Working with V.I.N. staff to develop a brand-new annual report for 2019

An annual report is the identity card of an organization. It is a key tool to introduce an organization to donors, institutions, partners, and other stakeholders as well as to present the latest programs’ results. When I started facilitating report writing in Volunteers Initiative Nepal, I had that belief in my mind. I joined them at the beginning of September 2019 and, as a first assignment, I was asked to revise and compose the annual report for 2018. V.I.N. had annual reports up to that year but didn’t have the time to create one for 2018. After spending days and days on that task, I realized that what I wanted to achieve with V.I.N.’s annual report, wasn’t possible with the documents I’ve received from them which was only a collection of minutes accompanied by stamp-sized low-quality pictures. By browsing the organization’s website, I could see that style was coherent with the past editions of annual reports.

Supervising the Women's Empowerment Team (Ph. C. M. Rossmann)

The programs’ reports that I have received were very diverse in terms of structure, content and length. The writing style wasn’t unified and probably the authors various. Data were only quantitative and, in some cases, anecdotal. In my opinion, there was also a lack of analysis of results and feedback from the beneficiaries. I came to the conclusion that the process V.I.N. has gone through to carry out the annual report and the type of report it used so far was not able to highlight the organization’s achievements at all.

However, reading through the above-mentioned documents for the 2018 report, provided me with some useful knowledge: I could get a better understanding of staff’s perception of their work and their idea of reporting to an audience which was very helpful in terms of engagement in a process of change. I decided to stop with the 2018 edition and to put all my efforts into training and guiding the staff in delivering a new type of report. I was definitely excited about this prospect and to see to what extent I could carry out a quality document. Coordinating the annual report was not an easy job and I have faced many challenges. Having all the staff on board was also challenging and I could reach this goal only tailoring my strategies to their capacities. Despite the difficulties (or maybe because of them), I have enjoyed this activity very much. I devoted myself to this task for three months and coordinated around 15 people.

With the help of Michaela – EUAV in the position of Volunteer Manager and flatmate – I facilitated a workshop about report designing, writing and use of data. I asked the participants to divide into teams and to work on their respective project reports online. The training was successful and participants gave positive feedback on our guidance and teamwork strategies. The online folders created during the training have become the basis for further developments. I was gradually adding there all the elements of the future report, photos and graphs included. To date, I have worked with the various teams updating files collected in that folder. Nevertheless, I was worried about the progress of the work since the teams were busy with other tasks in the field. To deliver a quality report we needed a regular and scheduled practice.

What a difference follow-up and a tutoring system make

During a meeting with the program manager, Laxhmi Prasad Ghimire, I asked how V.I.N. supported staff in report writing in the past. A few years earlier, a three days-long training on that matter was organized, but little improved. He identified the lack of follow-up as the main reason for this lack of change. Based on his feedback, I reorganized all my plans. I asked to cancel the scheduled training on monitoring and evaluation, and I concentrated all my efforts in supervising the teams to write the 2019 report.

With the project staff and EU Aid Volunteers (Ph. C. D. Shreshta)

The report was a turning point in my deployment in Nepal. After four months, I was finally able to collaborate with my main interlocutors: the project staff. In the beginning, they were reluctant to write. They were used to delegating report writing to V.I.N. volunteers and to paste their texts into the final report. We all know that writing is not an easy task at all and needs a lot of practice. I started inquiring about their writing skills and their ideas about reporting in order to implement a support strategy. Together with the support for project staff given by the EUAVs Michaela, Martina and Marie, and the Nepalese volunteer Pratiksha, we progressed in writing style and data analysis. This collaboration and tutoring of the EUAVs to staff were definitely a key element of the overall strategy. I could have not reached this goal without them.

Another important action gave a big push to the annual report. During that time, the managers were busy with the staff performance appraisal, and I was asked to join them in improving their techniques. Michaela proposed the 360-Degree Performance Appraisal and I immediately supported this idea and it was approved by management. Thanks to the application of this particular appraisal method, management and staff were able to see more clearly the potentials and limitations, including difficulties in delivering reliable data and organizing texts. It made clear that all staff needed time and practice to give birth to a different type of annual report. Quality report writing became a staff development goal and the overall process a learning experience for all staff and volunteers involved.

