CRECO Reflection on the situation, outcomes and actions and developing indicators

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Contents 1 Background Information on the Focus Network 1.1 "In one sentence, describe your pilot activity" 2 Question 1 - Situation 2.1 1a. What do I think are the salient features of the situation that I face? 2.2 1b. Why do I think those are the salient features? 3 Question 2 - Outcomes 3.1 2a. What outcomes do I think are desirable in this situation? 3.2 2b. Why do I think those outcomes are desirable in this situation? 4 Question 3 - Actions 4.1 3a. What actions do I expect to lead to those outcomes in that situation? 4.2 3b. Why do I think those actions will lead to those outcomes in that situation?

Background Information on the Focus Network

"Tell me about your network. What does it work to do? Who are the members? What is your role?":

• Founded in 1998, is a national civil society coalition of Kenyan organizations which enhances capacities of its members and stakeholders in constitutional and governance matters
• Currently mainly involved in promoting democracy and good governance mainly through civic education
• Membership stands at 23 civil society organisations (CSOs)

"In one sentence, describe your pilot activity"

To organize a face-to-face learning platform meeting and establish a moderated online discussion platform for forum members to share information and experiences

Question 1 - Situation

1a. What do I think are the salient features of the situation that I face?

• Duplication of activities by CRECO members
• Failure of members to optimize on opportunities for acting together as a coalition
• Significant number of CRECO members are faced with governance crises e.g. failure to account sufficiently for donor funds, internal wrangling among leaders

1b. Why do I think those are the salient features?

• Duplication of activities leads to wastage of resources and conflicts related to competition for scarce resources
• CRECO’s mandate is not properly discharged by members if they do not act together. It defeats the rationale for formation and raison detre of CRECO
• CSOs faced with governance crisis are losing credibility and will not attract goodwill and support from their stakeholders. Under such conditions, their existence (and to some extend, the existence of CRECO) is threatened

Question 2 - Outcomes

2a. What outcomes do I think are desirable in this situation?

• Enhanced interaction and sharing of information among CRECO CSOs
• Improved joint programming between and among CRECO CSOs
• Improved internal governance systems for CRECO and its membership

2b. Why do I think those outcomes are desirable in this situation?

• With enhanced interaction and sharing of information, CRECO CSOs will identify areas where there is duplication of efforts and thus avoid conflicts that arise from this situation.
• Improved joint programming will enable CRECO members maximize on benefits of belonging to the consortium. It will also enable the consortium discharge its mandate effectively
• There is a relationship between internal governance and organizational effectiveness in CSOs. Organizations that are well managed perform better. They attract more resources and support from stakeholders because they are perceived as credible. They also engage more effectively with government, donors and other policy audiences because they stand on a higher moral ground. Strengthening their internal governance systems is therefore critical.

Question 3 - Actions

3a. What actions do I expect to lead to those outcomes in that situation?

• Establishing face-to-face and electronic-based learning platforms, where members can share information on their activities, challenges, lessons and future plans. The platforms will also offer opportunities for joint programming
• Develop governance standards (e.g. code of conduct) for CRECO and establish a peer review mechanism for the consortium

3b. Why do I think those actions will lead to those outcomes in that situation?

• Learning platforms will foster closer interaction among CRECO CSOs. Members will identify areas of duplications and strategize on how to work together to minimize conflicts.
• Learning platforms will churn out lessons that members can learn from each other and identify best practices for future programs. Intervention gaps and common needs will be identified as the basis for development of joint programs
• Learning platforms will also entrench a sense of belonging among CRECO members.
• CRECO lacks a code of conduct. Governance standards will provide an objective basis for holding members to account for their failures. This will in turn encourage members to uphold good governance practices.
• A peer review mechanism (modeled along the NEPAD’s APRM) will encourage members to submit their organizations for scrutiny by peers. Weaknesses as well as good practices will be identified and corrective measures discussed and agreed upon. This will thus encourage CSO leadership to embrace good practices and hence lead to improved internal governance.