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Institutional Development Exercise PEACE
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1
This evaluation was supported by EU-PEACE Programme and SRSP.
2
Study Design and implementation Team:
Mr. Atif Zeeshan Rauf, Programme Manager, PMER, SRSP, Peshawar
Mr. Atta Ullah, S. Program Officer, MER, SRSP, Peshawar
Mr. Aftab Shakir, S. Program Officer, MER, SRSP, Peshawar
Mr. Fayaz Noor, S. Program Officer, MER, SRSP, Dir
Mr. Shakeel Khan, S. Program Officer, MER, SRSP, Swat
Mr. Aabid Ali Khan, Program Officer, MER, SRSP, Chitral
Mr. Shah Faisal, Program Officer, MER, SRSP, Chitral
Mr. Fahad Gillani, Programme Officer, MER, Swat
Views, findings, interpretation and analysis expressed in this study may not reflect view of EU-PEACE, Islamabad.
3
List of Acronyms
AKRSP
Aga Khan Rural Support Programme
CBO
Community Based Organization
CMST
Community Management Skills Training
CO
Community Organizations
CPI
Community Physical Infrastructure
EU
European Union
LSP
Livelihood Strengthening Programme
IDI
Institutional Development Index
LMST
Leadership Management Skills Training
MCO
Men Community Organization
MHPs MER
Micro Hydro Projects Monitoring Evaluation and Research
PEACE
Programme for Economic Advancement and Community Empowerment
PKR
Pakistan Rupee
RSPN
Rural Support Programmes’ Network
SRSP
Sarhad Rural Support Programme
VDP
Village Development Plan
WCO
Women Community Organization
4
Table of Contents
Executive Summary and Major Findings
5-7
Introduction and Background
8-14
Organizational Motivation
15-21
Organizational Performance
22-24
Organizational Capacity
25-28
External Factors
29-31
Categorization of Men and Women Community Organizations
32-34
Way Forward
35-37
Literature Reviewed Annexes
1
2
3
4
5
6
7
8
5
This evaluation study (assessing Institutional Development of Community Based
Organizations) is based on analysis of primary data collected through a sample survey of men
and women Community Based Organizations (CBOs) nurtured by Sarhad Rural Support
Programme (SRSP) with financial assistance of European Union in 7 districts of Malakand
Divison. During this evaluation process, 417 out of 420 sample men and women CBOs were
assessed in nearly 300 villages of Malakand Division. The survey was conducted through
trained and experienced professionals of SRSP. The data thus collected was verified at local
level by district team leaders and then shared with Head Office, SRSP through EU-PEACE
Programme Support Unit. Data punching was undertaken at head office level, while final
analysis and report writing was undertaken by Programme Manager, Planning, Monitoring,
Evaluation and Research at Head Office, Peshawar. One of the main objectives of the exercise
was to assess the level of development of Community Based Organizations. To do this, the
Institutional and Organizational Assessment model (IOA) developed by Universelia and IDRC,
Canada was modified for this exercise. The modified tool helped in assessing following major
aspects of Institutional Development; a) Organizational Motivation b) Organizational
Capacity c) Organizational Performance, and d) External factors. These major four components
helped developing key indicators, which were then developed into fifteen major questions in
consultation with assessment team, SRSP management and field teams. Under each question,
various permutations were considered and accordingly weightage/scores were assigned. The
responses gathered during the exercise facilitated categorization of respective CO in to four
major categories i.e. excellent, good, average or poor.
Major Findings Categorization of men and women community organizations The evaluation results indicated that 45% of MCOs and 41% of WCOs are ‘institutionally
developed’ or can be categorized as ‘good’. Similarly, 06% of MCOs and 04% of WCOs are
‘institutionally independent’ or can be categorized as ‘excellent’ in all major aspects and can
sustain without any external support. Combining results, at least 43% of men/women COs are
institutionally developed (good), while only 05% are institutionally independent (excellent).
Other specific major findings are presented below:
1. Executive Summary and Major Findings
6
Organizational Motivation The evaluation indicated an appropriate percentage of men and women were aware of goals
and objectives of COs. Poverty reduction, inclusiveness, linkages with organizations/agencies
and socio-economic development were few common goals. A nominal proportion of men (10%)
and women (12%) COs were found to be updating their annual development plans on regular
basis and sharing it with SRSP and other development organizations/agencies in the area.
Though leadership was found to be reasonably fair in distributing benefits amongst members,
nonetheless COs need to improve culture of involving and engaging all members in planning of
development interventions at local level. The evaluation indicated that only 18% of men and
women COs each are holding regular elections or inculcated democratic values. Generally,
leadership in 72% of men/women COs continued on basis of one time election. Interestingly,
women organizations (34%) were either part of Village Organizations as compared to 25% men
COs only. To mainstream women in development process, men and women COs (27%) have
discussed and taken practical steps in respective areas.
Organizational Performance The evaluation indicated that men are meeting more regularly as compare to their women
counterparts. At-least 21% of men COs and 09% of women COs have held eight or more
meetings in last one year. The major issues discussed in last three meetings included
infrastructure development, generating employment opportunities, education, health of
women/children, technical/employable skills training, and peace and development. The
participation rate in women was found to be higher than men COs or in other words women
were found to be more enthusiastic in terms of participation in monthly meetings. These
monthly meetings have also resulted in developing financial capital at local level; an average
PKR 8,700 savings by men and PKR. 5,800 by women organizations. One of the most promising
aspects was inclusiveness in these men and women CBOs. A very healthy (75%) of women
CBOs ensured participation of maximum number of poor members in their respective CBOs.
Organizational Capacity Proper record keeping is one of the key aspects to gauge institutional capacity. Nearly half of
men and women COs was able to show their proceedings (karwai) registers, attendance
7
records, bank receipts or activity records. The data reflected that 62% of office bearers (president
and managers) received managerial trainings. A nominal proportion of COs (20%) have been
efficiently managing between four to six interventions, while 80% have been managing one to
three interventions only. The programme, half way through its life, at this stage is concentrating
more on large scale MHPs and CPIs nevertheless the programme in its second half plans to
invest in micro interventions at community and household level. With initiation of these micro
interventions, these COs are likely to score high in terms of management of multiple
interventions through setting up formal and informal functional committees.
