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2.6 Organizational Development Processes

General organizational development is an on-going activity. The specific areas include among others capacity building and enhancement of staff, incorporation of seconded staff from constituent groups to enhance capacity, build networks, fundraise and to facilitate effective M&E of programme activities. The organisation is also doing a restructuring to be able to adopt internationally acceptable standards of working and human resource management systems. This is important so that KOEEDO is able to retain personnel on competitive working terms and be able to undertake constant appraisals and improvement of staff working terms, environment and reporting. The number of staff is also being increased to cater for increased programme/project responsibilities. 2.7 Organization’s strengths and areas which need improvement Since its inception in 2008, KOEEDO’s results are largely attributed to an array of interplaying factors which act as impetus that guide effective organization and proportionate combination of internal and external factors – human and monetary resources, to enable efficient implementation of programme activities and the outputs/outcomes realized in the process.

Organizational strengths: 1.	 Dedicated administrative and programme staff. KOEEDO staff contributes to the development of the organization through support and teamwork to one another in planning activities, conducting capacity building workshops/seminars, implementation process of programme activities and in carrying out monitoring and evaluation activities through active field presence and programme review. 2.	Spirit of teamwork. The organization has been able to build and mentor its staff into a strong team that can work in all areas of programme activities. This has been realised through periodical induction on new programmes, periodical staff meetings to share experiences and challenges and through rotational delegation of staff into new assignments within the organization with the aim of empowering them in all programmes carried out.

3.	Networks and partnership. KOEEDO enjoys long term tradition of established cordial internal and external relations with sister organizations that envisage similar vision and mission for the vulnerable groups in the programme areas. This has led to successful strengthening of implementing partner organisations. However, plans are in the pipeline to engage active partnership with an additional other organisations to implement together overlapping programme activities. Other partnerships are complementary to provide plug inns to areas the organisation badly needs to ensure the success of programme activities.

4.	Strategic planning. The organisation targeted a group that is seldom targeted by many organisations for their programme activities and the design of implementation is unique owing to the strategy of using sports and peace combined as one. Through the Sporting component and the choice of target groups, KOEEDO and partners –have managed to galvanise and bring together aggressing groupings in the programme areas into the peace, dialogue and reconciliation meetings and make unilateral and binding resolutions and recommendations calling for concerted support in building positive peace amongst them. These have been too elusive and many actors failed to achieve.

5.	Pool of Peace Building and Conflict Transformation Experts The organisation draws a lot of its technical expertise from a pool of well seasoned trainers in the areas of: •	Guidance, Counselling and Trauma Healing •	Peace Education, Conflict transformation and Development •	Peace and Sports •	Sports and Development •	Institutional capacity building •	Research for strategic networking •	Lobby and Advocacy for strategic policy •	Gender Mainstreaming and cross cutting issues

However, above strengths are constrained by; 1.	Inadequate field visits to undertake assessments, programme monitoring and Evaluation 2.	Poor remuneration of programme staff due to the available resources are directed to programme activities 3.	High cost of travel, communication and acquisition of equipment to manage the same.

3.0 Main Areas of Intervention 3.1 Organization’s Mission We at Kogelo have a dream of empowering youth, vulnerable children and women in the community at large to become economically stable and innovative in sustaining our livelihood hence poverty eradication and adressing issues pertaining to health, environment and education. KOEEDO’s mission is to empower community members socio-economically with the aim of reducing poverty and mitigating on its effects. We also seek to facilitate the empowerment of children, young people and women in conflict resolution through non-violent means, conflict transformation and peace education/training, research and analysis, counselling and networking in order for them to participate in building positive peace, sustainable development and respect for human dignity in realizing a just and friendly world.

KOEEDO appreciates collective approach in contributing to the betterment of the selected target group through consultation, information sharing and implementation of programmes activities in partnerships with like-minded individuals and groups like Seeds of Peace Africa International. In order to guarantee efficient and effective implementation of programme activities in the respective project areas named, KOEEDO adopts Memorandum of Understanding (MOU) between funding and implementing partners in the name of the contracts signed for programme implementation. These ensure sound accounting of the resources allocated for programme activities and realization of empirical results. Given the complexity and the diversity of factors that influence the nature and the characteristics of the communities (target groups) an inclusive approach is indispensable, thus the basis of building alliances and networks for KOEEDO to succeed. KOEEDO therefore endeavours to collaborate with focused NGOs sharing the same vision and purpose to enhance effectiveness and participation in the implementation, ownership and sustainability of initiated programme activities – see the table below.

