West Africa Civil Society Forum (WACSOF) Needs Assessment Report

Needs AssessmeNt of the West AfricAN civil society forum (WAcsof)
Needs Assessment
West African Civil Society Forum
Acknowledgements
WACSIs expresses profound gratitude to the Executive Committee, General Secretary, Staff and National Chapters of WACSOF for participating in this assessment. Your honesty and openness made it possible for us to conduct an objective and accurate assessment of the institution. We also thank Ms. Ini Onuk and Mr. Constant Gnacadja; the consultants that carried out the assessment for their professionalism and insights in this process. Finally, WACSI thanks the Open Society Initiative for West Africa OSIWA for its commitment and support to the process.
Needs Assessment
Contents
Acknowledgements.............................................................................................................................................. 2 Contents ............................................................................................................................................................. 3 Map of West Africa.............................................................................................................................................. 4 Acronyms ........................................................................................................................................................... 5 Executive Summary ............................................................................................................................................. 6 Background ........................................................................................................................................................ 9 Methodologies .................................................................................................................................................. 11 Results and Discussion ...................................................................................................................................... 12 Recommendations ............................................................................................................................................. 21 Conclusion ........................................................................................................................................................ 23 Appendices ....................................................................................................................................................... 24 A QUESTIONNAIRE ON WEST AFRICAN CIVIL SOCIETY FORUM (WACSOF) ................................................................ 24 B. QUESTIONNAIRE FOR FACE-TO-FACE INTERVIEWS (INTERNAL) ........................................................................... 30 C. INTERVIEW INFORMATION SHEET .................................................................................................................... 33 D. CHARTER OF THE WEST AFRICAN CIVIL SOCIETY FORUM (WACSOF) DECEMBER 12, 2003 Accra, Ghana .............. 34
Needs Assessment
Map of West Africa
Needs Assessment
Acronyms
AmAc ............................ Abuja Municipal Authority Council APrm ............................ African Peer Review Mechanism cdd .............................. Centre for Democracy and Development cemesP ......................... Centre for Media Studies and Peace-building cGG............................... Campaign for Good Governance cidA ............................. Canadian International Development Agency csos ............................. Civil Society Organisations dANidA ........................ Danish International Development Agency ecosocc ...................... Economic, Social and Cultural Council of the Union ecoWAs ........................ Economic Community of West African States ePA ............................... Economic Partnership Agreement GtZ ............................... German Agency for Technical Cooperation mdGs ............................ Millennium Development Goals mfdc ............................ Mouvement des Forces Dmocratiques de la Casamance NePAd .......................... New Partnership for Africas Development NGo .............................. Non-Governmental Organisation osiWA .......................... Open Society Initiative for West Africa sWot ............................ Strengths, Weaknesses, Opportunities and Threats syto ............................. Students and Youth Travel Organisation uNdP ............................ United Nations Development Programme WAcsi........................... West Africa Civil Society Institute WAcsof ........................ West African Civil Society Forum WANeP.......................... West Africa Network for Peacebuilding
Needs Assessment
Executive Summary
he West African Civil Society Forum (WACSOF) is in the process of restructuring its internal systems, structures and operations. To ensure that the process responds to and reflects the needs of its partners and members, WACSOF requested the West African Civil Society Institute (WACSI) to provide technical assisstance in the restructuring process. The nature of the technical support was two pronged; 1) WACSI was commissioned to carry out a comprehensive needs Assessment of WACSOF and its activities within the fifteen (15) member states of West; and 2) provide targeted capacity building to address potential gaps.
Established in December 2003, WACSOF was established to galvanise the emerging civic powers and facilitate constructive partnership with state authorities, political parties, as well as the Economic Community of West African States (ECOWAS). The overall aim of WACSOF is to provide a Civil Society Organisation (CSO) complement for ECOWASs efforts to foster democratic transition, peace, security, and development in member states. WACSOF is therefore a platform where CSOs will dialogue, identify their comparative advantages and disadvantages, build solid associational networks, develop institutional effectiveness and democratic culture, and increase CSOs visibility and relevance in both national public spaces and at ECOWAS forums. The role of WACSOF as an intermediary between ECOWAS and civil society in West Africa is an auspicious one. There are legitimate high hopes of this role by civil society and developmental partners in the sub region. All stakeholders see the relationship and collaboration between civil society, governments and in particular ECOWAS as a tool to promote peace, democracy and good governance within the sub region. However, WACSOFs institutional challenges have prevented it from fulfilling its mandate. This is creating disillusionment in certain constituencies. This needs assessment is part of a broader process expected to clearly identify the needs and gaps in WACSOF structures as well as highlight critical areas where re-strategising is required
The needs assessment covered the following areas: A review of its progress since 2003 and its future vision. An analysis of the capacity building needs of WACSOF at all levels. Criteria and benefits of its membership. Review of the current organisational structure and its impact on all its stakeholders. Review of current donors/funders.
Assessment Process
T he a ssessment was ca rried out t h rough t he dissemination of questionnaires and conducting a series of semi-structured personal interviews. In cognisance with the goals of the project, both methods contained questions from the following general themes: Knowledge of WACSOF Programmes and Projects Financial Status Needs and Problems Cooperative Relationships Strategic Planning Capacity Building The results of the questionnaires and the interviews were collated and a summary of the major results and conclusions are provided below: Capacity Building Needs of WACSOF Feedback from respondents indicated that training and capacity building initiatives are required in the areas of financial and project management, project design and implementation, fundraising, networking, NGO management, proposal writing and general communication skills. Finance staff members need to be trained on new accounting software, proper financial documentation and budget preparation. Review of Progress and Future Vision: Programmes and Projects From the assessment, it is obvious that WACSOF is involved in many commendable programmes and projects, especially in the area of elections observation. However, WACSOF needs to examine areas in which it can collaborate with ECOWAS in shared areas of interest, such as MDGs, EPA, Gender, Youth, Agriculture, Trade, etc.
West African Civil Society Forum WACSOF should endeavour to address the challenge of an obvious overlap between its role as an umbrella organisation and the activities of its members. Review of Current Organisational Structure WACSOFs organisational structure is currently made up of a).The Peoples Forum, which is the highest governing body of WACSOF; b).The Executive Committee which supervises the work of the Secretariat and reports to the Peoples Forum; c). The Secretariat which implements projects and programmes; and d). The National Platforms, which are country-level bodies for membership mobilisation and training. From the assessment, the functions of the Executive Committee which is otherwise known as the Board, entails involvement in the day-to-day management of the Secretariat as the role of the General Secretary (Chief Executive Officer) is ill-defined. As a result the Secretariat is left with mundane tasks and functions. WACSOF should therefore re-visit its Charter and Rules of Procedures as well as redefine the role of the General Secretary as the Chief Operating Officer of the organisation, with a clear delineation of the functions of the Executive Committee1. It is also important to address the criteria used in the allocation of voting rights to representatives at the Peoples Forum as well as the selection and election of members of the Executive Committee. National Platforms The National Platforms are currently experiencing severe incapacitation at all levels. There has been little or no funding to most of the chapters. WACSOF needs to coordinate more at the national level as its members are the core of its work. There is the need to urgently address how these national chapters will be funded. WACSOF should address the concern of Executive Committee members also serving as National Focal Points. Staff Matters From the assessment, WACSOF has fifteen (15) Members of staff and these include international and local staff as well as Interns. With the recruitment of a new General Secretary, there is an urgent need for a staff evaluation and skills audit. As the organisation is in the process of developing a strategic plan, it becomes imperative that the staff evaluation could also lead to a re-profiling of current staff members. This evaluation must also be extended to cover the areas of
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Needs Assessment
remuneration and standardisation of entitlements. The assessment also exposed the fact that staff knowledge of the organisation was either very poor or below average. Most of the staff did not have adequate knowledge of the vision, mission and objectives of the organisation. Review of Financial Management WACSOF relies on the financial support of third-party donors. Most respondents expressed concerns over the current financial situation. From the assessment, it was evident that WACSOF had carried out its main annual activities against the funding it had received. There is however the pressing need for sustained core funding for its operational activities as opposed to the current situation where funds are activity or programmedirected.
the recommendations from the assessment are highlighted below:

Organisational Structure WACSOF should address the overlap in roles between the Executive Committee which is otherwise the Board and the Secretariat. The functions of the Executive Board should be revisited, re-defined and clearly outlined with no ambiguity. In addition, it was proposed that the title Executive Committee be changed to Board of Trustees or Governors, with updated functions and roles. Members of the Executive Committee should not be members of Working Committees on WACSOFs thematic areas. Members of Working Committees should compose of experts/consultants in the different thematic areas who will collaborate with the Secretariat and the General Secretary. The role of the General Secretary and the Secretariat should be clearly defined. The respondents proposed that WACSOF should engage consultants to outline the functions and duties of all its organs, examining areas of conflict of interest and clarifying and/or modifying were necessary. There is the need to address the criteria used in the allocation of voting rights to representatives at the Peoples Forum as well as the criteria for the election of members of the Executive Committee.
WACSOF Charter. Dec. 2003
Needs Assessment
West African Civil Society Forum find ways of providing funding for its operational activities, its National Platforms and its projects. The Finance Department should be equipped with proper accounting software suitable for civil society organisations. In addition, the Finance staff should also be appropriately trained. WACSOF should structure a proper financial programme and system. Capacity Building Training and Capacity building for WACSOF should be undertaken in the following areas: - Financial And Project Management - Project Design And Implementation - Advocacy And Fundraising - Networking - NGO Management - Communication Skills And Languages - Proposal Writing, Report Writing And General Communication Finance staff and other members of staff should be trained on proper financial documentation and budget preparation. The organisation should encourage its staff to attend seminars, conferences and field visits in order to enhance knowledge and capacity. Donors/Donor Relations WACSOFs relationship with its donors should be aligned towards institutional funding and assistance in its programmes and projects that will: - Help the organisation develop the most direct contact and best relationships with its National Platforms. - Support grants proposals with the best chance of achieving positive regional impacts. - Train in-country CSOs on fund raising skills, project management, proposal writing and managing volunteers so that they can become self-sustainable in the future.
National Platforms WACSOF should urgently address how national chapters will be funded, either through an agreement with ECOWAS or any other donor agency. WACSOF should address the prevailing situation where National Focal Points are members of the Executive Committee. There is the need to have Desk Officers, who are WACSOF staff or paid by WACSOF in each of the national chapters, housed within a member organisation but duly engaged with only WACSOF duties and reporting to the Secretariat. National off ices should be equipped with a computer, internet facility and telephone to facilitate communication with the Secretariat so they can effectively undertake their networking roles. Programmes and Projects WACSOF should begin to look at new areas in which it can collaborate with ECOWAS and other relevant organisations, in its areas of interest, such as Millennium Development Goals (MDGs), Economic Partnership Agreement (EPA), trade, governance among others. WACSOF must address through its own internal processes, the confusion surrounding its mandate, as an umbrella body for CSOs involved in the same programmes as its members. WACSOF should determine the nature of its relationship with ECOWAS. Staff Matters There is the urgent need for staff evaluation and capacity building. WACSOF should ensure that its staff remunerations are in line with acceptable standards in comparable industries, t he countries wit hin which t he organisations are located and the principle of fairness. The organisation should employ permanent I nformat ion Technolog y person nel as part of the communication team. A n additional recommendation is capacity building for some or all members of staff on website management and editing with concentration on the communications team. Financial Status WACSOF should explore avenues to sustain core funding for its operational activities as opposed to the current situation where funds are activity or programme-directed. WACSOF may want to explore the idea of organising a one-day meeting with its current, prospective and interested donors at a Donors Conference, to
Needs Assessment
Background
he West African Civil Society Forum (WACSOF) is a network of civil society organisations from the 15 member states of the Economic Community of West African States (ECOWAS). Membership is drawn from a cross-section of civil society organisations and activists.
WACSOF was created to galvanise the emerging civic powers and facilitate constructive partnerships with state authorities, political parties, as well as ECOWAS. Already endorsed by the authority of ECOWAS, WACSOF is expected to provide an umbrella structure for CSOs and partner with ECOWAS to promote socio-economic integration as well as peace and security in the sub region. WACSOF is founded on the recognition that civil society actors across West Africa have extensive experience in their various fields of expertise and are able to make valuable contributions to ECOWAS, thereby enhancing the human security and regional integration capacities of ECOWAS2. The overall aim of WACSOF is to provide a CSO complement for ECOWASs efforts to foster democratic transition, peace, security, and development in member states. WACSOF serves as a platform for CSOs to dialogue, identify their comparative advantages and disadvantages, build dense associational networks, develop institutional effectiveness and democratic culture, and increase CSOs visibility and relevance in both national public spaces and at ECOWAS forums. In order to design broad-based strategies to meet these objectives since 2003, WACSOF has organised a series of consultative activities with CSOs, governments, ECOWAS, and international partners. Its activities culminate with the Peoples Forum, a general meeting among CSOs and other stakeholders to review the activities of WACSOF, ECOWAS and its member states. The Forum is often scheduled prior to the ECOWAS Heads of State and Ministerial Meetings, and is meant to provide the opportunity for the submission of recommendations to ECOWAS and government officials for their consideration . The last WACSOF Forum was held in December 2007 in Accra, Ghana.
In addition to the Forum, WACSOF is engaged in a variety of other activities, including: participation in elections monitoring and observation throughout the region; the establishment of national chapters or Focal Points in all 15 (fifteen) ECOWAS member countries; the establishment of a database of CSOs in West Africa; capacity building for CSOs; and fundraising. Members from WACSOF and ECOWAS also meet regularly throughout the year to review lessons-learned from past projects and formulate strategies to address matters of special interest in the sub region. WACSOFs Executive Committee plays an oversight role and serves as the governing body. The committee performs a variety of tasks including: Networking with organs and components of ECOWAS. The appointment of the General Secretary and other staff of WACSOF Secretariat and reviewing the reports of the General Secretary. Enforcing a Code of Conduct and Ethics of CSOs in West Africa and in the West African Diaspora. Recommending qualified CSOs to WACSOFs Peoples Forum for membership. The WACSOF Secretariat, located in Abuja, Nigeria, is responsible for the day-to-day administrative management of the Forums activities and properties. Among the Secretariats responsibilities are: The establishment of the programmatic thrust of working committees. Preparation and presentation of reports and advisory opinions as necessary to the various structures of WACSOF; Preparation and submission to the Executive Committee for approval the budget of WACSOF activities; Raising funds and establishment endowments to sustain these activities. Planning and preparation of meetings of the Peoples Forum.
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WACSOF Draft Strategic Five-Year Strategic Plan & Programme of Action, Dec. 20, 2005 WACSOF 2006 Forum Report
10 West African Civil Society Forum
Needs Assessment
vision/mission
WACSOF envisions a West African sub-region characterised by democracy, human rights, good governance, and the rule of law, economic prosperity, and social justice. The Forum sets out to galvanise the initiatives of CSOs and partner with ECOWAS for the improvement of human security, regional integration, as well as economic and social development in West Africa. It will facilitate the building of dense associational networks, promotion of solidarity, trust, and reciprocity amongst civil society organisations both nationally and at regional level. Parochial approach to civil societys interests will be replaced with the aggregation of interests and the use of the public space to achieve civic ends4. At the core of WACSOFs mission is the empowerment of civil society to exploit the public space. In line with the philosophy of liberal democracy to which WACSOF aspires, the sovereigns are the people. It is determined to make this a reality in West Africa5.
the Forum to a higher level of engagement with the development of National Platforms in the fifteen (15) ECOWAS member states. There has also been the appointment of a new General Secretary to assist the Forum re-organise and achieve the objectives for which it was established. This needs assessment exercise is expected to clearly and thoroughly identify the real needs and gaps of all the stakeholders of WACSOF mechanisms and provide the Forum with a tangible document on which to commence the re-strategising process. Rationale for Strengthening WACSOF WACSOF is the first sub regional broad based civil society forum in Africa with a mandate to engage both governments and the intergovernmental body on their behalf. Unprecedented in its intent, structure, and mandate, WACSOF has no related organisation by which it can set its own benchmarks. WACSOF, as an umbrella organisation of CSOs in the sub region holds a very strategic position in the fostering of regional coordination and collaboration of its members and at the same time, ensuring continuous learning and improvement through monitoring, review and dissemination of information. Strengthening the organisation will enable WACSOF achieve its development, governance and programmatic objectives. It will also help WACSOF to systematically mainstream its implementation strategies both in its programmatic thrust and in the areas of credibility and accountability to its multi-stakeholders. Another raison dtre will be the need to fill existing gaps within the organisation such as the: Lack of frameworks for coalescing civil society interests and resources. Limited skills in policy monitoring, analysis, and advocacy. Weak and sometimes non-existing institutional structures in the civil society sector.
WAcsofs objectives are:

To strengthen and institutionalise a relationship between West African civil society and ECOWAS. To hold a biennial Peoples Forum for members of WACSOF with the purpose of submitting recommendations to Heads of State and West African ministers on human security issues. To audit the implementation and legislative domestication of ECOWAS treaties, protocols and decisions relating to human security and peace in the region. To establish national and sub regional monitoring mechanisms on the status of human security in West Africa. To popularise ECOWAS in the consciousness of West Africans, particularly the youths, through appropriate programmes such as popular media. To actively promote a sense of communit y citizenship between ECOWAS member states and CSOs. WACSOF has faced several challenges that have made it difficult for it to achieve its mandate just three years after its creation. Following the resignation of the former General Secretary, a transition period was put in place. As part of its reaction to the institutional disillusionment that had occurred within the institution, the Executive Committee organised a retreat in August 2007 to seek ways, through a SWOT analysis, to move
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WACSOF Draft Strategic Five-Year Strategic Plan & Programme of Action, Dec. 20, 2005 www.wildaf-ao.org/eng/IMG/pdf/WACSOF_Communique_Dec_2003_ENG.pdf
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Methodologies
he Needs Assessment process was carried out through the review of documents and reports from WACSOF as well as the use of a questionnaire and a series of semi-structured personal interviews. In cognizance with the goals of the project, both assessments contained questions from the following general themes, based on all collated documents:
Knowledge of WACSOF Structure Programmes and Projects Financial Status Needs and problems Cooperative Relationships Strategic Planning Capacity Building
qualitative research. All interviews were conducted in a semi-structured format. Reports were submitted in English and French. In a 100% range, 59% of the questionnaires were administered; 26% were personal interviews held with members of the national platforms, partner organisations, staff and members of the Executive Committee; while 15% were those who did not participate in either completing the questionnaires or meeting the consultants for personal interviews. The two methods used during this assessment the questionnaires and personal interviews were similar. For this reason, the results acquired from the two methods complemented and reinforced each other. However, because of the slight differences in the questions in each of the method, there were some minor differences in the results. For example, while the questionnaire indicated statistically that WACSOF had financial problems, the interviews expressed the extent of the problem. In addition, while the questionnaire results denoted that there is little cooperation between WACSOF and its national platforms, the interviews clearly illustrated that the national platforms were not functional in most cases.
dissemination of Questionnaires
The questionnaires were disseminated among members of the national platforms, staff, and members of the Executive Committee as well as donor organisations.
Questionnaires
Questionnaires were determined to be the best method to gather large amounts of quantitative information in a cost effective and timely manner. The questions contained in the questionnaire were developed according to the goals of the assessment. They were adjusted in the course of various discussions with representatives of WACSI and WACSOF. Questionnaires were disseminated in French and English. The questionnaires were given to: Staff members of WACSOF Executive Committee Members Coordinators of the National Platforms of Cote dIvoire, Liberia, Senegal and Sierra Leone Representatives of member organisations of WACSOF National platforms at countries visited.
Justification
The methods used in this assessment were selected based on the following factors: Quality and quantity of information gathered Cost and time limitations Ease of administration Questionnaires were sent to some partners and donors. OSIWA and GTZ responded.
Personal interviews
The second part of the fieldwork involved conducting several personal interviews with members of the Execut ive C om mit tee, t he Genera l Secretar y, staff, Focal Points at the National Platforms and representatives of CSOs in the visited countries. The purpose of these personal interviews was to supplement the quantitative information gathered in the course of the questioning process with a substantial amount of
Needs Assessment
Results and Discussion