External Factors The results indicated slightly less interaction of field staff with respective community based
organizations, which may have been one of the factors for sub-optimal performance of CBOs on
this institutional development index. Notwithstanding, age of the COs (mostly formed in 2013),
the young leadership (falling in age bracket 26-40) have not been phenomenal in setting up
examples of leading from the front, which is evident from an average record keeping or
formation of apex level organizations and so on and so forth. Though these office bearers, as per
evaluation, were mostly local residents nevertheless they did not substantially invest in
development of their community based organizations.
8
Models for assessing Community Based Organizations Social mobilization as we know and see in RSPs emanated from innovative and bold
approaches adopted by Dr. Akhtar Hameed Khan in Comilla Project (1959) and Shoaib Sultan
Khan in Daudzai project (1971). These two projects based on experiences of similar efforts in
Africa and Latin America engaged local communities to improve their own condition and
situation. The two pioneering projects adopted groups of poor women and men into grassroots
organizations, provided skills development and fostered a cadre of village specialists to
accumulate financial capital through savings and increased productivity through planning and
efficient/effective use of locally-available resources. They also accessed services and resources
from government as well as markets.
The lessons from these two projects provided a sound basis for initiating a similar programme
(AKRSP) in Gilgit-Baltistan (formerly known as Northern Areas) by Shoiab Sultan Khan in 1982.
Here again, the core principle of capitalizing on community’s potential was one of the most
important factors for programme to take its roots in most harsh and difficult environment. An
important role of facilitating communities and tapping their potential was assigned to a catalyst
organization; AKRSP. The role of ‘support organization’ became more clear and
institutionalized with the introduction of similar programmes in all four provinces of Pakistan.
As of September 2014, the ten RSPs1 had fostered a total of 349,967 COs with over 6 million
members in 3,617 union councils of 120 Districts and FATA Areas. Similarly as of September
2014, a total of 1,071 LSOs has also been fostered by RSPs. These COs had saved over 2.62
billion, initiated and completed over 150,000 community physical infrastructure schemes with
an investment of PRs. 20 billion benefitting nearly 5 million beneficiaries. To date RSPs have
extended PKR. 113 billion as micro-credit/Community Investment Fund (CIF) to 1.3 million CO
members multitude of productive investments2. This approach of social mobilization has now
also been extended to healthcare, education, micro-insurance, promotion of peace building and
disaster preparedness and management.
1 AKRSP, SRSP, NRSP, PRSP, BRSP, TRDP, SRSO, GBTI, AJKRSP, FIDA 2 RSPN Outreach, Issue 22(3), 2014
2. Introduction and Background
9
The large scale formation of community based organizations in many developing regions of the
world inevitably led to the debate about the efficacy of these organizations and their work. The
projects and programmes implemented by these organizations went through routine
monitoring and evaluation cycles. Researchers interested in measuring an overall performance
of these organizations (as against the outcome and impact of a certain project or programme)
began using various institutional and organizational assessment models that were available
and were being used in the field of corporate and public sector management.
One of the earliest efforts can be traced back to an effort at AKRSP by Shoaib Sultan Khan in
mid eighties to study community based organizations on set of qualitative indicators. The
appreciation and acceptance of the effort led to development and refinement of the exercise
based on internationally developed institutional and organizational assessment tools e.g.
a) Open System Model (1977)
b) Marvin Weisbord Model(1978)
c) Mckinsey Seven S-Model (1980) and
d) Burke and Litwin Model (1992)
All these models had advantages and limitations to be applied at field level. One other model
known as Institutional and Organizational Assessment (IOA) model developed by Universalia
and IDRC-Canada (1995) had several advantages. IOA3 was interactive and comprehensive as
compared to other models and was broad enough to be applied to organizations; government,
corporate, civil society or informal sector.
The model was adapted with changes by RSPs/RSPN to cover necessary aspects related to
Community Based Organizations. The modified version for assessing institutional development
of men and women COs entailing four broad areas of investigation; organizational motivation,
organizational performance, organizational capacity and external environment is presented
below:
3 The IOA model took into account a) organization's effectiveness b) efficiency c) ongoing relevance and
d) financial viability.
10
Figure 01- Modified version of IOM Model
Based on above mentioned model, this evaluation exercise assessed men and women COs on
four specific dimension/parameters as mentioned above. These four dimensions were
developed into indicators, which eventually were converted into specific questions. These
questions were then compiled into an instrument which was used at field level by regional and
district M & E professionals with technical and intellectual backstopping support from Head
Office PMER section. The exercise reflected that theoretical construct to develop this instrument
was robust and comprehensive for evaluating COs fostered by SRSP in 7 districts of Malakand
Division. It is, however, inevitable that the instrument would still not be able to cover all
endogenous and exogenous variables that affect performance of COs. Since this evaluation was
primarily a quantitative exercise, it is more than likely that data, while being statistically
accurate, would not be able to exhaustively list reasons of success and failure of COs
nonetheless it would be able to give an adequately representative picture. The field teams
have tried to make up for this possible shortcoming of the exercise by collecting adequate
qualitative supporting information and evidence from the field.
