Version DRAFT

Capacity Building & Institutional

Strengthening for Civil Society
Organizations
FINAL WORK PLAN

Demis Johnn |CNFA | Oct 2022

i
Table of Contents
1 Introduction......................................................................................................................................... 1
2 Project planning................................................................................................................................... 2
2.1 Project Approach..........................................................................................................................................2
2.2 Goals and objectives.....................................................................................................................................2
2.3 Scope............................................................................................................................................................2
2.4 M&E..............................................................................................................................................................3
2.5 Management and Governance structure......................................................................................................4
2.5.1 Project roles and responsibilities.............................................................................................................4
2.5.3 Project timeline........................................................................................................................................5
2.5.4 Risk Assessment.......................................................................................................................................6
2.5.5 Cluster manager deliverables and timeline..............................................................................................7
2.5.6 Change management............................................................................................................................8
2.5.7 Communications Plan..............................................................................................................................9

3 Deliverable 1: Increase international visitors and tourism sales......................................................10

3.1 Activity 1.1 Marketing and branding strategy development and implementation.....................................10
3.2 Activity 1.2 Participate in tourism fairs.......................................................................................................11
3.3 Activity 1.3 Organize Fam trip CARICOM..................................................................................................11
3.4 Activity 1.4 Organize Fam trips Europe......................................................................................................11

4 Deliverable 2: Build Capacity............................................................................................................. 12

4.1 Activity 2.1: Local guides tourism training and awareness........................................................................12
4.2 Activity 2.2: Strengthen local MSME's.......................................................................................................12
4.3 Activity 2.3: Train Cluster members...........................................................................................................12

5 Deliverable 3: Strengthen cluster...................................................................................................... 13

5.1 Activity 3.1: Coordinate planned activities.................................................................................................13
5.2 Activity 3.2: Engage Cluster players...........................................................................................................13

6 Deliverable 4: Develop tourism product............................................................................................14

ii
Table of Figures
Table 1 WBS..................................................................................................................................................................1
Table 2: Outline for the M&E System...........................................................................................................................3
Table 4 Project roles and responsibilities.....................................................................................................................4
Table 5 Project timeline................................................................................................................................................5
Table 3 Initial risk assessment.....................................................................................................................................6
Table 6 Cluster manger deliverables, deadline and payment schedule.......................................................................7
Table 8: How previous WPs feed into WP4................................................................................................................14
Table 9: Procedure for establishing the number of disclosures that can enter WP4, alternative allocations of
resources.....................................................................................................................................................................14

iii
1 Introduction

The document at hand is the detailed work plan including the narrative report for the project:
“CNFA”. This project aims to provide technical support to civil society organizations with
regard to sustainable organizational capacity. It is designed to unify and strengthen the
cluster’s stakeholders and national partners behind an excellent tourism destination
promotion campaign.

The Report is key in this project, because it sets the frame for all activities that will take place
until January 2023. It details all the activities to be undertaken as well as our approach and
project management strategy.
This document is structured in line with the project. It describes deliverables, the
corresponding activities and includes tasks and subtasks. The document is based on the
Work Breakdown Structure (WBS) outlined in figure 1.

Capacity Building & Institutional

Strengthening for Civil Society
Organizations

1. Stratplan and 2. Bylaws &

4. Technical
Operational Operational 3. Roadmap
reports
plan Manual

1.1 Marketing and

2.1 Local guides 4.1 Bakkie facilities
branding Strategy 3.1 Coordinate
tourism training upgrade and
and planned activities
and awareness renovation
Implementation

4.2 Upgrading
1.2 Participate in 2.2 Strenghten 3.2Engage cluster
agrotourism
tourism fairs local MSME's players
facilities - Katwijk

1.3 Organize Fam 2.3 Cluster firm 4.3 Upgrading

trip Caricom training heritage trails

1.4 Organize Fam 4.4 Upgrading

trips Europe yetty Marienburg

Table 1 WBS

Capacity Building & Institutional Strengthening for Civil Society Organizations 1

2 Project planning

The project planning described in this paragraph provides the framework for execution of the
project. It details the approach, goals and objectives, scope, M&E and the management and
governance structure.