This report is a summary of opinions expressed by respondents in this assessment. The Consultants met with Members of staff at the WACSOF Secretariat, representatives of members organisations at the national platforms, members of the Executive Committee at the National Platforms as well as at the Organisations mini forum which held in December 2007 in Accra. Countries visited were Cote dIvoire, Liberia, Senegal and Sierra Leone.
ummary of Questionnaires and Personal Interviews
executive committee
The Executive Committee supervises the work of the Secretariat and reports to the Peoples Forum. It is made up of twelve (12) members with four (4) from Anglophone member countries, four (4) from Francophone member countries, two (2) from Lusophone member countries, one (1) Youth Delegate and one (1) from the West African Diaspora. Majority of respondents i.e. eighty-six (86%) were of the opinion that the current constitution and functions of the Executive Committee was a problem as it undermined the impact and work of WACSOF. During the personal interviews, it was noted that one of the major challenges facing the Executive Committee was the issue of credibility. Some Focal Points at national level also served as members of the Executive Committee. The Secretariat, with the guidance of the General Secretary was supposed to supervise the work of the National Platforms. A situation where a member of the Executive Committee (whom the Secretariat is supposed to report to) was also a National Focal Point (who should report to the Secretariat), creates a serious conflict of roles and responsibilities. Respondents further questioned the criteria used in the election of the members of the Executive Committee. Aside from the current 4-4-2-1-1 criteria and those stipulated by the Rules of Procedure, which appeared to be the only criteria (i.e. four persons from Anglophone countries, four persons from Francophone countries, two persons from Lusophone countries, one person from the West African Diaspora, and one Youth delegate. The General Secretary of WACSOF is an ex officio member)6.
the Peoples forum

The Peoples Forum is the highest governing body of WACSOF. It is made up of member organisations representing ECOWAS member states. The Forum meets bi-annually to deliberate on general issues relating to orientations and sub regional challenges. Ninetyeight percent (98%) of the respondents noted that the Peoples Forum was an important structure of WACSOF. They were of the opinion that it has created an avenue for civil society actors to interact and share experiences. This makes it one of WACSOFs key strengths. It has also served as an avenue for CSOs to channel their issues through ECOWAS to their various national governments. In addition it has given them a voice and enabled them to share findings of their research, network and impact decision making processes as concerns civil society in West Africa. One problem however, was the issue of voting rights at the Peoples Forum. Forty-five percent (45%) of interviewees argued that there was an urgent need to address the criteria for voting rights of representatives at the Peoples Forum.
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WACSOF Rules of Procedure
West African Civil Society Forum 13 1. Coordinate and integrate the work of WACSOF. 2. Network with organs and components of ECOWAS as deemed necessary 3. Supervise the implementation of the policy by the Secretariat. 4. Appoint the General Secretary and other staff of WACSOF Secretariat. 5. Receive and consider the report(s) of the General Secretary. 6. Enforce a Code of Conduct and Ethics of the civil society organisations in West Africa and in the West African Diaspora. 7. The Executive Committee recommends qualified C SO s to WAC SOF s People s For u m for membership. 8. The Executive Committee, in consultation with the Peoples Forum, shall determine the criteria and modalities for granting observer status to Peoples Forum. 9. Shall consider applications and issue accreditation for observer status to meetings of the Peoples Forum7.
Needs Assessment
Respondents suggested the need to revisit the functions and roles of the Executive Committee, as the overlapping roles between the Executive Committee and the Secretariat was a constant cause of tensions. The WACSOF Charter lists the functions of the Executive Committee as follows:
(Please see Appendices for full WAcsof charter) Key Questions that arose from the Assessment: 1. What is the basis for the appointment of members of staff of the Secretariat by the Executive Committee? It is important that this is clarified and modified in the Charter. The Executive Committee is the Board of WACSOF and not the Human Resources Department. This can only be the case during the recruitment/appointment of toplevel management staff. 2. Why is it the Executive Committee and not the Secretariat that recommends CSOs to the Peoples Forum and what is the criteria for the recommendation of these qualified CSOs bearing in mind that it is the Secretariat that works directly with the National Platforms and not the Executive Committee? This also needs to be clarified and modified in the Charter. These are the duties that should be listed as functions for the Secretariat and not the Executive Committee. 3. Why are the coordinating, networking and integrating of WACSOFs working in the sub-region the work of the Executive Committee and not the Secretariat? From the assessment, it may become necessary for there to be a change of nomenclature in order for the roles and functions to be clearly understood. The Secretariat is the engine room of the Forum and not the Executive Committee. The Executive Committee is the Board. 4. What really is the role of the General Secretary and the Secretariat if core functions such as networking with organs of ECOWAS and the enforcement of a Code of Conduct for CSOs are done by the Board? Looking through available documents, the role of the General Secretary is ill-defined and this needs to be revisited urgently. The Secretariat should be responsible for core functions of networking with the organs of the ECOWAS and all other agencies.
WACSOF Charter
Needs Assessment
the secretariat
The assessment reviewed the operations of the WACSOF Secretariat based in Abuja. The secretariat implements WACSOF programmes and projects under the supervision of the General Secretary. Staff noted that due to the sudden departure of the former General Secretary, the Secretariat had gone through a difficult transition period. This transition process coupled with concerns over the institutions financial status has created anxiety among staff at the Secretariat. With the recruitment of a new General Secretary, efforts have been made to allay those concerns. The assessment revealed the absence of a formalised structure that delineated staff roles and responsibilities. Processes that objectively measured staff performance and remuneration were also lacking. Furthermore, the Secretariat was currently understaffed in terms of programme officers making it difficult for WACSOF to work on all its thematic areas. The assessment also found out that though a Staff Handbook has been developed, it was only available in soft copy and not formally given to staff when employed. There was currently no procedure for staff orientation in all areas of engagement. Another finding was the urgent need for the Secretariat to move out of its current location as it had been given formal warning by the Abuja Municipal Authority Council (AMAC) that its current location was within a residential area and not within the approved Central Business District. The funds to pay for new office space seems to be the major obstacle as the lease of the current location expires by the end of 2007.
demand accountability. The inability of the WACSOF secretariat to strategically develop a functional role for the National Platforms and raise funds to support its effectiveness was identified as one of the reasons for the weakness of the platforms. Furt hermore, donors seem more interested in supporting WACSOFs regional work with ECOWAS than the national platforms. WACSOF has attempted to get alternative financing through membership dues. However, members are not paying dues. Respondents noted that payment of membership dues can only be enforced when national platforms are operationalised. However, it was agreed at the last annual forum that all CSOs registered with WACSOF should pay an annual membership fee. National CSOs would pay US$100 annually to their national WACSOF chapter and this would be used to contribute to the operation of the national chapters. Sub-regional CSOs would also pay US $200 annually to the Secretariat. As at the time of the assessment, none of these payments had been made. The role and relevance of the national platforms was also questioned by some respondents. While some members believed that the platforms gave WACSOFs work legitimacy and credibility as it attempted to link local realities to regional decision making processes, others believed that the platforms were unnecessary and only introduced complications to WACSOFs work. The needs assessment noted that coordinators of the national platforms are neither paid any salary or allowance by WACSOF, nor are they given any funds for running the platforms. There are no communication or networking facilities in place which makes it impossible to manage in-country CSOs either for membership drives, coordination and/or organisation. The assessment further observed that communication and information flow between the Secretariat and the National Platforms was mostly non-existent and events at the Secretariat were only known to Executive Committee members who also served as Focal Points. Most of the chapters in the Francophone countries complained of major documents being produced only in English. Generally, information from the secretariat was mostly provided in English despite WACSOFs assertion that its official languages were English, French and Portuguese. Another problem was that interventions at the national levels had been sporadic it appeared WACSOF was only heard or seen during elections monitoring.
the National Platforms

The National Platforms are country-level structures for membership mobilisation and training. They are coordinated by the Secretariat in Abuja. Feedback from interviewees and respondents at the National Platforms varied due to the configurations of the structures. Some national platforms were dormant, ineffective or nonexistent. Respondents noted that the National Platforms had not been given priority in terms of functioning and financing. Most platforms lacked dedicated desk officers. Coordinators of the Platforms were either staff or members of a partnering/host CSO with little or no daily commitment to WACSOF issues. Others were both country Focal Points and Executive Committee members an overlapping role that made it impossible for the Secretariat to properly coordinate its affairs and
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Needs Assessment
Programmes and Project

