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Organizational Development is a body of knowledge and practice that enhances organizational performance and individual development by increasing alignment among the various system within the overall organization. OD interventions are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, team building and work-life balance. Under this service, we focus on;

1. Organizational Governance

2. Strategic Planning

3. Managing Finances

4. Managing People/Projects

5. Office Administration

6. Publicity & Fundraising

7. Theory of Change

8. Org. Capacity Assessment

Monitoring and Evaluation is an embedded concept and constitutive part of every project or programme design. It is not imposed control instrument by the donor or an optional accessory of any project or program. M&E is ideally understood as dialogue on development and its progress between stakeholders. It is integral in evaluation. During an evaluation, information from previous monitoring processes is used to understand the ways in which the project or program developed and stimulated change.

1. M&E Plans and Frameworks

2. Org. Structures with M&E functions

3. Routine Program Monitoring

4. Program Focused Shared Learning

5. Mid / End Term Project Evaluations

6. Data Dissemination and Use

7. Surveys & Surveillance

8. Communication, Advocacy & Culture

9. Knowledge & Data Management

10. M&E, Impact & Accountability

11. Market Research

Governance is the process of providing strategic leadership. It entails the functions of inclusivity, setting direction, making policy and strategy decisions, overseeing and monitoring organizational performance, and ensuring overall accountability. Nonprofit governance is a organizational process involving multiple functions and engaging multiple stakeholders. Public sector governance refers to the political process of policy and decision making, whereas nonprofit governance refers to the process of providing leadership, direction, and accountability.

1. Public Information

2. Advocacy and Citizen Voice

3. Public Dialogue

4. Transparency & Accountability

5. Policy Analysis and Reviews

6. Public Budget Analysis & Reviews

7. M&E and Documenting Public Social Services

8. Social Accountability & Monitoring

1. We provide Professional Rapportuering solutions and services for Workshops, Seminars, Training and Conferences

2. We provide solutions on in-house training to staff on; Writing Effectively

3. We provide solutions Result Based Reporting

4. We provide in-house training to staff on writing Most Significant Change Stories (MSCS)

5. We provide solutions on developing short videos and documentaries

6. We provide solutions on developing scripts and doing voice overs

7. We provide solutions on bulk Video/Audio Transcribing

8. We provide solutions on Bulk data entry and Editing

Training & Capacity Building are in three forms aimed at ensuring that there is continued / consistent growth of staff to be in a position to deliver their Organisations’ core mandates. The forms are as follows;

Form 1 – Cross-training: Staff should be as cross-trained as possible in all areas so that there is maximum flexibility and cost effectiveness in staff coverage and manpower planning. You are not caught short because someone is off sick, on vacation or decides to retire. You are not caught short when you need someone to work overtime on a specific job or because of sudden changes in work requirements. Staff should also benefit from obtaining additional skills, abilities and knowledge and from having less restrictive and less boring work. To us, this form of training is guided by this question; Why should one person purely handle accounts payable and someone else only outstanding bills for instance; it makes no sense for organisational effectiveness or for job satisfaction and career development.

Form 2 – Specific-training: There are positions that by their very nature do not have any specific educational or training program. Such positions require a good general background in a number of different areas. Well qualified people in this field have usually acquired their expertise by working in a variety of positions and taking a broad variety of training on their own initiative. Because of the lack of training, qualified individuals are extremely scarce. This form of training seeks to ensure that staff have specific niche areas of expertise.

Form 3 – Peer-Learning, Shared Knowledge and Best Practices: Some areas are taking new initiatives to help learning, share knowledge and best practices. A key part of this form of training is a database of practices that is contributed to by the specific staff themselves and which the entire organisation is able to access and the people the organisation focuses on can be able to benefit from. Practices are now being collected for governance and management functions and plans are to also include HR functions at a diverse levels.

Form 4 – Management training: Training current or future managers in effective management practices such as delegation, performance management, time management, effective communication skills, participative management, etc. is critical. One poor chief administrative officer or other senior manager, who fails to provide proper leadership, has a far greater negative impact on overall productivity, service and quality than one poorly qualified subordinate. This form of training perceives that, “A manager’s “people” and leadership skills are of far more importance than technical know-how”.

Form 5 – Succession planning: Many Organisations are having difficulty in filling key positions, because no thought is ever given to developing a successor to the incumbent who was retiring/moving to other opportunities or is simply relieved of duties. It is far more cost effective, organisationally more efficient and better for staff morale to train successors internally. This form acknowledges that, if success planning is not at the core of staff growth and progression, you’re going to have always seek new staff to fill up vacant posts because  you can’t find them internally….!

Form 6 – Core competencies and behaviours: These are not taught for the most part in any formal educational program yet they are critical for staff to be able to fulfil their responsibilities in the most effective manner. A receptionist with a poor telephone manner or the inability to deal with an irate client, for example, is not performing effectively no matter how skilled he or she is at word processing or handling customer accounts. One representative of the hospitality industry says that they “hire the one that smiles and teach them the rest.” According to Biesshop Consulting, most people are terminated for the lack of interpersonal skills that are required by their position; not because of a lack of technical expertise.

We generally apply a five pronged model to outline how movement building is structured to guarantee that there are no inconsistencies that may cause the movements not achieve their initial goal. These five focus areas are:

 

Identifying the Visible, Planning for the Invisible: While issues that movements are built around are not invisible to those living with the effects, this stage is meant for raising general awareness about the problem.

Identifying Partners, Building Networks: This is when different groups that are working on the same issue begin to work together.  Often social movements fall apart at this stage because groups fail to reach enough consensus on ideology or action in order to come together under the unified front that is often crucial for success.

Identifying Gaps, Building Opportunities: When groups begin to create formal and informal, but stable, networks that help people engage in their communities; facilitate communication and capacity to get the word out and coordinate messages.

Front-loading strides, Building foundations: With well known social movements, there is usually one defining moment that comes to mind when we think about them.  This is usually the “catalyst”- the event that serves as a flash point to mobilise the masses around the issue.  Sometime the catalyst is planned by the group itself, but other times mobilisation occurs in response to an action inflicted against members of the movement.

Initial and Sustainable Action: This depends on steps 1-4 already having been established.  When there is true public awareness about the issue, groups have united under a common front and built a stable infrastructure for communication, and there has been a mobilising event that has led to mass mobilisation, social movements can truly have potential for making change.

Gender Mainstreaming: The overall objective of mainstreaming gender is to have a gender sensitive focus that provides a signal that helps to measure gender-related changes in the society, politics, economic participation etc. Gender mainstreaming is about using participatory approaches. The initial step is to have a basic understanding of what gender mainstreaming is “It is ensuring that strategies and actions for ending discrimination at all levels and stages of the project cycle; taking into consideration men and women’s needs, desires, ambitions when decisions are made and resources are allocated”.

Human Rights Based Approaches (HRBA): A human rights-based approach is a conceptual framework for the process of human development that is normatively based on international human rights standards and operationally directed to promoting and protecting human rights. It seeks to analyze inequalities which lie at the heart of development problems and redress discriminatory practices and unjust distributions of power that impede development progress.

Access to Information: Access to information is not only about promoting and protecting rights to information but is equally concerned with promoting and protecting communication (use of information) to voice one’s views, to participate in democratic processes that take place at all levels (community, national, regional and global) and to set priorities for action.