Introduction to Organizational Capacity

Development
Pact Organizational Development Toolkit

1
PactWorld.org
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thors and do not necessarily reflect the views of USAID or the United States Government.”

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Introduction to Organizational
Capacity Development

Pact’s Learning Series Publications

First Edition, January 2010

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 1828 L Street NW, Suite 300

Washington, DC 20036

© 2010 by Pact

All rights reserved.

Pact is committed to sharing high-quality learning tools and materials with development practitioners
throughout the world. Pact demonstrates this commitment by publishing and disseminating books,
papers, CD-ROMs and other knowledge resources that represent the best intellectual capital of Pact
and its trusted partners.

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Preface

Well managed institutions are a fundamental building block for promoting changes that have positive
impacts on the lives of families and communities, particularly the most vulnerable. Pact’s programs
invest heavily in building the organizational capacity of our partners, who include community-based
organizations (CBOs), nongovernmental organizations (NGOs), and government agencies. These invest-
ments help the public and private sector deliver better quality services in a more efficient and effective
manner.

Pact’s Organizational Development Toolkit is designed to help Pact offices whose primary partners are
NGOs. These materials will be most useful to Pact offices that are just getting started or are new to
implementing a project which includes Organizational Development (OD). For more established of-
fices, the package will help new staff members responsible for implementing OD activities to hit the
ground running. Finally, the guidance included in this package will help Program Managers to better
design their OD activities within their programmatic objectives and allocated budgets.

The decision to move forward with this OD Toolkit was made by Pact’s OD Community of Practice,
made up of a worldwide network of 90 Pact staffs who are actively engaged in implementing OD inter-
ventions on a day-to-day basis. While Pact has been managing OD programs for over ten years, we
have not had a standard approach that can serve as a starting point for new programs. The outline and
materials themselves reflect the best practices and lessons learned over the years, with contributions
from Community of Practice members. Nevertheless, Pact offices should feel free to use and adapt
these materials as they see fit, ensuring that the end product is contextually appropriate.

The Toolkit has a modular design. Each module focuses on a single topic of Organizational Develop-
ment (such as Strategic Planning, Project Planning, Monitoring and Evaluation, Financial Management)
and seeks to develop specific competencies and behaviors. Each module includes a package of inter-
ventions that a Program Manager can pick and choose from to achieve the desired outcomes. Not all
NGOs will need all interventions, so it is the Program Manager’s job to pick and choose what is needed
while adapting to local context and needs.

This Introduction to Organizational Capacity Development module is a foundational module that intro-
duces practitioners to Pact’s approach to Organizational Capacity Development and to our OD Toolkit.
Unlike other modules in this series, which are designed primarily for Pact practitioners to deliver capac-
ity building to our partner organizations, this module is aimed primarily at the capacity building practi-
tioners themselves – whether they are Pact staff or consultants. The module is intended for use with
new staff or new offices, to give an overview of Pact’s approach to capacity building and the resources
that are available to them. It is also designed to be used by existing field offices that are looking to re-
design or scale-up the capacity building component of their programs.

The module begins with an overview of Pact’s overall approach to capacity building, of which OD is a
key component. Trainees are then introduced to key concepts in adult and organizational learning. The
majority of the module takes practitioners through a typical OD intervention from start to finish. Train-

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ees are introduced to each stage of an intervention and given examples of the key tools and ap-
proaches used by Pact at each stage. Following this, participants are introduced to a range of delivery
modalities for OD services – training workshops, mentoring, technical assistance consultancies, and
peer exchange. The module ends with ideas for working with local capacity building partner organiza-
tions and an overview of the rest of the modules in Pact’s OD toolkit.

If you are using this module and have any questions or suggestions for how we might improve on the
existing content please let us know. This is the first edition of the module, and we will improve it over
time, based on your experiences in the field.

Sincerely,

Mark Viso Catherine Gibbons

President & CEO, Pact, Inc. Vice President, Programs

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Acknowledgements

We would like to acknowledge the following for their contributions to the Introduction to Organiza-
tional Capacity Development module of Pact’s OD Toolkit: members of Pact’s Organizational Develop-
ment Community of Practice, for their valuable insights, in terms of both structure and content, into
the development and refinement of the module; Pact field offices in Ethiopia, Kenya, Malawi, Namibia,
South Africa, Sudan, Tanzania, Vietnam, Ukraine and Zambia, as well as Asia-Eurasia and Africa ResNet
for their important contributions to tools and approaches outlined in this module; and members of the
HQ Programs Team, past and present, for their written contributions, and for the ongoing support -
logistical and strategic - that made this work possible.

Also, special thanks to the United States Agency for International Development, whose funding of Pact
projects over the years has helped in contributing towards this critical effort.

Matt Reeves
Capacity Building Advisor, Pact HQ

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Introduction to Organizational Capacity
Development Module

Manual “Snapshot”
Competencies

This introduction to organizational capacity development manual is designed for partici-

pants to:
· Understand and articulate Pact’s overall approach to capacity building and to organ-
izational development in particular
· Be able to articulate the key steps in an organizational development intervention,
including why each is important
· Have access to organizational development tools and approaches that have been
field tested by Pact practitioners worldwide
· Identify potential delivery mechanisms for and providers of organizational develop-
ment services that best meet the needs of local civil society partners

Practitioner Skill Development

This manual seeks to build OD practitioner competency in:

· Articulating Pact’s approach to capacity building and organizational development
· Understanding the needs of adult learners and learning organizations
· Identifying and utilizing a range of pre-award assessment tools
· Developing a suitable assessment tool and facilitating a comprehensive Organiza-
tional Capacity Assessment (OCA) process
· Developing Institutional Strengthening Plans that draw upon Pact’s OD Toolkit and
other resources
· Identifying suitable delivery mechanisms and service providers for organizational
development
· Understanding the format of Pact’s Organizational Development Toolkit

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Table of Contents

1. Pact’s Vision of Success ...................................................................................................... 1

2. Pact’ Approach to Capacity Building .................................................................................. 2
2.1 Pact’s Core Competencies ..................................................................................... 3
2.2 Pact’s Technical Sectors ......................................................................................... 5
3. The Anatomy of Pact’s Typical Organizational Development Intervention ....................... 7
3.1 Fundamental Tenets of Organizational Capacity Development ............................ 9
4. How Adults and Organizations Learn ............................................................................... 11
4.1 Motivating Adult Learners ................................................................................... 11
4.2 How People in Organizations Learn ..................................................................... 12
4.3 Organizational Learning ....................................................................................... 12
4.4 Resources to Explore Adult and Organizational Learning .................................... 15
5. Stages in an Organizational Capacity Development Intervention ...................................... 16
5.1 Rapid Pre-Award Assessment .............................................................................. 16
5.1.1 Introductory Meeting ........................................................................... 17
5.1.2 Management Control Assessment Tool (MCAT) .................................. 19
5.1.3 Program Capacity Assessment Tool (PCAT) ......................................... 21
5.1.4 Monitoring Evaluation Reporting and Learning Organizational
Capacity Assessment Tool (MER-OCAT) ........................................................ 21
5.1.5 Customizing a Rapid Pre-Award Assessment Tool ............................... 21
5.2 Organizational Capacity Assessment (OCA) ......................................................... 24
5.2.1 Creation or Contextualization of the OCA Tool.................................... 26
5.2.2 Completing a Participant Guided OCA Tool ......................................... 33
5.2.3 Piloting the Assessment ....................................................................... 34
5.2.4 Completing the Assessment................................................................. 35
5.2.5 Processing Results and Preparing the OCA Report .............................. 41
5.2.6 Alternatives to OCA .............................................................................. 41
5.2.7 Results Debrief and Action Planning .................................................... 42
5.3 Developing Customized Institutional Strengthening Plans (ISPs) ........................ 44
5.4 Targeted Capacity Building................................................................................... 47
5.4.1 Training Workshops ............................................................................. 47
5.4.2 Mentoring ............................................................................................ 49
5.4.3 Technical Assistance Consultancies ..................................................... 50
5.4.4 Peer Exchange ...................................................................................... 50
6. Delivering Capacity Building Interventions....................................................................... 52
6.1 Competitive Awards for Local Capacity Building Organizations .......................... 52
6.2 Capacity Building Accounts (CBAs)....................................................................... 52
6.3 Capacity Building Marketplaces (LINCS – Linking NGOs with Capacity Services) 53
6.4 Networks of Capacity Building Service Providers................................................. 53
7. Introduction to Pact’s OD Toolkit ........................................................................................ 55