2.1 Project Approach

The highest-level milestones give a good definition of the way the project will be rolled out:
Phase 1: Secure agreement with all consultants
Phase 2: Upgrade tourism product
Phase 3: Draft implementation strategy and training
Phase 4: Roll out implementation strategy and training
Phase 5: Upgrade tourism product
Phase 6: Promote North Commewijne through website, FAM trips and tourism fairs

These phases are not all sequential, as some will start before the previous phase is
completed. The above mention phases are a generalized approach to the project. For the
implementation roll out of the WBS described in figure 1 will be leading.

2.2 Goals and objectives

The aim of the project concerns the improvement or promotion of the CNFA national network
of civil society organizations at, among others, CSOs engagement in decision-making and
the enabling of community-led monitoring and advocacy. In this context, it is necessary to
work on the development and strengthening of sustainable institutional capacity in response
to the organizational gaps identified by CNFA. .
CNFA is focused on achieving the following objectives:
1. Developing a strategic plan for CNFA
2. Developing an operational plan for the calendar year 2023
3. Developing bylaws concerning the organization’s legal registration process
4. Drawing up a plan of action in preparation for the Annual General Meeting (AGM) for the
election of a governing board of directors based on the bylaws developed and other applicable
procedures and guidelines.

2.3 Scope
The project scope is well defined in the Cluster manager responsibilities in relation to
reaching project objectives.
The responsibilities that best describe the project scope are:
- Develop a Strategic Plan for CNFA - Vision and Mission Statement, Guiding
Principles, Strategic Domains, Enabling Actions
- Develop an Operational Plan for CNFA for the next calendar year following the
guidance of the Strategic Plan developed in Activity #1 .
- Develop the By-laws of CNFA to inform the organization's legal registration process
- Support CNFA to meet the requirements for legal registration.
- Draft and develop the operations manual for CNFA to include all relevant policies,
membership code of conduct, and other Standard Operating Procedures .

Capacity Building & Institutional Strengthening for Civil Society Organizations 2

 - Develop a road map/ plan of action for the initial and subsequent Annual General
Meeting (AGM) where members elect a governing board with directors following the
guidance in the by-laws/constitution referenced in Activity #3
- Provide technical support to CNFA members to align their work program into streams
of work matching the overall strategic plan of CNFA and other sector-focused
guidelines i.e. Youth, PLHIV Support Group, Violence Prevention, etc.

Capacity Building & Institutional Strengthening for Civil Society Organizations 3

2.4 M&E
The M&E System will build upon the needed results that were identified in the CDP. It takes the
shape of the following matrix. We expect to define 2 goal indicators, and based on that, at least 2
output indicators, and at least 2 outcome indicators. For clarity sake we keep the M&E System
compact: we focus on a small number of key indicators.

Table 2: Outline for the M&E System

Exact Baseline Who is
Indicator Target value Data source Frequency
definition value responsible?
Goal 1
Output 1
Outcome 1

Goal 2
Output 2
Outcome 2

Capacity Building & Institutional Strengthening for Civil Society Organizations 4

2.5 Management and Governance structure
The management and governance structure is defined in the sub-paragraphs Project roles
and responsibilities, the project timeline, Risk management, change management and the
communication plan.

2.5.1 Project roles and responsibilities

This sub paragraph outlines the roles and responsibilities of the different actors involved in
the project.

Table 3 Project roles and responsibilities

Role Responsibilities Name
Project Sponsor - Provide project oversight and The Ministry of Health
guidance; Suriname. The financial
- Review/approve some project resources come from he
elements. Global Fund COVID-19
Response Mechanism
(C19RM grant)

Project owner(s) - -Provide technical supervision to The Ministry of Health

Project/Manager
the project manager; Suriname, The Malaria
- Provide relevant information at the Program in collaboration
request of the project manager for with the CNFA.
the implementation of the project.
Manages project in accordance to the HUMUS Consulting N.V.
project plan; Demis Johnn
-Receive guidance from project
owners;
-Provide overall project direction;
- provide regular updates/progress of
the assignment to both the CNFA and
the Malaria Program;
- Manages project in accordance to the
project plan;
-Receive guidance from project
owners;
-Provide overall project direction;
- provide regular updates/progress of
the assignment to both the CNFA and
the Malaria Program;
- Accommodate evaluation and
monitoring sessions with both CNFA
and The Malaria Program;
- Provide knowledge and
recommendations;
- Helps identify and remove project
barriers;
- Coordinates participation of work
groups, individuals and stakeholders.

