This post is from Mulokozi Jackson. It is a detailed overview of the organizational profile.

1. SUMMARY OF THE ORGANIZATION PROFILE
BUBAGO INTEGRATED DEVELOPMENT
ASSOCIATION(B.I.D.A.)
Bubago Integrated Development Association[B.I.D.A.] is a
Community Based Organization[CBO] whose services are
for the community.B.I.D.A.is also a Non-Government
Organization[NGO].It is therefore a not-for profit
organization whose establishment aims at providing
services in areas where there are gaps by the
government services, and also to improve on the existing
government services for community development.
B.I.D.A. was founded in 1995 under the leadership of
Evangelist Cristopher Besweri Kaswabuli. The organization
has a constitution which is a guiding document for all
members.

2. References/Source of Information
Mugerwa David Kalulu.The Programs
Manager.BubagoIntegrated Development Association.A Non
–Government Organization.Namutumba District, Eastern
Uganda.Post Office Box 6,Busenmbatia-Uganda
.
Musulo Issah.The Projects’ Coordinator.Bubago Integrated
Development Association.
Annual Magazine[2012].Bubago Integrated Development
Association.
Hitt,M.A.,Miller,C.C.,and Colella,A.,[2009].Organizational
Behavior: A Strategic Approach.2nd ed.Cpt.14,pp.493.John
Willey and Inc.

3. Structure of The Organization
In terns of structure, there is a General Assembly which is
composed of all the members of the organization, and it is the high
decision making body of the organization.
Below the General Assembly is the Board of Directors Committee
which is a technical high decision making body as regards
implementation of the organization’s activities through policy
formulation and planning, and formulation of strategic plans.
The Secretariat Committee follows the Board of Directors, which is
the implementing committee of the organization’s objectives and
activities.
Below the secretariat committee are Departmental Committees.
All departments are coordinated by a Projects Coordinator (PC),who
is a member of the Secretariat Committee. Each department is run
by a project committee and headed by a Programs’ Officer (PO) who
is part of the secretariat committee.

4. STRUCTURE OF THE ORGANIZATION
BIDA has four major departments and they include;
• The education department under which are pre-primary
schools, primary schools and secondary schools.
• Vocational department under which is a vocational training
institute for skills development in tailoring, driving, motor
vehicle mechanics, carpentry & joinery, among others.
• Agriculture department under which there is livestock,
aquaculture, crop husbandry and organic farming sections.
• Health department under which there is a hospital, health
centers and clinics.

5. CULTURE OF THE ORGANIZATION
Using the organizational documents (a human resource manual of 2010 edition and a
2012 organizational magazine), a face to face discussion with the Programs Manager,
Mr. Mugerwa David Kalulu, and the Projects Coordinator, Mr. Musulo Issah, and
physical tour of offices and particular departments.
There is a vision- mission led culture in the organization. The vision statement is “A
strong, health, productive, motivated, and self sustaining community”. The mission
statement “To improve the well being of vulnerable people in a sustainable manner
through provision of supportive services in health, HIV/AIDS awareness and
prevention and agriculture”.
I realiZed a lot of informal leadership which has developed as a value over the years
and finally an established culture. Many employees lead particular organIzational
activities through self initiatives.
There is rooted symbolic culture in the organization. For example the organization logo
has a tree under which is a woman carrying a hoe. According to the Programs
Manager (Mr. Mugerwa David Kalulu), the symbol of a tree means truth.
There is masculine culture in the organization. Very few women are in the leadership
positions for example the secretariat committee has one lower ranking woman, Miss
Abenakyo Eseza, who is the office administrative assistant. The rest are men.

6. CHANGE PROCESS UNDERTAKEN AND REASON
The change process was about elevation of B.I.D.A.’s management and
leadership structures to a higher level. Initially the organization’s high
technical planning committee was a Management Committee and no
secretariat committee. As more departments were established, this
committee became too inefficient to run the organization. Hence the
need to formulate the Board of Directors’ Committee and the
Secretariat Committee respectively, for efficient implementation of
organizational activities.
This change of restructuring culminated into the organization's
constitution review and amendment of some sections to suit the new
structure.
The major reason for the change was to elevate the administrative and
leadership organizational structures to a higher level through
restructuring for effective and efficient implementation of the
organization’s activities and to allow organizational expansion.

7. PLANNING THE CHANGE
According to Mr. Mugerwa David Kalulu, the Executive Committee of
five members of the organization’s Management Committee initiated
the change.
They organized a change awareness workshop for all members of the
Management Committee in which they invited highly professional
members as facilitators from government departments and other high
status Non-Government Organizations. The purpose of this workshop
was to make all members who were the change agents to understand
the reason to restructure the organization and how best it could be
implemented.
A General Assembly committee meeting was organized to explain to
the members the reason for the change process. This was done to
ensure unity and reduce resistance especially during the
implementation of the proposed change.

8. Implementing The Change
After the above workshops, seminars and meetings, the
change leaders (Management Committee members and the
patron who is the founder of the organization) organized a
General Assembly meeting in which all members of the
organization were invited, and a resolution to review and
amend the constitution was reached to pave way for the
restructuring of the organization.
A seven member constitutional review committee was elected
in the same meeting. The purpose of the constitutional review
was to include the new structures (Board of Directors
Committee and Secretariat Committee) in the constitution.

9. Overcoming Resistance and Sustaining change
Amidst implementation of the change process, the change leaders organized
another general assembly meeting in which all members were invited. The
founder of the organization, Evangelist C.B Kaswabuli, a highly respected person
in the organization was invited to brief the members about the future of the
organization. He confirmed the positive impact of the proposed change to the
members. He said, ”As a patron, I could not accept a negative change into our
organization”. This meeting was aimed at reducing attack form of resistance and
demystifying rumors that the change leaders wanted to own the organization.
The change leaders also used short term wins such as construction of new
offices for the newly formed secretariat committee. This further gave members
confidence for the continuous support of the change and members observed
this as a real and good development for their organization.
The change leaders encouraged and gave opportunity to all members to
actively participate in the change process and newly formed structures.

10. Conclusions drawn from this profile
about innovation and change
• There is need to fully explain the rationale for the proposed change
process. This makes it easy to get a supporting group of
members to lead the implementation of the change.Hitt,M.A.et al.,(2009)
said, "Without supporting information, managers and associates may not
have faith in what they are being asked to do, and they will not be
committed.”
• The constitutional review process by the organization was a sign of
democratic principles which is a key component of change sustainability.
• Resistance should be anticipated for any change process and this gives
change leaders time of forging ways to minimize the resistance for
effective implementation of the change.
• Using short term wins and stake holders buy-in are key issues in change
implementation and sustainability.
• Organizational leadership must initiate and participate in the innovation
process. For example,B.I.D.A’s leadership initiated a major fundamental
change process which has led to expansion of the organization.

11. Effectiveness of the change process
The members of the organization who did neither vote in favor nor disfavor of
implementing the change were supposed to be followed up with private meetings.
This is because their behavior showed that either they did not understand the
rationale for the proposed change or they were opposing the change with right
reasons which could not be ignored.
The management committee members themselves could have gone ahead to
explain to the members about the benefits of the change. They should have not
depended only on professional facilitators whose facilitation I am sure was not fully
understood by some members with very low levels of education and those who are
illiterate.
The change leaders should have also organized a tour of all members to an
organization which had reached that level or gone through similar change. They
would have admired activities of such organizations. This method of teaching or
sensitization is always effective especially for adult people with low levels of
education.