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 Annexes
Annex 1: Intro to OD Power Point ...................................................................................... 58
Annex 2: Stages of Organizational Development Typology ................................................ 61
Annex 3: Sample MCAT Tool ............................................................................................... 63
Annex 4: Sample MCAT Results Report .............................................................................. 71
Annex 5: Sample PCAT (BAIT) Tool ..................................................................................... 72
Annex 6: Sample PCAT (BAIT) Results Report ..................................................................... 84
Annex 7: Sample PACT (OVC Assessment) Tool .................................................................. 98
Annex 8: Sample PCAT (OVC Assessment) Results Report ............................................... 107
Annex 9: Sample MER-OCAT Tool ..................................................................................... 110
Annex 10: Sample MER-OCAT Results Report .................................................................... 115
Annex 11: Sample Subgrant Pre-award Assessment Tool .................................................. 118
Annex 12: Capacity Assessment Framework ...................................................................... 136
Annex 13: Discussion Activities for OCA ............................................................................. 137
Annex 14: Example Participant Guided OCA Tool............................................................... 147
Annex 15: Example Data Guided OCA Tool......................................................................... 160
Annex 16: Participant Guided OCA Results Report ............................................................. 170
Annex 17: OCA Results Report Including Only Capacity Data ............................................. 192
Annex 18: Rapid Organizational Scan ................................................................................. 207
Annex 19: Action Planning Matrix....................................................................................... 213
Annex 20: ISP from Pact Malawi ......................................................................................... 214
Annex 21: ISP from Pact South Africa ................................................................................. 218
Annex 22: ISP from Pact Kenya ........................................................................................... 220
Annex 23: Workshop logistics and budgeting ..................................................................... 223
Annex 24: Sample mentoring checklist ............................................................................... 228
Annex 25: Sample RFP for a Local Capacity Building Provider ............................................ 229
Annex 26: Sample RFP for One-Off Capacity Building Workshop Provider ........................ 243
Annex 27: Overview and Agenda for LINCS ........................................................................ 247

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Glossary of Terms

Capacity Building – The “process of developing and strengthening the skills, abilities, processes and
resources that organizations…need to survive, adapt and thrive in the fast-changing world.”

Capacity Building Accounts (CBAs) – CBAs are small grants or vouchers that Pact provides to part-
ners in order that they purchase their own capacity building services. CBAs increase the involve-
ment of partners in making their own decisions about capacity building activities.

Capacity Building Action Plan – A document developed by an organization following a capacity assess-
ment. This document describes all of capacity building activities that an organization will do internally
to build its own capacity, as well as support that it needs from external sources.

Civil Society Organization – An organization that is indigenous to a particular context and is neither a
for-profit institution, nor an institution of government. Civil Society Organizations include Community
Based Organizations (CBOs), Non-Governmental Organizations (NGOs), and Faith Based Organizations
(FBOs).

Cohort – A cohort is a group of peer organizations. Pact often conducts organizational development
activities with a cohort of organizations. The advantages of doing so include, efficiencies of scale and
the fact that organizations can learn from one another.

Institutional Strengthening Plan (ISP) – An ISP is a program management document that describes
what Pact will do to build the capacity of a partner organization within the context of a project, and
what the outputs and outcomes of this effort will be.

Linking NGOs with Capacity Services (LINCS) – LINCS is a Pact signature methodology where CSOs are
brought together with local capacity building service providers in a marketplace for capacity building. It
is an opportunity for CSOs to interact directly with local service providers, discussing organizational
needs and customizing services to meet these needs.

Organizational Capacity – An organization’s ability to achieve its mission effectively and sustain itself
over the long term.

Organizational Development – Pact defines Organizational Development as the process of building the
functional capacity of individual CSOs or government agencies. Functional capacity refers to the sys-
tems and processes that an organization needs to work efficiently and effectively, thereby maximizing
their impact.

1Philbin, Ann (1996) Capacity Building in Social Justice Organizations. Ford Foundation

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 Pact Series Publications Module 1

1. Pact’s Vision of Success

“Individuals, groups, and communities are actively engaged in and have brought about sustainable
improvement in the quality of their lives. Collaborative, effective and accountable public and private
entities actively promote and support community self-determination, access to quality services and
social and economic justice”

Pact believes that sustainable development can only be achieved when it is demanded and locally
driven - led by high performing Civil Society Organizations (CSOs), government institutions and private
sector entities, as well as the beneficiaries themselves. Our organizational development (OD) activities
around the world seek to strengthen these groups, so that they are able to operate more efficiently,
sustain themselves financially, and serve their own beneficiaries more effectively. More effective and
efficient organizations are, in turn, better able to bring about improvements in the quality of life of the
families and individuals in the communities where they operate. Our organizational partners work to
“improve quality of life” through improvements in health, education, livelihoods, and also in civic
elements such as having a greater voice in the political system. It is not enough for Pact to leave
behind better managed institutions if those institutions don’t provide higher quality services to
beneficiaries; nor is it enough to help put a policy into law, if the benefits of that law do not trickle
down to citizens.

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Introduction to Organizational Capacity Development

2. Pact’s Approach to
Capacity Building
In order to achieve this vision, Pact builds capacity in partner organizations worldwide through inter-
ventions in our five core competency areas: organizational development; network strengthening; advo-
cacy; learning and knowledge management; and grant making.

Figure 1: Pact’s Approach to Capacity Building

We carry out these interventions to achieve positive change in five technical platform areas: HIV/AIDS;
Peace Building; Livelihoods; Good Governance; and Natural Resources Management. Thus, for Pact,
capacity building is a means to an end, not an end in itself.

Pact’s overall approach to capacity building is captured in figure 1 above. We believe that direct and
proactive investment in both organizational and technical capacity building leads to increased levels of
organizational efficiency, local ownership, sustainability and more effective service provision whereby
capable local partners function at a higher level and in a sustainable manner. These investments also
support local partners to have sufficient credibility within the donor community to access funds di-
rectly from multiple sources.

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 Pact Series Publications Module 1

2.1 Pact’s Core Competencies

Pact is recognized globally as a capacity building organization, and our tagline which appears on our
organizational logo is “Building Capacity Worldwide.” Pact provides capacity building to our partners
through services in five core competency areas: Organizational Development, Network Strengthening,
Advocacy, Knowledge Management and Grant Making.

Organizational Development
Well managed institutions are a fundamental building block for promoting change in societies. For this
reason, the majority of Pact projects invest in building the organizational capacity of our partners,
which include CBOs, NGOs, and government institutions. These investments help partners deliver
higher quality products and services in a more cost effective manner. For partners seeking to achieve
policy change, well-managed, sustainable organizations are better positioned to work with their peers
to build long-term campaigns for change.

Pact’s organizational development interventions always begin with a participatory Organizational Ca-
pacity Assessment (OCA) which enables us to identify partner strengths and weaknesses and generate
partner buy-in for capacity building. OCA covers a range of organizational functions generally including
strategic direction, organizational structure, governance, planning, fundraising, financial and grants
management, human resource management, and monitoring and evaluation. The results of the OCA
help us to develop customized Institutional Strengthening Plans which outline a set of organizational
development activities. Some of these activities are implemented internally by our partner organiza-
tions, while other are achieved with Pact support. Organizational development activities are most suc-
cessful when delivered through a variety of mutually reinforcing mechanisms which include training
workshops, mentoring, peer sharing and learning, and technical assistance consultancies.

The focus of this module, and of the OD Toolkit in general, is Pact’s Organizational Development core
competency.

Network Strengthening
In many of our projects, Pact helps our partners to nurture networks of organizations within a sector or
unified around a common concern. These networks serve a variety of purposes. An advocacy network
of civil society groups, who speak with one voice, is more effective in successfully promoting policy
change than a disparate group of NGOs. Likewise, service quality can be greatly improved if providers
coordinate seamlessly through a service delivery network. This is particularly important in communi-
ties heavily impacted by HIV/AIDS, where families are facing multiple challenges at once – economic,
health and social discrimination. Strong knowledge networks can also facilitate the flow of informa-
tion, enhancing the economic power of producers and promoting the uptake of promising practices.