3.2 Strategic objectives KOEEDO’s strategic objectives include: -

Strategic objective #1. To advocate for positive behavior change among youths in the community through sport and art. Strategic objective #2. Advocacies on health issue i.e. HIV/AIDS, Malaria/TB and water and sanitation. Strategic objective #3. Enhancing culture of innovation and entrepreneurship particularly among the youth. Strategic objective #4. A bridge of linkage between the learned and semi-learned group in the society through creation of a community resource center Strategic objective #5. To engage and sustaining our cultural mannerism through drama festival. Strategic objective #6. To enhance quality of life to the orphans and children made vulnerable by AIDS. Strategic objective #7. To promote establishment of income generating activities among youths and the community. Strategic objective #8. Advocacy on civil education, peace building human rights, children rights gender mainstreaming. 3.3 Focus on gender and mainstreaming KOEEDO gives priority to gender as being pivotal in contributing to the sustainability of intervention processes not as an individual or isolated entities but as a holistic entity. Gender mainstreaming in KOEEDO’s programme activities is a deliberate effort to create and prepare community and/or a society to address contemporary issues positively regarding equity, inclusion and participation in decision making processes and equal access to opportunities on merit. In addition, all programme activities are designed to create viable, just, equal and sustainable socio-economic environment for young men and women to realize their potentials.

However, emphasis is given to activities which focus on vulnerable groups which include the girl child, young women and marginalised groups to ensure that they share in contributing to the development in society at large. For instance, the youth and women actively engaged in the mobilization and organization of the community to participate in programme interventions. The organization also builds local capacities and prepares the community to come to terms with phenomenal changes in society – electing and appreciating women leadership for instance.

To emphasise on the gender balance in the programme activities, implications on inclusion and participation are analyzed before implementing any programme activity is undertaken.

3.4 Achievements of the organization Since inception in the year 2008, KOEEDO has made significant strides in diverse areas of human life.

	Part of World Vision’s successful training of community Health Workers (CHW’s) on malaria control and prevention at Nyang’oma Kogelo Health Center. The CHW’s are affiliated to the larger KOEEDO community and facilitated the meeting by providing catering services as part of our IGAs. 	Planting of twenty thousand tree seedlings in 3 schools namely Senator Obama primary school, Senator Obama secondary school and Uuna primary school. 	Organizing capacity building workshops in 2010 for the implementing partners on community mobilization and organization. 	In May 2009 we held four day outreach programmes on BCC for adolescents and youth in six schools. In collaboration with Fracodep youth programme Kenya. 	On 16th to 18th July, 2010, we held another three day outreach program in six schools spreading our message to four newer schools along with Senator Obama primary and Senator Obama secondary school. In collaboration with WAIT Kenya 	We do bee keeping and have acquired 5 bee hives from Equity bank 	Acquired tree seeds from Equity Bank, CISS project and Ministry of Youth Affairs in  Siaya and are currently having 3500 tree siblings for sale at Ksh.20 shillings per sibling 	Sale of African print hats made by Lake Printers and Stationery Ltd to tourists at Mama Sarah Kogelo home 	Land ploughing using oxen from members’ families and rented yoke for income generation. 	Reaching out to/ and attention for people in marginalised areas where governments hardly reach; areas lack security, Law & order and basic social amenities (hospitals, schools, communication etc) 	Influencing gradual change of attitude; youth are more engaged in activities that add value to their lives such as sustainable agriculture, environmental conservation, practise of safe sex and responsible behaviour that reduce the risk of infection of HIV/Aids. They have become role-models and agents for change in their communities today. 	Transformation of women artefacts to add value to a standard where they can be sold and act as a source of income. 	Distribution of sanitary, pants and uniforms towels to twenty primary schools 	Capacity of Peace & Sports Facilitators (in partnership with Seeds of Peace Africa International) is being built in the following areas: - basic reporting, - basic leadership skills, - basic skills how to conduct workshops on conflict transformation, peace-building and sports as an instrument, - basic skills how to conduct sports trainings, organise tournaments and matches for youth warriors prone to violence 	 Capacity of Sports-for-Peace Leaders (in partnership with Seeds Of Peace Africa) is being built in the following areas: - basic verbal incident reporting, reduction of mistrust and suspicion amongst different communities, awareness raising on root causes of conflicts, common backgrounds, connectors & dividers, basic sports skills and practice, peaceful resolution to conflicts, participation in dialogue and peace meetings