External Factors
• RSP staff visits
• Age of CO
• Geographic location of CO
• Office bearers residential status and education
Organizational Performance
Frequency of CO meetings and attendance
Savings and its utilisation
Implementation of Planned VDP
Self Initiated projects
Socio Economic Activities (micro-credit/Ent)
Maintenance of CO records
Inclusion of poor
Organizational Motivation • Goal Mission objective of CO • Selection of Office Bearers • Participation in problem identification
&planning • Downward Accountability of CO leadership • Efforts for formation of apex body • Gender Issue
Organizational Capacity
• CO Leadership • Technical capacity • CO project maintenance • Committee training • Conflict management
11
SRSP-EU PEACE Programme With a financial outlay of €40 million, Programme for Economic Advancement and Community
Empowerment (PEACE, 2012-l16), supported by European Union (EU) and implemented by
Sarhad Rural Support Programme is envisaged to reach 2.7 million population in Malakand Division
with a focus on flood and conflict affected population. The overall goal of the programme is “to
support the Government of Pakistan to reduce the negative impact of economic deprivation,
poverty and social inequality in areas affected by security crisis and natural disasters and to turn this
into opportunities”. The specific objective of the programme is ‘to revitalize rural economy and
promote renewable energy to enhance social cohesion and opportunities for sustainable livelihoods
in Malakand Division of Khyber Pakhtunkhwa province’.
The programme has completed its two years of implementation and the results achieved so far are
promising. An ownership of three tier social mobilization process at local level has resulted in
formation of apex level organizations; an aspect which would be one of the core focuses in
upcoming periods. The programme has also been able to achieve formation of significant number of
women community organizations, a milestone not less than a miracle keeping in view local socio-
cultural context of Malakand Division in view. The completed schemes (MHPs and CPIs) by end of
year 2 have started generating benefits at local level, which essentially have contributed to improving
socio-economic conditions in target areas. Value chains, enterprises, and entrepreneurs developed
and supported through the programme has started producing immediate impacts; generating net
profits contributing to an improved and strengthened livelihoods in programme districts besides
generating local employment. The programme has developed good working relationship at regional
and district level and with all government line agencies and other major important stakeholders.
Their participation is ensured for adding value to the programme. Formal agreements and
Memorandum of Understanding have been developed and signed with relevant departments to
strengthened and formalize working relationships. The programme is not static rather continuously
refining its approaches and strategies based on field learning, experiences and local needs. This
adaptable nature of the programme has helped in overcoming challenges through local solutions.
Objectives and Scope of Study One of the fundamental objectives of SRSP-EU-PEACE programme is to foster 12,000
Community Based Organizations as capable grass root organizations that are functional,
transparent, accountable, and broadly representative. Formation of organized forums starts
12
from community, which is then federated into village and local support organizations at higher
levels. These community organizations establish linkages with services providers, government
line agencies and donors for individuals and overall area development. The level of resources
generated for local development, effective linkages with service providers and eventually
sustainable operations at local level depends largely on nurturing these community based
organizations. Viability and sustainability, therefore, would be of interest to, especially, EU for
assessing whether programme interventions would be sustained once technical and financial
resources are withdrawn. Evidence indicates that investment in social capital for a
transformational change leads to socio-economic development of the people at large. The basic
aim of this evaluation was to assess how far COs have been able to achieve their prime objective
and whether these men and women CBOs would sustain. To assess these, a simple and user
friendly Instrument or Institutional Development Index based on four key organizational
dimensions, corresponding indicators and questions was constructed as elaborated in table
below:
Key organizational dimensions Indicators and Questions
i) Organizational Motivation
ii) Organizational Performance
iii) Organizational Capacity and
iv) External Environment
- CO mission statement and goals as conceived by the community.
- System & Process for area/member development plans.
- CO member participation in needs identification and planning.
- The CO's networking with other community organizations.
- Frequency of CO meetings.
- Attendance at CO meetings.
- Processes for electing Office Bearers.
- Accountability of Office Bearers.
- The CO's role in conflict resolution.
- CO efforts to address women's issues.
- CO efforts to include poor households.
- Capacity Enhancement of Office bearers and activists.
- CO involvement in technical training.
- Procedures for managing CO activities.
- CO record keeping.
The scope of this study was restricted to response analysis on set of indicators/questions mentioned above. Based on responses of members, respective COs’ were given scores on a 4
13
point scale in respective questions/indicators. With a scale from 0 to 3 for each indicator, the maximum possible score a CO can get was 45. The 15 indicators were then summed up to give each CO an overall Institutional Development Score. The Scoring levels were classified as:
i) Inactive (COs scoring below 25%)
ii) Institutional Infancy (COs scoring between 25-50%)
iii) Institutional Development (COs scoring below 50-75%) and
iv) Institutional Independence (COs scoring over 75%).
Methodology and framework
- Assessment of COs Development Index covered a sample of 210 men and 210 women
community based organizations against a total population of 2,553 men and women CBOs
as per following details:
Areas MCO WCO Grand Total %
Swat 30 30 60 14.3
Chitral 30 30 60 14.3
Malakand 30 30 60 14.3
Upper Dir 30 30 60 14.3
Lower Dir 30 30 60 14.3
Shangla 30 30 60 14.3
Buner 30 30 60 14.3
Grand Total 210 210 420 100
- These COs were selected through systematic random sampling technique. During visits to
respective districts, the assessment teams were not able to meet 3 CBOs (2 in Upper Dir and
1 in Malakand) due to unforeseen problem, therefore a total of 417 CBOs were assessed
during this evaluation exercise.
- Before field exercises, thorough discussion on assessment exercise between core
management and EU PEACE Programme Support Unit was conducted. Based on these
discussions, a detail questionnaire entailing three major sections was developed and
shared with EU-PEACE Programme Support Unit and SRSP management.
14
- Keeping limited resources in mind, regional and district M & E professionals were
engaged in completion of this task. These enumerators were trained on data tool and
instruments by Programme Manager PMER, Head Office, SRSP. While an extensive
support was provided through head office during completion of this exrcise.
- Data was collected using a detailed questionnaire (attached as an annex), which was
completed in discussion with a focus group of CO members, and cross-checked wherever
possible against COs' written records. Two independent teams from head office visited
field areas and monitored process of data collection.
- The first section of the questionnaire recorded factual details about the CO and its
activities. In second section, the field teams ranked CO's institutional development against
15 indicators on a 4 point scale. It also recorded data on RSP support to CO, and CO
member opinions about the support. The field team leaders were also asked to give,
confidentially, their personal assessment of quality of focus group discussion. The last
section of questionnaire recorded data on community's access to standard public services
and facilities in order to provide an indication of community's overall level of
development, as a likely contributory factor to CO's institutional development.
