
program performance.
The KWIECO team has recently been ramped up so that the Organization
can meet the growing demands of more competence across various
departments. The team is constantly provided support in skill building so
that they can contribute to their fullest potential. KWIECO also works with
International Partner organizations that provide skill building assistance so
that any gaps can be bridged proactively. The Team also conducts regular
assessmnts of various kinds including Organizational assessment, capacity
building exercises and plan design, work plan assessment and design so
that each employee and stakeholder is aware of how they are expected to
contribute towards their association with KWIECO.
Despite the existing challenges of the Organization and the microcosm in
which KWIECO and the supported Communities function, there has been a
distinct impact of KWIECOs programs on the lives of the community
members.

5|Page

Comparing to the previous situations, the access to opportunities are


more visible in rural remote areas
Beneficiaries are now able to access basic needs, work and developed
collective and individual enterprises
Marginalized women are now engaging in Income Generating activities
including management of Peer Saving groups. Women peer group
members have accumulated 91,791,100 T.shs. and have provided
2364 loans to peers valuing 265,110,000 T.shs.
Improved nutrition and increase in numbers of meals per day, leading
to fewer days lost to sickness
Ability to pay school fees, leading to regular attendance and better
academic performance
Sizeble number of women benefeciaries have independent sources of
income leading to greater economic independence, confidence and
self-esteem
Empowered women beneficiaries on matters relating to good
governance, entrepreneurship skills, human rights, gender equality
and sensitization skills- informed beneficiaries continue to engage and
hold duty bearers more accountable and stand firmly to the position of
justice monitors and whistleblowers for unaccountable leaders
21 women in Income generating activities contested in the 2014
Tanzania Local Government elections
Paralegals have influenced clan and village leaders to address for
gender equality and drop out discrimination against women/girls in
resource ownership including land and matrimonial properties Etc...

3.3 KWIECO program penetration and Recognition


KWIECO, being the LEGAL PROVIDER in Kilimanjaro , has become a
household name for oppressed women, men and children in Kilimanjaro.
Details of program outreach have been provided in the Appendix.
Ms. Elizabeth Maro Minde, Managing Director of KWIECO was recently
conferred the Nyerere Golden Award for the Best Women Achievers in
2015, for her contribitions resulting in betterment of the lives of
Tanzanian women and children.
KWIECO Vision, Mission, Goals and Values
Vision
A society that takes responsibility to protect peoples equal rights
Mission
To have a community that respect peoples equal rights through sharing
knowledge of rights, providing equal access to legal and economic services
to marginalized people and lobby for change.

6|Page

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.

7|Page

3.5 KWIECO Programs and Interventions


Some important programs that are being run by KWIECO pertaining to
Human rights and Gender equality have been discussed below, in brief.
The appendix provides further details about the program performance,
impact on the Communities, etc.
1. Human rights and Gender Education: Human rights and gender
programme focus on raising awareness on legal, human rights, gender
and sexual reproductive rights, through various media like seminars,
workshops, discussions, campaign meetings and publications.
Awareness about equality, the rights of women to inherit land, child
health and friendly justice system, etc. is being created through
campaigns. KWIECO is conducting capacity building programs for LGAs
(Local Government Authorities) and Paralegals covering topics like
gender roles and responsibilities, gender based violence, laws
protecting women against violence (the Constitution of United Republic
of Tanzania, Land Laws, law of Marriage, Labour law, Inheritance and
Gender Policy. Young girls and women are being educated about
sexual reproductive health and Youth SRHR clubs have been created to
further spread awareness about this issues.
2. Women economic empowerment: Rural women marginalized by
abuse of rights, absolute poverty and inequality are being empowered
to access their social economic rights and resources. Various
interventions like establishing Women Economic Program, Peer Saving
Groups, identifying Women role models that could work with
communities, infant saving groups, etc. have been implemented.
Regular monitoring and field technical support are also conducted by
the project team to enhance group management and provide legal
guidance and counseling.
3. Support for Gender Based Violence Survivors: Women survivors of
Gender Based violence are assured to stay safe while receiving
appropriate legal assistance. An in-house Shelter has also been created
where GBV Survivor women are provided psychosocial support, legal
and entrepreneurship skills during their stay.
4. Legal assistance in form of legal counselling, drafting and litigation
services are also provided.
5. Boosting effective collaboration between and skill building of
Paralegals, Local Government leaders, clan leaders and religious
leaders, to improve awareness on best practices and laws. Improved
awareness of human rights among women and marginalized people in
Kilimanjaro region.