WACSOFs programme areas include the following major thematic issues: Democracy; Good Governance and Human Rights; Regional Integration, Economic Development, Trade a nd I nvest ment, includ ing t he New Partnership for Africa Development (NEPAD) and The African Peer Review Mechanism (APRM) Processes; Peace and Security; Gender; Youth; Food, Agriculture and Environment. A large portion of WACSOFs work in the area of democracy and good governance involves the promotion of free, fair and transparent electoral processes, and is conducted through the monitoring and observation of national and local elections throughout the region. Since 2004, it has engaged in election monitoring and observation in nine of the fifteen ECOWAS member states Ghana in 2004; Togo in 2005/2007, The Gambia in 2006/2007, Burkina Faso, Guinea Bissau, Liberia, Benin, Cape Verde, and Nigeria. In 2006, WACSOF sent missions to observe national elections in Benin, Cape Verde and The Gambia, as well as by-elections in Ekiti State, Nigeria. Each of these missions included elements of pre-assessment, voter education, training, media monitoring, and election observation. In October, WACSOF organised a workshop for National Elections observations networks in ECOWAS Member States in Freetown, Sierra Leone, and the Workshop on the Media and Democracy in West Africa, in Dakar, Senegal, to address the issues of CSO and media participation in elections throughout the region8. During the assessment, respondents reiterated that WACSOF had done commendable work within the sub region on elections observation and monitoring and had held several workshops around that theme, though there was no compilation or documentation of its activities to serve as a guide for best practices, etc. Respondents also noted that WACSOF was not known in other areas of its activities aside from its energetic role in election observation and monitoring. It was recommended that the organisation broaden the scope of its programmes and examine areas within which it could collaborate with the organs of ECOWAS on thematic issues such as the MDGs, EPA, and etc.
There are conflicting views on the role of WACSOF as an implementer or an umbrella organisation. Some respondents stated that should serve only as an umbrella institution. The Secretariat on the other hand noted that programme implementation was necessary to maintain visibility and relevance.
cooperative relationships
The assessment noted that WACSOF had existing working relationships with development partners especially the Danish International Development Agency (DANIDA), United Kingdom Department for International Development (DFID), German Agency for Technical Cooperation (GTZ), Canadian International Development Agency (CIDA), and Centre for Democracy and Development (CDD). There was also a long cooperative relationship with ECOWAS and International Alert. It had developed new partnerships with The Open Society Initiative for West Africa (OSIWA), CLEEN Foundation, and the National Endowment for Democracy, National Democratic Institute, International IDEA, the Dutch and Japanese Embassies, and the European Union. WACSOF is noted as the peoples organ of ECOWAS (see diagram below). However, there is the need to interrogate what the working relationship with ECOWAS should be. As WACSOF redefines it role through its strategic plan, it is important that this is clearly outlined. The view was that WACSOF was to be the medium for interaction, an interface between civil society and ECOWAS. The role of the Secretariat therefore must be clearly defined and a new mandate given to facilitate to this interfacing role.
WACSOF 2006 Forum Report
16
Needs Assessment
West African Civil Society Forum core funded, thus the over dependence on funding for
relationship between stakeholders