Pact’s network strengthening interventions usually begin with an Organization Network Analysis (ONA)
designed to visualize and generate discussion around the current patterns of inter-organizational inter-

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Introduction to Organizational Capacity Development

action. Network strengthening activities often involve multiple events (trainings, panel discussions,
idea markets2, etc.) where the leadership and staff of organizations meet regularly to learn together.
These shared experiences serve to develop relationships that later serve as the basis for coordinated
action. In some cases, Pact encourages the formation of local sharing and learning teams and offers
small grants to catalyze collaborative action.

Advocacy
Empowered citizens, who are networked and speaking with one voice, have the potential to serve as
powerful change agents and have an impact on policy making and the enforcement of existing policy.
While most often associated with our Good Governance work (described in the following section), ad-
vocacy is critical to the other sectors in which Pact operates.

In the HIV/AIDS arena, associations of People Living with HIV/AIDS (PLHIVs) may help to influence poli-
cies that defend the rights of HIV positive citizens or that promote universal access to ARVs; in the
NRM sector, networks of environmental NGOs might work together to pass policies to protect forested
land from clear cutting, while guaranteeing the economic well-being of the communities in these areas.

Pact’s advocacy interventions help our partners identify issues of common concern, plan effective ad-
vocacy messages and campaigns, build coalitions and networks that can clearly articulate these mes-
sages, identify and target decision-makers who have the power to change policies, and implement suc-
cessful campaigns.

Knowledge Management
In order to bring about sustained improvements in their quality of life, communities and organizations
must have access to timely, high quality information and knowledge. Pact’s projects directly or indi-
rectly serve to enhance our partners and beneficiaries’ access to information and to promote its use
for improved decision-making.

Pact adapts its approach to knowledge management and information dissemination to best meet the
needs of the target audience in a given context. In more technically advanced countries in Latin Amer-
ica, for example, we have used web-based platforms to encourage effective interaction among com-
munities of practice in local governance and natural resource management to increase the sharing and
use of best practices and lessons learned. In Mongolia, cell phones, radio and television have been
used to share timely market information and disseminate behavior change messages. In parts of Af-
rica, where the internet infrastructure is less developed, Pact’s WORTH program works with newly lit-
erate women to communicate information about a wide array of topics through networks of micro-
savings groups.

2An ‘Idea Marketplace’ is an event, either in person or virtual, where organizations come together to share their ideas,
innovations and promising practices. It is an opportunity to gather new ideas, make connections and engage in peer
review of promising approaches.

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Grant Making
The majority of Pact’s projects, particularly in the HIV/AIDS sector, involve grant-making to local part-
ners. Most grants are between $50,000 and $150,000, and are awarded through a competitive bidding
process to NGOs with a successful track-record in the relevant sector. Pact’s role in making small grants
to local NGOs is not only an important service valued by large donors, who do not have the administra-
tive infrastructure and local networks to make these smaller grants, but also serves to build the capac-
ity of local NGOs who are able to apply the capacity building lessons they learn in our trainings and
later access larger donors funds directly.

Pact ensures success in grant making through competitive processes that select promising and ac-
countable partners. Our programs employ transparent and efficient grant mechanisms coupled with
ongoing technical assistance to grantees to ensure donor compliance and build critical capacities in
program management, monitoring and reporting.

2.2 Pact’s Technical Platform Sectors

The core competencies described above are the things that Pact does in our projects to achieve im-
pacts in a given technical platform sector. The majority of our projects fall into one of the following five
technical sectors: Good Governance, HIV/AIDS, Natural Resource Management, Livelihoods, and
Peacebuilding. In the past donors gave Pact funding to build the capacity of civil society, as an end in
itself. Today, donor funds tend to be tied to sector outcomes and capacity-building, if included, is seen
as a means to an end, rather an end in itself. As an example, in the HIV/AIDS sector, Pact works
through local NGO partners, providing them grants combined with organizational development and
network strengthening support, which promotes more effective NGOs that are better able to serve
households affected by HIV/AIDS. Below is a brief introduction to each of Pact’s technical sectors.

HIV/AIDS
Pact believes that the most successful responses to HIV/AIDS are built upon the commitment and own-
ership of local leaders and communities. Our strategy links support to community-based organizations
through grants and the provision of technical, organizational and institutional capacity building that
enable communities to develop and sustain appropriate responses in HIV prevention, care and mitiga-
tion. Community-level responses can only be sustained, however, by influencing broader contextual
factors, such as improved health infrastructure (including access to key services) and social norms. To
this end Pact also engages with key stakeholders to create a supportive policy environment whereby
individuals' and communities' commitment to developing a comprehensive response to HIV/AIDS is
reinforced by public policy.

Good Governance
Pact's goal in promoting Good Governance is to build the capacity of NGOs and their community lead-
ers to address local development problems. Pact works to create an enabling environment for effective
governance, resulting in linkages between government, private business and civil society at national,

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regional and local levels. We assist our partners to establish legal frameworks to protect and promote
civil society, increase citizen participation, improve institutional and financial viability of civil society
organizations (CSOs), enhance the free flow of information, and strengthen democratic political cul-
ture. Through its expertise in networking, coalition building, and advocacy, Pact introduces key tools to
local stakeholders to enable them to take on a larger role in the governance of their society.

Peacebuilding
Pact leads efforts to create a demand for peace, enhance stability, and manage conflict. Our approach
is threefold: to increase the ability of local communities to plan and manage activities that build peace;
to increase the ability of local organizations to assist communities in implementing peace-building
plans; and to increase the ability of civil society and faith-based networks in building, consolidating and
safeguarding peace. Our approach encourages reconciliation and healing as soon as possible, even be-
fore larger-scale conflicts are fully resolved, and favors traditional conflict resolution methods over im-
ported ones.

Natural Resources Management

Natural Resource Management is a broad category of activities focused on improving how people in-
teract with and use their natural environment. Pact’s conservation oriented NRM is generally focused
on changing human behaviors in order to improve the conservation of wild animals, plants, and/or
natural landscapes or seascapes. Livelihoods oriented NRM tends to focus more on sustainable eco-
nomic development based on the range of resources available to a community. While these are not
mutually exclusive categories they do represent the major orientations to NRM by international NGOs
and donors. Pact’s NRM activities and projects have generally been implemented in support of donor-
driven biodiversity conservation programs. Pact’s success in these programs has largely been due to
our ability to take a “people-oriented” approach to NRM that allows communities to be informed and
make their own decisions concerning their livelihoods and the management of their resources.

Livelihoods
Pact responds to economic challenges faced by the poor through savings mobilizations, microenter-
prise development, and market-based livelihoods development activities that increase household in-
come. Pact's strategy links support to community-based organizations through targeted training, tech-
nical assistance and grant making with efforts to enhance the organizational and technical sustainabil-
ity of our partners. Our approach provides sustainable financial services and business opportunities for
the poor, as well as support for financial institutions to strengthen their capacity to effectively manage
ongoing microfinance programs and rural business information systems.

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 Pact Series Publications Module 1

3. The Anatomy of Pact’s

Typical Organizational
Development Intervention
Pact’s typical organizational development intervention follows the pattern outlined in figure 2, below:

Figure 2: The Anatomy of a Pact’s Typical Organizational Development Intervention

Organizational Institutional Targeted Monitoring,

Rapid Pre-Award Evaluation,
Capacity Strengthening Capacity
Assessment Reporting &
Assessment Planning Building
Learning

Relationship/Partnership Building

A. Before any OD intervention, organizations that are identified as potential partners undergo a
series of rapid pre-award assessments. These facilitator-scored, data-guided assessments as-
sist Pact to determine whether an organization has the necessary financial and management
capacity to comply with donor rules and regulations.

B. Once an organization is selected, Pact works with the partner to facilitate a comprehensive,
participatory organizational capacity assessment (OCA). The purpose of this participant-
guided self-assessment is to identify organizational strengths and challenges, as well as to build
ownership of and buy-in for OD within the partner organization.

C. The results of the rapid pre-award assessments and organizational capacity assessment are
used to generate an institutional strengthening plan (ISP). An ISP lists the needs identified
through the assessment process and indicates what the partner organization will do to over-
come these needs over a period of time. It also details how Pact will assist in building capacity
and what the expected outcomes of capacity building activities are. The contents of the ISP are
negotiated between Pact and the partner organization.

