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CBO & DEVELOPMENT CONTEXT TRAINING 27 & 28 March 2012. OPEnING REfLECTIONS. Tell us how you have been since we last met, and what you have implemented since the previous training, in terms of: Developing your skills and responding to the feedback you were given at the Networking Training
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OPEnINGREfLECTIONS Tell us how you have been since we last met, and what you have implemented since the previous training, in terms of: Developing your skills and responding to the feedback you were given at the Networking Training Implementing any new activities as agreed during the training
WORKSHOP AIMS The core aim of the workshop is to strengthen the CBO and development context understanding of the staff of the CINDI Network Office.
expectations Given this aim, let us discuss what would make it worthwhile for you to have come here today? And what do you think CINDI would like to see more of from you as a result of this training?
OUR DEVELOPMENT CONTEXT Draw the main structure of the province, community or household, showing The resources that exist The challenges and risks that exist The relationships between people in that context
CINDI MAPPING: Beneficiaries stress poor nutrition of beneficiaries conditions of extreme poverty lack of funding and resources to be able to run their project effectively difficulties in accessing document and social welfare grants lack of access to basic health care materials child abuse
Community development Community development is about facilitating change to improve the conditions of people’s lives.
Sustainable development Sustainable development "meets the needs of the present without compromising the ability of future generations to meet their own needs." (United Nations, Bruntland Commission Report, 1987)
Cindi & sustainable development In the light of the above, what would be CINDI’s approach if as a network it took seriously “sustainable” development in all its departments.
Qualities of a development facilitator What are the qualities of a good development facilitator?
Personal feedback Let us give one another feedback on how we may become more developmental in our approach to one another and the CINDI members.
Types of organisations Profit versus non-profit organisations Different types of non-profit organisations NPO (Welfare) Trust (has registered trustees, but less rigorous requirements than a Section 21 Company) Section 21 Company (has board members, audited financial statements and used to have an AGM in which the Company accounts to its members or beneficiaries) CBOs versus NGOs
Organisational growth One person with a good idea or good intention to help others A group of people (all doing a bit of everything, and where the members are the committee) A more developed organisation which Distinguishes its levels of accountability (board, management, staff, volunteers) Develops systems and policies for doing things
Facets oforganisational capacity development Governance and Leadership Mission, Vision, and Strategy Program Delivery and Impact Strategic Relationships Resource Development Internal Operations and Management Adapted from Fate, P. and Hoskins, L., “Organizational Assessment Guides and Measures”, Wilder Center for Communities (2001).
MEMBERS’ CAPACITY DEVELOPMENT NEEDS financial management fundraising project management computer skills home based care training and developing their organizational management systems.
MEMBERS’ Management systems 66% of the organisations interviewed had cheque accounts, versus savings accounts. Small organisations had a simple organogram, with a chair a number of volunteers (a relatively ‘flat’ structure), whereas big organisations had complex organograms, with many levels in the hierarchy, and a number of specialized staff. 94% have a Board of Management or Committee. Mostorganisations keep minutes and registers of children’s names for tracking numbers of beneficiaries.
MEMBERS’ Management systems Just over a third of organisations had any written policies, with Financial Management and Human Resource policies being most common. Very few organisations had Child Safety policies, although they work with children. Although about half of the organisations had computers, and even fewer had internet access, skills for using computers were more widely distributed amongst the organisations.
MEMBERS’ FUNDING 31% of Members had no sources of external income, while 28% had one source of income. 20% had two or three sources of income and 21% had more than 3 sources of funding. 46% of the funding comes from international donors, while 36% is from government. The remainder comes from individuals, churches, their own income and membership fees.
MEMBERS’ networking 78% of Members said that they worked with government departments, most commonly, the Department of Social Development (60% of Members), the Department of Health (55%), the Department of Home Affairs (32%) and the Department of Education (28%). Other departments mentioned included Department of Agriculture, SASSA, South African Police Services, Department of Justice, and Sports and Recreation.
NGO Needs Funding and funding partnerships Networking and PR Summaries of latest information (eg government policies) Policy development and governance capacity development Management support To share their specialised approaches (eg to train others in their techniques) Appreciation and self care
evaluation What worked well about the training? What new ideas I will take away with me? What could be done differently next time such a training is run (suggested improvements)? What further skills do I feel that I need?