Conducting training on data collection (Ph. C. D. Ghimire)

While the teams were busy with integrating and amending the texts according to my feedback, I was focusing on the missing parts. Inspired by reports published by other international NGOs, I decided to create new sections highlighting the enormous type of work made by V.I.N. I was seeing partial and inconsistent information throughout reports, leaflets, websites, and other key documents. My objective was to clarify and summarize some key information related to the organization, and to give an idea of how they were working. For example, I would have liked to see a section outlining the type of problems faced by the Nepalese in rural areas, especially by vulnerable children and adults, in order to give a clear justification to their approach and actions.

The last month was mainly dedicated to graphic design and other small amendments. I worked with Mibis, the organization’s webmaster, for the second time and I really found him talented and creative. I definitely enjoyed working with him. For the purpose of designing the report, he also learnt how to use new software able to perform quality graphics. In the last two weeks, after I was repatriated, we worked together remotely and, despite the time difference, we have been able to collaborate effectively until the end.

 What I have learnt from this experience so far

The report cover (Ph. C. Winter Media GmbH)

After about three months of work, V.I.N. has published the 2019 annual report*: completely revised in terms of concept, structure, format, and graphic design. There is still room for improvement for future reports. For instance, I would like to see an outline of the organization’s strategic plan, and of its outcomes. Together with the program manager and the project staff, I started implementing a monitoring and evaluation system: it is definitely essential to include in a quality report reliable quantitative and qualitative data. Being able to communicate to what extent the objectives have been reached and how relevant, efficient, and sustainable the program implementation is, it’s at the core of such a document. I hope that in the future, with the help of other EUAVs, Volunteers Initiative Nepal will be able to publish a comprehensive report with all the information described above. I also hope that this has been a useful learning experience for all the staff members and the volunteers involved and that they will keep as a lesson for the future.

To summarize, I would like to give some top tips for a good report, based on my experience and research. First, make language clear and simple. Second, avoid self-celebration and highlight the room for improvement and further developments. Third, use a few quality pictures able to express your approach and your results. Fourth, give only evidence-based information coming from reliable data and, if possible, double-check them. Fifth, entrust someone as a coordinator and ask him/her to work closely with all the staff. If the NGO has access to a graphic designer, then even better. And lastly, I would recommend identifying a clear visual and written communication style.

* Click here to download the 2019 annual report. 

Sawadee Kha from Thailand

Two months are already gone since my arrival in Thailand. What I can say so far is that I found a welcoming environment, the people are very kind and helpful. 

I live in La-ngu, in the province of Satun, in the south of the country near the border with Malaysia. 

Here I cooperate with a local NGO, the Satun Research Centre, in particular I am involved in activities for youth empowerment, community development and capacity building.

I found a very dynamic reality right away and the youth, despite the adolescent age usually doesn’t help, are very participatory. The team I work with is fairly organized, they have developed a system of youth empowerment through key people for each youth group, generally one youth leader and one or more mentor per group. At the moment we work with 14 groups of youth, on a project-based learning approach. Practically it means that, together with their mentors, we support the youth to carry out projects for the development of the communities where they live. 

We also provide training to the mentors to clarify the role that they should cover for the youth and to give them practical tools in the research-based learning approach.

Satun Youth Active Citizens Leaders

So far so good, and I could tell you that it would be like that if it is not for huge barrier: the language. 

In fact, in the team I work with only one person speaks English and even the youth cannot express themselves in any other way than Thai. 

I knew about this language barrier before leaving, but as I usually do, I create expectations in my minds that were mathematically disregarded. This time I had promised myself to leave free from any prejudice, but evidently my brain unconsciously developed ideas and after two months I have to admit that I didn't expect such a complicated situation.