Capacity Building & Institutional Strengthening for Civil Society Organizations 5

2.5.2

Capacity Building & Institutional Strengthening for Civil Society Organizations 6

2.5.3 Project timeline
The project timeline is described in the table below. The timeline is further elaborated in
Annex 1 MS projects –NC cluster gant chart.

Table 4 Project timeline

# Task Name Duration Start Finish

0 Promotion & Enhancement of the

588 days? Tue 9/10/19 Thu 12/9/21
North Commewijne Tourism Area

1 Increase international visitors and

587 days? Tue 9/10/19 Wed 12/8/21
tourism sales

1.1 Marketing and branding Strategy

493 days? Mon 1/20/20 Wed 12/8/21
development and Implementation

1.2 Participate in tourism fairs 115 days? Tue 9/10/19 Mon 2/17/20

1.3 Organize Fam trip CARICOM 90 days Mon 1/20/20 Fri 5/22/20

1.4 Organize Fam trips Europe 120 days Wed 3/24/21 Tue 9/7/21

2 Build Capacity 223 days Mon 1/20/20 Wed 11/25/20

2.1 Local guides tourism training and

66 days Mon 1/20/20 Mon 4/20/20
awareness

2.2 Strengthen local MSME's 20 days Mon 1/20/20 Fri 2/14/20

2.3 Cluster firm training 20 days Thu 10/29/20 Wed 11/25/20

3 Strengthen cluster 494 days? Mon 1/20/20 Thu 12/9/21

3.1 Coordinate planned activities 494 days? Mon 1/20/20 Thu 12/9/21

3.2 Engage cluster players 494 days? Mon 1/20/20 Thu 12/9/21

4 Develop tourism product 307 days Mon 2/10/20 Tue 4/13/21

4.1 Bakkie facilities upgrade and renovation 60 days Mon 2/10/20 Fri 5/1/20

4.2 Upgrading agro tourism facilities - Katwijk 65 days Mon 5/11/20 Fri 8/7/20

4.3 Upgrading heritage trails 120 days Wed 8/19/20 Tue 2/2/21

4.4 Upgrading yetty Marienburg 60 days Wed 1/20/21 Tue 4/13/21

Capacity Building & Institutional Strengthening for Civil Society Organizations 7

2.5.4 Risk Assessment
The initial Risk Assessment attempts to identify, characterize, prioritize and document a
mitigation approach relative to those risks, which can be identified prior to the start of the
project.
Risk management is dynamic throughout the project as environmental conditions may vary
and the project is planned in more detail when consultants deliver and deploy strategy. The
Risk Assessment will be continuously monitored and updated throughout the life of the
project, with monthly assessments included in the status report (see Communications Plan),
and open to amendment by the Project Manager.
Because mitigation approaches must be agreed upon by project leadership (based on the
assessed impact of the risk, the project’s ability to accept the risk, and the feasibility of
mitigating the risk), it is necessary to allocate time into each Steering Committee meeting,
dedicated to identifying new risks and discussing mitigation strategies.
The Project Manager will convey amendments and recommended contingencies to the
Steering Committee monthly, or more frequently, as conditions may warrant.