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Introduction to Organizational Capacity Development

D. Targeted capacity building is provided to partners according to the activities listed in the ISP.
Capacity building is best provided through a range of interconnected engagement mechanisms
including, but not limited to, training workshops, technical assistance consultancies, mentor-
ing, and peer sharing and learning. Each of these interventions serves to reinforce the others.

E. At key stages in the capacity building process we monitor progress using ISPs, service quality
surveys and quarterly reports. At periodic intervals we evaluate changes in partner capacity by
repeating the OCA process3. In addition, we use quantitative and qualitative techniques to
evaluate changes in organizational behavior, service reach, service quality and beneficiary qual-
ity of life. In order that we can continue to improve our programming and share findings with
others, we also engage in a range of reporting and learning activities.

Throughout the OD initiative, it is essential for Pact to focus on building and maintaining strong rela-
tionships with our organizational partners. These relationships can greatly impact the partner’s absorp-
tion of capacity building interventions and make or break the success of the overall initiative.

The next section of this introductory module introduces practitioners to some of the theories of adult
and organizational learning. These theories form the foundation of any OD initiative. The remainder of
the module focuses on the first three steps of a typical OD intervention. Step 4, “Targeted Capacity
Building” is addressed primarily through the other modules in Pact’s OD Toolkit, which focus on specific
organizational functions including Strategic Planning, NGO Governance and Financial Management.
These modules can be accessed through by clicking this link.

This module does, however, provide an introduction to delivery mechanisms for OD services, answer-
ing the questions how (training workshops, technical assistance consultancies, mentoring and peer
sharing and learning) and who (pact staff vs. local consultants). Step 5, “Monitoring, Evaluation, Re-
porting and Learning” (MERL) for OD will be addressed through an additional module developed in col-
laboration with Pact’s MERL unit.

With any organizational capacity development activity, it is important to note that context plays a key
role in both design and implementation. The same is true for Pact’s work. The multiple country con-
texts in which we operate offer different opportunities and constraints, be they political, social, envi-
ronmental or cultural.

Practitioners using this module should always take account of their country and program contexts
when using this module. This module focuses on explaining best practices in OD, which are widely used
and have had great success in many Pact programs. The structures and approaches described are not
the only options for building organizational capacity, however. Certain activities may be more or less
appropriate in different contexts and it is up to the country office practitioner to decide what aspects
of the module to use, modify or avoid in their program activities.

3OCA scores do not necessarily increase in a linear manner over the course of an intervention. Because OCA is a self-
assessment, we often see an initial decrease in scores as partners develop a stronger understanding of OD issues and
judge themselves against higher standards. Moreover, as capacity increases

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3.1 Stages in Organizational Development

Every organization that Pact partners with is different. Each partner has different goals, works in a dif-
ferent context, and is at a different stage in its development. In order to assist our partners in better
understanding the opportunities and challenges at different stages in their development, Pact uses the
following four-stage typology based on work by Bernard Lievegoed and Fritz Glasl:
Pioneering (Nascent) – Pioneering Organizations are usually very flexible and full of energy.
They do not yet have systems or processes in place and are often highly dependent on their
founder or pioneer.

Rational (Emerging) – Rational Organizations start to become better organized, formalizing

policies, systems and division of labor.

Integrated (Expanding) – Integrated Organizations mix strong systems with flexibility. Planning
is usually undertaken through participatory processes, and cross-fertilization occurs between
different departments.

Associative (Mature) – Associative Organizations collaborate successfully with other institu-

tions their environment to minimize competition and maximize impact.

Organizational change is not a simple, linear process, and over the course of its lifespan an organization
will likely move in both directions along the developmental typology. Moreover, it may not necessarily
be in the best interests of an organization to move ‘up’ the typology. The goals and operating styles of
government departments, for example, are well suited to the rational stage. Likewise, small CBOs or
advocacy organizations may never need to progress beyond the pioneering stage. Thus, the typology is
a useful pedagogical tool, but must be carefully explained when used with partners.

For more information on

http://www.barefootguide.org/Book/Barefoot_Guide_to_Organisations_Chapter_4.pdf

3.2 Fundamental Principles of Organizational Capacity

Development
A 2007 evaluation of Pact’s Organizational Capacity Development activities in Ethiopia identified a se-
ries of fundamental principles of capacity building that all OD initiatives should seek to uphold. Pact
practitioners have adapted this list into the following nine principles which inform the strategies and
approaches detailed in this foundational module. Practitioners might consider some or all of these
principles when planning and implementing an OD initiative.

1. Timeliness: The balanced space between actions which are taken too slowly or too quickly

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Introduction to Organizational Capacity Development

2. Peer-Connected: There are opportunities for peer-to-peer networking, mentoring and informa-
tion sharing

3. Builds Local Ownership: Builds organizational ownership capacity building efforts through a
comprehensive and participatory assessment process

4. Contextualization: Occurs in the larger context of other strengthening services a not-for-profit

is receiving. Incorporates an understanding of the NGO’s environment.

5. Customization: Responds to the project’s critical questions – and to strengthening needs iden-
tified by the organization

6. Multi-modal: There is some degree of “one-stop shopping” for Capacity Building services

7. Demand Driven: The not-for-profit “client” is ready and has chosen to receive this specialized
kind of service

8. Competence-Based: The capacity building services are offered by well-trained providers and
requested by knowledgeable, sophisticated customers

Scalability: Activities are well documented and assumptions are tested in order that the project and
the broader development community may benefit from efforts

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 Pact Series Publications Module 1

4. How Adults and

Organizations Learn
Pact’s OD toolkit has been developed according to the principles of adult and organizational learning.
Each module is structured to help the participants acquire the knowledge, skills, and attitude necessary
to achieve success for their organization.

Adult learning is critically important to organizational capacity development. It states that the teaching
of adults is based on different values, needs and assumptions than those assumed in the teaching chil-
dren.

In most cases, the adult learning is most effective when it fills a professional or personal goal. Adult
learning generally occurs in an informal, comfortable, safe space, is active and participatory, and is
guided but not forced. In general, adults learn well when they are able to connect their experiences
and knowledge to a specific goal or objectives. Since adults are practical and relevance-oriented, they
normally want to learn something for a reason. Usually these reasons will apply to a person’s work or
other responsibilities.

Some core principles in adult learning include:

Learning is self-directed; the learner is responsible for his/her own learning
Learning fills an immediate need
Learning is participatory
Learning is experiential
Learning is reflective
Learning methods provide feedback
Learning shows respect for the learner
Learning occurs in a safe and comfortable environment

4.1 Motivating Adult Learners

In addition to learning in a different way from children, adults face certain constraints to their learning.
Adults normally have both personal and professional responsibilities to fulfill while they pursue new
learning opportunities. These responsibilities may discourage some individuals from participating in
learning activities because of a lack of time, money, confidence, interest, a lack of information about
opportunities to learn, scheduling problems, bureaucratic "red tape," and/or problems with childcare
and transportation.

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Introduction to Organizational Capacity Development

In order for a facilitator or trainer to aid adult learners to overcome these barriers, it is important to
keep in mind some common motivations for learning. Typical motivations include:
Obtain resources or funding
A requirement for competence, licensing or to fulfill a new organizational policy
To achieve an anticipated (or realized) promotion
A need to maintain current skills or learn new ones
A need to adapt to changes in the operating environment

The best way to engage with adult learners is to respond to their needs by finding out what their moti-
vations are, and what barriers may exist to keep them from learning or participating. In general, the
best motivators for adult learners are interest and perceived self-benefit. If the facilitator is able to
demonstrate the pragmatic value of what they are teaching, then adult learners will participate at
higher levels and will gain the maximum benefit from the learning opportunity.

4.2 How People in Organizations Learn

Every organization is a collection of adult learners, all of whom learn according to the basic set of prin-
ciples described above. In addition, there are a number of factors that affect how adults learn in or-
ganizations. For example, real learning in organizations tends to be social, either taking place in groups,
in shared practices, or other networks of people. Staff or team meetings, for example, are key venues
for group members to tell stories about their work and reflect on what works and areas for improve-
ment. This kind of discussion may occur, either in-person, or through distance methods such as the
telephone, or internet, and serves to educate workers on current issues that are deemed timely and
important.

Team meetings normally have greater buy-in from participants than any classroom or formal training
session. Accordingly, meetings usually focus on issues that are timely and relevant to team members.
As on the individual level, adult learners in an organization learn more effectively in an environment
that fosters mutual respect, trust, and where diverging opinions are valued. New knowledge and/or
outcomes from these meetings are usually subtle and flexible, while more global, systemic changes
tend to evolve over a longer time period.

