Final report on the IDP workshop in Montenegro by UXJGPP

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									  Report from the Regional workshop in Strategic
planning and fundraising, resources mobilization for
                       UNDP
                    23-25 November 2009
                      Bar, Montenegro




                                                                      Trainers:

                                     Zoran Stojkovski, Executive Director, CIRa
                   Zoran Bogdanovski, Institutional Support Manager, CIRa

             November 30, 2009; Skopje, Republic of Macedonia
      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro



1. INTRODUCTION

1.1    Program Title
 Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP

1.2    Donor to the Program
       UNDP, Montenegro/Kosovo

1.3    Performance Period
       Three-day training, from 23-25 November 2009

1.4    Location of the Training
       Hotel “PRINCESS”,Bar, Montenegro

1.5    Target group/ trainees
       The client-oriented and interactive workshop aims to develop skills of 12-14
       participants representing IDP/DP associations from Serbia, Kosovo and Montenegro.

       The training was attended by 12 participants representing IDP/DP associations from
       Serbia, Kosovo and Montenegro. Furthermore, UNDP Staff from Serbia, Kosovo and
       Montenegro and UNHCR Kosovo representative attended and monitored the regional
       workshop.



2. OVERALL TRAINING GOAL AND SPECIFIC LEARNING OBJECTIVES OF THE
“Regional workshop in Strategic planning and fundraising, resources mobilization”

2.1. Overall Training Goal

The overall objective of the Regional workshop is to enhance and thus further develop
regional IDP associations’ network and establish feedback mechanism. This will enable
proper information exchange, coordination and cooperation, bridge the gaps identified as
response of the crisis of IDPs in the region, improving the coordination with governmental
institutions and multilateral institutions and secure timely information sharing for the issues of
interest of IDPs in the region.

Summary of Key findings

It can be concluded that considering the results from previous year, IDP associations are
interested in further regional networking and joint activities. It is very clear that the issues of
IDPs have regional implications and because of that is very appropriate to continue with
regional component of the program. In same time it is questionable how much without UNDP
(or other donors/international institution/s), NGOs will be able to maintain the regional
activities, having in mind their local focus and the lack of support infrastructure in Kosovo.

In regard to possible regional joint activities, focus of the UNDP regional program activities
needs to be based on reliable organizations that are capable and interested (according their
mission) to contribute to the specific issue/s on regional level. In that direction it should be
worthwhile exploring possibilities for new organizations that have been active in this field.
It can be seen that organizations that function under the UNIJA Network, due to longer
period of funding and support from international community related to work with IDPs, have
developed very rigid position that they are key player in work with IDPs and are not very
much keen to cooperate with other NGOs and institutions in the region that are active in that

                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro

field. Some of the organizations that are not in UNIJA presented very negative opinion about
the effectiveness and role of UNIJA as well as the their intention not to cooperate with UNIJA
as close circle of people which have not represented the interests of the IDPs as much as
they were in position.
 It should be stressed that UNIJA M has prepared very good overview of the results achieved
as well as very good analysis of the context and further needs. UNIJA M in comparison to
most of the other IDP’s associations in the workshop has 5 full time employees that have
been recruited in transparent process and being under monitoring and regular support by
UNDP Kosovo. According our opinion, that was one of the reasons to have very well
prepared and structured presentation on the workshop. Some of the expected results and
outputs were not achieved, especially those related to strengthening network of IDP’s
associations and watch dog capacities of the IRL associations to central and local
governments.

The group of organizations that are supported by UNDP in Serbia, Kosovo and Montenegro
have been targeted with various capacity building and networking activities, as well as their
experience in the area of work, it can be concluded that there are basic skills and capacities
present among most of the organizations to perform project activities especially related to
provision of services to IDPs, information sharing, as well as the assisting to national and
local institutions in managing the process of return of IDPs.

Key weakness of the IDP’s associations involved in the program are their lack of skills and
power to be engaged in advocacy and lobbying for national and local regulation as well as in
watch dog activities related to implementation of the legislation. Another weakness is lack of
capacity for administrative and financial management as well as the inability to built financial
and program sustainability of their organizations. In regard with financial and program
sustainability it should be stressed the results of organizations Bozur, Jug, Novi Svet and
Women Roma Center that have undertaken economic activities for IDPs are very promising
and will probably sustain after the end of the project.

UNDP offices had their own separate activities thus possible confusion on the part of IDP
associations could be mentioned only in relations to regional activities that were very light.
This might because of misperceptions of IDP associations when it comes to understanding of
the objectives and strategies of UNDP offices that based on the contextual requirements in
respective countries and those of regional cooperation. In this manner it could be beneficial
for the IDP Associations regional networking if UNDP offices in Kosovo, Montenegro and
Serbia endorse as persevere further improvement and development of solid regional
approach which will enable IDP Associations capacity development in this direction also.


Considering the current issues of displaced people, capacities of IDP associations, current
contextually specific conditions and possibilities for common regional processes, it can be
concluded that several e scenarios are possible when thinking about regional organising
and interventions of IDP’s associations.

