“Thank you for connecting us with Ivan!” – Milena Mastalo, Programme Manager, Transparency International in Bosnia and Herzegovina

Transparency International BiH is a civil society organisation that advocates for transparency, integrity, and accountability in public life. Its work spans anti-corruption research, policy reform, public education, and the monitoring of government institutions. Through its activities, TI BiH promotes good governance and empowers citizens to demand greater accountability from decision-makers.

When Transparency International in Bosnia and Herzegovina (TI BiH) entered the EU TACSO 3 Strategic Mentoring Programme, the team already had a clear goal: to finally establish a robust Monitoring, Evaluation, and Learning (MEL) system. It was something they had envisioned for years, but among competing demands, donor expectations, and limited staff capacity, it remained on the back burner.

The timing was far from ideal. Midway through the mentoring process, the organisation was confronted with a major structural challenge: the termination of USAID support. This unexpected shift led to a significant reduction in staff and operational funding. Yet, instead of halting progress, the mentoring space became a stabilising and transformative tool.

“The mentoring assistance was in the middle of its implementation when the organisation faced structural challenges due to the terminated USAID support,” explained Mastalo. “This was reflected in decreased staff and the cut in organisational costs. However, the organisation has successfully adapted to the turbulent times and accessed new grants, so we expect to overcome the current period soon.”

Against this backdrop, mentor Ivan Tasić helped the team rethink MEL, shifting it from a primarily compliance-based reporting tool to a dynamic learning framework that supports smarter, more adaptive decision-making, even in moments of internal disruption.

“Although we had information, we were not capable of transforming it into practice,” said Mastalo. “The mentor helped us by simplifying the language of the MEL process and leading us through examples so that all team members could actively participate in this learning process.”

From Theory to Practice: A Tangible System Emerges

Through a combination of targeted training, interactive workshops, and follow-up assignments, the team transitioned from a fragmented understanding to an applied practice. The result: a complete MEL system tailored to TI BiH’s context, including:

  • A Results Framework distinguishing outputs, outcomes, and long-term impact
  • A Change Tracker tool to document institutional and policy-level advocacy shifts
  • An Annual Stakeholder Survey to systematically capture external feedback

 

For an organisation primarily used to tracking numeric targets, one of the biggest breakthroughs was developing a comfort level with qualitative indicators.

“We are happy that we have finally learned more about qualitative indicators and how to measure their progress,” Mastalo shared. “We were always focused on quantitative indicators and were not sure how to define qualitative ones.”

This shift also prompted broader discussions about how to restructure internal workflows and assign MEL responsibilities in a sustainable manner.

“Even though the mentoring process has been completed and we have defined our organisational MEL system,” she noted, “we are aware that our work on building a strong system is still in progress. There are still details to be clarified and adapted. Some adoptions also require organisational restructuring. However, we definitely better understand the process and its techniques, which we apply in our everyday work.”

A Foundation for the Future

While the mentoring process has concluded, the foundation it created continues to shape how TI BiH operates, learns, and communicates its impact. The tools developed are already being piloted using real programme data from 2024. The team now reflects more systematically on how and why change happens, not just what was done.

“Without this mentoring support ensured through the EU TACSO 3 project,” Mastalo concluded, “we would undoubtedly have postponed our efforts. This process helped us build something we had long intended — and gave us the tools to carry it forward.”

This experience also laid the groundwork for deeper donor engagement. By making learning an integral part of its organisational approach, Transparency International BiH is strengthening its accountability and positioning itself as a more adaptive, insight-driven partner — capable of shaping long-term anti-corruption strategies with evidence, clarity, and purpose.