- The data once completed was checked at various levels. Initially the District Programme
Manager, EU-SRSP PEACE in respective districts checked filled questionnaires for any
possible errors. The completed set of questionnaire was then shared with SRSP’s Head
Office PMER team through EU-PEACE Project Support Unit.
- Based on fifteen major indicators grouped under four major organizational dimensions,
output tables were developed and generated. The respective tables under four major
organizational dimensions were analyzed and a detail analysis report was prepared and
shared.
- One of the major limitations of the evaluation exercise was to programme staff for data
collection though cautious checks were developed to gather viable data and record
unbiased responses.
15
Organizational Motivation If mission, goal and objectives are clear to community members then such community based
orgnizations are likely to sustain and progress with passage of time besides providing
opportunities to its members for improving their livelihoods. The conceptual clarity of members
keeps the organization alive and on-track. Some of the prominent development indicators
identified under this component are as follows:
i) Objectives/goals/mission of the CO as understood by the members;
ii) Participation in need identification and planning;
iii) Election/Selection of Office Bearers;
iv) Downward Accountability of CO leadership;
v) Broad-based Participation in need Identification and Planning
vi) Efforts to form apex level body of COs
vii) Mainstreaming Gender Issues
Objectives, Mission and Goal of Community Based Organizations An appropriate percentage of members, as per evaluation, in men/women community
organizations were clear on mission, goal and objectives (table 01 below). Women COs (19%)
have written down their objectives and mission and members are aware of it, which indeed is
an encouraging aspect keeping religiously charged Malakand division in view. A critical review
of the table 01 indicates that field teams need to intensify process of dialogues at local level to
clarify members on mission, goals and objectives of community based organization. During
focus group discussion at local level, poverty reduction, socio-economic development, linkages
with organizations and agencies and inclusiveness were some of the common goals reported by
COs falling in top two categories.
3. Organizational Motivation
16
Table 01-Members Clarity on Goal, Objectives, Mission and Vision of CBOs Category &
Scores Indicators MEN WOMEN CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/W COs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 Members do-not have idea about mission,
goal & objectives of COs.
13 5% 47 23% 60 14%
A
vg
.
1
Members have a diverse opinion about Mission, Goal and Objectives of the CO and it is not written.
69 33% 50 24% 119 28%
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2 Members opinion about mission, goal & objectives is same but it is not written
107 52% 70 34% 177 43%
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t
3
Mission, Goal and Objectives are written down and members are fully aware of it. 21 10% 40 19% 61 15%
Total (Percentage) 210 100% 207 100% 417 100%
Participation in need identification and planning A nominal percentage of COs was found to prepare, update and share their development plans
annually and on regular basis with local, national and international organizations in their areas.
An area of deep concern could be unavailability of areas and members development plan with
at least 26% of men and women COs.
Table 02- System and Processes at CO level for area and member development plans Category &
Scores Indicators MEN WOMEN CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of Men/Women COs in
respective category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 Unavailability of members/area
development plans and resolutions
42 19% 65 32% 107 25%
A
vg
.
1
Members/area development plan prepared once without revisions
75 36% 58 28% 133 32%
G
oo
d
2 CO has prepared members/area development plans and resolutions shared with supporting organizations.
73 35% 58 28% 131 31%
E
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llen
t
3
CO prepares area/member development plans annually and shares it on regular basis with other organizations.
20 10% 26 12% 46 12%
Total (Percentage) 210 100% 207 100% 417 100%
17
Despite being relatively conservative, the women in these 7 districts were found to be eager in
preparing and developing their member/area development plans. Their effort is a fair reflection
of organizational motivation for socio-economic development women in their local areas.
During discussion, at least 42% of men/women COs found it too difficult to develop an
integrated community development plan or comprehensive member development plans. The
data also revealed that 52% of men and women CBOs termed community development plans to
be essential, while remaining 48% termed it to be very useful or very useful for identifying
community development needs.
The results (table 03) also indicated that women COs are more transparent. As much as 46% of
women COs ensured 100% participation of its members in identification and planning
processes. An encouraging aspect was that 71% of men and women ensured participation of its
members during identification and planning process, which invariably ensured transparency
and accountability at local level.
Table 03- Broad based participation in identification and planning Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 No proof of participation.
37 19% 47 23% 84 21%
A
vg
.
1
Less than 50% of membership signed latest resolution, Micro investment plan and or CO/Village development plan
22 10% 13 6% 35 8%
G
oo
d
2 51-75% of membership signed latest resolution, MIP/CODP or VDP.
80 38% 54 25% 130 31%
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nt
3
Resolution discussed in CO meeting and all CO members signed.
71 33% 93 46% 165 40%
Total (Percentage) 210 100% 207 100% 417 100%
18
Election/Selection of Office Bearers An important characteristic of functioning of CBOs is that it provides leadership opportunities
to all members and supports/promotes democratic processes at grass-root level. Response
analysis indicated that 18% of men and women COs have inculcated democratic values by
holding regular/annual elections. Generally, 71% of men and women have selected their office
bearers once and are happy with their performance as reflected in table 04 below.
Table 04- Election/Selection of CO President and Secretaries Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/W COs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
Office Bearers appointed by SRSP staff.
3 2% 11 5% 14 3%
A
vg
.
1
Office Bearers appointed by notables in community.
16 8% 15 7% 31 7%
G
oo
d
2 Office Bearers selected by consensus (once only).
152 72% 143 69% 295 72%
E
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t 3
Elections/ selection by consensus annually.
39 18% 38 18% 77 18%
Total (Percentage) 210 100% 207 100% 417 100%
As greater emphasis is now being given to democracy therefore figures related to men/women
COs conducting annual elections is quite encouraging. To avoid elite capture, based on the
table 04 above, it would be appropriate to ensure holding regular elections in men and women
COs. This would also help developing second line of leadership besides providing equal
opportunities to all members.