In terms of capacities, and experiences UNIJA M is in best position to integrate and
coordinate the work and interests of all IDP’s associations from Serbia, Kosovo and
Montenegro (not only UNIJA members). In that direction positive step would be if UNIJA M
starts the process of decentralization from UNIJA and play the coordinative role regarding
regional activities of IDP’s associations. But considering the issues that have appeared in the
past, and not very much openness and flexibility of UNIJA, this scenario is not very much
possible or might cause many issues in relations between IDP’s associations if the process is
not well facilitated.




                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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       Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                               23-25 November 2009, Bar, Montenegro

Another scenario, might be initiating possible establishment of new network of IDP’s
associations that have interest in regional activities and cooperation that will be organized on
principles of equality in decision making, and will be open for different member’s
organizations including principles of respect of different gender and ethnicity groups. Of
course, there is a need for longer period of time to have bottom up process in establishing
this network, that will take additional resources and there are no guarantees at the end that
network will be sustainable structure.
Third scenario will be to monitor IDP’s associations undertaking activities on regional level
by themselves, if they are able to get funding for their own project activities. According to the
current situation this scenario is happening right now, and shows real position of IDP’s
association regarding networking with others players.


2.2. Specific objectives
The IDP Associations from all three contexts, based on the issues recognized in
sustainability of the project results, organizational sustainability, their mission and mandate,
will focus on the strategic planning and fundraising, resources mobilization as related to
social inclusion and return requirements, which in compliance with the current processes and
conditions. In so doing, reexamination of their mission, prospectively new donors’ inclusion
into their work, would enable them to better respond to the target group needs.

More specifically, after successful completion of the Training Program, participants have
increased their knowledge, convenient skills, and competence in:
 how to re-construct clear mission and vision statements;
 how to conduct SWOT analysis, evaluate projects;
 to set priorities and update/develop new core strategy based on the assessment of client
    needs and determined stakeholders' concerns;
 how to conduct long-term planning cycle, based on so far progress/experience and the
    needs recognised ;
 preparing draft outlines for potential projects in their contexts/region
 financial planning and management concepts, how to use tools for financial planning;
 budgeting within association, as well as preparation of annual budgets, how to use tools
    for budget management;
 how to monitor finances and evaluate financial indicators; improve knowledge on how to
    draft financial reports

3. NARATIVE DESCRIPTION OF THE TRAINING

3.1. Daily achievements and results

The First day
The training was opened with a welcoming note, followed with a short introduction of the
overall and specific training learning objectives, presentation of the agenda and introduction
of participants. Each trainee had a chance to introduce him/her self and to present its own
expectations from the training. Mainly, the following expectations were noted:

      To gain knowledge for the Strategic Planning process and Resources mobilization
      To learn about the key steps in Strategic Planning and to gain skills for project
       development based on LFA
      To learn about budgeting process and annual planning
      To have useful training with many practical examples
      Dynamic and open minded discussions
      To learn from other people experiences
      Active listening and respect to other people opinions


                      Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
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*** Note: At the end of the training, all participants stated that their expectations were mainly
met; emphasizing that more time is needed for such complex topics as Strategic Planning,
Annual Planning, Budgeting, and Resources mobilization.
The whole group also adopted the ground rules that would be followed.

Before giving an overview of the strategic planning process, the trainers initiated discussion
about the previous experiences of participants in strategic planning. It appeared that the
participants have limited experience related to Strategic Planning (SP) and Annual planning
Processes, except IDP Associations in Serbia that within Serbian component of activities
were in final stage of developing of their strategic plans. According to what was presented on
the training as some working parts of the SPs they were developing already , and from the
presented within draft SWOT analysis at the stage, organizations have not demonstrated
appropriate analysis of the context (Opportunities and Threats . This means that some of the
strategies of IDP’s associations, if estimated IDP associations’ rough working documents
could not be entirely relevant to the needs of IDP population. Also It can be noted that there
is a need for more serious focus on developing Fundraising plan within their SPs, having in
mind that the plans that were presented have had mainly focused on grants as sources of
funding and time frame was for year time. The discussion followed with a PP presentation
given by the trainer, explaining what strategic planning means, why it’s needed and which
are the key steps in the strategic planning process.

The trainers gave a comprehensive presentation on the essential need of defining vision and
mission of the associations. Considering different approaches in developing mission and
vision statement, used by other trainers/consultants in their work with IDP’s association (with
organizations from Serbia), it was obvious that some very important components of the
mission statement of the organization are missing (i.e. name, status, key activities,
geographical coverage). Because of that, trainers presented model that consider most of the
components of the statement (Name, organizational status, long term goals, key activities,
values, geographical coverage etc). Additionally, the trainers gave several examples of
defined vision and mission statements by different organizations.

After a short description of the development process of a coverage matrix, participants
guided by the trainers, brainstormed a list of activities that are being implemented by their
own association and external actors/organizations working in the same field. Afterwards, a
list of most relevant actors was created and written into the coverage matrix format.
Supported by the trainer, they started making analysis and discovered the overlapping and/or
uncovered activities. This matrix provided participants with information about the activities,
which are covered by many actors (there are the overlaps). The trainers explained that if they
want to continue working on those activities, they should find a way to cooperate and
coordinate with the others working on the same activities or to think about another special
programme, which is not already designed by the respective actors. Otherwise, those
activities where they have overlaps should be the last priority in their strategic plan. In
addition, the matrix leaded them to discover the activities that are not covered by the other
actors and should be taken with special attention. If the respective association thinks that
they can undertake those activities (if the association has capacities and interest in doing
so), they should be considered as priorities in the strategic plan.