Respondent s i nd icated t hat WAC SOF shou ld investigate developing partnerships and relationships internationally in order to broaden its scope of engagement. Examples of such collaborations include linking with the following institutions: The East African Civil Society Forum a similar organisation as WACSOF in the East African region. Best practices and experience sharing would help create synergy. T he C on ference of NG Os i n consu ltat ive relationship with the United Nations (CONGO) this is a broader and more experienced network of NGOs and WACSOF could gain a lot from partnering with them. The CIVICUS acts as an advocate for citizen participation as an essential component of governance and democracy worldwide. CIVICUS seeks to amplify the voices and opinions of ordinary people and it gives expression to the enormous creative energy of the burgeoning sector of civil society. The World Social Forum. Commonwealth most of the countries that are members of WACSOF are also members of the Commonwealth.
projects and programmes (activity based funding) for sustenance of operations. In most cases, due to lack of core funding, the funds for activities were diverted for the payment of staff salaries, rent and general office running expenses. The majority of funding came from external sourceswith DANIDA as the major donor. At the time of this assessment funding from DA NIDA had stalled. Other donors and funders were the Japan International Cooperation Agency (JICA), Open Society in West Africa (OSIWA), GTZ, CLEEN Foundation, ECOWAS, UNDP, CDD and International Alert. Respondents stated that the non-functioning of the National Platforms were due to lack of financial support from the Secretariat. This had greatly crippled their work and impact in their various chapters. However, donors were not willing to fund the National Chapters. This over time had affected the commitment of the National Chapters. Though fundraising was indicated in the Rules of Procedure as a function of the Executive Committee, staff indicated that due to the current precarious financial situation, a fundraising unit within the Secretariat has been constituted by the new General Secretary. The assessment further noted that National Chapters were unaware of the organisations financial situation. Financial or audit reports are not sent to the chapters. Most National Platforms did not know WACSOF funders and partners. For the year 2006 (The donor list for 2007 was yet to be compiled), the following amounts were received from donors/funders:
WACSOF has established links with the Economic, Social and Cultural Council of the African Union (ECOSOCC) in order build synergies between the work of ECOSOCC at the continental level and WACSOF at the regional level.
financial management
The Finance Unit is managed by a Finance Manager who also oversees the Administrative arm of the Secretariat. There is a Finance Officer and an Intern within the Unit and an Acting Administrative Officer who reports to the Finance/Administrative Manager. The accounts of the Forum are managed using the Microsoft Excel software. Ninety-eight percent (98%) of respondents considered the current financial situation to be very precarious. At the time of the assessment, the Secretariat was grappling with the inability to pay staff salaries for the month of November 2007. The assessment highlighted that WACSOF was not
Needs Assessment
17
capacity Building
The assessment revealed that there had been no training or capacity building programmes for staff of WACSOF, the national Focal Points and/or stakeholders. The assessment also showed that most of the staff members were fairly new on the job. More than two-thirds of respondents (72%) believe that courses on project and financial management would be useful, and more than half (52%) believed that training courses in fundraising and proposal writing would also be very useful. More than one-third of the respondents (43%) listed training courses on media relations, negotiation, presentation skills, strategic planning, and networking as beneficial. One-third (33 %) highlighted training courses on team building as very helpful. The need for language training courses was also ident if ied as necessar y in light of WACSOFs donor list for 2006 Partner organisation DANIDA GTZ UNDP CLEEN Foundation Commonwealth Foundation Centre for Democracy & Development support US$400,000
constituencies and communication problems. Capacity building on budget preparation, project proposal and implementation as well as monitoring and evaluation were indicated as important and urgent.
strategic Planning
WACSOF developed an outline for a five-year Strategic Plan in 2005. Respondents however revealed that this Strategic Planning process was not participatory and therefore was never adopted by the Forum. Members of the Executive Committee also noted that they had not been part of the process. Thus, it was recommended that the Forum embark on a more inclusive process to develop a new Strategic Plan.
41,000 for National Elections Observation Networks workshop and Peoples Forum N35,115,675 grant won for media monitoring during 2007 general elections in Nigeria US$13,000 for Peoples Forum 7,000 for Peoples Forum Logistical and organisational support for Ekiti mission (US$18,229) and the Cte dIvoire CSO workshops (US$49,346). Funded the establishment of WACSOF Nigeria Focal Point in 2004 and WACSOF Focal Point meeting in December 2006(US$67,144). Contacts established and proposals submitted to Japan International Cooperation Agency and OSIWA. Funding anticipated for 2007.
Other Source: WACSOF 2006 Annual Report
summary of training Needs Training Needs Project/Financial Management Fundraising Proposal Writing Media Relations Negotiation Presentation skills Strategic Planning/Networking Team building Monitoring/Evaluation Staff x x x x x x x x x National Platform x x x x x x x x x x x x Executive Committee x x
Needs Assessment
National Platforms
The National Platforms are country-level structures for membership mobilisation and training. They are coordinated by the Secretariat. Feedback from interviewees and respondents at the National Platforms were varied in the countries visited. (Please see country reports). In some countries, national platforms were dormant, ineffective or non-existent and as a result, there was limited information for the assessment. Respondents noted that the National Platforms had not been given priority in terms of functioning and f inancing. For the majority of the national platforms, there are no WACSOF Desk Officers. Coordinators of the Platforms were either staff or members of a partnering/host CSO with little or no daily commitment to WACSOF issues. Others were both country Focal Points and Executive Committee members an overlapping role that made it impossible for the Secretariat to properly coordinate its affairs and demand accountability. The assessment were carried out in four (4) of the fifteen (15) countries in the region with WACSOF presence. Countries visited were: Cote dIvoire, Liberia, Senegal and Sierra Leone. The following is a summary of findings for each of the four (4) countries visited. The country selection was based on the following: Linguistic coverage Countries in different stages of a conflict cycle Countries with functional and weak networks. Time and travel constraints
WACSOF was interested in building the capacity of CSOs and unifying them to constructively engage in peacebuilding and complement ongoing efforts by the government of Cte dIvoire, ECOWAS, AU and the international community in general9. Following broad consultations with government ministries, political parties, civil society and the international community (UN, EU, AU and ECOWAS), WACSOF made a number of recommendations that it believed could lead to the resolution of the conflict in Cte dIvoire. Among others, the meeting was successful in producing the following outputs: A database of Ivoirian CSOs and their networks, and INGOs and their political leanings. A unified civil society position and input into the on-going peace process in Cte dIvoire. A consensus on the capacity needs of Ivoirian CSOs for constructive engagement in the peace process. A WACSOF plan for action for capacity building among CSOs and for peacebuilding in Cte dIvoire. However, WACSOFs role and inf luence in Cote dIvoire is inactive and not much has been done by the organisation in recent years. The platform which was initially housed by WANEP is now housed within Club de lUnion Africaine, a member CSO in the country. Activities The national platform has made it possible for the CSOs in Abidjan to collaborate with CSOs in the conflict areas with a view of bringing a civil society solution to the crisis. The national Focal Point has also used personal funds to ensure that there is a WACSOF Desk in Bouake the northern part of Cote dIvoire where the rebels have their headquarters. Problems and Needs The need for the National Platform to be properly established and funded was clearly visible. The assessment further revealed that there is an urgent need for a WACSOF Desk Officer and an office with the basic equipment, where members could network and obtain information. In view of the current fragile peace situation, there is no doubt that WACSOFs formal presence in Cote dIvoire is urgent and very necessary.
cote divoire
Introduction The problems of instability and fragile peace in Cote dIvoire in 2005 and the attendant cost on human lives and property propelled WACSOF initial involvement in the country. In April 2005, WACSOF despatched a mission to Cte dIvoire to evaluate the peace process and ascertain how it could strengthen the efforts and initiatives of CSOs engaged in the peace process. One of the recommendations of that mission was that WACSOF should further engage in the process and facilitate increased dialogue and cooperation among the countrys often polarised CSOs. In response to these recommendations, WACSOF organised a consultative forum in Abidjan, Cte dIvoire, in August 2006. Given that civil society engagement in the Ivoirian peace process had been minimal to date,
9
WACSOF 2006 Annual Report
Needs Assessment
liBeriA
Introduction WACSOF Liberia was inaugurated in October 2005 in the aftermath of the Presidential elections. The assessment revealed that the organisation deployed a 15 member team as Election Observers. As part of its efforts, it also included 16 local observers from local civil society organisations in the country. Since its inauguration, the National Platform has been housed by the Centre for Media Studies and Peace-building (CEMESP). WACSOF Liberia has a Coordinator; but he is neither a staff of WACSOF, nor is he paid by the Forum. The Chapter had held several discussions with the Secretariat to provide it with the basic requirements to function but this was never fulfilled. While there is a Liberian Chapter of WACSOF, this Chapter is inactive. During the 2005 elections, WACSOFs presence was felt in Liberia but thereafter, visibility. Currently, CEMESP, the host organisation, bears the cost of chapter meetings, activities and communications. There are no funds from the Secretariat to the chapter for any activity and this has really hampered the success of the chapter. Activities Currently, the Liberian chapter holds sporadic meetings. There are no fee-paying members in the Liberian chapter. Almost ninety-five percent (95%) of all the members have never attended any of WACSOFs activities. Meetings when held are funded by CEMESP. Problems and Needs There is an urgent need for a Desk Officer to be responsible for all WACSOFs activities in Liberia. The current Focal Point is employed by another organisation and cannot be fully committed to WACSOF. The respondents stated that WACSOF needs to engage in serious national awareness campaigns, seminars and workshops for its members in Liberia. Capacity building workshops and media training will be a good way to begin. The media has been an important ally in the crusade for a democratic and open society in Liberia. The medias relevance to the democratisation of society stems from its ability to influence and shape public opinion through its creation of a forum for public discourse, thereby contributing to transparency and accountability in government.
The total lack of communication on all issues from the Secretariat to the national chapter is one problem that needs to be urgently addressed. This has created a very weak national chapter without any regular connection to the main regional body.
seNeGAl
Introduction WACSOF came into Senegal formally with the setting up of a national platform in February 2007 as part of its efforts to monitor the elections in Senegal. It had, however, earlier organised a workshop on the Media and Democracy in West Africa, in Dakar, Senegal, to address the issues of CSO and media participation in elections throughout the region. Respondents during the needs assessment acknowledge the role of local and international CSOs, and WACSOF during the electoral process. However, after the elections, very little has been publicly heard from the WACSOF Secretariat and there has been no engagement with the framework of the national platform. WACSOF is currently housed by the Students and Youth Travel Organisations (SYTO), who has provided institutional support for the success of the platform. Activities From the assessment, most of the CSOs in Senegal heard about WACSOF on the eve of the presidential elections held in February 2007. During that period, a committee was set up under the leadership of the Focal Person. Thereafter, very little has been done i.e. no communication of events at the Secretariat or information from other platforms in the sub region. Problems and Needs The Needs Assessment highlighted that awareness of the Forum by local CSOs is still a serious challenge. The cooperation between WACSOF and local organisations is non-existent since there is no functional National Platform. There has also been no activity after the elections monitoring.
sierrA leoNe
Introduction WACSOF Sierra Leone was officially launched in 2005. Prior to the formal launch, there had been several activities and engagements with local CSOs by the national platform. One of these was in June, 2006, in Freetown to discuss the way forward for national peace and security under the theme, Discussing Important National Issues: The 2007 Elections, Peace and Security in West Africa and the PRSP10.
20 West African Civil Society Forum These were initiatives by member organisations in preparation for the impending presidential elections. The national platform currently has a Coordinator and an in-country Executive Committee with a Chairman, Financial Secretary and the Treasurer. The Chapter also has a Focal Point and just like its Liberia counterpart, is housed by a member organisation - Campaign for Good Governance (CGG). The Focal Point is an employee of CGG and therefore not fully committed to the work of WACSOF. Activities Due to financial constraints, the Sierra Leone chapter has not organised many activities. However a few members have contributed resources to ensure that the chapter remains functional, these include, office space, computers and other communication equipment. Problems and Needs Respondents stated that there is an urgent need for an independent office and a Desk Officer and pursuant to this, the CSOs came together to contribute funds towards off ice space, furniture, a computer and telephone as well as preliminary salary for the Desk Officer. There is however the need for this to be done in collaboration with the Secretariat for purposes of coordination. Lack of communication is also another problem that has greatly hampered the success of the chapter. The chapter has also not received any financial assistance from the Secretariat since its inception. This needs to be addressed as soon as possible to complement the efforts of the members. It is necessary to note that these platforms visited and analysed are a snapshot of the state of WACSOFs national platforms in the fifteen (15) countries where it operates. The needs assessment highlighted the various problems and generally, the problems were similar, if not entirely the same story. Communication is non-existent from the Secretariat to the National platforms and there is no assigned Coordinator at the national platforms. Respondents noted the need for capacity building as the National Platforms are the receptacle and implementers of WACSOFs objectives. Training activities are required in the areas of Fundraising, Project Management, Finance and Administration, Human Rights Advocacy, Electoral Process Monitoring and Lobbying.
Needs Assessment
10
http://news.sl/drwebsite/publish/article_20052822.shtml
Needs Assessment
Recommendations
he recommendations from the assessment are highlighted below:
Organisational Structure WACSOF should address the overlap in roles between the Executive Committee which is otherwise the Board and the Secretariat. The functions of the Executive Board should be revisited, re-defined and clearly outlined with no ambiguity. In addition, it was proposed that the title Executive Committee be changed to Board of Trustees or Governors, with updated functions and roles. Members of the Executive Committee should not be members of Working Committees on WACSOFs thematic areas. Members of Working Committees should compose of experts/consultants in the different thematic areas who will collaborate with the Secretariat and the General Secretary. The role of the General Secretary and the Secretariat should be clearly defined. The respondents proposed that WACSOF should engage consultants to outline the functions and duties of all its organs, examining areas of conflict of interest and clarifying and/or modifying were necessary. There is the need to address the criteria used in the allocation of voting rights to representatives at the Peoples Forum as well as the criteria for the election of members of the Executive Committee. National Platforms WACSOF should urgently address how national chapters will be funded, either through an agreement with ECOWAS or any other donor agency. WACSOF should address the prevailing situation where National Focal Points are members of the Executive Committee. There is the need to have Desk Officers, who are WACSOF staff or paid by WACSOF in each of the national chapters, housed within a member organisation but duly engaged with only WACSOF duties and reporting to the Secretariat. National off ices should be equipped with a computer, internet facility and telephone to facilitate communication with the Secretariat so they can effectively undertake their networking roles.
Programmes and Projects WACSOF should begin to look at new areas in which it can collaborate with ECOWAS and other relevant organisations, in its areas of interest, such as Millennium Development Goals (MDGs), Economic Partnership Agreement (EPA), trade, governance among others. WACSOF must address through its own internal processes, the confusion surrounding its mandate, as an umbrella body for CSOs involved in the same programmes as its members. WACSOF should determine the nature of its relationship with ECOWAS. Staff Matters There is the urgent need for staff evaluation and capacity building. WACSOF should ensure that its staff remunerations are in line with acceptable standards in comparable industries, t he countries wit hin which t he organisations are located and the principle of fairness. The organisation should employ permanent I nformation Technolog y personnel as part of the communication team. A n additional recommendation is capacity building for some or all members of staff on website management and editing with concentration on the communications team. Financial Status WACSOF should explore avenues to sustain core funding for its operational activities as opposed to the current situation where funds are activity or programme-directed. WACSOF may want to explore t he idea of organising a one-day meeting with its current, prospective and interested donors at a Donors Conference, to find ways of providing funding for its operational activities, its National Platforms and its projects. The Finance Department should be equipped with proper accounting software suitable for civil society organisations. In addition, the Finance staff should also be appropriately trained. WACSOF should structure a proper financial programme and system.
22 West African Civil Society Forum Capacity Building Training and Capacity building for WACSOF should be undertaken in the following areas: - Financial And Project Management - Project Design And Implementation - Advocacy And Fundraising - Networking - NGO Management - Communication Skills And Languages - Proposal Writing, Report Writing And General Communication Finance staff and other members of staff should be trained on proper financial documentation and budget preparation. The organisation should encourage its staff to attend seminars, conferences and field visits in order to enhance knowledge and capacity. Donors/Donor Relations WACSOFs relationship with its donors should be aligned towards institutional funding and assistance in its programmes and projects that will: - Help the organisation develop the most direct contact and best relationships with its National Platforms. - Support grants proposals with the best chance of achieving positive regional impacts. - Train in-country CSOs on fund raising skills, project management, proposal writing and managing volunteers so that they can become self-sustainable in the future.
Needs Assessment
Needs Assessment
Conclusion
his Needs Assessment was conducted to identify the internal organisational challenges faced by WACSOF, its relationship with stakeholders and to proffer recommendations for the future. The results of the assessment show that there are specific needs and problems within WACSOF. However with the recruitment of a new General Secretary there is a revitalised commitment to address these problems. The major challenge is insufficient funding, and the most pressing needs include training in the areas of financial management, project design and management, fundraising, increased access to modern means of communication, and additional support for implementing projects and building capacity. Urgently tackling these issues will further enhance its work within the sub-region.
In order to harness institutional advantages, as well as properly align programmatic interventions in the subsequent years, it is essential that WACSOF increases the span of its programme activities to reflect the diversity of its constituents. While it has a wide range of programming interests, WACSOFs funding is often tied to specific projects, making it difficult to embark on new projects without new funding commitments. WACSOF must make serious and conscious efforts to develop new funding partnerships and establish donor interest in its less-visible programme areas, which will allow it to strengthen and deepen its institutional capacity as a regional network organisation. By strengthening its links to CSOs across the regionits support base; WACSOF will increase its networking capability with national structures and subsequently its position within the framework of ECOWAS and ECOSOCC. Improving its ties with these regional institutions will have the double effect of enhancing WACSOFs ability to popularise regional initiatives at the sub-regional and grass-roots levels and give the forum a greater measure of international recognition and credibility that it is still seeking to achieve. In addition, the viability of WACSOF National Platforms has a significant impact on the ability of
CSOs to learn about, cooperate with, and participate in regional programmes and activities. Many CSOs depend on and expect future assistance from WACSOF. It is therefore imperative that WACSOF strengthens its National Platforms to effectively engage local/national CSOs. WACSOF should endeavour to support thematic networks by undertaking a more comprehensive and sustained capacity building programme. It should also support existing CSOs through training institutes at the national levels to provide courses in project cycle management, effective management and leadership, monitoring and evaluation, proposal writing, fund raising, etc. In conclusion, all respondents in the assessment reiterated the relevance of WACSOFs mandate to the sub region. Thus, this assessment should be viewed as a positive process to assist the institution in achieving its vision of galvanising the initiatives of CSOs and partnering with ECOWAS for the improvement of human security, regional integration, as well as economic and social development in West Africa.
Needs Assessment
Appendices
A QUESTIONNAIRE ON WEST AFRICAN CIVIL SOCIETY FORUM (WACSOF)
to Whom is this QuestioNNAire Addressed? This Questionnaire is addressed to members of the West African Civil Society Forum (WACSOF), potential stakeholders, and staff of participating CSOs, Focal Points in leading donor agencies, staff of WACSOF, Focal Point at ECOWAS Secretariat, Parliament and Court of Justice. iNvitAtioN to cooPerAte Dear colleagues, a research group commissioned by the West Africa Civil Society Institute (WACSI) and West African Civil Society Forum (WACSOF) invite you to take part in an assessment being conducted to assess the needs and problems of WACSOF. Another purpose of the assessment is to develop recommendations about how to adjust the services of the WACSOF to better meet the demands of the CSO community in the West African region and to more successfully facilitate a dialogue among different stakeholders. Your honest answers will greatly assist us. hoW to fill iN the QuestioNNAire? Since the assessment is targeted at specific individuals and key stakeholders, the Questionnaire should be completed by an executive representative of an organisation (chairman or chairwoman, president, etc., or their deputies). We would also welcome a collective work of the organisations managerial staff as well. While filling in the Questionnaire, please follow carefully the instructions provided for each question. Thank you for your attention to these details and for your cooperation. first of All, We Would liKe to hAve some GeNerAl BAcKGrouNd iNformAtioN ABout your orGANisAtioN Q1 Where is your organisation located? In the capital city In a large city (300,000 inhabitants and/or more) In a small town / countryside / village Other (specify) While completing this Questionnaire, do you represent a whole organisation or one of its particular sub-divisions? An organisation as a whole A specialised branch of a bigger organisation A local or regional branch of an umbrella organisation how many active individual members are in your organisation? Up to 10 persons 26 to 50 persons 0101 to 500 persons 0 more than 1,000 persons 11 to 25 persons 51 to 100 persons 0501 to 1,000 persons how many collective/associated members (i.e. other groups) does your organisation have? Total number of members When was your organisation originally created, regardless of its official registration?
Q2
Q3
Q4
Q5
West African Civil Society Forum 25 19 Q6 Q7 is your organisation officially registered? Yes No When was your organisation officially registered? 19 Please indicate which of the following categories best describes the official legal status of your organisation? [tick only one option!] Local civil society organisation (i.e. grass-roots group) Group of CSOs Branch of regional or nationwide organisation Branch of an international organisation National or regional umbrella organisation International umbrella organisation Not-for-profit foundation Information / analytical agency Other; please specify (if none of the above) At which level does your organisation mainly operate? [tick only one option]: Mainly at the local level Mainly nationwide Mainly at regional/sub-regional level Mainly international Dont know
Needs Assessment
Q8
Q9
Thank you for this background data. KNOWLEDGE OF WACSOF Q10 how are you connected to WAcsof? National Platform Member CSO Member of Executive Committee Focal Point in dedicated Ministry Focal Point at ECOWAS Focal Point at ECOWAS Parliament Focal Point at the Court of Justice Staff Donor agency Q11 What is the vision and mission of WAcsof? ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. Q12 What are its core objectives? ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. Q13 how important is WAcsof to civil society work in West Africa? Very important Partially important
26 West African Civil Society Forum Not important Dont know at all Q14 how would you evaluate WAcsof since its inception? [tick only one option!] Very good (They have been able to meet their objectives) Good enough (Basically, they have achieved their main objectives) Unstable (Very weak structure) Poor (They can hardly maintain basic activities/projects) Very poor (Yet to achieve any objective as they are barely known in the sub-region) Difficult to say (Dont know.) Q15 how familiar are you with the WAcsof organogram and its different stakeholders? Very familiar (I am part of it) Partially familiar Not familiar Q16 if you are familiar with the structure, please tell us, has the current organisational structure helped WAcsof or has it undermined its impact? It is good as it is (It has helped WACSOF) It should be modified (It is part of the problem) Difficult to say (I dont know about the structure) Q17: have you or any member of your organisation attended any of WAcsofs activities? Yes No Q18: if yes, which one was it? Biennial Peoples Forum
Needs Assessment
Training Programmes
other (please specify)
Q19: if you or members of your organisation have ever attended the biennial Peoples forum, how will you or they evaluate its significance to the work of WAcsof? Very important part of WACSOF Not necessary A bogus affair Q20: has the Peoples forum had any impact on csos in West Africa? Yes No (Please explain below) ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. WAcsof ProGrAmmes ANd ProJects Q21 to what extent are you familiar with WAcsofs programmes and projects? To a very large extent (I am familiar with all their programmes) To an extent (I am familiar with some of their programmes) Not at all Q22 has WAcsof popularised its programmes and projects well over the years? Yes (Their publicity is superb) No (You hardly heard of their programmes or projects) Q23 how will you evaluate the effectiveness of WAcsofs performance in its main areas of activity during
West African Civil Society Forum 27 the last year? Unsuccessful performance (Unfortunately, they mostly failed to achieve the goals that they had proclaimed for last year) Partially unsuccessful performance (Some of the goals identified were partly achieved, but most have failed) Intermediate performance (Some of the goals were achieved, while some others mostly failed) Partially successful performance (Most of the goals for last year were achieved, but we are still not satisfied with the results) Fully successful performance (They achieved all the goals that were identified for last year.) Difficult to say (Dont know) fiNANciAl stAtus Q24 how will you evaluate the current financial status of WAcsof? [Tick only ONE option!] Very good (They do not have any serious financial problems.) Good enough (Basically, there is enough funding to support the main activities, but some of the current and/or prospective programmes are lacking in financing) Unstable (Most of their projects are experiencing financial difficulties) Poor (They can hardly maintain their basic activities/projects because of insufficient funding) Very poor (They do not receive any funding.) Difficult to say (Dont know) Q25 What is the composition of the financial resources of WAcsof? using the scale provided, please circle the one option that applies for each possible source. [hint: try to estimate the composition so that the total adds up to 100%.] Very Somewhat Critical Important Important Minor Not A Dont Source Source Source Source Source Know (50%+) (25-50%) (5-25%) (Below 5%) Q26 member dues Q27 National private donations or grants from domestic foundations Q28 foreign and international funding Q29 Grants from the recs, regional institutions/mechanisms Q30 National governmental grants Q31 fees for providing services, research, consulting, etc. Q32 fees for providing education or training Q33 fees for publishing Q33: other (please specify) ............................................................................................................................................................. .............................................................................................................................................................
Needs Assessment
28 West African Civil Society Forum Q34 Who are WAcsofs regular funders/donors? (tick as many) UNDP CIDA GTZ DANIDA OSIWA ECOWAS Others (please specify) ............................................................................................................................................................. Dont know Q35 how will you rate the funding to WAcsof, on a scale of 1-5 (with 1 as very poor, 3 as average and 5 as excellent) 5 4 3 2 1 Dont know Q36 has the generality of the funding being activity based or core funding? (tick only one option!) Its being activity based Its being core funding Its being both Dont know Q37 What in your opinion has been WAcsofs impact in relation to funds received? Very impactful (Excellent work done) Good enough (room for improvement) Poor (so much yet to be done) Very poor nothing done at all) Dont know cooPerAtive relAtioNshiPs Q38 has your organisation cooperated or collaborated with WAcsof in any area of activity? Yes No Dont Know Q39 if yes, please indicate when, where and how. if No, please explain why not? ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. Q40 in your opinion, which organisations, agencies and/or bodies should WAcsof be partnering with? mention as many you can. ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. .............................................................................................................................................................
Needs Assessment
West African Civil Society Forum 29 cAPAcity BuildiNG for WAcsof Q41 in planning for next year 2008, which training programmes/courses do you think will be most useful for WAcsof staff? Very Somewhat Not Dont useful useful useful know Q42 Q43 Q44 Q45 Q46 Q47 Q48 Q49 Project management financial management strategic Planning Networking/cooperation team Building Presentation skills media relations other (please specify) ............................................................................................................................................................. .............................................................................................................................................................
Needs Assessment
Q50 how often over the last 3 years has your WAcsof held staff training events? Not at all Occasionally Every six months Others ............................................................................................................................................................. Q51 do you think WAcsof currently has qualified staff or is there need for an overhauling of its staff? Currently has qualified staff (they are excellent, though some capacity building will do) Current staff not very good (they pay peanuts, so they got monkeys) No qualified staff at all Dont know strAteGic PlANNiNG Q52 does WAcsof have a written strategic Plan? Yes No Q53: if yes, what are the major strategic objectives in the organisations strategic Plan? ............................................................................................................................................................. ............................................................................................................................................................. Q54 does WAcsof have clearly defined and measurable indicators to determine impact? Yes No If yes, list them? ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. .............................................................................................................................................................
Needs Assessment
B. QUESTIONNAIRE FOR FACE-TO-FACE INTERVIEWS (INTERNAL)