Responding to importance of regular elections, there seemed to be unanimity as members of
85% of men and women COs deemed elections as necessary. Interestingly, there is a visible
19
difference of opinion about timing of elections between men and women organizations. Women
(71%) thought that elections to elect president and secretaries should be held annually, while in
contrast only 52% men shared the same opinion.
Downward Accountability of COs leadership The evaluation found that nearly half of the COs (men and women) by and large involved and
engaged members and took collective decisions. This may suggest that leadership, to a
considerable level, is sensitized on ‘downward accountability’. The evaluation also provided an
evidence of dominance of men and women leadership nonetheless COs leadership was found to
be fair in distributing benefits amongst members as mentioned in table 05 below:
Table-05 Downward Accountability of COs’ Leadership Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/W COs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
Take most of the decisions and rarely consult members.
17 8% 54 26% 71 16%
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.
1
Take all decisions but do distribute benefits to some members.
30 14% 28 14% 58 14%
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oo
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2 Dominate but distribute benefits fairly among members.
51 24% 47 23% 98 24%
E
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t 3 Consult fully &report regularly about all
CO accounts &activities 112 53% 78 38% 190 46%
Total (Percentage) 210 100% 207 100% 417 100%
Efforts to form Apex Level Organizations Linkages and networking play an important role in resource mobilization leading
towards socio economic development of respective area. Interestingly, women organizations
(34%) were either a part of village organization/a network at higher level, while 25% of men
organizations have also federated at village/union council levels as presented in table 06 below;
20
Table 06- Contacts of COs with other COs, VOs and LSOs Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/W COs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 CO has no contact with any other COs. 47 22% 82 39% 129 31%
A
vg
.
1
CO has created informal linkages with neighboring COs.
58 28% 29 14% 87 21%
G
oo
d
2 CO has discussed formal links with other COs to form VDO or LSO.
53 25% 26 13% 79 19%
E
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t
3
CO is member of a VDO or LSO 52 25% 70 34% 122 29%
Total (Percentage) 210 100% 207 100% 417 100%
During focus group discussions, 46% of men and women COs considered membership of
Village Organization or Local Support Organization to be essential, while 54% deemed it to be
useful or very useful. Amongst number of possible benefits, a large number of men and women
COs expressed that networking provides an effective opportunity to undertake joint efforts to
resolve local issues, reduce poverty through mobilizing resources, develop human capacity for
improved livelihoods, share and create awareness and acquire necessary support for new
projects.
Mainstreaming Gender Issues
Over one third men and women organizations (37%) have either taken practical measures or
had been actively lobbying women rights as clearly shown in table 07 below;
21
Table 07- Steps taken by COs for mainstreaming women in Development Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
No concrete steps taken by COs to address women issues
125 59% 102 49% 227 54%
A
vg
.
1
Women issues are discussed but without any practical measures 47 22% 38 18% 80 19%
G
oo
d
2 Few activities related to women have been implemented 27 14% 49 24% 76 19%
E
xce
llen
t 3
Women Rights are being actively lobbied by COs
11 5% 18 9% 29 8%
Total (Percentage)
210 100% 207 100% 417 100%
66% of women and 45% of men members in COs thought that women do not share same
position with men in society, which would essentially urge EU-PEACE programme to conduct
gender sensitization trainings at regular intervals in all programme districts. Responding to a
question, majority of COs identified education, property and inheritance, economic
opportunities, decision making, underage marriages, and legal issues as some of the major areas
in which women were treated unfairly. Some of the major reasons for treating women unfairly
as identified majority of COs were lack of education, men dominance, culture, traditions, taboos
and poverty.
22
Organizational Performance Organizational performance; an important indicator of institutional development can well be
assessed through achievements against planned activities and progress of COs in meeting its
Goals/objectives. Some of the visible indicators to assess level of performance of men and
women community based organizations are a) Frequency of CO meetings and attendance b) CO
savings and its utilization c) Socio-Economic Activities and implementation of Development
Plans and d) Inclusion of Poor
Frequency of CO meetings and attendance An organization can perform efficiently and effectively if it meets on regular basis. These
regular gatherings enhance likelihood to discuss individual and communal issues thus finding
appropriate collective actions to address common issues. In terms of meetings, the evaluation
indicated that men are meeting more regularly as compare to women. The frequency of regular
meetings, ironically, is very low especially in case of women COs as presented in table 08
below:
Table 08- Regular Meetings of Community Based Organizations (Last 12 Months) Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 No meetings
34 16% 101 50% 135 32%
A
vg
.
1
Up-to four meetings 85 41% 33 16% 118 28%
G
oo
d
2 5-8 meetings 46 22% 49 25% 95 23%
E
xce
lle
nt
3
More than eight meetings
45 21% 24 9% 69 17%
Total (Percentage) 210
100% 207 100% 417 100%
4. Organizational Performance
23
Reviewing community records revealed that major issues discussed in last three meetings
included infrastructure development in local areas, generating employment opportunities for
poor and vulnerable, education and health of women and children, establishment of vocational
centre, technical and employable skills training, and peace and development. Overall 78% men
and women COs expressed a need to follow its current practice of monthly meetings.
The degree of interest can be gauged through active participation of all members of respective
CO. Notwithstanding low frequency, women and men were found to be equally enthusiastic in
terms of participation in CO meetings. The detail of men and women participation in CO
meetings is presented in table 09 below:
Table 09- Participation and Interest of members in Meetings Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/W COs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 0%
24 11% 30 14% 54 13%
A
vg
.