8|Page

6. Organizational Developmental Assessment


a. Purpose of the assessment
Organisations are constantly trying to adapt, survive, perform and
influence. However, they are not always successful. To better understand
what they can or should change to improve their ability to perform,
organisations can conduct organisational assessments. This diagnostic
tool can help organisations obtain useful data on their performance,
identify important factors that aid or impede their achievement of results,
and situate themselves with respect to competitors.
An organisational assessment is a systematic process for obtaining valid
information about the performance of an organisation and the factors that
affect performance. It differs from other types of evaluations because the
assessment focuses on the organisation as the primary unit of analysis.
Organisational assessment results have a wide variety of uses. For
instance, they can be used by an organisation to build its capacity, to
validate its work, to promote dialog with funders or partners and to help
devise its strategies for the future. However, to ensure that results of the
organisational assessment are used, their use must be planned for by the
organisation from the onset of the assessment, as well as considered
throughout the implementation phase and even once reports have been
submitted and disseminated. Some conditions which enhance the
utilization of the results are when:

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).

9|Page

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
10 | P a g e

plan for the ongoing improvement in decentralization of legal


services needs to be charted out. Potential motivation issues and
action items on the capacity building front are observed which are
detailed out below.
The data collected from the indicators is mentioned to be available
and this data, benchmarking data from other similar organizations
running similar programs and feedback from the field workers and
accountable stakeholders should be pooled to identify what should
be the goals and the metrics for the new plan. Also, there seem to
be a lot of metrics being collected and therefore to maintain data
congruency and accuracy, a dashboard and training to all involved
personnel should be provided to develop a common understanding
of what needs to be measured and how data is interpreted. This
data should be reveived by Leadership team and shared with
stakeholders, Donors and made available to others so that program
performance may be measured and any follow up action may be
initiated. This performance data should also be shared with the local
community so that they can appreciate the changes and the impact
they have brought about in their lives.
The Paralegals mention that in addition to volunteering, they also
have to arrange the transportation of the involved individuals. This
issue needs to be addressed as this could impact the motivation of
the paralegals as it seems to have a financial impact on them. They
also mention that they have to use their personal funds t help the
client access further legal services and this sould be addressed on
priority again. In addition, apart from the plot of land provided by
the District Executive Director, there is nothing that the Paralegals
mention in terms of rewards that has been awarded to them for
volunteering their time and effort and especially nothing from
KWEICO. This is again an issue that needs to be looked into. The
Land gifted is for collective use and instead, based on individual
achievement of goals (based on the metrics decided), rewards and
recognition should be awarded to these Paralegals which will boost
their morale and committment to work for KWIECO many folds.
It is also observed that the Paralegals do not have very potent
means to mobilize involvement of women and their spouses. It is
recommended that KWIECO team along with Paralegals could run
an incentive program for women and men who make the most
impact/ contribution. These tangible awards will not only cascade
the interest levels and participation of the community but also act
like a work of mouth campaign in the community drawing more and
more participation.
The Paralegals mention that their numbers are not enough to cater
to the growing demand of Legal aid providers. KWIECO should
therefore explore means to expand this team.Volunteers should be
provided incentives, whih may not necessarily be monetary (could
be assistance to access higher education, recommendation letters,
etc.) so that more Volunteers aspire to join the team. The existing
team could also be provided referral bonus for any volunteer that
11 | P a g e

they refer and whose performance is found to be satisfactory on


recruitment.