Q1 Position of the interviewed person: [circle one] Chair / president / director or another first-rank person Deputy (number two person) Programme manager or chief specialist Other (specify below) ............................................................................................................................................................. ............................................................................................................................................................. Please state the vision and /or mission of organisation: ............................................................................................................................................................. ............................................................................................................................................................. What are the organisations core objectives? ............................................................................................................................................................. ............................................................................................................................................................. does WAcsof have a handbook of procedures on administrative and financial issues? Yes (already have an up-to-date one) Not yet (currently developing one) No (none in place) first we would like to know what the main areas of your organisations activities are. Please, mention up to three main projects currently run by WAcsof. 1st Project ........................................................................................................................................... 2nd Project ........................................................................................................................................... 3rd Project............................................................................................................................................ state the category (ies) of the people or stakeholders with whom you work in each project: Children (orphans, child soldiers, sexually abused girls, abandoned/Street Children Elderly Widows Prostitutes The Media Women Organisations Community Leaders Traditional Leaders Politicians Ex-combatants Students Religious Leaders People living with HIV/AIDS Other (Please State) ............................................................................................................................................................. Please explain why these projects were chosen? (General motivation for goal setting) ............................................................................................................................................................. ............................................................................................................................................................. What has been WAcsofs greatest achievement so far? ............................................................................................................................................................. ............................................................................................................................................................. What is the biggest obstacle that is keeping WAcsof from achieving its set goals? (An opportunity for free expression of the organisations view) ............................................................................................................................................................. .............................................................................................................................................................
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Q10 What are the capacities/weaknesses of the organisation? (self-evaluation of organisations capacities) ............................................................................................................................................................. .............................................................................................................................................................
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Often success or failure of a good initiative depends on the capacities and skills of the people who are implementing the initiative or plan. The next sets of questions are to evaluate the capacities of your group in implementing your projects. Q11 What is the strongest feature of WAcsof? ............................................................................................................................................................. ............................................................................................................................................................. Q12 What is the weakest feature of WAcsof? ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. Q13 What are this years priorities for internal development (capacity building) of your organisation? ............................................................................................................................................................. ............................................................................................................................................................. stAff motivAtioN/stAff cAreer develoPmeNt Q14 Are the number of employees carrying out the organisations activities appropriate to achieve the mission of the organisation? Very appropriate Not appropriate Fairly appropriate but could be improved Q15 to what extent does the composition of the organisations staff reflect the population it serves? Very representative Not representative Needs more representation Q16 What is the level of womens representation amongst your staff? Equal Good representation Fairly balance but needs improvement Not representative Q17 What kind of help is desired for your organisations internal development? ............................................................................................................................................................. ............................................................................................................................................................. Q18 if you were given an opportunity to provide a training course for members of staff in your organisation, what specific topic or topics would you choose? list the top three that came to your mind. 1nd Choice............................................................................................................................................ 2nd Choice............................................................................................................................................ 3rd Choice ............................................................................................................................................ fiNANciAl stAtus Q19 does WAcsof have an annual budget? ............................................................................................................................................................. .............................................................................................................................................................
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Q20 is the organisations annual financial statement reviewed and approved by its governing board? ............................................................................................................................................................. ............................................................................................................................................................. Q21 do you produce annual reports of its activities? if No, why not? ............................................................................................................................................................. ............................................................................................................................................................. Q22 do you think WAcsof should publish its annual and audit reports? ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. Q23 What are the main financial sources of your organisation? Please comment on one or two major sources. 1st Source ........................................................................................................................................... 2nd Source ........................................................................................................................................... Q24 do you believe you have enough material resources to work successfully or do you experience shortages in financial and material supplies? Please comment on your financial situation in general. ............................................................................................................................................................. ............................................................................................................................................................. Q25 Please comment on the fund raising activities of your organisation. do you have a certain strategy or detailed plan for fund raising? [interviewer, circle one option and provide relevant comments below] There is a detailed plan for fund raising There is no plan PArtNershiP ANd cooPerAtioN Q26 Who are the main partners, if any, of WAcsof? ............................................................................................................................................................. ............................................................................................................................................................. Q27 does your WAcsof cooperate/collaborate with other organisations in any area of its work? Please specify which organisations and give examples of one or two such cooperation/collaborations. ............................................................................................................................................................. ............................................................................................................................................................. Q28 What else will you like to talk about? (Any pressing issue not covered) ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. .............................................................................................................................................................
Needs Assessment
C. INTERVIEW INFORMATION SHEET

