Institutional Development Exercise PEACE

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This evaluation was supported by EU-PEACE Programme and SRSP.

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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.

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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

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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

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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

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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

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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.

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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

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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.

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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

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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

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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

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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.

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- 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.

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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

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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 Poor
0 Members do-not have idea about mission, goal & objectives of COs. 13 5% 47 23% 60 14% Avg. 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% Good 2 Members opinion about mission, goal & objectives is same but it is not written 107 52% 70 34% 177 43% Excellent 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 Poor
0 Unavailability of members/area development plans and resolutions 42 19% 65 32% 107 25% Avg. 1 Members/area development plan prepared once without revisions 75 36% 58 28% 133 32% Good 2 CO has prepared members/area development plans and resolutions shared with supporting organizations. 73 35% 58 28% 131 31% Excellent 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%

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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 Poor
0 No proof of participation. 37 19% 47 23% 84 21% Avg. 1 Less than 50% of membership signed latest resolution, Micro investment plan and or CO/Village development plan 22 10% 13 6% 35 8% Good 2 51-75% of membership signed latest resolution, MIP/CODP or VDP. 80 38% 54 25% 130 31% Excellent 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%

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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 Poor
0 Office Bearers appointed by SRSP staff. 3 2% 11 5% 14 3% Avg. 1 Office Bearers appointed by notables in community. 16 8% 15 7% 31 7% Good 2 Office Bearers selected by consensus (once only). 152 72% 143 69% 295 72% Excellent 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

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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 Poor
0 Take most of the decisions and rarely consult members. 17 8% 54 26% 71 16% Avg. 1 Take all decisions but do distribute benefits to some members. 30 14% 28 14% 58 14% Good 2 Dominate but distribute benefits fairly among members. 51 24% 47 23% 98 24% Excellent 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;

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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 Poor
0 CO has no contact with any other COs. 47 22% 82 39% 129 31% Avg. 1 CO has created informal linkages with neighboring COs. 58 28% 29 14% 87 21% Good 2 CO has discussed formal links with other COs to form VDO or LSO. 53 25% 26 13% 79 19% Excellent 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;

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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 Poor
0 No concrete steps taken by COs to address women issues 125 59% 102 49% 227 54% Avg. 1 Women issues are discussed but without any practical measures 47 22% 38 18% 80 19% Good 2 Few activities related to women have been implemented 27 14% 49 24% 76 19% Excellent 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.

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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 Poor
0 No meetings 34 16% 101 50% 135 32% Avg. 1 Up-to four meetings 85 41% 33 16% 118 28% Good 2 5-8 meetings 46 22% 49 25% 95 23% Excellent 3 More than eight meetings 45 21% 24 9% 69 17% Total (Percentage) 210 100% 207 100% 417 100% 4. Organizational Performance

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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 Poor
0 0% 24 11% 30 14% 54 13% Avg. 1 1-50% 31 15% 28 14% 59 14% Good 2 51-75% 60 29% 54 26% 114 27% Excellent 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

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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 Poor
0 CO doesn't have any poor member 0 0% 1 0% 1 0% Avg. 1 25 percent are poor 30 14% 19 9% 49 12% Good 2 26 - 50 percent are poor 53 25% 31 15% 84 20% Excellent 3 More than 50 percent are poor 127 60% 156 75% 283 68% Total (Percentage) 210 100% 207 100% 417 100%

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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

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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 Poor
0 Co has no records of any things 20 9% 30 15% 50 12% Avg. 1 Records & registers of CO are available but needs Improvement 163 78% 104 49% 267 64% Good 2 All the records/registers are available 15 7% 43 21% 58 14% Excellent 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 Poor
0 Do not have CO management training 65 30% 45 22% 110 26% Avg. 1 Only president or secretary have received 31 15% 18 9% 49 12% Good 2 Both president and Manager 29 14% 47 22% 76 18% Excellent 3 Management and some other members 85 41% 97 48% 182 44% Total (Percentage) 210 100% 207 100% 417 100%

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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 Poor
0 1 109 50% 102 49% 211 51% Avg. 1 2 – 3 60 28% 63 30% 123 29% Good 2 4 – 5 22 10% 26 13% 48 12% Excellent 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 Poor
0 No activities undertaken 79 38% 109 53% 188 45% Avg. 1 Some activities have undertaken and CO has some informal procedures and system 69 33% 47 23% 116 28% Good 2 Some activities has been taken place in CO and CO has setup formal committees that are functional 32 15% 40 19% 72 17% Excellent 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%

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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 Poor
0 No Conflict 94 45% 155 75% 249 60% Avg. 1 Internal conflict dealt with informally 58 28% 31 15% 89 21% Good 2 Through formal procedures 26 12% 11 5% 37 9% Excellent 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%

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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

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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.

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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.

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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

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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;

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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

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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

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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.

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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.

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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.

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Annexes