Impact Orientation

Background Guiding Principles of Outcome-Orientation and Results Chain Logic

HISTORY OF LACC'S STRATEGIC MANAGEMENT PROCESS

With the success of Popular Uprising – II in Nepal (April, 2006), LACC embarked into the strategic management process in 2008 in order to better utilize new opportunities arising from the changed national context to fulfill the organization’s mission. LACC’s decision to work towards a strategic plan derives from this changed external environment, as well as from changes within the organization in order to make adjustments of ideas, strategies, approaches and instruments to improve women’s and children’s access to justice.

The drafting of a new constitution, the anticipated formation of a Truth and Reconciliation Commission and the adoption of Domestic Violence Act (2009) which will only take full effect once the regulations are out, create new opportunities for women and children to claim their rights but also strong awareness raising and training needs for rights holders and law implementers. 

Within LACC a second generation of leaders is emerging and the organization is committed to become even more professionalized and work in line with modern NGO management standards.

The five year planning time span helps to think out of the box of the daily business and more systematically create a long term program that is in accordance with LACC’s particular strengths and experiences, does not duplicate the efforts of others and is tailor made to the needs of our target groups. In the future we do not want to implement too many isolated projects but increase the overall results of our efforts by creating strong synergies between our different interventions. We plan to approach donors more pro-actively, present them our coherent program and ask them to join hands with our other partners in supporting our distinctive cause and working approach.

We are committed to meet the challenge of using outcome-come oriented strategic planning and monitoring since we want to be up to date with the latest international development requirements and are convinced of the strengths of this new concept. The focus on outcome orientation will help us to create the desired synergies between our different projects and enable us to steer our interventions towards increased, sustainable overall results. Moreover, we want to effectively implement our outcome-oriented monitoring plans to further improve our already strong results at beneficiary level and make them better visible. This will help us to be even more transparent and accountable towards our partners, donors, members, target groups, other stakeholders and the general public. Finally, we hope that the improved monitoring system will help us to generate more information to share with other stakeholders and to use for effective re-adjustment and innovative programming.  



Back to Top

Strategic Plan


PROCESS OF STRATEGIC REVIEW

LACC’s strategic planning process took off in July 2008 when all lawyers and management staff from central level, representatives from the district offices and LACC’s Executive Board Members came together for a first strategic planning workshop in Kathmandu. After intensive brainstorming and group work, LACC’s Goal, Mission, Vision and Guiding Principles have been revisited and clarified; and a draft version of the strategic plan was created. However, this plan still followed the log frame logic, was a bit overloaded and not yet enough focused on outcomes.  Therefore, the LACC management team decided to go for a second strategic planning round with the help of an external consultant specialized in management for development results. Financial and technical support for the exercise was provided by German Development Service (DED).

In a three days workshop, under broad participation from central, district and board level, draft versions of the impact chains on women’s and children’s rights have been developed and possible indicators discussed. Afterwards the results have been documented and in numerous intensive working sessions gradually developed into the final versions of the impact chains and monitoringplans. These have been shared with all concerned staff and board members. However, the whole strategic planning is perceived as work in progress and still ongoing learning process. That means the presented plans are neither carved in stone nor claim to be already perfect, but will be still subject to change inline with lessons learned. 

Preparatory sessions

In consultation with the resource person for the Strategic Planning Workshop, revision of LACC’s strategic plan was carried out in a multi-step process. A strategic plan that can be realistically implemented and has the ability to guide through a structured change process cannot be solely developed in a three days workshop. Therefore it was decided that a number of preparatory sessions should be held well in advance of the strategic planning workshop. The agenda for these sessions was to apply popular evaluation tools for strategic planning, initiate an internal review process and also to seek an external feedback from stakeholders. To ensure an effective group work with input from all departments of LACC, it was agreed that the management team, the accountant and at least two lawyers should take part in the sessions. The steps followed in the preparatory session are following:  

  • Internal staff's view have been collected through questionnaire
  • External stakeholders view towards the LACC have been collected by two technical advisor through questionnaire
  • Stakeholder analysis have been done
  • Identifying critical issues that must be addressed during the strategy process
  • Review of programmes and of the organization as a functioning system
  • Find out the internal strengths, weakness, opportunity, and threats  on which we need to build ( through SWOT analysis)
  • Try to find out the internal problems that are negatively affecting our ability to have an impact through our work

Building of a Task Force for entire process

In accordance with recommendations of the facilitator a task force for the entire strategic planning process was built. Its role is to guarantee a constant flow of information between the working group, the district offices, the entire staff and the facilitator on the process. Moreover the task force has to make the group of support staff feel part of the process by updating them on the discussions and results and giving them space to contribute their views. Thirdly the task force is in charge of the precise documentation of the process and its outcomes.