The Paralegals mention the need for training on some aspects of


their work like Gender issues, Will writing, land law, law of
inheritance,
entrepreneurship,
Monitoring
and
Evaluation,
Leadership Skills, Financial Management, Resource Mobilization,
etc. so that they are equipped to perform better and support clients
more effectively. They also mention the necessity to be coached by
a qualified Lawyer. They also mention the necessity of technical
support and ways to generate funds that can be used to support the
impacted clients, shelter them and to create videos or other options
through which they may increase their reach within the community.
A visit to other similar organizations that helps them learn new
ways of operating should also be organized.

b. Program- Legal Counselling


Program Performance has been very satisfactory so far with a
good chance of the 5 year target being met and exceeded in
some areas. This also points towards KWIECOs organizational
maturity and capabilty to work at this level and it is time
therefore that for the next plan the bar is raised both in terms of
the target as well as the complexity of the tragets identified.
Program performance shows that the areas of capability building
are lagging which is also evident from the survey with the
involved team members. This should be taken up on top priority
as while it would impact the indicators in the current plan, much
higher impact would be felt in the long term when capability of
the organization could become the bottleneck to move to the
next level of engagement in this area with the community.
This program has similarities with the litigation program and
while its performance and penetration has been good, the
programs could do much more but for the lack of funds.
The efforts for both these programs could be pooled to achieve
goals under both.
Comments in detail about some of the programs are provided as
follows

12 | P a g e

13 | P a g e

7
154
15

13

To conduct Legal Aid Camps

To handle referrals from District


42
paralegals

To conduct 4 Paralegal meetings 3

To conduct capacity building to


1
KWIECO HQ Paralegals.

5.

6.

7.

76

4.

18

To Compile case studies

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

Cross learning, networking, etc. happen through such


interactions. High priority action item
Capacity building and training is lagging as a rule for this
program which will continue to impact the program
performance and have long term impact on the ability of the
program to scale up for more complex goals and higher
coverage desired in future.High priority item

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

c. Survey with KWIECO Community Peer Saving group team


The Peer Saving group has more than 100 women members and
more members seeking funding for thei ventures. The program has
made inroads into the community since its inception. The team has
made significant contributions in the area of ventures related to
Poultry, Animal husbandry, Fruit and vegetable business, Grain
business, Small wholesale business, Grocery business, Apparel
business. They have also helped members build their own houses,
rebuild older houses, acquire bigger farmland and solar powered
house. They have alsoimproved access to education, health care,
and other services. However, preliminary observation of the data
available points out to potential motivation and funding issues.
These issues are detailed out below.

Per current statistics, Marginalized women are now engaging in Income


Generating activities including management of Peer Saving groups.
Women peer group members have accumulated 91,791,100 T.shs. and
have provided 2364 loans to peers valuing 265,110,000 T.shs.
In the next 5 year plan the revenue generated by the Peer saving
groups and the loan amount cumalatively by them should be taken up
as an indicator as this is the real acid test for all the programs on the
area of women and GBV survivors empowerment.
KWIECO has become a large and well known organization in the area.
It must consider moving to the next level by building a unified platform
where women/ GBV survivors not only find means of empowerment
through training on various income generating activites but also are
provided a brand nam which helps them access larger and better
paying markets and a brand name that provides credibity of quality to
their products.

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.

A more robust mechanism to identify the potential loan defaulters


may be instituted.

Capability building- The Team also wants more training to function


effectively in the areas of land law, child rights, human rights,
inheritance, animal husbandry and environmental sustainability, will
writing and business development skills.

Incentives- An incentive scheme may be run for the members that


contribute the most to the program to help boost the participation
and rigour of the program.

Achievements of the team should be lauded and publiced within the


entire KWIECO team and local community.