Table 5 Initial risk assessment

# Risk Risk Level Likelihood Mitigation Strategy
L/M/H of Event
R1 Operational H: Not all cluster Certainty The cluster will provide
members are constant training and
evenly developed awareness to improve the
level of operations of the
cluster members
R2 Estimated Project H: Over 24 months Certainty Created comprehensive
Schedule project timeline with
frequent baseline reviews
R3 Project Scope M: Scope generally Unlikely Scope initially defined in
Creep defined, subject to project plan and Cluster
revision manager TOR, reviewed
monthly by three groups
(Cluster manager, CUS
and Steering Committee)
to prevent undetected
scope creep
R4 Steering M: Already Likely Frequently seek feedback
Committee Identified and to ensure continued
existence enthusiastic support
R5 Physical Location M: Cluster Likely Bi-weekly and as needed
Cluster manager members are field visits; comprehensive
prevents effective dispersed among Communications Plan
management several sites
R6 Legal/regulatory H: Cluster is not a Certainty Assisting cluster to start
legal entity the entity with the
members that are ready
R7 Consultant work M: Consultants not Unlikely ToR’s will be well drafted
delivering in time comprehensively; Vendor
and with expected management included in
quality project planning

Capacity Building & Institutional Strengthening for Civil Society Organizations 8

2.5.5 Cluster manager deliverables and timeline

All deliverables will be reviewed by the CUS and project steering committee and must be
approved by Compete Caribbean prior to payment. In addition to monthly updates and
quarterly progress reports, the consultant will submit the following deliverables (the
consultant is expected to make timely project progress reports for every three-month period
of implementation using the template provided):

- A detailed implementation work plan (inclusive of a monitoring and evaluation plan)

and schedule, two (2) weeks after the start of the consultancy;
- Draft and finalize Terms of References (TOR) for the following consultancies:
o Defining and implementing a destination marketing/co-branding strategy
o Capacity building for local tourism MSMEs – training and awareness programs
- Engagement with cluster stakeholders, conducting of workshops and focus groups to
achieve the objectives in the CDP and according to the workplan agreed upon.
- Outputs achieved in workplan captured in the M&E system
- Mission reports, as identified in the workplan or as otherwise requested.
- Project closing report (PCR) inclusive of a sustainability plan for the cluster, no later
than one month after the close of the project.
-

Table 6 Cluster manger deliverables, deadline and payment schedule

Deliverables Deadline Not necessary No
percentages in CNS TORs
The strategic plan and October 10, 2022 20%
operational
Bylaws and Operational November 15, 2020 20%
Manual
Road map and technical January 15, 2023 20%
reports

Capacity Building & Institutional Strengthening for Civil Society Organizations 9

2.5.6 Change management

The information contained within the Project Plan will likely change as the project
progresses. While change is both certain and required, it is important to note that any
changes to the Project Plan will impact at least one of three critical success factors:
Available Time, Available Resources (Financial, Personnel), or Project Quality. The
decision by which to make modifications to the Project Plan (including project scope
and resources) should be coordinated using the following process:

Step 1: As soon as a change which affects project scope, schedule, or spending is identified,
the Project Manager will document the issue.

Step 2: The Project Manager will review the change and determine the associated impact to
the project and will forward the issue, along with a recommendation, to the Steering
Committee and CUS for review and decision.

Step 3: Upon receipt, the Steering Committee and CUS should reach a consensus opinion on
whether to approve, reject or modify the request based upon the information contained within
the CDP, the Project Manager’s recommendation and their own judgment. Any change
request deemed ‘major’ by the CUS will be forwarded to Compete Caribbean. Also if should
the Steering Committee and CUS be unable to reach consensus on the approval or denial of
a change, the issue will be forwarded to Compete Caribbean, with a written summation of the
issue, for ultimate resolution.

Step 4: If required under the decision matrix or due to a lack of consensus, the Project
Sponsor shall review the issue(s) and render a final decision on the approval or denial of a
change.

Step 5: Following an approval or denial (by the Steering Committee or Project Sponsor), the
Project Manager will notify the cluster of the action taken. There is no appeal process.

The above mentioned process will be updated when necessary so it is always in compliance
with Compete Caribbean and CUS regulations.

Capacity Building & Institutional Strengthening for Civil Society Organizations 10

2.5.7 Communications Plan
Disseminating project information to Cluster members and stakeholders is essential to the
project’s success, especially since not all cluster members have been equally involved in the
coming about of the project.

This plan provides a framework for informing, involving, and obtaining buy-in from all
stakeholders throughout the duration of the project.