4.3 Organizational Learning

If adults learn according to certain principles and organizations are composed of adults who learn to-
gether in a distinctive way, than how do organizations learn?

Learning in organizations is the result of continuous testing of experiences and the transformation of
those experiences into knowledge. Real learning happens when new experiences and discoveries are
disseminated throughout the organization, and tested to determine their value-added properties.
Learning in organizations flourishes when the leadership recognizes the importance of continual self-

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 Pact Series Publications Module 1

reflection and drives a movement to focus on positive organizational change. New knowledge is woven
into the fabric of an organization if it helps an organization to deliver its core business.

The following exercise is designed to help an organization think about whether it is a learning organiza-
tion. This exercise may be used to stimulate thinking about what an organization is already doing to
promote learning, and how greater learning may occur in the future.

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Introduction to Organizational Capacity Development

PURPOSE Exercise:
To test partici- Is my Organization a Learning Organization
pants’ views on
whether their own AGENDA
organization is a Facilitator shares with participants a series statements about learning organiza-
learning organiza- tions. The room is divided in two – one side “yes”, the other side “no.” If partici-
tion. pants agree with the statement in terms of their organization, they move to the
“yes” side of the room. If participants disagree with the statement in terms of
their organization, they move to the “no” side of the room. The facilitator will
interview different participants to find out more about their thoughts during
TIME NEEDED
the activity.
20 minutes
PARTICIPANTS
This activity has been written for several representatives of a single organiza-
tion, but can also be easily adapted to work with groups of representatives from
MATERIALS
several organizations.
One flipchart
with the word ACTIVITIES
1. Tell participants that you are going to read a series of statements, and after
“No” on it
each statement, participants should move to either the “Yes” or “No” side
One flipchart of the room, depending on whether they agree or disagree with the state-
with the word ment in terms of their own organization.
“Yes.” Place
2. Read a series of statements, ask participants to indicate their responses by
flipcharts at moving around the room.
opposite sides
of the room. 3. After each question, the facilitator should ask a few participants why they
have chosen the answer they did. Ask a few people on the “Yes” side and a
A third flipchart few on the “No” side. If there are people who are undecided, ask them for
(or Power Point their feedback, too. Spend about five minutes per question.
presentation)
with pre- 4. Some suggested questions are as follows:
prepared state- In our organization, we sufficiently and routinely examine our work
and challenge what we know and do.
ments about
learning organi- Our organization produces knowledge that helps everyone in the
zations. organization to be more effective in their work.
Our organization’s knowledge is shared and accessible to all, even
new or junior team members.
The resources, time and money, that our organization spends on
sharing knowledge and learning are used in the most relevant and
effective way to help us achieve our mission.

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4.4 Resources to Explore Adult and Organizational

Learning
The following is a short bibliography of resources for those interested in doing additional reading about
adult and organizational learning:
Freire, Paulo. 2000 30th Anniversary Edition. Pedagogy of the Oppressed.
Knowles, Malcolm. 1998 Fifth Edition. The Adult Learner: The Definitive Classic in Adult Educa-
tion and Human Resource Development.
Lieb, Steven. Principles of Adult Learning. http://honolulu.hawaii.edu/intranet/committees/
FacDevCom/guidebk/teachtip/adults-2.htm.
Vella, Jane. 1994. Learning to Listen, Learning to Teach.
Senge, Peter. 1994. The Fifth Discipline: The Art and Practice of the Learning Organization

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Introduction to Organizational Capacity Development

5. Stages in an Organizational
Capacity Development
Intervention
The following section examines each stage in the typical organizational capacity development interven-
tion introduced in Section 3.

5.1 Rapid Pre-Award Assessment

Organizational Institutional Targeted Ca- Monitoring,

Rapid Pre-Award Evaluation, Re-
Capacity Assess- Strengthening pacity Building
Assessment porting & Learning
ment Planning

Relationship/Partnership Building

Prior to accepting an organization as a partner, Pact applies a series of rapid pre-award due diligence
assessments. These assessments may lead to a decision not to take on a partner, but in most cases
they inform the grantmaking process, establishing grant requirements that minimize risks identified
and plans to mitigate against those weaknesses. The particular assessments undertaken depend upon
the goals of the program and requirements of the donor. Rapid pre-awards assessments should be cus-
tomized by a team of grants management, program and OD staff to ensure that they are appropriate to
the technical, managerial, and financial requirements of the program.

Pact’s Management Capacity Assessment Tool (MCAT) is utilized to assess the financial and manage-
ment capabilities of partners, our Program Capacity Assessment Tool (PCAT) assesses the technical/
service delivery capacity of partners, and our Monitoring, Evaluation and Reporting Organizational Ca-
pacity Assessment Tool (MEROCAT) is designed to assess strategic information and data quality assur-
ance systems. It is usually unnecessary to complete all three of these assessments in full, and the level
of detail that you choose to assess should be determined by the length of a project, level of funding

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 Pact Series Publications Module 1

and intended outcomes. However, completion of the MCAT is essential for any partner due to receive a
grant.

The results of these assessment highlight areas of organizational capacity (such as financial and pro-
curement management) that require strengthening in order for the partner to achieve donor compli-
ance. In grant making programs, these assessments serve as a pre-award review for grant worthiness.
Grant worthiness indicates sufficient technical, managerial, and financial capacity to carry out program
objectives and achieve stated results. Assessment of the applicant’s strength in the three capacity ar-
eas—technical, financial, and organizational—will result in an overall assessment of risk level. The risk
level will inform decision-making on the appropriate type of grant instrument, the appropriate level of
oversight and reporting, and/or the need for special award conditions. Pact’s Subgrants Management
Manual, available from the Grants and Contracts Department at Pact HQ, should be your main source
document on MCATs and Pact’s grantmaking work more generally.

5.1.1 Introductory Meeting

Before beginning any organizational development activities with a partner, it is helpful to arrange an
introductory meeting to introduce Pact, explain our organizational development, and build buy-in for
and ownership of capacity building activities. This visit is critical to the starting off the relationship with
the partner in a positive manner, as it shows the partner that Pact perceives the need to build a rela-
tionship as superseding the need to complete required assessments.

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 Introduction to Organizational Capacity Development

Introductory Meeting for PURPOSE

Capacity Building Activities 1. To introduce Pact

and our capacity
building approach
to key stakeholders.
2. To generate buy-in
AGENDA
for the organiza-
Meeting with Executive Director, Deputy, lead finance, operations and pro-
tional development
gram staff
process
PARTICIPANTS 3. To identify possible
Executive Director, Deputy Director, Lead Finance Staff, Lead Operations capacity building
Staff & Lead Program Staff needs
4. To explain and
SUGGESTED PACT LEAD build comfort with
Program Manager/Chief of Party the pre-award sur-
vey process
ACTIVITIES 5. To establish realis-
1. Meet for a two hour session with key stakeholders from the organiza-
tic expectations for
tion
next steps, includ-
2. Use the Power Point Presentation as a general introduction to Pact ing the possibility
and our work in OD. that a decision will
be made not to pro-
3. Use country/program specific materials to describe Pact’s work in the ceed
country in which the partner operates. Introduce the various aspects
TIME NEEDED
of the program, including grantmaking, capacity building, technical
platform activities, etc. 2 hours

4. Explain the major activities and processes within the program includ- MATERIALS
ing pre-award assessments, grants management, capacity diagnostics,
capacity building, MERL, etc. Introduction to Or-
ganizational Capac-
5. Take questions from participants. ity Development
with Pact Power
6. Ask participants to think about areas in which their organization Point Presentation
might potentially need strengthening (This is a particularly helpful (Annex 1),
activity for gathering early baseline data and facilitating buy-in for
Pact Annual Report,
capacity building activities).
Country Office Mar-
7. Provide participants with a list of the documents needed by Pact for keting Materials,
the pre-assessment process.
Sample Pre-Award
Surveys

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 Pact Series Publications Module 1

5.1.2 Management Control Assessment Tool (MCAT)

Pact’s Management Control Assessment Tool (MCAT) is used to determine pre-award grant risk or
grant-worthiness of a partner. Management control refers to the managerial and administrative ex-
perience and expertise, as well as the financial and accounting systems needed to assure compliance
with a grant award and achieve program objectives. MCAT is the baseline and end line measurement
for financial and management capacity, and can be tied to the internal performance monitoring indica-
tor of % of current and new grantees with increased MCAT scores.