14 | P a g e

GBV Survivors that have been economically empowered may be


invited to become part of the Peer saving group so that funds
available may be provided to the needy and the savings of the
entire group may circulate creating more funding power for newer
ventures.

d. Program- Social support for Victim of violence


Program performance indicates that while some of the targets
have been achieved, however some of the targets are behind
target significantly and it seems that the target identification was
incorrect.
Commendable effort and results achieved by the team are
appreciable. They have not only sheltered vulnerable women and
children but also created economic empowerment to help them
sustain their livelihood going forward. Access to education an
healthcare has also been improved. Trauma counselling services
have also been extended to the GBV survivors and lastly effort to
reunite the family, where ever possible.
The results achieved by the team should again be widely
publicised. The data should also be shared with Donors and
funding agencies who would get a preview of the capability of the
KWIECO team working in these project areas.
It is also laudable that the training and economic empowerment
has resulted in the center become self sufficient in terms of its
vegetable needs.
The team members may be provided better access to dashboards
that simplify the data collection effort and provide analysis to the
team members which may be immeditely used by them for better
decision making.
The Program officer is confident of achieving the set goal
however, funds may pose a challenge and is something that
needs attention.
As no other organizations are working in this area in the region,
it is assumed that there are many more women and children that
need help and therefore accessing potential clients through
media, advertizing, word of mouth campaigns, referral bonus to
KWIECO volunteers that help clients reach the shelter are
required.
The team should proactively also work with the community to
curb voilent attitude towards women and children and provide
more economic empowerment through vocational training and
peer saving groups.
KWIECO Leadership may want to explore setting up a
cooperative of women who come together through various
KWIECO programs and set up various ventures, the products of
which may be sold and advertized under the KWIECO brand,
lending credibility to the product, access to better rates and

15 | P a g e

customers to the Enterpreneurs and more funds that may be


circulated for other programs.
The program needs to expend to agre groups below 18 and raise
the offering to teengers and arranging a support system for them
including education, legal assistance along with an Adult
supervisor, vocational training to prepare them for employment
in future, settlement within the society either through marriage
or helping them set up their own home.
Also, KWIECO apart from the current measures should also
measure merics like revenue generated by trained GBV survivors.
The GBV survivors may be roped in as volunteers in the KWIECO
programs to reach out to other GBV victims in their community
and assist them in accessing KWIECO and its programs.

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

2 office chairs and


tables, 10 beds 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

16 | P a g e

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

e. Program- Litigation and Documentation (INO)

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.

Though the Program Officer mentions that there is clear


undersanding of the role of the team and the expectations from
them, it is also observed that there is a possibility that the goal
may not be achieved and which needs to be probed.

The program is again impacted by lack of adequate funds and


therefore inability to serve the influx of larger number of clients
that those budegeted.

KWEICO Leadership should find out if there are other organizations


working in this area and pool training effort and cost with them.
Also, collective learning through experience haring may help
enhance the knowledge level of the team workers.

The data of achievement should again be circulated to create more


awareness about the impact of the program and an incentive
scheme for the high performers may be initiated.

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

17 | P a g e

f. Program- Access to justice for women


This program is one that intends to bring about a change in the
outlook of the community towards gender issues and rights for
women. It also involves advocating and lobbying for more women
friendly laws by the Government.
The metrics currently measure the coverage of the programs.
Going forward it is recommended that metrics which measure the
impact of these programs on the mindset of the community,
changes in the life of the women, etc. should be measured.
Women Achievers through KWIECO programs including Ms.
Elizabeth should be presented as real-life cases to the society
toboost their confidence in adopting a new thought process on
these issues.
Incentive schemes could be run to reward regions that should
maximum drop in crime rate against women (the drop is linked
to KWIECOs intervention) or regions where awareness about
these issues has created maximum impact.
More funds should be arranged for this essential program.

Cumulative Target
target (2012-achievment
16)
2015

Activity

Conduct seven awareness campaigns on legal


human rights, Sexual reproductive Health 7 campaigns 7
and gender in Kilimanjaro region

Conduct structured training to Local


Government Leaders on Human rights, Sexual
900
Reproductive Health Rights and Gender in
seven wards of Kilimanjaro region.

