No job descriptions with clear roles and responsibly found at the remaining associations who have staff members; Female staff members represent 15 to 50% of the workforce in most of the associations having staff members; Posting job ads at public places is the common way to maintain transparency and equal opportunity in staffing; Priority was given to women for handling income generating activities for family, administering loans, secretary, and working at PHCs. Staff participation is there when in need to decide on technical or program related matters, Room for women participation is limited due to their weak presence in the board member and within the executive staff; There are no plans for staff development. Rather staff trained (including female staff members) according to emerging needs (PHCs), or through opportunities donors provide; Almost no mechanisms for staff performance evaluation; Service delivery Conducting needs assessments prior to interventions is limited to CDA type of investigated associations; Unlike FAs, only CDAs maintain beneficiaries participation (including women) in project planning and implementation; Only few associations achieved sustainability for their activities; examples include agricultural and non-agricultural paid services, and potatoes contract farming; Addressing women needs through animal breeding, handicraft training, loans for FHHs, & family planning found at some associations; Financial resources management Financial procedures are there and according to law; Annual external audit report was in place at only few associations; Usually, treasurers handle financial procedures as there are no financial departments/staff members at most of the associations; Most of the associations received in-grant support in the form of assets from agencies like American Embassy CARE, USAID, SFD, UNICEF, UNOPS; No resource development plans are in place; however, the majority of associations rely on membership development, donations, income generating projects, contract farming, proposal writing, and renting greenhouses and tractors as strategies to cover operational costs;
No job descriptions with clear roles and responsibly found at the remaining associations who have staff members; Female staff members represent 15 to 50% of the workforce in most of the associations having staff members; Posting job ads at public places is the common way to maintain transparency and equal opportunity in staffing; Priority was given to women for handling income generating activities for family, administering loans, secretary, and working at PHCs. Staff participation is there when in need to decide on technical or program related matters, Room for women participation is limited due to their weak presence in the board member and within the executive staff; There are no plans for staff development. Rather staff trained (including female staff members) according to emerging needs (PHCs), or through opportunities donors provide; Almost no mechanisms for staff performance evaluation; Service delivery Conducting needs assessments prior to interventions is limited to CDA type of investigated associations; Unlike FAs, only CDAs maintain beneficiaries participation (including women) in project planning and implementation; Only few associations achieved sustainability for their activities; examples include agricultural and non-agricultural paid services, and potatoes contract farming; Addressing women needs through animal breeding, handicraft training, loans for FHHs, & family planning found at some associations; Financial resources management Financial procedures are there and according to law; Annual external audit report was in place at only few associations; Usually, treasurers handle financial procedures as there are no financial departments/staff members at most of the associations; Most of the associations received in-grant support in the form of assets from agencies like American Embassy CARE, USAID, SFD, UNICEF, UNOPS; No resource development plans are in place; however, the majority of associations rely on membership development, donations, income generating projects, contract farming, proposal writing, and renting greenhouses and tractors as strategies to cover operational costs;