1
1-50% 31 15% 28 14% 59 14%
G
oo
d
2 51-75% 60 29% 54 26% 114 27%
E
xce
llen
t
3
76-100% 95
45%
95
46%
190
46%
Total (Percentage) 210 100% 203 100% 417 100%
Community Organizations’ Savings and its utilization These CO meetings have also resulted in developing financial capital at community level. On an
average, as per results of evaluation, men COs have savings of PKR 8,700 as compare to women
COs PKR 5,900. An encouraging aspect observed was a conscious effort by members saving
regularly to encourage and motivate members who were irregular in savings. Various methods
at CO level have been adopted to encourage savings including awareness and its utilization in
24
adverse conditions. Varied responses (help poor, use it in unforeseen events, for interest free
loans, self help initiatives at community level) on utilization of savings were recorded during
the evaluation.
Socio- Economic Activities & implementation of development plans The evaluation team felt that it was too early to assess this aspect. Details on socio-economic
activities and implementation of development plans would be incorporated at a later stage.
Inclusion of Poor A prominent feature of RSPs fostered COs is inclusiveness. The evaluation found out that
almost 100% of men and women COs have ensured participation of poor though their numbers,
in respective men/women COs, may differ. EU-PEACE documents and strategies emphasize on
mainstreaming poor and vulnerable in respective CBOs, which has been well followed at field
level. Ensuring participation of poor in COs increases their likelihood to benefit from EU-
PEACE and other development packages and services. If so, chances to score better on poverty
score card may also increase vis-à-vis their graduation from one to another economic category.
As per table 10 below, one can see that women COs have taken a lead on inclusiveness and over
75% of women COs have ensured participation of more than 50% poor members.
Table 10 Inclusiveness of Poor and Vulnerable Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/W COs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
CO doesn't have any poor member 0 0% 1 0% 1 0%
A
vg
.
1
25 percent are poor 30 14% 19 9% 49 12%
G
oo
d
2
26 - 50 percent are poor 53 25% 31 15% 84 20%
E
xce
llen
t 3
More than 50 percent are poor 127 60% 156 75% 283 68%
Total (Percentage) 210 100% 207 100% 417 100%
25
Organizational Capacity
It is true that investment in terms of provision of hard components is essential but even more
important is developing managerial and leadership capacity of COs (men and women) for
viability and sustained existence of COs. The capacity for sustainability of COs has been
assessed against the following major indicators:
i) COs Record Keeping;
ii) COs Leadership and Managerial Capacity;
iii) COs Technical Capacity;
iv) Committees for management of interventions at CO level;
v) Committees for conflict resolution.
CO Record Keeping Record keeping; an important aspect to gauge institutional Development, provides an evidence
of specific interventions undertaken with men and women COs besides reflecting capacity of
office bearers to document important aspects of COs. The records were assessed against an
agreed list and the results were encouraging:
- At least 234 out of 417 men and women COs were able to show their proceedings
(karwai) registers. Records of 37% of men/women COs were found to be ‘good’, while
63% were either fair or below par.
- Attendance record in 298 out of 417 men/women COs existed. 40% of COs maintained
appropriate attendance records, while 60% required support for improvements.
Similarly saving details of 200 out of 417 men/women COs existed. Amongst these, 26%
were updated, while 74% missed information and needed support for up-
dation/corrections.
- A number of activities have been undertaken with men and women COs. These COs
have put in an effort to maintain activity records. At least 49% of COs was able to show
their activity record. Quality of 29% of activity record was found to be appropriate,
while remaining 71% needed active support of field level staff. Overall level of record
keeping at CO level is presented in table 11 below:
5. Organizational Capacity
26
Table 11- Level of record keeping at CO level
Category & Scores
Indicators MEN WOMEN CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0 Co has no records of any things
20 9% 30 15% 50 12%
A
vg
.
1 Records & registers of CO are available but
needs Improvement 163 78% 104 49% 267 64%
G
oo
d
2 All the records/registers are available
15 7% 43 21% 58 14%
E
xce
llen
t 3
All the records/registers are available and updated regularly
12
6%
30
15%
42
10%
Total (Percentage) 210 100% 207 100% 417 100%
Community Organizations’ leadership and managerial capacity
An analysis of the data shows that EU-PEACE has invested substantially in developing
leadership/managerial capacity of office bearers as mentioned in table 12 below:
Table 12- Capacity of members of Community Based organizations
Category & Scores
Indicators MEN WOMEN CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
Do not have CO management training 65 30% 45 22% 110 26%
A
vg
.
1
Only president or secretary have received 31 15% 18 9% 49 12%
G
oo
d
2
Both president and Manager 29 14% 47 22% 76 18%
E
xce
llen
t
3 Management and some other members
85
41%
97
48%
182
44%
Total (Percentage) 210 100% 207 100% 417 100%
27
Community Organizations’ Technical Capacity Based on discussion at field level, EU-PEACE has invested substantially in developing
MHPs/CPIs and level of investment at respective COs/household level is low (table 13 below).
Table 13- Interventions managed and undertaken by COs
Category &
Scores
Indicators
MEN WOMEN CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of MWCOs in respective
category and scores
Nos. %age Nos. %age Nos. %age
P
oo
r
0 1
109
50%
102
49%
211
51%
A
vg
.
1
2 – 3
60
28%
63
30%
123
29%
G
oo
d
2 4 – 5
22
10%
26
13%
48
12%
E
xce
llen
t
3 6 and more
19
9%
16
8%
35
8%
Total (Percentage) 210 100% 207 100% 417 100%
Committees for Management of interventions at CO level A nominal proportion of (27% men and women) had set up formal functional committees to
support implementation of activities as presented in table 14 below:
Table 14-COs devised mechanism to manage activities at CO level
Category &
Scores
Indicators
MEN WOMEN CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
No activities undertaken 79 38% 109 53% 188 45%
A
vg
.