858 LGA leaders


42
trained

The strategic target is 95.3%


achieved. It was planned to train
900 LGA leaders by end of 2016.

Human rights and gender committees


established in 7 wards at village and sub- 110
village levels

95 Human rights
committees
15
operational

Target is on track by 86.4%, it is


expected to have 110 HR
committees by the end of 2016.

Conduct 28 community awareness meetings


at Village Level on Human Rights, Gender and 28
SRHR

28 community
wanes
Achieved
conducted

1879 citizens reached in this year.


7,659 since 2012.

Conduct training to beneficiaries school


dropouts, young women, girls trained on 500
Sexual Reproductive Health Rights

295

Target slightly behind target. It is


expected to reach 490 beneficiaries
by the end of 2016.

18 | P a g e

till

Target for
Comments /Remarks
2016

S/N

Achieved

205

The outreach events awakened


peoples minds regarding gender
equality and human rights
generations. A total of 13,287
citizens reached since 2012.

g. Program- Lobby and Advocacy

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.

The Program Officer should be provided performance data from all


KWIECO programs so that more objective and data backed
proposals could be crafted by them.

It is recommended that instead of coverage the metrics should


measure the impact the program creates in changing unfriendly and
outdated policies and laws.

This team should be equipped with people with excellent influencing


and negotiation skills to deal with Government officials and with
other organizations to create a unified platform to lobby for better
laws.

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.

19 | P a g e

20 | P a g e

Conduct 3 capacity enhancement training


on human rights, GBV and advocacy skills
to networking partners in Rombo, Hai and
Siha district in Kilimanjaro region 2 days@
district

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

Conduct advocacy meetings with key


decision makers at district level, share
baseline report, issues of advocacy and
deliberate issues on actions

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.

280 Local Government Officials reached including Police Officers, Community


development and Social welfare Officers. Key focus is to influence attitude change
and effective policy implementation.

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

Assessment report revealed that, Strengthening interventions to fight against


Female Genital Mutilation particularly among pastoral communities and
Accountability of duty bearers towards gender responsive services to the
community are of high priorities
LGA accepted to take the action about;

Comments/ Remarks

Conduct quarterly/semi annual meetings


with
coalitions
and
likeminded 4
organizations in Kilimanjaro region and Meetings
share issues for joint advocacy 2 days planned
meeting @quarter

4 Meetings
planned

Resolutions enabled effective periodic progress sharing, coordinating advocacy


events and avoiding activity overlapping.

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.

Conduct Community needs assessment

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.

Despite the ongoing budget constraints a considerable amount of


work in this area has helped KWIECO become widely recognized in
the region and a household name. There are not many other strong
organizations that are working in this area and therefore the role of
the Publicity team is also to create an awareness about what
support organizations like KWIECO may extend to the community.
The community has also come forward and volunteered on various
projects. There is still however scope for further improvement.

The publicity team needs to work with the fund constraints.


Therefore utilization of low-cost potent methods need to be
explored like tie-up/ partnership with larger international
developmental organizations whose brand and financial power may
be utilized by KWIECO.

The recently launched website of KWEICO with live-chat options will


help those who can access internet like Donors and other
stakeholders know more about KWIECO. KWEICO should also
leverage Social media options that are very cost effective.

A potent way to reach community members is through word of


mouth or referral/ incentive programs. Such programs will not only
create strong favorable ripples in the community but also help
potential members feel more confident in approaching KWIECO as
the reference comes from a trusted family friend/ acquaintance.

KWIECO team may consider using the help of local community


achievers or other members who have tremendously benefitted
from its programs as role models that work as Ambassadors of the
organization

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

21 | P a g e

assistance required, etc. Grassroot information will help KWIECO


much better in program design and implementation.

Setting up a co-operative that promotes and sells products


manufactured by KWIECO Enterpreneurs will also help not only it
gain more visibility and generate funds for other programs but also
work as a powerful publicity strategy.

KWIECO definitely needs to focus on funding options too.

S/N

1.

2.