                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
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From this exercise it can be concluded that too many actors (other IDP’s associations, state
institutions, media) work on information sharing and service provision to IDP. As less
covered activities for IDP (to which they can focus on) were activities for integration of the
IDPs (including economic activities) and advocacy and lobbing activities. As for the
cooperation and coordination between key actors (including cooperation between IDP
associations) it has been concluded that there is a good cooperation, except cooperation
with local and central government institutions in Kosovo. From presentations of IDP’s
associations from Montenegro, situation is very similar to Kosovo (with few exception of good
partnership established for specific activities) when cooperation with government is in the
focus, even though our opinion is that reasons here is lack of capacities of the associations
in Montenegro. In Serbia in most of the cases presented, IDPs association has reported
good cooperation (with exceptions related to typical bureaucratic attitudes of the public
sector). According the regional activities coverage, from Coverage Matrix, all organizations
presented that many actors (not only present associations) are included in regional activities,
and according that can be concluded overlaps exists. It needs to be stressed that during their
presentation of activities and results achieved, IDP Associations presented their activities
from project funded by UNDP as well as the activities of same associations engaged in
different project components or different projects of others associations.
Most of the organizations presented that their activities are mainly oriented to return and for
improvement of the livelihood of local coverage, than activities they have in Kosovo (also in
specific municipalities and locations) and regional activities.
From this and for others activities within the training, can be noted that relationship with their
key target groups (IDPs) has decreased, and that IDP are not much interested in services
that IDP’s associations provide.


*** Note: Over the lunch break, the UNDP staff form Kosovo, Serbia and Montenegro as well
as the participants stated that they want to focus more on their follow up activities and plans
regarding their past experiences. In order to achieve this, the trainers made changes in the
training agenda and approach in agreement with the participants. The training continued
according to these changes.

After the lunch break, the Each IDP organization as the input to the training made a
presentation on so far project results, issues and risks recognised. Additionally, the
presenters gave recommendations for possible follow-up activities. At the end of this session,
the participants had a chance to make comments and suggestions to the other organizations
and their achievements. The discussion between the participants about possible continuance
of their current activities continued over the coffee break.

The summary of results of the presentations of IDP’s associations are presented bellow:

The results achieved
    Established partnership with different institutions and companies (UNIJA M)
    Trained and Employed IDPs (Bozur, Novi Svet, JUG)
    Established Social Enterprise with IDPs (JUG, ZRC, Novi Svet)
    Reconstruction of houses and buildings through grants delivery – small scale projects
      implemented by communities (UNIJA M)
    Seed money/Loans provided to IDPs
    IDPs returned
    Local Councils established (UNIJA M)

The major issues and the main risks
    Birocratic attidude from state institutions in Montenegro towards IDP
    Inertness of local governments in Serbia
    Lack of capacities of IDP’s in organizing logistical and preparatory work
    Lack of resources and funding for implementation of activities in the project
    IDP’s not being interested for services and activation in IDP’s associations

                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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       Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
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      Attempt to impose long-term status of IRL without involvment of IDP’s associations in
       MNE
      Lack of pro-activeness of IDP’s associations in the region (ZORA)

       UNIJA M has described following Major issues:

      Complex and specific local conditions - trust building needs, poor cooperation,
       passivism and difficult social-economic conditions
      Multi-stakeholders environment - complexity, coordination gaps, overlapping, lack of
       info/feedback mechanism
      Transition and decentralization process – lack of clear guidelines , lack of consistency
       , lack of resources/capacities
      Gap in coordination between local and central authorities on minority community/
       returnees / IDPs/IIDP issues
      Immature/ lack of local CSOs/NGOs network dealing with minority community/IDP/
       Returnee issues - lack of capacities/resources, stable funding, lack of interest
       expressed on the part of stakeholders to support and develop this network
       establishment
      Social exclusion of minority community and lack/inadequate representation –security
       concerns, indolence, isolation, self-isolation, lack of needs assessment surveys,
       undefined vulnerability level, lack of/inappropriate access to the services…

Recommendation from IDPs
    Focus on more research in order to define needs (Bozur)
    Expanding cooperation with institutions
    Expanding cooperation with business (Bozur)
    Investing in specific knowledge (to organization and to target groups- i.e.Novi Svet)
     UNIJA M has made following recommendations:
    Social inclusion through access to all services and socio-economic development
     initiatives at both, local and central level, have to be encouraged
    Minority community (incl. returnees, IDPs, IIDPs) needs proper representation in non-
     governmental sector, municipal bodies, central level government
    Survey on the minority community needs have to be initiated as soon as possible in
     order to determine vulnerability level and suitable assistance types/modalities –
     suitable conditions /favorable clime creation
    Local level (municipal) strategies based on the minority community needs
     incorporated in local economical development strategies have to be developed
    Social inclusion through access to all services and socio-economic development
     initiatives at both, local and central level, have to be encouraged
    Delegation of the work between municipalities and other stakeholders dealing with
     minority community, returnees, IDPs and IIDPs have to be defined
    Coordination among stakeholders improved, overlaps avoided, feedback mechanism
     established – special reference to the coordination between MCR and MLGA in
     relation to the municipalities and MCO/MRO/Communities Committees has to be
     defined and further developed, reporting and feedback mechanism established,
     support defined
    Clear /Suitable Strategies on the return and integration, roles and responsibilities,
     authorized parties – mandates, ensured and defined funds, simplified procedures,
     clear deadlines, suitable outreach and coordination