(the interviewer should fill in this page after the completion of the interview.) The interview took place at: ___ / ____ (month) / 2007 starting time: .............................................................................................................................................. finish time: ................................................................................................................................................. duration of the interview: .................................................................................................................. hours the interview was conducted in (circle one) The organisations office At a conference or workshop WACSOFs Local Office Other place (specify below) ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. ............................................................................................................................................................. interviewers Name .............................................................................................................................................................
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D. CHARTER OF THE WEST AFRICAN CIVIL SOCIETY FORUM (WACSOF) DECEMBER 12, 2003 Accra, Ghana
tABle of coNteNts Preamble Article 1 Article 2 Article 3 Article 4 Article 5 Article 6 Article 7 Article 8 Article 9 Article 10 Article 11 Article 12 Article 13 Article 14 Article 15 definitions composition objectives eligibility requirements for membership of WAcsof and membership obligations functions and Power structure of WAcsof executive committee functions and Power of the executive committee Working committees the secretariat rules of Procedure settlement of disputes Amendments transitional Provision entry into force
West African Civil Society Forum 35 Preamble The West African Civil Society Organisations/Social Movements assembled in Accra, Mindful of the fact that the main objective for the creation of ECOWAS is for economic development and regional integration; Noting with regret that the challenge of bad governance, human rights violations and conflicts and overall human insecurity has contributed in delaying the achievement of these original objectives; Recalling ECOWAS Protocol Relating to the Mechanism for Conflict Prevention, Management, Resolution, Peacekeeping, and Security; Recalling further ECOWAS Supplementary Protocol on Democracy and Good Governance, A/SP/1/12/01; Stressing the necessity to enhance the involvement of the West African Civil Society Organisations engaged in diverse sectors in the process of strengthening ECOWAS; Stressing further the imperative to mainstream gender in all sectors of our work for a more sustainable development; Cognisant of the efforts made by West African people and civil societ y organisations to participate in the edification of a united, peaceful and prosperous West Africa; Convinced of the need to establish an effective partnership between ECOWAS Member States, ECOWAS Secretariat, and all the different sectors of civil society organisations; Determined to involve representatives of civil society organisations in the process of elaboration, implementation, monitoring and evaluation of political, security, economic, social and cultural programmes of ECOWAS; Convinced that popular participation in the implementation of relevant ECOWAS treaties and protocols are necessary for its success; Determined to pursue and share a common vision of a strong and prosperous West Africa with all concerned people, particularly people of West African descent in the Diaspora. Agrees on the following:
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Council of Elders means the Council of Elders as defined in article 20 of the ECOWAS Protocol Relating to the Mechanism for Conflict Prevention, Management, Resolution PeaceKeeping and Security; Diaspora means citizens of West Africa States who live outside their national boundaries; ECOWAS means the Economic Community of West African States; Executive Committee means the Executive Committee of WACSOF; Member State means Member State of ECOWAS; NEPAD means the New Partnership for Africas Development; Observers means any member who is not a member or associate member of WACSOF; Peoples Forum means the Peoples Forum of WACSOF; Summit means ECOWAS Heads of States Summit; WACSOF means West African Civil Society Forum; Zone means zonal offices as determined by ECOWAS, which are four in number as at 12/12/03.
Article 2
Composition 1. WAC SOF is a civi l societ y membersh ip organisation, which is a partner and advisor of ECOWAS and includes the ECOWAS Council of Elders. 2. CSOs include but are not limited to the following: a. Social groups such as those representing women, children, youth, workers, farmers, the elderly, disabled persons, faith group leaders, traditional rulers, distinguished individuals; b. Professional groups such as associations of artists, engineers, medical doctors, media, teachers, lawyers, economists, business organisations (Chambers of Commerce, Industry and Agriculture); c. Non-Governmental Organisations (NGOs), Community Based Organisations (CBOs) and Volunteers Organisations; d. Trade unions, Organisations of Workers, and Employers organisations; e. Academia and research institutions; f. Market women, retail traders, and artisans; Except Organisations that discriminate on the basis of religion, ethnicity, race, gender, or political affiliation.
Article 1
Definitions In this Charter: AU means African Union; CSO means Civil Society Organisations in West Africa;
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Article 3
Objectives The WACSOF shall: 1. Promote permanent dialogue between West A frica n Civil Societ y a nd t he ECOWAS Secretariat on vital issues concerning West Africa and its future; 2. Promote a st rong pa r t nersh ip bet ween governments and all segments of civil society, in particular women, youth, children, the diaspora and the private sector; 3. Support the political and socio-economic development and integration of the sub-region and Africa; 4. Promote democratic principles and institutions, popular participation and empowerment of the people, good governance, human rights and freedoms, and social justice; 5. Establ ish a nd sustain relat ionships wit h ECOWAS Secretariat, ECOWAS organs, and ECOWAS zonal offices; 6. Ensure that ECOWASs activities effectively meet the aspirations of the West African peoples; 7. Contribute to building and sustaining the institutional, human and operational capacities of West African Civil Society; 8. Popularise ECOWAS in the consciousness of West African people in order to strengthen the relationship between ECOWAS and all segments of West African Civil Society, in particular women, youth, children, farmers, workers, the Diaspora and the private sector; 9. Promote peace, unity, human security and stability in the sub-region and Africa.
of application to membership; 4. Prov ide a n nu a l aud it st atement s by a n independent auditing company, registered as such within that country, when the nature and activities of the CSO require such audits; 5. Must have its ownership and management comprising at least fifty percent (50%) of persons of West Africa or African origin; 6. Provide information on funding sources for the preceding three years; 7. Transnational CSOs must provide proof of activities in at least three Member States of ECOWAS; 8. Diaspora CSOs must provide proof of their West African origin and activities that is in the interest of WACSOFs objectives as contained in this Charter; 9. CSO outside ECOWAS member states and eminent individuals can apply for associate membership and shall be determined by the Peoples Forum upon the recommendation of Executive Committee; 10. A request for membership to WACSOF shall be submitted to WACSOF Secretariat; Membership Obligations 11. Membership of WACSOF shall be subject to renewal every four (4) years, according to modalities specified in the Rules of Procedure of WACSOF; 12. Adhere to a Code of Conduct and Ethics to be developed by the Executive Committee of WACSOF and approved by the Peoples Forum; 13. Agrees to pay membership dues as stipulated in the rules of procedures.
Article 4
Eligibility requirements for membership of WACSOF and membership obligations Eligibility Requirements: The minimum requirements to be fulfilled by CSOs seeking membership to WACSOF are as follows: 1. Be a local, national, a transnational or an African Diaspora CSO; 2. Have aims and objectives that are in harmony with the aims and objectives of WACSOF. 3. Registration and status: a) Be registered in Member State of ECOWAS unless the requirement of registration is excused for want of formality by the Executive Committee of WACSOF; b) Shou ld have been in operat ion for a minimum of three (3) years before the date
Article 5
Functions and Powers To ensure that West African people effectively contribute in policy formulation processes, WACSOF shall assume the following functions: 1. Contribute to the effective translation of the objectives, principles and policies of ECOWAS into concrete programmes; 2. Undertake such studies as may be requested and recommended by any other organ of ECOWAS and submit its recommendations accordingly; 3. Initiate and carry out any other assessment deemed necessary for ECOWAS and submit recommendations thereof; 4. Promote and sustain popular participation and peoples empowerment towards the realisation
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of the vision and objectives of ECOWAS; 5. Promote democracy, human rights, the rule of law, good governance, gender equality, and the sharing of best practices; 6. Work closely with all organs and departments of ECOWAS, and participate in their activities when necessary; 7. Promote, across the sub-region and the West African Diaspora, strong reflection groups on West Africa, to develop region-wide values, and promote an authentic West African social model; 8. Build and sustain trust and conf idence in ECOWAS among the West African people at all levels; 9. Participate actively in the efforts taken by ECOWAS to promote peace, security, stability, unity, and development in West Africa; 10. Liaise between ECOWAS, other sub-regional, regional, global institutions and West African civil society; 11. Develop a nd keep d ata of civ i l societ y organisations working in the region; 12. Serve as a meeting point for West African civil society organisations; 13. Develop peer assessment mechanism for West African civil society organisations; 14. Develop and strength the capacity of West African Civil Societies; 15. Assume any other function as decided upon by WACSOF Peoples Forum; 16. Select its members and give advice on the process and modalities through which civil society organisations discharge their duties in relations to WACSOF; 17. T he appl icat ion of i nter na l democrat ic processes, and sanctions as stated in the Code of Conduct; 18. Approve and revise its Rules of Procedure; 19. Repr e s e nt We s t A f r ic a n C iv i l S o c ie t y Organisation at various meetings of ECOWAS.
3. Meetings of the Peoples Forum: a) The Peoples Forum shall meet annually prior to ECOWAS Council of Ministers and Heads of States Summit; b) T h e Pe o p l e s F o r u m m ay m e e t i n Extraordinary Sessions under conditions to be specified in the rules of procedure of WACSOF; c) At its annual meeting the Peoples Forum shall review the activities of WACSOF, ECOWAS, and ECOWAS member states, and to propose appropriate recommendations; d) The Peoples Forum of WACSOF shall review the membership structure; e) The annual and extraordinary meetings of the Peoples Forum shall be attended by representatives of CSO, associate members and observers who have been accredited by the Executive Committee, and for the avoidance of doubt; Observers shall include: i. Representatives of other organs and departments of ECOWAS; ii. CSOs, UN Agencies, and other intergovernmental institutions with an observer status at ECOWAS. f) T h e Pe o p l e s F o r u m a p p r ov e s t h e appointment of senior executives of the Secretariat upon the recommendation of the Executive Committee; g) The Peoples Forum shall consider the report of the General Secretary as submitted to it by the Executive Committee; h) Appoints annually a civil society Focal Point in each country, which liaises between WACSOF Secretariat, WACSOF members in the country, and ECOWAS organs based in the country.
Article 7
Executive Committee 1. The Executive Committee shall be elected by the Peoples Forum and be composed of the following members: a) Four persons from Anglophone countries b) Four persons from Francophone countries c) Two persons from Lusophone countries d) One p er son f rom t he We st A f r ic a n Diaspora e) The General Secretary of WACSOF shall be an ex officio member f) One Youth delegate shall be elected Ex-officio member of the Executive Committee. 2. A fifty percent (50%) gender equality principle
Article 6
Structure of WACSOF 1. The structure of WACSOF is as follows: a) Peoples Forum; b) Executive Committee; c) Working Committees; d) Secretariat 2. The Peoples Forum shall be the supreme organ of WACSOF and be composed of: a) All the representatives of CSOs registered as members of WACSOF; b) All associate members;
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shall apply in the membership of the Executive committee;
Article 8
Functions and Powers of the Executive Committee 1. The Executive Committee shall be responsible for the functioning of WACSOF in between the Sessions of the Peoples Forum and in this regard, it shall perform the following functions: a) Coordinate and integrate the work of WACSOF; b) Network with organs and components of ECOWAS as deemed necessary; c) Supervise the implementation of the policy by the Secretariat; d) Appoint the General Secretary and other staff of WACSOF Secretariat; e) Receive and consider the report/s of the General Secretary; f) Enforce a Code of Conduct and Ethics of the civil society organisations in West Africa and in the West African Diaspora; g) The Executive Committee recommends qualif ied CSO to WACSOFs Peoples Forum for membership; h) The Executive Committee, in consultation with the Peoples Forum, shall determine the criteria and modalities for granting observer status to Peoples Forum; i) Sha l l consider applicat ions a nd issue accreditation for observer status to meetings of the Peoples Forum. 2. The term of office of the Executive Committee members shall be two years renewable once; 3. Members of the Executive Committee shall attend the meetings of the organs and components of ECOWAS.
Development, Trade, and Investment 10. Youth 1. WACSOFs Peoples Forum elects members of the working committee for a period of two years. 2. The Executive Committee determines the frequency and time of meetings of the working Committees.
Article 10
The Secretariat 1. The Secretariat of WACSOF shall be located in Abuja, Nigeria. 2. The Secretariat is composed of a General Secretary and all other members of staff. 3. The Secretariat shall keep record and documents of WACSOF, the Executive Committee, and all working committees. 4. The Secretariat will provide secretarial services to all working committees. 5. The General Secretary is an ex-officio member of the executive committee and all other working committees. 6. The Secretariat administers and manages properties of WACSOF. 7. Establish the programmatic thrust of working Committees. 8. Prepare, and present reports and advisory opinions as necessary to the various structures of WACSOF. 9. Prepare the budget for the activities of WACSOF and submit to the Executive Committee for approval. 10. In consultation with the Executive Committee raise funds, establish endowments, to sustain WACSOF. 11. Plan and Prepare the meetings of the Peoples Forum in accordance with the relevant provisions of this Charter; 12. The Secretariat shall encourage applications for membersh ip to WAC SOF a nd ma ke recommendations to the Executive Committee.
Article 9
Working Committees The following working Committees are established as key operational sectors for CSO Members of WACSOF 1. ECOWAS and CSO Relations 2. Food, Agriculture and Environment 3. Gender Issues 4. Governance, Democracy, and Human Rights 5. Health, HIV/AIDS and Education 6. M e d i a , Te l e c o m m u n i c a t i o n s , a n d Information Technology 7. Peace and Security 8. Policy Research and Database 9. R e g i o n a l I n t e g r a t i o n , E c o n o m i c
Article 11
Rules of Procedure To ensure its smooth functioning, WACSOFs a Rules of Procedure shall be adopted by the Peoples forum.
Article 12
Settlement of Disputes Modalities of resolving dispute arising from the interpretation of this current Charter and the functioning (work) of WACSOF shall be provided
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for in its Rules of Procedure.
Article 13
Amendments The present Charter may be amended by the Peoples Forum of WACSOF then shall be submitted to ECOWAS Heads of States for information and due note.
Article 15
Entry into Force The present Charter having been adopted on this day of 12 December 2003, by the Peoples Forum of the WACSOF assembled in Accra, Ghana, is submitted to the ECOWAS Heads of States Summit for it to enter into force at the close of their session on this day of 19 December 2003.
Article 14
Transitional Provision For the purpose of sustainability, continuity, and creating a better institutional memory, this article provides a transitional arrangement of two years after which period this particular article will be inoperative: 1. The ad hoc committee shall serve as the Executive Committee 2. ECOWAS, International Alert, and Centre for Democracy and Development with close cooperation with the ad hoc committee shall develop the structure, and the Secretariat that liaises between ECOWAS and West African Civil Society.
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West Africa Civil Society Forum (WACSOF) Needs Assessment Report