3.

4.

5.

6.

22 | P a g e

Activity

Cumulative
Target
target (2012- achievment
16)
till 2015

To conduct training to 25 media


personnel on how to report issues
25
related to human rights and gender
Gather and share information on Legal
HR, G and Children issues through 20 events
media
Design audio advert and Conduct media
campaign on Human Rights and Gender
60 adverts
Based Violence through local media (60
adverts)
24 Radio
Prepare radio and TV programs in sessions
liaison with other programs
1 TV session
Maintain and update Organizational
website and social media network N/A
pages (facebook, blog and tweeter)

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

22-TV sessions Achieved


Periodic
Achieved
update done.

7,000
newsletters

Achieved

5,500 posters Achieved


15,400
Achieved
brochures

i. Program- Women Economic Empowerment for Justice


This was a three years project funded by UN Women for Gender Equality.
Specific objective: Rural women marginalized by abuse of rights, absolute
poverty and inequality from four of seven districts of Kilimanjaro region in
Tanzania empowered to access their social economic rights and resources
by 2015.The project is implemented into four districts of Siha, Rombo,
Mwanga and Moshi rural of Kilimanjaro Region.
This program utilized the trained women as ambassadors that
went out and trained more women from the community creating a
training cascade. They have been able to generate income
generating activites and micro-financing opportunities for women.
Following recommendations are being provided for a possible next
stage of the program:
More diversity in vocational trainings should be provided. This will
promote a more self-sustained community that offers various
products and does not end up fighting for a limited market with
the same product offering. Vocational training can be provided by
other Developmental organizations that work in the same region
or through pooling resources with similar organizations and with
help from Donors and International developmental organization.
Mainatain a training cascade where Trainees are mandated to
teach other community members on these skills. An incentive
program again may be tied toit in the long run.
KWIECO program team may also identify trainings available free
online and through distance learning initiatives that utilize local
produce and are easy to replicate through this type of training.
KWIECO team may also explore how they can lobby and advocate
for various benefits for the community members and its programs
with the Government authorities.
Setting up a Co-operative will go a long way and will have many
fold benefits as discussed earlier. It will provide a strong unified
platform which can seek Government sops in policies, advertizing
and access to better markets and pricing, strong brand image
which attarcts not only Donors but community participation.
One of the indicators for success may be the revenue/ Profit
generated by the women enterpreneurs.

23 | P a g e

The team has also expressed the necessity to be trained on Project


management and monitoring and evaluation mechanism to function more
effectively.
Also, as stated earlier community workers may be assigned specific areas
which they need to regularly visit and need to interact with the local
community and their leaders to create more awareness about KWIECO
and to collect valueable local knowledge that can help create not only
more robust programs but also more ownership from the community in
making these programs a roaring success.

Cumulative
target
Comments/ Remarks
achieved

S/N Activity name

Project
Orientation
Meeting
with
Local
Government
Authorities of Mwanga and
Moshi Rural Districts

Formation
groups

Community debate on womans


5
position to resource ownership.

Training Workshop on human


right, market information and
law relate gender equality to
women peer saving groups.

5
6

of

peer

193
Local
Government
Authorities
reached.
78
Peer
saving saving
groups
formed

1,065
vulnerable
women
reached

Provide Legal Counselling


357
Training
on
financial
management skills to 50 peer 1,080
support groups

LGA Leaders accepted the project


objectives and are committed for
support.
Majority of the groups agreed that
they will be able to save weekly
compulsory savings amounting to
500 T.shs
Participants
showed
positive
commitment for the rights of
women to own resources but land
ownership was echoed questioned
that women cannot own.
Women improved their Skills on
marketing information, gender and
human rights
Legal disputes resolved amicably
Group Financial management skills
improved.

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.