Modification/adaptation of activities
   To expand activities that function well on local to regional level
   Most of the organizations has changed their focus primarily towards implementing
       activities that will create better livelihood to IDPs



                      Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
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After the coffee break, the trainers divided the participants into three working groups by
regions i.e. Serbia, Kosovo and Montenegro. They had the task to develop activities for the
next year, following the principles of the Logical Framework Approach. Within two hours, the
three groups developed draft projects for their regions depending on different needs and
contexts.
Representatives from each working group made a presentation on their draft projects, which
was followed by a discussion form the whole group.

The day ended with a short evaluation of the day. The participants stated that they are
satisfied with the daily accomplishments and the trainers’ professional approach.

The Second day

The second training day started with a short recap of the first day. The trainers reminded the
participants about the steps in strategic planning that were elaborated and discussed the
previous day and once more clarified the most important aspects in each step.

The next session was dedicated to Change Management. Using a comprehensive
presentation, the trainers elaborated the principles of organizational change that is
determined by the essence of organizational change, the reasons why it occurs, the ways it
is achieved and the ways it is carried out by the organizations. Change management is quite
important topic for the associations because it can be seen that very often they are not able
to implement what they have planned in their projects and annual plan. The simple reason
why is that happening is that they are not having skills and tolls how to assess possible
constraints in implementation of the activities. Very often associations has not insight of what
they need to develop as a skill or procedure inside organization, or what and how they have
target outside organization to succeed in their efforts

Because of that, the trainers gave a specific task to the participants to work individually,
representing their own organizations. on an exercise related to Change Management entitled
as Force Field analysis. After completion of the given task, each participant presented the
result of the analysis. Before the lunch break, the trainers initiated a discussion related to the
exercise and made conclusions.
Here is the list of the interventions that particular organizations would like to undertake:
   Expanding the coverage of the organization in Montenegro (Ognjiste)
   Advocating for the interest of IDPs for integration (Jug)
   Establishing team for lobbying and advocacy towards LSG and companies (Zavicaj za
    Povratak)
   Lobbying for institutional changes related to position of Roma in Lazaravac (ZRC)
   Increasing the number of employed staff in organization (Sveti Spas)
   Improvement effectiveness of the project for stabilization in Kosovo (Glas Kosova)
   Expanding organization and opening offices in Beograd (Bozur)
   Expanding areas of work of the organization on environmental issues and DDD services
    (Novi Svet)
   Starting English classes for the members of the organization (Zora)
   Establishing team for IPA projects (Kosmet)
   Increasing the number of new personnel in organization (CHR)
   Change in implementation of the project of UNIJA M (UNIJA M)



                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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       Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
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Each organization has prepared list of supporting and constraining forces for this changes to
happen and they have developed the list of action that they have to undertake. Here is the
list of most common mention supporting forces:
       Internal supporting forces (Strengths)
      Good capacities of IDP’s associations for economic strengthening of IDPs
      Good cooperation with LSG in preparation of LAPs
      Good personnel in IDP’s associations
      Good communication skills of IDP’s associations
      Very good equipment


       External supporting forces (Opportunities)
      LSG supports integration of IDPs
      Support from IDPs to associations
      Media support
      Good cooperation with institutions
      Support from donors
      Good cooperation with other NGOs
      There is a networking with other NGOs in Kosovo
      Market needs services that NGO provides


Here is the list of some of the key constraining forces that IDP’s associations face with:

       Internal constraining forces (Weaknesses)
         Lack of pro-activeness of IDPs
         Lack of funds
         Lack of cooperation with LSG
         Lack of joint initiatives between NGOs and LSG
         Mistrust of employees
         Lack of motivation of the personnel and volunteers
         UNIJA has not defined relation with UNIJA M
         Lack of skills for lobbying in NGOs

       External constraining forces (Threats)
        Return of IDPs is still very complex political issue
        Inertness of LSG
        Lack of motivation of donors for expansion in other regions
        Companies without tax incentives for employment of IDPs
        Lack of funding in LSG
        Lack of information sharing among NGOs
        Luck of trust of communities in IDP’s associations
        Mistrust of government towards IDP’s associations
        Competition of other NGOs
        Young people not interested for IDP’s associations
        Lack of funds for capacity building
        UNIJA has problem with UNDP- micromanagement towards UNIJA M
        Very often change of activities from UNDP


                      Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
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       In order to be able to implement changes the IDP’s associations needs:

               Input (resources, skills, people)
          New personnel
          Capacity building for lobbying and advocacy
          More funding for implementation of LAPs
          More volunteers in organizations
          Cutting costs/Savings
          Donor relations training
          Local Fundraising training
          Business planning training
          Financial Management training
          Training in IPA funding
          Communication skills training

              Cooperation
          Establishing cooperation with LSG
          Establishing cooperation with other NGOs
          Signing MoU with different institutions
          Feedback mechanism with LSG and central government

               Output (activities, results, needs)
          Creation the system for lobbying and advocacy
          Watch dog activities for implementation of LAPs
          Increasing the level of informing citizens
          Increasing communication of results, good examples
          More advocacy and pressure towards LSG
          Assessment of the needs in Kosovo
          Impact assessment of the programs in Kosovo
          Media presentation
          Revision of the contract with members of UNIJA
          Creation of the best model for the Network (UNIJA) on regional level


After the lunch break, the trainers gave brief overview on the SWOT analysis, by explaining
the key elements of the SWOT tool and discussing examples of strengths (S), weaknesses
(W), opportunities (O) and threats (T). As presented above, IDP’s associations hes clearly
defined their key SWOT aspects in day-by-day operations. After clarifying the way of making
internal analysis of the organization (S & W) and external analysis (O & T) of the
environment, the participants were tasked to develop SWOT matrix for their associations.
The trainers instructed the representatives from those associations that already developed
their strategic plans, to compare the SWOT analysis and their conclusions from their
strategic planning process and to add the missing parts if there are any. The key finding of
this exercise was that in the part of Threats and Opportunities they did not have enough
information related to the key issues of IDPs (i.e. IDPs are in bad economic situation; or
Level of vulnerability of IDPs, key issues of IDPs related to the possible/actual status
changes could create clime for violation of human rights), and on contrary were dealing with
issues of their associations ( i.e. Lack of funding, Lack of information for donors, Lack of
information sharing among NGOs). Key focus on every strategic planning process needs to
be on issue based external factors (as described above issues of IDPs) that organization is
faced with, not much on lack of means (lack of funding, information, cooperation with
particular institutions)for addressing those issues.




                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro

The day ended with short presentation of the SWOT analysis prepared by the participants
and instructions given by the trainers how to use them in the process of defining strategic
goals of their organizations. Based on the SWOT presented and discussion, organizations
understood that in Strategic planning and strategic thinking process, they must be always
focused towards changing external factors and brining positive changes in the life of their
target groups. In order that to happen IDP’s must re-establish their relationships and direct
contacts with IDP. In a light of successfully dealing with external factors, than as a part of
their strategic directions and activities they will address their internal weakness (i.e. capacity
building for lobbing and advocacy, creation of the new team for research and analysis,
developing new administrative and financial procedures, creation of the new governing body
etc)


The Third day

The first morning session started with an energizer aimed to strengthen the teamwork among
the participants. The working day started with a short recall of the previous day.

The morning session was a combination of three topics related to organizational
sustainability i.e. Donor Relation, Resources mobilization and different Fundraising
techniques. The trainers gave a comprehensive presentation on this topics followed by a
discussion on the possible methods that may be used by the IDP organizations.
Findings from discussion is that for all IDP’s associations, predominantly way of fundraising
is grant making. In that direction is very promising that several associations has undertaken
economic activities (Novi Svet, JUG, Bozur, Roma Women Center, UNIJA M). Continuing
support to them in order to grow and expand their activities in other regions or with other
areas would be very good. Also Introduction their experiences to others is very
recommendable.

It needs to be stressed that the conclusion and recommendation related to activities of local
mobilization of the resources of IDP’s associations is the same from workshop held in
Zlatibor, December 2008 with same associations. Conclusion is that there is a still lack of
expertise for local fundraising among the IDP Associations’ staff. What has changed in mean
time is that IDP’s associations has increased interest for capacity building for local
fundraising techniques. In that direction training in Mobilization of local resources/local
fundraising is recommendable. It might happened to support some of the associations in
organizing events for gathering local means (auctions, lotteries, other fundraising events,
support from local businesses etc.). Also having in mind the topic and area of work, it is
recommendable to try to organize one local fundraising campaign for asking donations from
individuals and companies for specific issue (i.e. support in reconstruction of some school in
Kosovo). Another possibility is to explore possibility to link with the fundraising campaign
that currently the foundation of famous basket player Vlade Divac is having related to support
of return of IDPs in Kosovo.

It is obvious that IDPs association must increase their skills for local fundraising. Also it is
very recommendable in near future to organize Donor approach training for all of the
associations




                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro

The last training session i.e. Financial Planning and Budgeting seemed to be challenging for
the participants. The same refers to QUOTE “have limited experience related to Strategic
Planning and Annual planning Processes. “ which was mentioned on the page 4 s, 2nd
paragraph At the begging, trainees stressed out that they mostly face difficulties in annual
budgeting and that only a few of the IDP organizations make their annual budgets. Due to
the time constraints, they didn’t have practical exercise on financial planning and Budgeting.
However, the trainees stated that they need separate training (joint or in-house) on this
topics.
The training ended up with an oral evaluation by the participants, who highlighted the
trainers’ professional approach, the training’s effectiveness as well as the methodology used.
Apart from the oral evaluation, the trainees completed written evaluation forms.