3.5 Target group(s), criteria for selection and composition in terms of gender The main beneficiaries of our programmes are broadly categorized into; (a)	Women (b)	Children (c)	Youths (d)	Disabled The selected groups were identified based on their vulnerability to a specific problem or to the multiplicity of interplaying causing factors and the critical roles they play or could potentially play in perpetuating the problem. 3.6 Organization's sectors of intervention & gender specific strategies KOEEDO’s main sector of intervention is building and promoting self reliance and economic empowerment among women, children and the youth. To realize this central theme, the organization undertakes to intervene in the following sectors instrumental in realizing its strategic objectives. I.	Development: To fundamentally change retrogressive attitudes, to provide for appropriate technology transfer, encourage and emphasize the use of traditional knowledge in ensuring food security, to develop innovative and integrated intervention measures that ensure sustainability, and the protection, conservation and restoration of the environment. II. Peace-building: to guarantee establishment of mutual relationships, trust and co-existence of affected groups/communities III. Conflict-transformation: to enhance prevention of imminent hostilities and transform these negatively manifesting egos into positive synergies perpetuating harmonious living IV. Capacity-building: to strengthen capacities of the local communities and the grassroots’ structures/groups to address local challenges that could exacerbate their situation and build on the local strengths that could help in solving their problems. V.	Influencing policy: KOEEDO endeavours to establish a platform through which groups, individuals or communities and their representatives articulate their grievances and aspirations instead of recourse to crime/violence. This also provides mechanisms to create concrete plug-inns through policy frameworks to address concerns of the target group. However, KOEEDO continues to empower local communities to seek partnership with the political and social actors in all levels to provide diverse alternatives to the confronting threats which have always endeared them to conflict.

The entities that form integral component of the programme’s target group are carefully selected to provide for gender concerns. In respect to gender mainstreaming in addition to other crosscutting issues specifically related to the unique characteristics of the reference groups, the women, the children and the youth concerns are seriously taken into account in the organizational intervention sectors. 5.0. PLANNING - MONITORING - EVALUATION (PME)

5.1 Organization’s PME system and implementation mechanism and the levels of gender inclusion KOEEDO’s PME systems are based on developed proposals that have been agreed upon together with funding partner’s directions and implementation procedures. This is to guide in the actual implementation processes at the proposed project sites based on the specific, identified and approved activities in tandem with the budgetary allocations for ease internal and external verification procedures.

However, the Management Team is responsible for the project (s) undertaken and the team oversees sound management, implementation and evaluations with the assistance from the Coordinators of the respective project sites. Monitoring & Evaluation is carried out on periodical basis based on the stated goals & objectives, verifiable indicators using identified verification tools against anticipated results using the empirical procedures and active field presence. In light of the findings made from the project areas, quarterly, biannual and annual reports (financial and narrative) are written and shared with the stakeholders – funding, implementing partners among others. Funding partners can also participate in the M&E process to give their independent verdict that shall be instrumental in enhancing and improving future interventions.

Gender specific concerns are integral components throughout the project cycle. From planning to the implementation and eventual assessment of the successes and/or failures of programme activities has gender related issues which in these cases are underlain in the projects target groups characteristics. Mechanisms for expertise including external are at disposal. Most of this is seconded by funding partners in such areas as proposal development, planning, implementation and assessment of programme activities. KOEEDO has also engaged the services of a consultant to build its capacities in project cycle procedures purposely to improve the performance. A combination of internal and external input has been pivotal in assessing and subsequent enhancement of organizational capacities and efficiencies in handling each phase of the project successfully in order to contribute to the realization of intended goal and/or objectives in partnership with the community through the selected reference group (s)

5.2 Participation of the target groups in the PME process The target groups are the main focus of the programmes’ intervention. Therefore, the changes in their characteristics are essential in illuminating successes or failures of the programme design. Since these groups have been part and parcel of the programme from the beginning, their participation in assessment and evaluation is equally significant. Therefore, participation of the target group is varied. While on one hand, they directly participate in giving different points of view on the impact of the intervention through scientific procedure such as answering M&E interviewer, participating in focused group (s) discussion or filling in questionnaires, the target group on the other hand avail themselves as an experimental group against the non-target group – control group for verifications and distinctions to evaluate the viability of the intervention.

However, successful M&E is a function of active participation of the target groups, local community and other stakeholders within the project area.