8. Organization Structure Analysis


In the mid 1970's, Marvin Weisbord, an organisational design consultant,
created his six boxes model as a diagnostics tool of organisational
effectiveness. He identified six key areas in which 'things must go right'
and be internally consistent for an organisation to be successful. The
result of the diagnosis is a prioritised list of ready to be implemented
interventions that can drive a change process.
24 | P a g e

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;
25 | P a g e

- discover the rationale of past reorganisations to identify continuous


symptoms.
7. Relationships
assess the quality of relationships between:
- organisation members (peers and manager/staff);
- units executing different tasks;
- people and their technologies
- systems, equipment and methods.
The diagnosis takes into account two factors:
- the level of interdependence;
- the degree of built-in conflict in relationships.
When interdependence is high and quality of relations is poor, no mode of
conflict management suffices, members are required to experiment with
new communication styles.
8. Rewards
- what the organisation needs to reward;
- what the organisation pays, both in real terms and psychologically;
- what circumstances make the organisation members feel rewarded or
punished.
Weisbord used Maslow's hierarchy of needs and Herzberg's two factor
theory to diagnose the fit between the formal reward system and
perceived reward system.
9. Leadership
For managers to act effectively, the leadership style needs to fit the
informal organisation's behaviour. Leadership's main tasks are to scan the
environment, set goals and align the internal organisation to fulfil the
defined objectives.
10. Helpful mechanisms
Mechanisms are helpful when they:
- assist in the coordination or integration of work;
- assist in monitoring the organisation's work;
- help deal with issues from scanning and diagnostics activities.
Classes of mechanisms are:
- policies, procedures, agenda's, meetings;
- informal devices, ad hoc solutions to add to the formal structure;
planning, budgeting, control and measurement.

26 | P a g e

9. OS Analysis of KWIECO on Marvin Weisbords 6-Box model


We will analyze KWIECOs Organizational structure, processes,
Leadership, Team, etc and any changes required in its constitution and
operations in light of the Marvins Weisbords 6-Box Model, will be
proposed below.
a. Leadership
1. KWIECO has reached a commendable level of capabity in
implementing programs that are already being noticed by the
community. The Leadership team of KWIECO needs to be
commended for their systematic approach in oranization
development and creation of a team that has ramped up well.
2. The leadership also engages various external agencies for skill
building, invites volunteers for skill building and employs
consultants for working on organization struture, strategy,
Governance, policy formulation, etc.
3. Leadership has also done a commendable job in identifying targets
and tracking team and program performance on these targets.
4. Leadership is getting IT infrastruture and tools established to
streamline the organization, ensure better access of information
and boost efficiency in its operation.
5. The website of KWIECO has also been launched which helps the
outside community, donors, development organizations to know
more about it and access it.
6. Leadership is working on capability building as well to plan its future
strategy.
Recommendations:
1. The Leadership team should work on alternate means to generate
funds, develop KWIECO brand, capability building, etc. through
innovative and cost effective measures some of which have been
suggested here.
2. KWIECO teams seem to be meeting their targets comfortably. While
it indicates the capability of the team, it also suggests that the
team could be stretched further to achieve even higher and
complex targets. In the next 5-year plan not only should KWIECO
do a baseline study by analyzing data from other countries and
other NGOs and then set targets that are more realistic.
3. Capability building- The Leadership may think of internet based
learning to teach professional skills to team members and
volunteers, vocational training for women and GBV survivors to
establish a bouquet of products utilizing the local Produce, etc. The
Leadership team could collaborate with other NGO in skill building,
cross learning and knowledge sharing. The Leadership then could
set up a training cascade through which the Trained becomes
Trainer for the next set of coworkers. A detailed Human resource
plan needs to be chalked out keeping in view the short and long27 | P a g e

4.

5.

6.