3.2. Methodologies, Techniques, and Instruments Used

The trainers conducted the training by using different training methodologies and techniques
that could best meet the learning objectives. The complete training methodology was based
on short theoretical lectures and presentations, practical exercises and opportunities for
experiential learning as well as possibilities to reflect on the applicability of identified ideas.
Training module was basically focused on participatory methods including structured group
discussions, small group work and individual work, presentation of small group and individual
work, providing feedback in debriefing sessions, energizers, Question & Answer sessions
and etc. Different visual facilities such as Power Point presentations, LCD projector, flipchart,
etc. that were used, helped to increase the learning results.

Special attention was paid to combine plenary sessions with small group work. Plenary
sessions were used to introduce the topics as well as for structured discussions and
presentation of the results from the small group work. Working in small groups enabled
participants to “learn by doing” and to comprehend and understand theoretical concepts by
applying theory into practice. In addition, during the training sessions, the participants were
introduced with concrete examples from the trainers’ experiences. Such examples were
extensively useful for the participants and helped them to better understand the training
topics. In addition, the participants had an opportunity to share their own experiences inside
of the group as well as throughout the plenary discussions with the trainers.

3.4. Materials used

The trainers developed PP presentations, handouts and templates, enriched with concrete
examples, for the topics, Strategic Planning, Change Management, Financial Planning and
Budgeting. All materials were sent electronically to the UNDP Office in Kosovo, as well as
printed and distributed at the training.

4. TRAINING EVALUATION
Generally speaking, the participants are very satisfied with the training. During the oral
evaluation, they stressed out that their expectations were mainly met, but also emphasized
that the training duration was too short for such complex topics. Extending the training period
would surely ensure more time for practical work, which they considered essential and useful
at this training. They also said that the link between the theory and practice was very well
balanced. The training materials were also assessed as useful which will serve as an
important tool for refreshment of the gained knowledge.
Special acknowledgements were given to the trainers for their professional approach, the
interaction with the trainees as well as the training methodology used. What’s more
important, the trainees found the training useful for their further professional development
and every day work.
Finally, appreciation was given to the UNDP Team for successful training organization and
logistic.

                      Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro



***Note: Summary of the written evaluation forms can be found as an attachment of this
report.

5. SUMMARY OF FINDINGS AND RECOMMENDATIONS

The group of organizations supported by UNDP in Serbia, Kosovo and Montenegro have
been targeted with various capacity building and networking activities, as well as their
experience in the area of work. The overall conclusion is that there are basic skills and
capacities present among most of the organizations to perform project activities especially
related to provision of services to IDPs, information sharing, as well as the assisting to
national and local institutions in managing the process of return of IDPs.


The training gave an opportunity for participants to develop better understanding about the
process of Strategic Planning and Change Management.

As for the Strategic Planning, only IDP Associations from Serbia has presented some
working parts of the Strategic Plans they were developing already and from the presented
within draft SWOT analysis, at the stage, it was not possible to see appropriate to the
situation analysis of the context (Opportunities and Threats).Those IDP associations have
further developed those strategies under Serbia component activities. This, if estimated from
the origin (IDP Association without outsource support), however, means that some of the
strategies of IDP’s associations could be not relevant to the needs of IDP population or that
strategies are being developed based on the “feeling in the gut” of the leadership of the
organizations and not according actual analysis of the situation. The part of Threats and
Opportunities was illustrative enough also to conclude that IDP associations were more
self-oriented as were dealing/concerned with issues of their own associations ( i.e. Lack of
funding, Lack of information sharing among NGOs etc). It is worth of mentioning that in many
cases IDP associations in exploring their plans often follow what UNDP offices are proposing
as strategy or new approach towards IDPs and this is considered as key factor in creation of
their own strategies/plans.


As previously mentioned, there are differences between the organizations in terms of their
capacities, whereas those IDP Associations in Serbia have notably demonstrated better
developed capacities than other.
IDP associations in Serbia based have been involved both, in Serbia and in Kosovo
components where demonstrated their role and influence on IDP issues resolving process as
more appropriate than of IDP associations in Kosovo and in Montenegro based.

Nevertheless, it is to be considered that without local associations in Kosovo, it will be very
hard to implement activities on the ground. All this the most probably for the reason that
IDP Associations in Serbia , as mentioned above, have received outsource support in
capacity building where Strategic Plan has been developed within UNDP Serbia
planned activity(within their implementing projects in Serbia). However, most of the
organizations from Kosovo and Montenegro still do not have strategic plans or they are not
updated. Not all present IDP associations (in Serbia based) were involved in Serbia
component hence they do not have the same result.

Considering throughout years (during the process of their capacity development) different
approaches in developing mission and vision statements and therein                 various
trainers/consultants advices, it is recommended to IDP Associations from these trainers
also to consider inclusion of important basic components to their mission statement i.e.
name, status, key activities, geographical coverage, long term goals or to always have
updated the information in organizations’ key documents (brochures, annual plans etc).