1
Some activities have undertaken and CO has some informal procedures and system 69 33% 47 23% 116 28%
G
oo
d
2 Some activities has been taken place in CO and CO has setup formal committees that are functional 32 15% 40 19% 72 17%
E
xce
llen
t
3 Some activities undertaken and CO has set
up functional committees
30
14%
11
5%
41
10%
Total (Percentage) 210 100% 207 100% 417 100%
28
Committee for conflict resolution While informal mechanism to resolve routine disputes was prominent, one could not rule out
men and women COs involvement through formal procedures to resolve local/external
conflicts as mentioned in table 15 below:
Table 15- CO capacity and Capability to resolve conflicts at local level
Category &
Scores
Indicators
MEN
WOMEN
CUMULATIVE
No. and %age of MCOs in respective category and scores
No. and %age of WCOs in respective category
and scores
Total No. and %age of M/WCOs in respective
category and scores
Nos.
%age
Nos.
%age
Nos.
%age
P
oo
r
0
No Conflict 94 45% 155 75% 249 60%
A
vg
.
1
Internal conflict dealt with informally 58 28% 31 15% 89 21%
G
oo
d
2
Through formal procedures 26 12% 11 5% 37 9%
E
xce
llen
t
3
CO played an important role in resolving both internal external conflict 32 15% 10 5% 42 10%
Total (Percentage) 210 100% 207 100% 417 100%
29
External Factors External factors contribute indirectly to development of COs. Though indicators related to
external factors are not assigned with any scores or weightage nonetheless these are important
when assessing development level of men and women COs. The prominent indicators related to
external factors comprised:
i) Field, District and Regional Staff visits
ii) Age of respective CBOs
iii) Geographic location of CBOs
iv) Office Bearers residential status and education
SRSP staff visits to respective COs The evaluation revealed slightly less interaction of field staff interaction with men/women COs.
On an average respective men COs have been visited 8 times during a year by social organizers
augmented by 3 visits of programme/technical staff. In case of women COs, the interaction was
found to be minimal (3 visits on an average per women CO by field staff). The action has been
reciprocated by members of men COs through regular visits to SRSP’s district offices to discuss
technical and programmatic issues with programme team. Despite less interaction, these visists
by field/programme staff were rated very high by community members during focus group
discussions.
Age of Men and Women COs The age and locality of COs (men and women) are presented in tables below. Majority of Men
and Women COs as evident were formed during 2011 at Mohallah level.
Year of formation of CO
MCO
WCO
Total
2009 12 03 15 2010 19 7 26 2011 28 30 58 2012 8 27 35 2013 135 126 261 2014 8 14 22
Total
210
207
417
6. External Factors
30
Locality
MCO
WCO
Total
Village
19
16
35
Mohallah
191
191
382
Total
210
207
417
Age, Education and Residential Status of Office Bearers
The positions of President and Secretary in men and women COs are very important especially
in terms of local governance at village or union council level. These positions are voluntary and
unpaid. Experience shows that true, genuine, honest and competent activist/office bearers can
play an important role in developing COs at local level. The following important facts above
these activists (presidents and managers) are mentioned below:
i) Interestingly 46% of president and secretaries in respective organizations fell in age
category of 26-40. One can see that relatively young leadership has been preferred in
district Malakand to lead these men and women CBOs.
ii) Nearly 75% of above mentioned leadership was found to be literate. Amongst them,
nearly half were above secondary certificate level. Experience from other districts
shows that educated office bearers have a positive effect on maintaining appropriate
records at CO level, nonetheless in case of EU-PEACE, despite a healthy percentage
of literate office bearers, their record keeping is below par.
iii) The study also found that 72% office bearers (president/secretaries) had been
leading COs for a period of 1 year only. The figures also indicated association of 28%
office bearers with their respective CBOs for a period of 2-3 years. Apparently, long
or short term association had not been a determining factor in managing COs
efficiently and effectively.
31
iv) A considerable number of office bearers in men COs were found to be associated
with public sector jobs i.e. teaching or civil services. Their exposure to public dealing
and offices seemed to have no significant contribution for managing COs affairs
properly.
32
Framework for Categorization The overall framework for final categorization of men and women as per fifteen major indicators is presented below.
Summary of the scores and the final categorization of Men and Women CO
Indicator # Indicator Name Max. Score Actual
1 CO Objectives, Mission and Goals 3
2 Need identification and planning 3
3 Participation in need identification and planning in any activity 3
4 CO Networking 3
5 Frequency of CO Meetings 3
6 Attendance at last 3 meetings 3
7 Election of CO Office bearers 3
8 CO Accountability 3
9 COs capacity of Conflict Resolution 3
10 Mainstreaming Women’s Issues 3
11 Inclusion of poorest households 3
12 CO Management Training 3
13 CO Technical Capacity 3
14 Managing CO activities 3
15 CO Record Keeping 3
Total Score 45
% of CO's actual score (Obtained Marks/Total Marks * 100
% Range CO Institutional Development Category CO Category
Less than 25% CO Institutional Development Category 1 (Inactive)
26% - 50% CO Institutional Development Category 2 (Institutional Infancy)
51% - 75% CO Institutional Development Category 3 (Institutional Development)
76% & Above CO Institutional Development Category 4 (Institutional Independence )
7. Categorization of Men and Women COs
33
Categorization of Men/Women COs
Based on fifteen indicators mentioned above, the categorization of all 420 COs (210 men and
women each) are presented below in the tables:
Number and Percentage of Men and Women COs in Institutional Development Categories
% Range
COs Institutional Development
Categories
No and Percentage of COs in respective
categories
No. of COs in respective categories
No. of COs in respective categories
MEN
WOMEN
CUMULTAIVE
# of COs
% age
# of COs
% age
# of COs
% age
Less than 25%
Category 1 (Inactive)
25 12% 23 11% 48 11%
26% - 50%
Category 2; Institutional Infancy
78 37% 92 44% 170 41%
51 - 75%
Category 3:Institutional Development
95 45% 83 41%
178
43%
Over 76 %
Category 4; Institutional Independence
12
06%
09 04% 21 05%
Total
210 100 207 100 417 100
Reviewing the table above, a nominal percentage of COs either men or women were found to be
institutionally Independent at this stage. A healthy percentage of COs (43%) were institutionally
developed, while over half of the COs (52%) were categorized as institutionally infant or