7.

term goals of KWIECO that utilizes available learning options


effectively keeping in view the budget constraints that KWIECO
faces.
Communication- A recent survey with the KWIECO revealed some
underlying issues with communication within the organizationcommunication from top to down about vision, goals, etc. and
interpersonal and interdepartmental communication. Leaders are
the role models for all other co-workers. They also serve as models
for newer members in a team who emulate their behaviors.
Leadership team should therefore communicate more effectively
especially when it comes to decisions or information that affects the
organization and to recognize good performance, etc. They could
also come up with an Information access policy to decide the
frequency of communication and who should have access to what
kind of information.
Unified Platform/ Cooperative- KWIECO seem to have a strong hold
in the region it is operating in. It is already displaying its capability
in achieving regular targets for programs being run currently.
However, KWEICO leadership should now explore the next step for
it. Setting up a Cooperative under the KWIECO Brand umbrella that
provides training, employment, funding, access to better markets,
protection, lobbying and publicity, etc. to women, youth and GBV
survivors could be the game changer. As it would have the first
movers advantage, the entire market and community is currently
available for this potential engagement. KWIECO could influence the
economic situation and the gender balance very effectively through
it. There is ample number of examples of such cooperative
movements across the globe, especially in developing countries that
have brought about drastic changes in the mindset of the
community.
Volunteers- KWIECO Leadership comes in touch with many GBV
survivors and youth through its programs and when their team
members visit local communities. People who are like-minded and
would be interested in getting associated with KWIECO for a small
incentive should be welcomed so that KWIECO gains further inroads into the local communities.
Funding-Leadership must work on identifying more funding sources.
If a cooperative is set up there could be more funds generated
internally to help other women Entrepreneurs, etc. In addition, it
could boost KWIECOs ability to gain funds from international
development organizations.

28 | P a g e

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.

29 | P a g e

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.

30 | P a g e

4. KWIECO could explore international law changes and how they


impacted the local community. This could build a strong case for
policy change.
g. External Environment
1. 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.
2. 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.
Recommendations:
1. There is not much that KWIECO could do to impact the external
environment in which it operates. Unpredictable funding policies
may also affect it anytime. However, through consistently working
on a stronger footprint, building a coalition with other NGOs and
lobbying initiatives, it could become an important participant in
decision-making process on any policies.
1. KWIECO needs to continually work on programs that promote
gender equaliy.
2. KWIECO should also consider working in the areas of poverty
alleviation, human traficking, population control, AIDS/ HIV
awareness, promoting female health and correct age for
marriage and child bearing, better services for mothers and
infants, etc; either directly or in conjunction wih other NGOs
of the region. This will greatly help in improving the sociocultural conditions of the region.
3. Competencies to effectively engage in policy dialogue with
the concerned Authorities seems to be a critical skill where a
significant gap is observed. KWIECO should work in tandem
with Crossroads International and through other suitable
methods to help its key personnel develop this skill so that
they can make better impactin influencing Government
authorities to make policy changes that are more beneficial
for its Beneficiaries.
Additional recommendations
Review Mechanism and institing a Change driving team
1. A strong process and organizational objectives review mechanism and

stakeholder feedback analysis can be very powerful tools to ensure


KWIECOs strategic plan is in the right direction. The Leadership team
should help in creating such a mechanism.

31 | P a g e

2. The Leadership team should also contemplate creating a team that

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

The Assessment of the Organizational structure of KWIECO been done


thoroughly. Important stakeholders have provided valueable insights into
obstacles that are stand in the way today for its continued success in
meeting its objectives, the immediate action areas and priorities of the
organization, work environment risks, etc. Program performance has also
been analyzed both through indicator evaluation and surveys with the
team members.
This report has analyzed the issues through the Marvins Weisbords 6-Box
Model, will be and proposed changes to various aspects of the
Organization.
Stakeholders
must
therefore
evaluate
these
recommendations, invite staff to be a part of the change process and to
re-structure and re-build a stronger and successful KWIECO that creates a
sustainable, learning oriented farming community in the region.
The data has been collated and analyzed, and recommendations provided
after careful analysis of the KWIECOs envisioned future and strategic
plan. A preliminary review of the current strategic plan was conducted in
February, followed by workshop to develop the 2016-2021 strategic plan
document. KWIECO will adapt a Theory of Change model and a women &
girls centered framework, which will be featured in the new strategic plan.

32 | P a g e