Cooperation between organisational development trainers and organisations

Organisational assessments were carried out using the Organisational Viability Toolkit, which was tested in the course of an earlier SECTOR programme implemented in the Western Balkans between 2006 and 2009. The toolkit was modified according to the specific situation in Belarus and Moldova and was used to help selected CSOs in the target country to assess their internal structure and values, determine their legitimacy in society, and establish the degree to which they represent their target groups and members.

The toolkit contains resources and guidance notes to help organisations to assess their performance and prepare a development plan. The toolkit methodology is based on three steps:

Roles of trainers and CSOs

The roles of trainers and CSOs are shared. Organisational development trainers help organisations to understand the self-assessment process, present its value, design clear steps from beginning to end, and specify the outcomes of each phase as well as the final product. They also help participants to reach consensus during intensive discussions and performance scoring exercises. The CSOs are responsible for organising meetings, providing suitable venues for work, inviting members of the organisations, and securing the flow of information between the trainer and the organisation.

The organisational development plan is mainly the work of the organisation. The facilitator merely helps to shape and perfect it.

Working with a trainer requires a commitment to openness on both sides, the confidentiality of the assessment results, and a clear understanding that the trainer is not responsible if the organisation steps back during the process.

Mentorship course

With the goal of supporting the trainers’ work, additional training was organised on mentorship and coaching in organisational development work. The three-day training in each country targeted organisational viability trainers as well as CSO leaders and activists, providing them with an opportunity to acquire practical tools and skills in the following areas:

  • organisational change management (including individual resistance, founder syndrome etc.) and development
  • the basic features of mentorship and coaching (the role and tasks of mentor; approaches, processes and competencies)
  • challenges in becoming a mentor
  • mentoring techniques, strategies and skills (mentoring stages, intervention and exit strategy)
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