                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
                                                                                                  12
       Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                               23-25 November 2009, Bar, Montenegro




It is recommended for other IDP’s associations if they develop Strategic Plans to have
process of in-depth analysis of the external environment, especially of situation of IDPs and
the strategies of local and central government institutions and other NGOs that work with
IDPs(using instruments for external analysis like: Coverage Matrix (Niche analysis),
Institutiogram (analysis of cooperation with different actors), Collaboration Matrix (deep
analysis of issues in cooperation with particular target group or institution), environmental
scan (analysis of external factors), Force field analysis, Stakeholder analysis, etc).

Process of defining strategies of the associations to consider how much capacities
organizations have for implementation of specific strategies is needed..

Related to this, it is clear that over the years the conditions and the status of IDPs and DPs in
the region have been changed, especially after the Kosovo independency. Therefore, all the
associations should go through the process of strategic planning (especially visioning
process and identification of their missions) and, using the principles of change management
in order to adapt their approaches and identify their future activities as a result from this
process. The trainers recommend that this should be an individual in-house work for each
organization, because as already mentioned, there are differences in the development
between the associations.


From Coverage Matrix that IDP’s associations developed it can be concluded that:
    Too many actors (other IDP’s associations, state institutions, media) work on
      information sharing and service provision to IDP.
    As less covered activities for IDP (to which they can focus on) were activities for
      integration of the IDPs (including economic activities) and advocacy and lobbing
      activities.
    As for the cooperation and coordination between key actors (including cooperation
      between IDP associations) it has been concluded that there is a good cooperation,
      except cooperation with local and central government institutions in Kosovo.
    According the regional activities coverage, all organizations presented that many
      actors are included in regional activities, and that overlaps exist.
    Most of the organizations presented that their activities are mainly oriented to return
      and for improvement of the livelihood of local coverage, than activities they have in
      Kosovo (also in specific municipalities and locations) and regional activities.
    From this and for others activities within the training, can be noted that relationship
      with their key target groups (IDPs) has decreased, and that IDP are not much
      interested in services that IDP’s associations provide.

There is a need for more serious focus on developing Fundraising plan within the SPs,
having in mind that the plans that were presented have had mainly focus on grants as
sources of funding and time frame was for year time.

Change management is quite important topic for the associations because it can be seen
that very often they are not able to implement what they have planned in their projects and
annual plan. The simple reason why is that happening is that they are not having skills and
tolls how to assess possible constraints in implementation of the activities. Very often
associations has not insight of what they need to develop as a skill or procedure inside
organization, or what and how they have target outside organization to succeed in their
efforts.

IDP’s associations in their change efforts mainly are focussed to the issues of :

      Lobbing and advocacy to local and central government for regulation
      Expanding the geographical coverage of the organizations to other regions

                      Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
                                                                                                    13
       Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                               23-25 November 2009, Bar, Montenegro

      Establishing new teams within their structure (Advocacy and Fundraising), increasing
       the number of staff and volunteers as well as expanding the focus of organization
       towards the new issues that are considered as needed (integration of IDPs through
       economic development activities)
      Improvement of quality of services and impact of the projects and activities with IDPs

According what organizations have mentioned as a need, in order to be able to implement
change, following interventions are proposed:

Interventions related to building skills, activating more staff and volunteers and increasing
financial resources (INPUT side of the organizations):
         New personnel
         More volunteers in organizations
         Capacity building for lobbying and advocacy
         Cutting costs/Savings
         Donor relations training
         Local Fundraising training
         Business planning training
         Financial Management training
         Training in IPA funding
         Communication skills training
         More funding for implementation of LAPs
         More funding for regional activities

Interventions related to increasing cooperation with other actors
        Establishing cooperation with LSG
        Establishing cooperation with other NGOs
        Signing MoU with different institutions
        Feedback mechanism with LSG and central government


Interventions related to increasing quality and impact of activities and results of associations
(Output side of the organizations) :
        Watch dog activities for implementation of LAPs
        Creation the system for lobbying and advocacy
        Increasing the level of informing citizens
        Increasing communication of results, good examples
        More advocacy and pressure towards LSG
        Assessment of the needs in Kosovo
        Impact assessment of the programs in Kosovo
        Media presentation
        Revision of the contract with members of UNIJA
        Creation of the best model for the Network (UNIJA) on regional level


Furthermore, they had the opportunity to improve their skills in project development based on
the logical framework approach as well as for the other topics, but it’s evident that a follow up
effort would be needed in order to completely absorb these processes and be able to do it
independently. This is especially related to Resources Mobilization, Financial Planning, and
Budgeting. Still, it was the first time for some participants to deal with the issues of Financial
Planning and Fundraising techniques as part of the Resource Mobilization, topics which are
considered as complex but also essential for the associations’ work.



