| description |
With the ID/OS tools, we work on strengthening organizations internally. The aspects in which an organization needs strengthening depend on its mission and the services required by its members. We measure the strengths and weaknesses of an organization by using our profiling method (see work area Planning, Monitoring & evaluation, Communication). Yet, not all weaknesses need immediate strengthening, but only those that may hamper the services that the organization wants to render to its members. Capacities are therefore strengthened depending on the services that the organization wishes to develop.
In this work area specific attention is paid to strengthening capacities to play a role in stimulating business initiatives, matchmaking and chain innovation. These specific projects on request of farmers organizations involve over 20.000 farmers in 2007. In the period 2007-2010 we plan additionally 50 SWOT analyses or business planning sessions, of which 7 in 2007 and 6 chain innovation projects, starting in 2007 with the first two cases. The latter ones are our contribution to a programme of the Wageningen University and the Dutch Government. We focus on institutionalizing in national farmers unions the capacity to start chain innovation.
Addition RDE:
The role and functions of rural membership organisations in economic development and poverty alleviation is very much dependent on effectively and professionally structuring the internal process from inputs into outputs in terms of effective and demand driven service delivery to members.
Regardless the final objectives and functions (economic, lobby etc.) of a rural membership organisations, having internal structures and processes (hereafter referred to as the executive machinery) in order will positively influence the effective rendering of services. There do exist different kinds of strong organisations however, and it is neither viable nor appropriate to develop a blue-print for the internal functioning of rural membership organisations or pre-described receipts for executive machineries.
The IOM model is leading in the analysis of internal organisational strengths of an organisation.
The model describes 6 internal features of an organisational entity imbedded in its environmental context (Institutional surrounding and external factors). These 6 internal aspects determine the effectiveness of the processing of inputs (means, personnel etc.) into outputs (services to members) in a given external environment.
These 6 internal organisational aspects are referring to rural membership organisations:
- strategy
- structure
- administration (management systems)
- members (member-led governance structure including guidance of staff)
- communication systems and
- culture
The relation between the mentioned internal organisational aspects leads to crucial organisational interfaces which are aggregated into leading organisational indicators.
Such organisational interfaces include:
• Relation board – members (accountability, internal communication)
• Relation of the board and members with the executive machinery (bureaucratization, technocratization).
• Relation organisation - outside World (representation, external communication)
Referring to the IOM model and the question how to organise organisational strengthening trajectories the final aim and result lies in the area of improving the effective rendering of outputs in terms of services to members. Agriterra does offer support to increase, improve and distribute output. In first place by offering support in increasing (quantitative, means, personnel) and improving (qualitative, capacities personnel, leadership etc.) inputs. But also by improving the internal structuring and effective streamlining of the internal processes referred to as the 6 internal organisational aspects. Assistance in upgrading and improving internal processes as the financial administration (FinBase), overall management (leadership, governance, balance members/board- secretariat /director etc.), planning (strategic planning and derived annual plans), communication processes are amongst others important intervention areas in which Agriterra can offer support to its clients.
The formulation and development of strengthening trajectories will be based upon the outcome of organisational profiling exercises. The internal (OS) aspects will be mainly captured in the leading indicators: strategic potential, accountability and participation. To increase the organisational performance regarding mentioned leading indicators tailor made interventions have to be formulated and implemented within the framework of the strengthening trajectory.
Analytical tools used to assess the organisational strengths of a client and define strengthening trajectories and interventions are:
- SWOT analyses as part of the profiling exercise
- Strategic planning exercises
- Mapping of internal governance structures (to be developed)
- FinBase exercise. (...less...) |