This communication plan is for the following audiences:

Project Sponsor
CUS
Steering Committee
Cluster members
Project Manager
Consultants

The following is a list of communication events that are established for this project:

 Monthly Status Reports

The Project Manager shall provide monthly written status reports to the Steering Committee
and to the CUS. The reports shall include the following information tracked against the
Project Plan:
1. Summary of tasks completed in previous month
2. Summary of tasks scheduled for completion in the next month
3. Summary of issue status and resolutions

 Monthly Steering Committee Meeting

These status meetings are held at least once per month and are coordinated by the Project
Manager. Every member of the Steering Committee and the CUS representative participates
in the meeting. The Project Manager sends the status report to each member prior to the
meeting time so everyone can review it in advance.

 Quarterly Cluster Meeting

These status meetings are held every quarter. Every member of the Cluster will be invited to
participate in the meeting. Project Manager sends the status report to each member of the
Cluster prior to the meeting so everyone can review it in advance.

 Quarterly Status Reports

The Project Manager shall provide quarterly written status reports to Compete Caribbean
(project sponsor) and to the CUS. The reports shall be a compilation of the above mention
monthly status reports over the past quarter.

 Ad-hoc Communication
Communication with individual cluster members and with the CUS will be constant as major
milestones or changes, are reached and communicated irrespective of above-mentioned
scheduled meetings.

Capacity Building & Institutional Strengthening for Civil Society Organizations 11

3 Deliverable 1: Design a strategic and operational plan

The cluster’s overarching goal is to market North Commewijne Tourism area as high value
and high-quality tourism experience centered on the unique characteristics of the culture,
nature, heritage, history and Asian and Indian selling points to penetrate the tourism market
segments in the Netherlands and Caribbean.

Deliverable 1 is the most critical deliverable in the project as it is directly connected to the
overarching goal of the project. Parts of the activities have already started before the
completion of the detailed work plan because of time constraints and important opportunities
for marketing in the Dutch market being seasonal and limited.

The project efforts to increase international visitors and tourism sales for the North
Commewijne area will not have an immediate visible impact as especially Dutch tourist plan
their vacation at least one year in advance. A steady and significant increase starting in late
2021 is to be expected as a result of the activities that come forth from deliverable 1.

The activities are further elaborated in sub activities. Because activity 1.1 “marketing and
branding strategy development and implementation” is at the bases of the other activities in
this deliverable, they can not be detailed as they are subject to recommendation from the
strategy developed in activity 1.1.

The following activities are part of this deliverable:

1.1 Marketing and branding strategy development and implementation

1.2 Participate in tourism fairs
1.3 Organize Fam trip Caricom
1.4 Organize Fam trip Caricom

3.1 Activity 1.1 Marketing and branding strategy development and implementation

First activity relates to all the tasks of hiring a consultant, in accordance to IBD's procedure.
This consultant will carry out the subtasks specified for this activity and will advise on the
tasks 1.2, 1.3 and 1.4.
The sub activities to be undertaken for activity 1.1 are:

1.1.1 Hire consultant to design branding Strategy and Implementation

1.1.2 Design branding Strategy and implementation
1.1.3 Develop website
1.1.4 Advertisement & branding website
1.1.5 Design, print and distribute Area map
1.1.6 Design, print and distribute map bicycle trail
1.1.7 Small signage Development and implementation

12
3.2 Activity 1.2 Participate in tourism fairs

The vacation fair in Utrecht is by far the biggest of its sort in Holland, Suriname’s most
important tourism market. That is why participation in this fair is of utmost importance for the
Cluster.
This activity is scheduled to take place in January 2020 and January 2021. The fair for 2020
was from January 15 to January 19. The exact dates for 2021 are not yet published. As
before mentioned the Cluster has already participated in the 2020 fair under this project.