inactive requiring substantial support. To get a clear picture, district-wise number of men and
women CBOs in respective institutional development categories are presented below;
34
District-wise number of Men and Women COs in Institutional Development Categories
Districts
COs
Number of COs in respective Institutional Development Categories
Total
Category 1
(below 25%)
Category 2
(26% - 50%)
Category 3
(51 - 75%)
Category 4
(Over 75 %)
Inactive
Institutional
Infancy
Institutional Development
Institutional
Independence
Buner
Men 00 09 20 01 30
Women 08 17 05 00 30
Chitral
Men 05 09 14 02 30
Women 05 07 15 03 30
Dir Lower
Men 12 16 01 00 30
Women 05 23 01 01 30
Dir Upper
Men 02 21 07 00 30
Women 02 18 08 00 28
Malakand
Men 03 08 19 00 30
Women 00 05 21 03 29
Shangla
Men 03 08 14 05 30
Women 03 17 07 02 30
Swat
Men 00 07 20 03 30
Women 00 05 25 00 30
Total Men 25 78 95 12 210
Women 23 92 83 9 207
G. Total 47 170 178 21 417
35
Conclusion and Way forward The data also shows a mix trend of performance. The performance of COs tend to be
appropriate on conventional parameters within control of COs e.g. conducting meetings,
maintaining records, attendance, undertaking sponsored activities and devising management
mechanisms for it. In contrast, their performance on some important aspects e.g. sharing plans
with external stakeholders, conducting regular elections, ensuring broad based participation,
formation of apex level organizations etc are below par and may be improved to overall
improve COs categorization. An important aspect to be considered is that concentration of
formation of CBOs either men or women has been in year 2013 or in other words these CBOs
are relatively new nevertheless these COs in remaining programme period could be extensively
supported. These CBOs may be given an appropriate time to develop their roots and evolve as
viable and sustainable organizations. For this to happen, an enhanced interaction of field staff
with these communities is strongly suggested.
Some specific recommendations are presented below:
i) The programme needs to invest and refine annual area and member development plans of
men and women COs and respective members. Though plans exist and are shared,
nonetheless, it is right time to support all men and women COs to develop and refine
annual area and member development plans incorporating needs of all members/areas and
share it with development partners.
ii) Change of leadership ensures innovation, development of second tier management, testing
new ideas and achievements. The programme needs to support and further develop
democratic values in men and women COs through holding regular annual elections. If
elections are held regularly, it would provide equal opportunities to all members besides
enhancing ownership of COs. In addition, the elected leadership should ensure broad based
participation of all members of COs while taking all major decisions related to development
in their areas.
8. Way forward
36
iii) There is a need to invest and facilitate men COs to form apex level organizations. This
would institutionalize inter and intra village linkages and develop collective vision for local
areas development. It would also ensure capitalizing on comparative advantages of areas
and human resources.
iv) Men and Women COs can further be supported to mainstream women in development. But
careful and cautious approaches need to be adopted keeping strong local traditions of these
seven districts.
v) Meeting needs be regularized with an enhanced frequency. This is a critical time in life of
these men and women COs to start meeting and discuss modalities of cooperation amongst
other COs and prospective partners in development for long term sustainability.
vi) EU-PEACE programme has invested substantially in developing managerial capacity of
office bearers. Apart from developing leadership qualities of office bearers, the programme
has also developed Master trainers and Community Resource Persons. This is right time to
utilize their skills and services in further strengthening their COs for mobilizing resources
and support in their areas.
vii) The level of SRSP support through its programme team has a good effect on performance of
COs. The programme can enhance its interaction with partner communities to further
discuss ways and means of sustaining these organizations.
viii) The programme is half way through and at this initial stage/level, the concentration in
terms of investment in large scale MHPs and CPIs is quite high. These large scale
interventions, though, are quite beneficial in overall socio-economic development of villages
and union councils nonetheless the programme in its last two year (2014-16) may
concentrate on initiating micro interventions at respective COs and household levels. This
would generate interest of participating members and benefit households directly. One such
example could be investing in extending CIF to men and women COs and assess its
performance over a period of time. Experiences from other districts show that CBOs with
CIF interventions tend to be more organized and perform well on all major parameters,
besides generating useful resources to benefit poor and vulnerable households.
37
ix) For COs to develop and perform at an optimum level, the programme also needs to invest
in developing capacities of field staff especially social organization teams. These trainings
should be aimed at developing a vision of field staff to take these CBOs on route to
sustainability.
38
Literature Reviewed
1. Assessment of Institutional Development Index of Men and Women Community Organizations in FATA by Atif Zeeshan Rauf, SRSP, 2013
2. Assessment of Institutional Development Index of Men and Women Community Organizations in three districts under AusAID, LSP by Atif Zeeshan Rauf, SRSP, 2013.
3. Assessment of Institutional Maturity (2001) by Sarmad Khan and Farooq Khattak, SRSP, Peshawar, 2001.
4. Burke, W. Warner and Litwin, George H., A Causal Model of Organizational Performance and Change, Journal of Management 1992 (vol. 18, No. 3, 523-545)
5. IFAD AJKDCP Institutional Maturity Index (2008) developed by Fazal Ali Saadi, RSPN, Islamabad.
6. Khaleel Tetlay and Marhabo Jonbekov, A manual for village organization assessment exercise (2004), MSDSP, Dushanbe.
7. Khaleel Tetlay, Marhabo Jonbekov and Shoasanov K, A report on community organization development results, MSDSP, Dushanbe 2004.
8. Lusthaus, Charles, Adrien, Marie-Helene, Anderson, Gary, Carden, Fred and Montal van, George Plinio, (2002) Organizational Assessment: A Framework for Improving Performance.
9. RSP Outreach Issue, Sept, 2014, published by RSPN, Islamabad.
10. RSPN and AKRSP web Sites and e-Library to review earlier exercise on institutional development.
11. Weisbord, M (1978), Organizational Diagnosis: A workbook of Theory and Practice.
39
Annexes
Recommended