Capacity areas measured using the MCAT include:

Accounting procedures: general system, receipts, disbursements, bank accounts, petty cash
records, ledger, journal, trial balance, payroll and salary
Internal controls: approval controls, segregation of duties, design and use of records, safe-
guards over assets and records, independence checks,
Budgeting, reporting & auditing: budgeting and reporting, auditing, cost share/match
Policy environment: ethics, organizational policy, personnel policy and management, travel/
transport policy and management, property policy and management, procurement policy, sub-
grant management, project management

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Introduction to Organizational Capacity Development

Management Capacity PURPOSE

Assessment Tool (MCAT) 1. To assess the

grant-worthiness of a
potential partner or-
ganization, and iden-
tify potential areas of
AGENDA risk.
Activity Time Needed
2. To assess organ-
Gather critical financial and operations management docu- 4 hours
izational capacity in
ments from organization (done at Pact office)
financial manage-
Analyze documents from organization (done at Pact office) 1 ½ days
ment and operations
Meeting with Executive Director and Deputy 2 hours management.

2 hours 3. To screen poten-

Meeting with lead finance staff
tially problematic
Meeting with lead operations staff 2 hours partners

Meeting with lead program staff 2 hours TIME NEEDED

1-2 days of advance
PARTICIPANTS preparation at Pact
Executive Director, Deputy Director, Lead Finance Staff, Lead Operations Staff office, 8 hours of in-
& Lead Program Staff terviews with key
SUGGESTED PACT LEAD stakeholders
Program Officer
MATERIALS
ACTIVITIES Copy of MCAT
1. Gather copies of the necessary documents from the organization Assessment Survey
(Annex 2),
2. MCAT facilitators (usually Pact program, finance and/or contracts staff)
analyze all documents and score MCAT indicators according to the re- Copies of the fol-
sponse scale in the questionnaire. lowing documents
from the organiza-
3. Meet with critical stakeholders at participant organization (either indi- tion: annual report;
vidually or in small groups around appropriate functions). Discuss find- last three years of
ings from documents, negotiating scores when applicable. Complete audits; copy of regis-
any remaining gaps in the assessment. tration;

4. Analyze results and prepare results report (See Annex 3 for a copy of an VAT number;
MCAT results report). organization chart;
And copies of any
procedural manuals.

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 Pact Series Publications Module 1

5.1.3 Program Capacity Assessment Tool (PCAT)

The Program Capacity Assessment Tool (PCAT) is used to determine the technical capacity of organiza-
tions in the platform sector or subsector in which they operate. PCATS are tailored to focus on the par-
ticular sector and context in which an organization operates. For example Pact applies Orphans and
Vulnerable Children (OVC) and Voluntary Testing and Counseling (VCT) assessment tools in the HIV/
AIDS sector, and Advocacy and Clout assessment tools in the Good Governance sector. PCATs are the
baseline and end line measurement for technical capacity, and can be tied to an internal performance
indicator of % of current and new grantees with increased PCAT scores.

5.1.4 Monitoring, Evaluation and Reporting Organizational Ca-

pacity Assessment Tool (MEROCAT)
The MEROCAT is an assessment of strategic information and data quality assurance systems adapted
from assessment tools developed by Pact programs in Kenya and South Africa. The MEROCAT assesses
Monitoring Evaluation Reporting and Learning (MERL) capacity of grantees as measuring outcomes of
capacity building programs for monitoring, evaluation, reporting and learning and can be tied to an
internal performance indicator or % of current and new grantees with increased MER OCA scores in key
areas of organizational capacity.

The capacity areas measured under this tool are:

General MERL systems:
Data management systems and practices
Data quality management
Program management and decision making

5.1.5 Customizing a Rapid Pre-Award Assessment Tool

The MCAT is a standardized assessment tool, applied in a common manner across all Pact projects with
a grants management component. The other assessment tools discussed over the previous chapter,
however, are examples of good practice. They need not be used wholesale and should be tailored and
customized to meet the specific needs and goals of your project.

One particularly useful example of a tailored pre-award assessment tool is the Pact Cambodia
“Subgrant Pre-Award Assessment Tool” (Annex 10). This pre-award assessment combines the full
MCAT survey with cross-sectoral aspects of a PCAT tool. It is a good example of how a program has
taken pre-existing assessments and created its own customized tool.

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Introduction to Organizational Capacity Development

Program Capacity PURPOSE

Assessment Tool (PCAT) To assess the capac-

ity of a potential part-
ner organization
AGENDA within the technical
Activity Time Needed platform sector (or
Gather and analyze critical programmatic documents 1 day subsector) of the pro-
from organization ject
Meeting with Executive Director and Deputy 2 hours
TIME NEEDED
Meeting with lead program staff 2 hours
1 day of advance
preparation, 4 hours
PARTICIPANTS
of interviews with
Executive Director, Deputy Director, & Lead Program Staff
key stakeholders

SUGGESTED PACT LEAD MATERIALS

Program Officer
Copy of PCAT
ACTIVITIES Assessment Survey
1. Gather copies of the following documents from the organization: (Annex 4 is a copy of
the BONGA Advocacy
2. Analyze all documents and score PCAT indicators according to the re- Index Tool (BAIT)
sponse scale in the questionnaire. from Tanzania, and
Annex 6 is a copy of
3. Meet with critical stakeholders at participant organization. Discuss find- the Orphans and Vul-
ings from documents, negotiating scores when applicable. Complete
nerable Children As-
any open ended questions or further gaps in the assessment.
sessment from Ma-
lawi) ,
4. Analyze results and prepare results package (See Annex 5 for a copy of a
BAIT results report and Annex 7 for a copy of an OVC Assessment Re- Copies of the fol-
sults Report). lowing documents
from the organiza-
tion: Program de-
scription, reports
related to program
activities

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 Pact Series Publications Module 1

Monitoring, Evaluation & PURPOSE

Reporting Organizational To assess the ca-

pacity of a potential

Capacity Assessment Tool partner organiza-

tion in monitoring,

(MER-OCAT) evaluation and re-

porting

TIME NEEDED
AGENDA
1-2 days of advance
Activity Time Needed preparation, 4
Gather and analyze critical MERL documents from or- 4 hours hours of interviews
ganization with key stake-
Meeting with Executive Director and Deputy 2 hours holders
Meeting with lead monitoring and evaluation staff 2 hours
MATERIALS
Copy of MERO-
PARTICIPANTS CAT Assess-
Executive Director, Deputy Director, Lead M&E Staff ment Survey
(Annex 8),
SUGGESTED PACT LEAD Copies of Docu-
MERL Officer ments from Or-
ganization
ACTIVITIES
1. Gather copies of the following documents from the organization: moni-
toring and evaluation plan, strategic plan, indicator protocols, data col-
lection tools, data quality management plan, evaluation reports

2. Analyze all documents and score MEROCAT indicators according to the

response scale in the questionnaire.

3. Meet with critical stakeholders at participant organization. Discuss find-

ings from documents, negotiating scores when applicable. Complete
any further gaps in the assessment.

4. Analyze results and prepare results package (See Annex 9 for a copy of a
MEROCAT results report).

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Introduction to Organizational Capacity Development

5.2 Organizational Capacity Assessment (OCA)

Organizational Institutional Targeted Monitoring,

Rapid Pre-Award Evaluation,
Capacity Strengthening Capacity
Assessment Reporting &
Planning

Relationship/Partnership Building

Once a grant has been awarded to a partner, Pact completes an Organizational Capacity Assessment
(OCA)4 that takes a comprehensive look at the functional capacity of the organization. OCA typically
focuses on helping organizations assess the following functional capacity areas:
Governance, Strategic Planning and Policy Framework
Financial and Grant Systems and Administrative Policies
Human Resources Development, Management and Policies
Program Planning, Management and Supervision Practices
External Relations and Partnership Development / Interaction
Program Institutional and Financial Sustainability – Resource Mobilization

Pact’s OCA methodology uses a participatory process that enables organizational staff, board members
and volunteers to reflect upon and explore various organizational systems, and learn by performing a
self-assessment of their strengths and weaknesses. The inclusive and participatory nature of OCA is
critical for generating buy-in for ensuing organizational development efforts.