Stakeholder Interviews

To evaluate an organization’s strengths, weakness and potentials it is also important to receive an outside view from experts of the same working field, donor organizations and (potential) cooperation partners. This tool helps to verify the results of the SWOT analysis which are based on an entire internal view. Moreover, it is much easier to build stronger links to (potential) cooperation partners when their perception of the organization and opportunities for collaboration are known.

The interviews were carried out by LACC’s two integrated technical advisors from German Development Service (DED). These expatriate advisors were chosen as interviewers rather than LACC’s own staff in order to allow for more openness on the side of the interview partners. The stakeholders’ views on LACC’s strengths and weaknesses were discussed during the sessions.

ANALYSIS OF NATIONAL CONTEXT 

PESTLE Analysis:

In order to understand the environment in which LACC operates at the moment, a PESTLE analysis was carried out that helped to identify enabling and inhibiting factors for the core business (Mission) of the organization and to build strategies that are tailor made to react to achieve the Mission. The analysis helped to identify the following external factors that will either enable of inhibit the work of the organization in the future:

 

RESULTS OF ‘PESTLE’ ANALYSIS:

Enabling factors/Opportunities  (+)

Inhibiting factors/Challenges (-)

  • legal reforms in favor of women (e.g. Domestic Violence Act)
  • weak implementation of ratified conventions and national laws

 

  • practice of positive discrimination of women, women quotas
  • lengthy and costly legal procedures

 

  • willingness at local levels for social change
  • socially induced biased perception towards women also reflected in legal sector
  • laws and policies on access to justice for women (e.g. property rights)
  • criminal justice system very weak, non-functional

 

  • international conventions on women’s rights create pressure on national level
  • limited awareness of target groups/ communities of legal procedures, legal reforms

 

  • limited capacity of law implementers (police, local government, etc)

 

  • limited number of highly qualified, gender sensitized and dedicated legal practitioners

 

  • limited capacity of legal sector in monitoring/oversight of professional practice

 

  • lack of male role models in sharing household duties (females have become active in economic sector but are still having the entire household burden)

The external situations, which we just discussed, implicate on service providers to be more strategic with qualitative approach for serving clients. In this context, it is worth discussing the following current situations where a service provider must be proactive in terms of its plans and programs of rendering services.Gaps in legal framework

Threats to justice seekers

LACC perceives a continuous threat to justice seekers, since they are ignorant and weak in accessing to information and taking right approach to get justice. The prevailing environment of poor information and difficulties to approach legal aid providers in rural, semi urban and even in urban areas is generating comparatively bigger threats to women and children. This situation always weakens the women and children in terms of getting access to justice.

Increasing trend of women's cases

Women's cases, specially related to domestic violence, are on hike both in rural as well as urban areas of Nepal. One of the prime reasons for this is absence of appropriate laws (such as Domestic Violence Act) in the country. Children are also exploited and abused in work places for an absence of uniformity in prime laws indicating their minimum age. These circumstances have created vacuums in laws which can be taken as an area by perpetrators where they can legally exploit the children and women.

Inadequate information

Besides, an absence of authentic information on cases of violence always creates confusions among the service providers for designing programs and plans in affected areas. This indicates that an abundance of works is necessary to collect information on incidences of violence, trend, types and measures. This obviously leads to extensive research and explorations for looking seriously towards future.

LACC, hence, felt a need to intervene, in some of the sectors with a good strategy so that there could be far reaching impacts, and developed an idea of formulating its strategic plan.

ANALYSIS OF RELATIONSHIPS AND LINKAGES OF LACC

A stakeholder analysis was carried out in order to assess the status of current level of collaboration between LACC and other relevant stakeholders and also to identify the potential for resource sharing and mutual support for the coming years. During the workshop, the participants identified different types of stakeholders (primary, secondary and key stakeholders) and assessed (1) how the work of LACC impacts on the interests of these stakeholders and (2) what are the gaps that needs to be fulfilled to make the relationships more fruitful to support the programmes of the organisation.