You realize how our world is linked to verbal communication only when you have no longer the chance to use it. Adding fuel to the fire, there is the fact that I am the first international volunteer that they host and I am alone.

Meeting one of the 14 youth group

In these two months I have mainly observed their way of working, which I find very innovative and interesting. 

However, despite all the difficulties something starts to move also for me. This month they gave me the opportunity to organize, together with two EUAVs deployed in another local association in the area, a training for the youth mentors entitled "Mentor mindset: practical tools for mentoring on research and beyond." Feeling active in organizing this training after almost two months of observation was inspiring. 

That should be a starting point, in the last weeks we tried to define better my role and starting from now I have to prepare a communication strategy for the Satun Youth Active Citizen and plan some trainings for the youth according to their needs.

Meeting with Terje from Adice and local team to define my role

At the moment I still feel a little bit confused and the biggest problem is that I don’t feel really helpful, I would like to do more, I would like to interact with more people but the language blocks me. I must say that they involve me in every activity they do, but unfortunately again due to the language I can have a direct and proper exchange only with one person and this does not give me a full view of the context.

Nevertheless, I try to stay positive and I hope to soon find my place here in order to give a concrete contribution. Meanwhile, I’m trying to learn a little bit of Thai, but one year I don't think it's enough to reach a good level .

Let’s see how things will develop in the next months, most important is to start, try and see if it works!

Taphe Youth group and Satun NGOs Forum

Being an EUAV Project Manager in Kathmandu: who really benefits from my work?

At first glance, being a project manager in the capital city of Nepal seems impossible. When you come here and experience how some of the most obvious things work and are managed – like road traffic and maintenance, or construction works - you really have the impression that planning and coordination aren’t definitely a Nepalese motto. Indeed, many things can’t be completely accomplished because of a long list of complications and obstacles. Nepal has been suffering from almost 20 years of political instability, civil conflict included, and the terrible earthquake that hit Kathmandu Valley in 2015, has left visible wounds everywhere. In 2015 the country voted a new Constitution and, since 2017, has got a stable government and it is slowly recovering from both natural disasters and political troubles.

Eastside of Kathmandu viewed from Swayambunath Stupa

Shocked and disturbed by all the chaos, dust and pollution that invaded me as soon as I came here, I felt a little bit relieved when I found myself in V.I.N. Head Quarter in Naya Bazar, the North East area of the town between Swayambunath and the tourist neighborhood of Thamel. Volunteers Initiative Nepal is the Nepalese NGO where I am “deployed” (yes, I feel like a soldier when hearing this word) as a Senior EU Aid Volunteer and where I will be working until next May. It was founded in 2005 with the purpose of “empowering marginalized communities” (this is its motto) living in rural areas, as to say people disadvantaged and excluded by many opportunities because of their low caste or poor living conditions. Yes, though officially caste-based discrimination is considered illegal by law since 2011, unfortunately, Nepal is still dominated by this system that affects people’s destiny and career. V.I.N. – in cooperation with the local authorities – is working to bring some basic services to marginalized populations in order to equalize and balance opportunities. Its approach is “holistic” which means that it is working in specific areas on different basic needs: education, health, infrastructure (toilets, earthquake-proof house reconstruction, community centers), entrepreneurship (especially for women and the youth), and environmental conservation.

Since the beginning, I definitely felt very welcomed at V.I.N.’s office: the staff is very friendly and nice, and I have never found myself out of place though I can’t understand when they speak Nepali among themselves. Though in some cases I wished I could have arranged spaces and materials differently, I found V.I.N.’s office area and the staff’s work much more organized and planned than anything else outside and around. Working and management styles were quite different from what I had in my mind, but I definitely saw the footprint of careful planning and coordination.

So, what am I doing here in Volunteers Initiative Nepal?