When beginning a project, Pact conducts OCA in a coordinated manner to ensure rapid delivery of as-
sistance during startup: the aim is to minimize time spent assessing and maximize time available for
interventions. To this end, an initial OCA is generally conducted within three months of signing a grant.
A second assessment is often conducted later in the project, to measure changes in organizational ca-
pacity over time. To this end OCA scores can be tied to an internal performance indicator % of current
& new grantees with increased OCA scores in key areas of organizational effectiveness.

The OCA process is designed for a variety of purposes. It can be used in whole or part to:
Serve as a diagnostic instrument to determine the stage of organizational maturity and the
specific changes needed to strengthen a NGO’s development
Establish a baseline measure of the existing structure and capability of a NGO
Monitor and evaluate progress toward the organizational development objectives of a NGO

4Pact’sOrganizational Capacity Assessment (OCA) and Organizational Capacity Assessment Tool (OCAT) methodologies
are discussed in this module under the single umbrella of OCA. Variations in process that reflect the different method-
ologies are explained in the text.

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 Pact Series Publications Module 1

Serve as a means to educate NGO board members and staff about the components and charac-
teristics of an effective NGO
Create a strong and shared commitment to change within the NGO
Assess training needs of the staff of a NGO and provide a framework for a training curriculum.
Identify quick wins for organizational change that can be implemented by the organization it-
self with little external assistance.
Act as an internal communication tool.
Serve as a basis on which to design improved systems and procedures.

It is important to fully explain the purpose of the OCA to partners, and discuss how the assessment dif-
fers from the pre-award assessments that they have already undergone. Partners may feel a degree of
fatigue if they perceive that they are undertaking a large number of assessments within a short period
of time and without a full understanding of the purpose.

The OCA process should be led by a team of at least two experienced and trained facilitators. These
facilitators should have the necessary skills to: collect and review relevant project documents; inter-
view board and staff members; visit project sites and interview project beneficiaries; facilitate a scoring
session involving 10 – 20 board, staff members, and volunteers; explain complex organizational devel-
opment issues in simple terms; ensure that all stakeholders are given the opportunity to participate;
and write a complete report that objectively presents the results of the assessment, while analyzing
those results and making concrete and practical recommendations for steps for improving each area of
management.

OCA facilitators may be Pact country staff, a local organizational development partner/consultant, Pact
regional or global resource staff, or any mixture of the above. Because of the critical role of OCA in gen-
erating buy-in for organizational development and setting the stage for capacity building interventions,
it is very important that OCA facilitators be trained. Training is offered by both HQ and ResNet staff and
involves a mixture of both theory and practical experience.

There is no one standardized methodology for completing an OCA. However, a typical OCA process in-
cludes a number of key stages:
1. Creation or contextualization of the OCA tool
2. Piloting the assessment
3. Preparing partners for the assessment
4. Completing the OCA assessment
5. Processing results and preparing the report
6. Results debrief and action planning
7. Re-OCA for evaluation

Pact has two primary methodologies for designing and conducting an OCA – Data Guided OCA and Par-
ticipant Guided OCA. These are compared in the table below and differences between the two meth-

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Introduction to Organizational Capacity Development

odologies highlighted over the following section. Depending on the goals of your project, you may wish
to use either one of these methods, or possibly a mixture of both.

Data-Guided OCA Participant-Guided OCA

Facilitators use written documents to com- Facilitators use discussion techniques to bring
plete preliminary scoring and guide discussion out objective data around organizational capac-

Scores are negotiated and agreed upon by all Each stakeholder scores individually
stakeholders
Results are reported as capacity scores Results are reported as capacity and consensus
scores

5.2.1 Creation or contextualization of the OCA tool

Pact already has a wide range of capacity assessment tools, developed for projects encompassing nu-
merous technical sectors and country contexts. If either time or budget is constrained, it may be feasi-
ble to use a one of these pre-existing OCA tools for your own assessment. However, as every project
has different goals, it is highly recommended that you tailor your OCA tool to the needs of the organi-
zations that you will be working with.

Past experience has helped us to develop several different options for creating or contextualizing OCA
tools – you may wish to use one of the following methods or possibly a mixture when developing your
own tool.

Contextualization by Facilitators
One option for developing your OCA tool is to have Pact staff or facilitators contextualize an OCA tool
to be used in with project partners. If you are contextualizing an OCA tool without involving partici-
pants, it is important to share the draft tool via email, or in a meeting, and seek feedback. The advan-
tages and disadvantages of facilitator contextualization are as follows:

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 Pact Series Publications Module 1

Advantages Disadvantages
Expert design ensures that indicators are consis- Partners may not feel full ownership of the result-
tent with program theory, international standards ing assessment tool, and may view it as an exter-

Cheapest and quickest way to develop an assess- The process of designing a tool is a capacity build-
ment tool. ing intervention in and of itself. This aspect is lost
where the tool is developed by facilitators.
The same tool is used for all NGOs assessed, al- Every program is different and will have different
lowing for comparisons across a cohort of organi- goals and challenges. It may not be a good idea,

Does not contribute to building the relationship

between Pact and our partners.

PURPOSE OCA Tool Contextualization

Involve Pact staff
and/or OCA facili- by Partners
tators in the con-
textualization of
capacity areas and SESSION OVERVIEW
indicators to be in- 1. Introduce
cluded in the OCA
2. Contextualize OCA tool through review and development of capacity
tool
areas and statements of excellence (indicators)
TIME NEEDED
PARTICIPANTS
6 hours Pact staff involved in implementing the program, including, but not limited
to the program manager, program staff, finance staff and M&E staff. Any
MATERIALS staff or consultants who will be involved in facilitating/implementing the
Sample OCA tool (s) OCA process.
from similar coun-
try/sectors SUGGESTED PACT LEAD
Program Manager/OD Manager

CONTEXTUALIZATION OF CAPACITY AREAS AND INDICATORS

1. Ensure that all participants are fully oriented to the purpose and princi-
ples of OD in Pact, and to the role that OCA plays within that process.

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Introduction to Organizational Capacity Development

2. In small groups of around 3-4 people, review sample OCA tools from similar programs and
country contexts.
3. Each group should identify up to 8 major capacity areas that are particularly relevant to
the program context, and write these clearly on flip charts. Capacity areas, are broad,
overarching concepts (such as Strategy and Planning, Leadership and Governance, Human
Resources Management, etc.). Capacity areas may be:
a. Draw directly, as appropriate, from existing tools
b. Taken from other tools, and reworded/contextualized
c. Developed by merging or separating concepts from other tools
d. New concepts that are not included or featured in other tools
1. Post the flip charts, and compare the results developed by different groups. Ask the fol-
lowing questions.
Is everyone clear on the meaning of each capacity area?
Are the capacity areas identified consistent with the goals of the program?
What overlap is there between the capacity areas developed by different groups?
Of the remaining capacity areas developed by the different groups, are the capac-
ity areas similar enough to one another that they can be collapsed?
Is anything important missing?
5. Follow up with the group around any missing content that they added. Ask them to ex-
plain the capacity area they added, and ensure that others understand.
6. The questions above should help the group move towards a single, consensus list of ca-
pacity areas. If necessary, the group should vote on a final list of areas for the OCA tool
using sticky dots. Based upon prior experience, around 8 capacity areas is an ideal number
for an OCA tool for a one-day assessment.
1. Statements of excellence (or indicators) should be developed for each capacity area. This
may be done through the following process.
Divide participants into four groups. Give each group two capacity area to work
on, and that the aim is to develop between five and ten statements of excellence
for each capacity area.
Have participants review sample OCA tools for statements of excellence that are
relevant in the context of their program.
Tell them that they may either take existing statements in their current form,
tweak existing statements, or develop new statements of excellence from scratch.
Have groups present back their statements of excellence for each capacity area.
Assist the group to achieve consensus around the most important statements –
adding, deleting or editing statements as necessary.
Aim for about five to ten statements of excellence for each capacity area.

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Contextualization by Partners
A second option is to involve partners in contextualizing the OCA tool. If you already have partners
identified, organize and invite them to a one-day working session to go over the tool, contextualizing it
as you go.

If you do not yet have a pre-identified group of partners, then invite a group of 8 – 10 national NGOs
with the help of your donor or the national NGO forum. In choosing the NGOs, try to get NGOs active in
the sector(s) of the program. The NGOs invited should be relatively well established and with some
knowledge of good management.