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West Africa Civil Society Forum (WACSOF) Needs Assessment Report

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Needs AssessmeNt of the West AfricAN civil society forum (WAcsof)

West African Civil Society Forum

West African Civil Society Forum

West African Civil Society Forum

Map of West Africa

West African Civil Society Forum

West African Civil Society Forum

the recommendations from the assessment are highlighted below:

WACSOF Charter. Dec. 2003

West African Civil Society Forum

10 West African Civil Society Forum

WAcsofs objectives are:

West African Civil Society Forum

12 West African Civil Society Forum

Results and Discussion

ummary of Questionnaires and Personal Interviews

the Peoples forum

WACSOF Rules of Procedure

14 West African Civil Society Forum

the National Platforms

West African Civil Society Forum 15

Programmes and Project

WACSOF 2006 Forum Report

relationship between stakeholders

West African Civil Society Forum

Other Source: WACSOF 2006 Annual Report

18 West African Civil Society Forum

WACSOF 2006 Annual Report

West African Civil Society Forum 19

West African Civil Society Forum 21

he recommendations from the assessment are highlighted below:

West African Civil Society Forum 23

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other (please specify)

30 West African Civil Society Forum

B. QUESTIONNAIRE FOR FACE-TO-FACE INTERVIEWS (INTERNAL)

West African Civil Society Forum 31

West African Civil Society Forum

West African Civil Society Forum 33

C. INTERVIEW INFORMATION SHEET

34 West African Civil Society Forum

36 West African Civil Society Forum

West African Civil Society Forum 37

38 West African Civil Society Forum

shall apply in the membership of the Executive committee;

West African Civil Society Forum 39

for in its Rules of Procedure.

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