One of the schools where V.I.N. is working

When I arrived in Kathmandu, I was really eager to immerse in social life to learn about the

people, the local cultures and V.I.N.’s work: to talk to my new colleagues about what they were doing, to interact with the volunteers and hear their stories, and to go to the villages to meet the people who have benefitted from the projects. As a person with an anthropological background, I rely more on and get more satisfaction by directly knowing people and their activities than reading formal documents that often miss reporting interesting and precious information. Nepal has a wonderful diversity in terms of ethnic groups and languages, and V.I.N. is working in different areas of Kathmandu province, such as Tarakeshwor. I was really happy and curious to go on the field and to know more about it, but this hasn’t happened until the middle of October. I was expecting at least to get data from the employees and the volunteers since verbal interaction with beneficiaries living in the rural areas wouldn’t have been possible without an interpreter. I was asked to wait and slow down, and to start getting my first information from official sources.

I was asked to read documents and reports: definitely useful and important since one of my tasks is to improve the quality of documentation, but I was expecting a much more diverse kind of duty and I felt this quite boring. I could not imagine staying in the office all day on my desk in front of my laptop. While all this boredom was happening, after only ten days from my arrival, my life was suddenly livened up by an infection, I was hospitalized for five days, and I had a sick leave for twelve. Yes, unfortunately, it was dengue, the most fast-spreading new mosquito-borne infection of all Asia. I kept it as another kind of test about my resilience, another way to know local life, people and services. Indeed, the hospital – actually the best one in town – was excellent.

What are my tasks here as a project manager? Who really benefits from my work?

Religious ceremony (puja) for the new Women's Business Center in Tinpiple

One of the challenges to be faced when you have not a daily and direct relationship with the beneficiaries – as it is my case – is to explain to people what is your job, what you are concretely doing on a daily basis and what is the real impact of your work. When I said to people here that I was working for an NGO, I received two extremely curious reactions from them. On the one hand, a reaction of exaggerated admiration: “You are hero, you really do a good job, thank you for helping the Nepalese people”. Actually, I see many heroes around – like those who work in rural areas and deal with health issues, poverty, violence, malnourished infancy, or those who really struggle to survive and earn their livelihood – and I definitely don’t see myself as one of them. I am not definitely a hero. On the other hand, people tried to grab the chance to get a job, since the international NGOs’ sector has definitely been one of the most profitable and stable in Nepal in the last decades: “Can you help me to get a job? I need to work”. I am still interested in deeply exploring and understanding the NGOs' imagery among the Nepalese people since it indirectly might affect my work. It seems that, for many people, working in an NGO means to be a privileged person. Indeed, I met on the flight to Kathmandu a young Nepalese woman who has lived in Europe for the last years, telling me: “When I was a kid, I remember development workers coming to the village with big four-wheeled jeeps. You can really get a good job in NGOs”. People’s reactions apart, it is really difficult to persuade people that my work is useful: I am not a nurse, nor a teacher, and I definitely don’t really directly manage projects and staff as I was used doing when I was in Milan.

So, what my job really is?

First training session to VIN's staff (P.c.: Michaela Rossmann)

It is called “capacity building”. My job is to support the NGO in developing and/or improving processes and procedures that can help them to achieve better quality results and to attract more funds. My tasks go from helping V.I.N. organizing good quality documentation and reports to establishing a monitoring and evaluation system, from conducting a risk assessment and baseline survey to directly writing (hopefully) successful project proposals addressed to donors. Anything else that can be performed according to my skills and to V.I.N.’s needs.

Personally speaking, one of the most challenging parts of being a project manager supporting the overall NGO is that I need to know at least something about everything, but I can’t really get an in-depth knowledge about a specific area. Having the chance to develop and implement a small campaign to raise awareness about domestic violence and sexual harassment among women and students living in rural areas, has been a good chance to engage in the communities benefitting from V.I.N.’s work and to “see with my eyes” how things work: the communication and organizational style, how the resources are managed and coordinated, how data from the field are collected to review the activities and how is a report organized. Finally, my wishes were fulfilled and I could really start working on office-based activities with a new vision on V.I.N.’s work.

* All pictures are mine unless stated otherwise.