It is important to do the planning and reservations for the fairs long ahead of time, as flight
availability decreases and prices skyrocket due the January rush of tourist going back to
Holland after the December holidays. The planning outlined in the schedule will reflect
inclusion of this concern. The sub-activities undertaken for the 2020 fair or stated below.
These same sub-activities are projected for participation in the 2021 fair.
Sub activities:
1.2.1 Procure flights and booth
1.2.2 Prepare material for booth
1.2.3 Participate in Fair

3.3 Activity 1.3 Organize Fam trip CARICOM

This activity focuses on attracting tourist from the Caribbean and is dependent on the
completion of sub-activity 1.1.2 ‘Design branding Strategy and implementation’ for detailed
elaboration. This sub-activity entails organizing a trip for tour operators from the Caribbean to
experience the North Commewijne tourism activities so they can better sell the product. It is
however subject to change in approach, so it is scheduled but not detailed. In the schedule, it
is one of the last activities to take place, because improvements in the tourism product under
this project need to be completed in order the showcase the product as intended.

3.4 Activity 1.4 Organize Fam trips Europe

This activity is planned as the last major activity in the project as it the culmination of all the
efforts and lessons learned to promote and enhance the North Commewijne Tourism Area.
The Familiarization trip for European tour operators will be further detailed after completion of
sub-activity 1.1.2.

13
4 Deliverable 2: Compose Bylaws and operational manual

To build capacity amongst Cluster members and local MSME’s a mix of cluster, CUS,
compete Caribbean as well as consultants will be utilized. Therefore, this activity will extend
beyond drafting a TOR and leasing with consultants and stakeholders, the Cluster manager
will be very actively involved in the execution.

In this deliverable special attention will be paid to the strengthening and involvement of
female and local participation in the project. This to position them to benefit optimally from
the expected increase in tourist visits. In the ToR of the consultants to be hired to execute
the activities this will be highlighted as one of the major outcomes.

This deliverable is aimed at enhancing local tourism skills and capacities to increase the
value of the tourism experience in North Commewijne. The goal is to raise standards for all
suppliers to minimum international standards. To achieve this goal the following activities will
be undertaken:
2.1 Local guides tourism training and awareness
2.2 Strengthen local MSME's
2.3 Cluster firm training

4.1 Activity 2.1: Local guides tourism training and awareness

This activity will focus on training guides for birding, nature, history, heritage, and culture. For
this activity, a local company will be hired with intimate knowledge of the North Commewijne
and a good record of accomplishment in training guide-training programs. The experience
and knowledge of the Cluster members will be consulted to provide guidance to the
consultant.

4.2 Activity 2.2: Strengthen local MSME's

The Cluster manager in conjunction with cluster members will conduct an inventory on local
owned and based tourism assets. After which a consultant will be hired to train local MSME’s
in entrepreneurship, basic accounting and administration of small entrepreneurs. These
training activities will also be used to create standards for community participation and
community benefits. The communities will be educated in interacting with tourists.

4.3 Activity 2.3: Train Cluster members

A management raining will be conducted for cluster leaders and staff. Where applicable the
cluster will coached by the cluster manager. A consultant will be hired to do a needs
assessment as well as develop and deliver the trading for the cluster members.

14
5 Deliverable 3: Provide road map and technical reports

The Cluster Manager, in coordination with the CUS, Compete Caribbean and the steering
committee will oversee and support the successful implementation of the cluster initiative.
The Cluster Manager will maintain the overall focus of the cluster and ensure that the cluster
activities are in accordance with the established plan of operations and contribute towards
the overall objectives of the cluster initiative. Specifically, the Cluster Manager will oversee
on-site implementation, support and motivate cluster members to collaborate around the
cluster initiative and identify and transfer knowledge necessary to successfully implement
and sustain the cluster initiative post project.

5.1 Activity 3.1: Coordinate planned activities

The management activities of the Cluster manager is detailed in chapter 2 “Project Planning”, which
covers most of the activities outlined for deliverable 3. Thus, the activities to be undertaken are not
limited to those described in this chapter but must be seen in conjunction with the chapter 2
descriptions.

5.2 Activity 3.2: Engage Cluster players

This activity is not limited to the communication plan detailed in chapter 2, but extends to all
stakeholders involved and impacted by this project. The strategy outlined in chapter two will
be followed for engagement and will be highlighted in detail in the monthly planning of
activities in accordance with the work plan.

15