                      Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
                                                                                                     14
      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro

Findings from discussion is that for all IDP’s associations, predominantly way of fundraising
is grant making from international donors agencies. In a way grants received from
international donors have fostered focusing on only one source of funding, not allowing and
not building capacities of associations for fundraising from local sources or other ways of
funding. In that direction is very promising that several associations has undertaken
economic activities (Novi Svet, JUG, Bozur, Roma Women Center,UNIJA M). Continuing
support to them in order to grow and expand their activities in other regions or with other
areas would be very good. Also introduction their experiences to others are very
recommendable.
As for the other sources of funding, having in mind the topic and area of work, it is
recommendable to try to organize one local fundraising campaign for asking donations from
individuals and companies for specific issue (i.e. support in reconstruction of some school in
Kosovo). Another possibility is to explore possibility to link with the fundraising campaign that
currently the foundation of famous basket player Vlade Divac is having related to support of
return of IDPs in Kosovo.
It is obvious that IDPs association must increase their skills for local fundraising. Also it is
very recommendable in near future to organize Donor approach training for all of the
associations
Very often some organizations has only one donor and in that cases there is a no need for
developing administrative and financial procedures. But for most of organizations that deals
with several donors is absolutely needed to start practicing standards of good financial
management. In that direction our recommendation is that IDP’s associations have to receive
capacity building for budgeting, administrative and financial work, planning and management.
It would be also essential to be guided and supported by experienced training consultants
who will guide them through the process of Financial Planning and Budgeting. Also, an
additional training on project monitoring and evaluation would be important and would
increase participants’ knowledge and skills relating to programme and project effectiveness
and efficiency.
In addition to this, during the training it became obvious that the associations should consider
undertaking activities for establishing governance and management structure, by dividing the
governance and managerial roles in the associations. From discussion with IDP’s
associations it was noted than in most of cases their assemblies or governing bodies are not
active, and that very often people from the government body are being included in
implementation of activities and conditioned to be being paid.
Key weakness of the IDP’s associations involved in the program are their lack of skills and
power to be engaged in advocacy and lobbying for national and local regulation as well as in
watch dog activities related to implementation of the legislation. As explained above in the
paragraph for change management, this type of activities would be probably the key and the
most challenging ones in near future for all IDP’s association. UNDP has to consider careful
planning and support of IDP’s association. In that regard activation of the network of IDP
associations will help a lot in terms of influence and power the voice of IDPs to be heard and
considered seriously.
Additionally, they should also identify opportunities for building and cultivating relationships
and partnerships among each other as well as with appropriate national and local
government actors and the business community. Considering that in many occasions during
the training (see Change Management exercise) it was mentioned that cooperation with both
national and local institutions is not on satisfactory level and that IDP associations would like
to see improvements there.
The associations should cooperate with each other since they are all part of the regional
UNDP Project and consequently, have the same interest in developing good partnership
relations and coordination mechanisms to effectively respond to the challenges associated
with population movements in the region and address both the current and evolving needs of
the displaced persons.


                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
                                                                                                    15
      Regional workshop in Strategic planning and fundraising, resources mobilization for UNDP
                              23-25 November 2009, Bar, Montenegro


Considering the results from previous year, IDP associations are interested in further
regional networking and joint activities. It is very clear that the issues of IDPs have regional
implications and because of that is very appropriate to continue with regional component of
the program. In same time it is questionable how much without UNDP (or other
donors/international institution/s), NGOs will be able to maintain the regional activities,
having in mind their local focus and the lack of support infrastructure in Kosovo.

Related to possible regional joint activities, it should be stressed that the focus of the UNDP
regional program needs to be on organizations that are capable and interested (according
their mission) to contribute to specific issue/s on regional level. In that direction it should be
worthwhile exploring possibilities for new organizations that have been active in this field.

From analysis of the context related to IDP issues, there are many key issues and
constraints that IDP associations and their target groups are faced with. Some of them need
to be treated on local and national level (i.e. Birocratic attidude from local and state
institutions, Complex and specific local conditions, coordination gaps between different
institutions, overlapping, lack of capacities, slow decentralization process, Ssocial exclusion
of minority community, lack/inadequate representation of IDP’s interests etc), but also
having in mind that many of those local or national problems are connected with IDPs that in
the moment are located in other countries, needs to be treated on regional level and with
efforts from all IDP’s associations despite where they are registered.

Having in mind that most of the issues of IDPs that associations are dealing with, are
connected with situation in Kosovo, it is necessary despite national activities, regional
component to be managed and facilitated in Kosovo (which is the case- UNDP Kosovo is
responsible for Regional component). Even though planned and supported regional
networking of IDP’s association is still not very effective, first of all related to issue of UNIJA
M functioning.

It can be seen that organizations that function under the UNIJA Network, due to longer
period of funding and support from international community related to work with IDP, have
developed very rigid position that they are key player in work with IDPs and are not very
much keen to cooperate with other NGOs and institutions in the region that are active in that
field. Some of the organizations that are not in UNIJA presented very negative opinion about
the effectiveness and role of UNIJA as well as the their intention not to cooperate with UNIJA
as close circle of people that protect their own (private) interests, not the interests of the
IDPs.

There is a need for further improvement and developing stronger regional approach of the
UNDP offices in Kosovo, Montenegro and Serbia in order to support further IDP association’s
capacity development
Finally, CIRa is available to provide further assistance and support in meeting the needs of
the associations as well as the UNDP efforts in any manner and/or module where CIRa
resources can respond.


6. ATTACHEMENTS
           -   Training Agenda
           -   Summary of Evaluation Forms
           -   Developed draft LFAs form the workshop




                     Report prepared by Zoran Bogdanovski and Zoran Stojkovski, CIRa
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