Strategic Goals |
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Musawa has determined five strategic goals to guide its work in the medium term: Capacity building and institutional developments of MUSAWA Enhance Musawa‘s monitoring activities and functioning of the three authorities (Supreme Judicial council, Ministry of Justice and the PLC) that mainly make up the judicial framework in the Palestinian territories Increase public awareness and trust in the law Enhance independence, good governance and separation of powers Enhance and develop judiciary, legal profession and the Palestinian Bar Association.
Musawa depends on various tools and methods to measure the impact of and evaluate its projects and activities.
Evaluation Methods
The most important are:
- Evaluating the beneficiaries of activities, before the project as begun, based on a specific guideline or questionnaire.
- Evaluation Method: After each activity, the beneficiaries fill out an evaluation form. This methodology comprises of methods for measuring the importance of the topics, implementation methods, the time allotted for the activity, and the objectives of the activity. The total benefit of the activity is measured by all the factors through questions in a survey or questionnaire.
- Evaluation after completion: This consists of the activities undertaken by the beneficiaries after their participation in the project. This is done through measuring: the time-span of the effects of the project; the realization of the objectives and their effects on society; and whether the results were adopted by interested formal parties, and if so whether they were implemented correctly.
- Seeking an external evaluation conducted by an expert at the end of the project through the use of evaluation tools and indicators at the end of the project.
- Personal interview with the beneficiaries and/or questions and discussions concerning the benefit of the project and recommendations for future work.
- Implementation of a workshop to evaluate project methods, results, and participants’ recommendations (with participation of specialists, concerned parties, and project participants), as well as methods for placing recommendations on implementation, and monitoring of progress with the help of concerned parties.
- Depending on the methods of networking and follow up for the purposes of increasing participation from CSO’s in joint lobbying efforts on the respective authorities in order to respond to project results and undertake proper measures in order to convert the results to larger-scale change in accordance with project objectives.
- Publication of results and project documents for the purposes of developing and enhancing culture as well as monitoring and documenting project indicators. Publication is to take place through various media outlets including local television, booklets, books, etc.
These methods were approved by the general assembly of Musawa at its general meeting on January 14th 2005. It is considered an administrative decision made by the general assembly at the meeting with complete approval.
The following Evaluation methods were later added by Musawa:
- Evaluation by the activity coordinator: Once the coordinator has completed the project report at the end of the activities, he/she will evaluate the activities on a general level.
- Personal Evaluation: this is done through weekly meetings with the implementation staff and their participation in putting an action plan into place with the proper division of roles.
Tools for evaluating the performance of employees:
- Personal Evaluation
- Evaluation by co-workers or direct supervisor
- Evaluation by the general director
- The use of daily, weekly, monthly, and annual reports
- The use of management/administrative meetings
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