The workshop identified the following opportunities and challenges in LACC’s relationships with its stakeholders:

Opportunities

Challenges

·Recognition of LACC as a committed organisation

·Rapport with Women Commission

·Possibility of further collaboration with OSI

·Referral of cases from other stakeholders, which shows trust and rapport

·Legal aid and counselling for women and children

·More efforts need to be made to make the Ministries formulate and implement the laws

·Need to work to get funding from DDC and other local bodies

·Need for diversification of funding base for LACC

·Need to make more efforts to develop program together with other local NGOs

ORGANISATION ANALYSIS (SWOT analysis)

SWOT analysis was used to identify organizational Strengths, Weaknesses, Opportunities and Threats; in order to develop strategies which build on opportunities and strengths, neutralize threats and minimize weaknesses. Such analysis was done both at the central level and in the districts and was shared in the workshops. The findings of the analysis are given in the table:

Central Level SWOT

Strengths

·Organization with 20 years of experience on women rights

·Recognition from stakeholders as expert in women, children’s rights

·Vast experience with different types of donor projects and stakeholder cooperation

·Variety of services

·Qualified, experienced, gender-sensitive staff

·Own building and infrastructure

·Some policies and specialized departments in place

Weaknesses

·More clarity needed in the roles of board and management

·Develop common understanding among staff and management based clear strategy

·Need for improvement in communication at all levels.

·Need to develop strategy for donor diversity and financial sustainability

·Need to review the workload of staff (human resource needs and gaps)

Opportunities

·Well-established Legal Resource Centre can respond to target group and donor needs

·Enactment of Domestic Violence Act, 2009

·Can play lead role in implementation through networking, training, coordination

·Legal aid expansion: more cases referred to LACC by police, local bodies

·Use of International Human Rights instruments for effective lobbying

Threats

·Political instability

·Weak implementation of government plans, policies

·Unhealthy competition among NGOs

·Lack of coordination among stakeholders

·Resource constraints

 

District Level SWOT

Strengths

·Experienced, knowledgeable lawyers

·Known as victims’ lawyers

·well experienced organization

·Positive response from the government and NGOs

·Office room, telephone, law books available

 

Weaknesses

·Improve communication between centre and district offices

·Improve resource sustainability of organization

·Implementation of policies

·Need for relevant training on book keeping and report writing

·Improve logistics (equipment, resource materials, books etc)

Opportunities

·Coordination with other NGOs in the field of women’s and children’s rights and GBV

·Goodwill from NGOs and GOs

·Recognized legal expertise by the stakeholders

 

Threats

·Threats/ intimidation from opposing parties and  negative role by third parties (power centers)

·Duplication/ competition with the Bar Association Legal Aid program

·Political instability and economic crisis

·Poor law and order situation and Impunity

The Strategic framework of LACC from the year 2010 to 2014 can be accessed through http://www.laccnepal.org/dwndetail.php?id=MTk=#



Monitoring Plan


LACC has come up with monitoring mechanisms to tap the achievements as well as the challenges of the programs being carried out. Effective monitoring mechanisms gives a direction on the currest progress of the programs as well as sets the roadmap as to what to do next. The monitoring plan for the activities related to children can be accessed through http://www.laccnepal.org/dwndetail.php?id=MjA= and for programs related to women though http://www.laccnepal.org/dwndetail.php?id=MjE= .



Results & Feedback


Results

Achievements:

  • From 2005 to 2008 the WRHP serviced 5137 women
  • From 2009 to April 2014, LACC has serviced 6427 women
  • Financial assistance was provided to 1444 poor women
  • Information material and brochures were made available for the clients

Quality Management:

  • Creation of specialized sections (criminal law, civil law, children's cases and psycho-social counseling) to assure a constant high service quality. In addition the attorneys receive extra trainings to further specialize and excel in their field.
  • Introduction of an outcome oriented impact chain with special focus on monitoring.
  • . In a Follow-up study on closed cases 32 out of 55 former LACC clients reported that their situation after the verdict improved significantly.



Feedbacks


Keshab Hari Thapa:

I am a regular listener. The program is successful because it is informative, effective and provides public awareness. Wakalat has enhanced Radio Nepal's standard. There is no doubt that it played a vital role in reducing women's trafficking, rehabilitation of victims and the coordination amongst people engaged in this field.
 
Laxmi Khatiwada:(Nawa Jagaran yuwa wakalat radio listeners club, Taplejung)I loved Wakalat from the beginning. I and my friends in the village never miss it. We believe it is effective and trust worthy and spreads awareness about women's trafficking, especially in the remote areas where mostly uneducated people live. We are thankful to LACC for producing such an impressive and significant program.