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INTERNAL ANALYSIS OF BITA AND STRATEGIES

In view of the foregoing objectives, BITA carried out an institutional analysis. The strengths and weaknesses suggest that BITA

  • restructures its organization adding a second line of management, an M&E cell and Internal Audit.
  • opts for more active human resource management and development initiatives
  • introduces policies for decentralization
  • introduces computer-based accounting
  • encourages effective governance.

Strategies for organizational development

Human Resources

  • Develop and introduce a HRM&D policy with obligatory practice of regular knowledge sharing and performance appraisal as instrument of incentive and further development.
  • Undertake a job analysis and reallocate the staff members based on staff profile (knowledge, skill, motivation standards, performance record).

Policies and Procedures

    • Develop and introduce a results-based M&E and reporting system
    • Introduce a decentralization policy (operational and financial) with the emerging expansion of BITA
        Finance Introduce computer-based accounting Governance

        • Involve EC members in the planning process
        • Seek the use of expertise of EC members in BITA‟s activities

Indicators for Human Resources
1. HRM & D cell implements the policy & procedures and the acquired knowledge and learning are shared for further staff development of staff members.
2. HRM & D cell undertakes periodic performance appraisal and identifies HR needs.
Indicators for Policy and Procedure
1. A monitoring cell is functioning and effectiveness of programme is monitored periodically and the lessons learnt are considered for improving the quality of programme in each year.
2. All operational level centres are following the policies.
Indicators for Finance
1. A software based accounting system is in use.
Indicators for Governance
1. EC members share experiences and ideas in the planning process and the members provide their expertise and support to enrich BITA‟s operations.