This session should be led by an experienced participatory facilitator, with active involvement of the
Pact staff or consultants, who will be accountable for implementing the OCA process. In addition to
contextualizing the tool itself, this session should be used to get input from the national NGOs on the
proposed process for applying the OCA to each NGO.

The process for contextualizing an OCA tool with partners is the same as that for contextualizing the
tool with facilitators, and you can use the session design above. The advantages and disadvantages of
partner contextualization are as follows:
Advantages Disadvantages
Takes advantage of work done on previous tools The process of designing a tool is a capacity build-
in similar country/sectoral contexts ing intervention in and of itself. This aspect is lost
where the tool is contextualized rather than built
from scratch.
Involves partners in developing their own OCA Every program is different and will have different
tool. This can be critical in building ownership of goals and challenges. It may not be a good idea,
the OCA process and ownership for capacity therefore, to begin with preexisting OCA tools.
building activities in general.
Assists in building the relationship between Pact Partners with low capacity may need assistance to
and our partners identify the most important capacity areas in their
context
The same tool is used for all NGOs assessed, al- Relatively expensive way to develop an OCA tool.
lowing for comparisons across a cohort of or- Represents an investment of both Pact’s time and

Creation by Partners
A third option is to bring representatives of each partner organization together to develop a frame-
work of “organizational excellence” which is customized to a given environment or context. Through a

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Introduction to Organizational Capacity Development

one-day structured brainstorming workshop, organizations identify and define the factors that are es-
sential for making an organization successful in the context in which it operates.

If conducting OCA with an individual organization, participants should represent each of the organiza-
tion’s departments or functional units and board members, volunteers, or constituent representatives
as appropriate. For a cohort, or group of organizations, each organization should have representatives
in attendance.

If appropriate, this one-day session can be lengthened to include additional days for discussing capacity
building and building ownership and excitement around the capacity building process.

The advantages and disadvantages of tool creation by partners are as follows:

Advantages Disadvantages
Takes advantage of an unconstrained ‘blue Partners with low capacity may need assistance
sky’ approach to tool development, ensuring to identify the most important capacity areas in
that the resulting OCA tool fully reflects the their context
context of the program.
Involves partners in developing their own OCA Relatively expensive way to develop an OCA
tool. This can be critical in building ownership tool. Represents an investment of both Pact’s
of the OCA process and ownership for capacity time and partner’s time.
building activities in general.
The process of developing the OCA tool is a If partners each develop their own tool, it is
capacity building exercise in and of itself. difficult to compare results across organizations
Where partners work together to create a sin-
gle too, opportunities exist for comparisons
across a cohort of organizations.
Assists in building the relationship between
Pact and our partners

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PURPOSE OCA Tool Creation by Partners

Introduce part- PARTICIPANTS
ners to the OCA One or two representatives from several partner NGOs (5 partners mini-
process mum). Representatives of other established national NGOs or strategic part-
Involve part- ners)
ners in the crea-
tion of capacity SUGGESTED PACT LEAD
areas and indi- Program Manager/OD Manager (Facilitation should be led by an experienced
cators to be in- participatory facilitator, with participation of the full OCA implementation
cluded in the team).
OCA tool
Build owner- A. INTRODUCTION TO THE OCA PROCESS
ship of and ex- 1. Welcome participants
citement for the 2. Where appropriate, introduce Pact’s work in country and the pro-
OCA process gram in which partners are participating
TIME NEEDED 3. Introduce the OCA process, and its role in the organizational devel-
opment component of the program
8 hours
MATERIALS B. CONTEXTUALIZATION OF CAPACITY AREAS AND INDICATORS
1. Post the following brainstorm question on the display board: “What
Power point are the core capacities (skills, knowledge, abilities) of a high perform-
explaining the ing NGO operating in the (enter name of sector) sector in (enter
OCA Process, name of country)?” Give a few examples to stimulate thinking.
Sample OCA
tool(s) from 2. Give individuals a few moments to organize their thoughts. Ask them
similar coun- to rapidly write down key organizational functions on an individual
tries/sectors, basis. Ask participants to star their 3 most important ideas.
draft OCA tool
prepared by 3. Participants get into small groups (three or four participants per
pact staff group is optimal). Have groups identify 5-7 ideas and write them on
(where combin- index cards. Make sure that each card has no more than one idea per
ing with facilita- card and is written in clear, large letters. Ask each of the groups to
tor contextuali- give you approximately 3 cards.
zation).
4. Place the cards from each group on the board in a random pattern
5x7 index cards, for viewing by the large group. Read each card as you place it on the
marker pens, board and ask the participants if the intent of the card is clear to eve-
ryone. If not, allow the group responsible for the card to clarify. Do
sticky blue wall not allow debate or discussion at this time – there are no right or
or press-stick. wrong suggestions.

5. Repeat steps three and four above two or three times until you have
between 30 and 50 cards.

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6. Perform a silent grouping process: without talking, participants will step up to the
board and arrange the cards in like clusters.

7. Apply a meaningless symbol (geometric figure, simple drawing, etc.) to each cluster to
allow for a way to refer to the clusters.

8. Review cards in each cluster out loud. Ask the group if any cards should be added or
moved. Do not add or move any card until you have group consensus.

9. Put clusters in columns and ask group to change symbols to names to represent the
core areas demonstrated by each column. Explain that these core areas will be used as
the capacity areas to be measured by their tool and that the individual index card will
become indicators.

10. Ask the group if some capacity areas are too large and should be split, need more ele-
ments added to them to complete the concept, or are over-arching.

11. Finalize naming of columns and location of all cards. Ask the group to rethink the col-
umn titles. Is the name appropriate for each?

12. Review the group work. Read the titles of the clusters, and confirm that the group has
reached consensus on capacity names/clusters. Discuss the product, asking partici-
pants the following questions: 1) What were our breakthroughs? 2) How does this
work move us closer to our OCA tool? (See Annex 11 for a sample framework that
might be generated through this discussion).

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5.2.2 Completing a Participant Guided OCA Tool

In addition to capacity areas and statements of excellence, a participant guided OCA tool includes ac-
tivity based discussions, one for each capacity area. Over the course of the assessment, the facilitator
leads the team through the OCA tool - facilitating discussion of each capacity area, and instructing indi-
vidual scoring of the indicators for that area using individual score sheets. Through this process, the
facilitator focuses each discussion on actual events from the organization’s experience over the past 12
months, ensuring that the self-assessment is less subjective and more rigorous. By using activity-based
discussion techniques, participants are encouraged to express their views safely through a variety of
media.

OCA facilitators should take time to develop appropriate activity based discussions for each capacity
area. The discussions should include questions that bring out information relevant to each of the state-
ments of excellence to be scored.

ORID, or the Focused Conversation method, is the basis for all OCA discussions. ORID is a method of
leading a group of people through certain phases of reflection in a way that allows them to process
their experiences and opinions as a group. The focused conversation is led by a facilitator who asks a
series of questions to elicit responses that take a group through a simple process of four levels, from
the surface of a topic to its deep implications. The four levels are:
• Objective – questions about facts and external reality.
• Reflective – questions to call forth immediate personal reaction to the data, an internal re-
sponse, sometimes emotions, feelings, hidden images and associations with the facts. When-
ever we encounter an external reality, we experience an internal response.
• Interpretive – questions to draw out meaning, values, significance and implications.
• Decisional – questions to elicit resolution, bring the conversation to a close, and enable the
group to make a decision or action about the future.

These four levels of reflection form a template or pattern from which innumerable conversations can
be designed. It is important to note that in the OCA process, when conducting the assessment the con-
versation is almost always suspended at the end of the interpretive level. In a sense, the act of scoring
constitutes the decisional level. In another sense, we pick up the discussion again and complete the
decisional level during the action planning phase of the process. Also note that OCA tools often do not
include an explicit question at the reflective level. Generally the facilitator must decide if the partici-
pants’ internal reaction to the data is strong or diverse and if so, ask the participants to share their
feelings or reactions to the objective level data.

Here are some examples of typical OCA discussions using the ORID method:
Example 1:
a) When was our most recent staff training? (O)

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b) How often over the last 12 months have we held staff training events? (O)
c) For our three most recent staff training events, what evidence is there that they strengthened
staff capacity and performance? (O-I)
d) To what extent were the areas of improved staff capacity relevant to our human resource
needs? (I)
e) To what degree did these training events prepare staff to respond to our strategic objectives?
(I)

Example 2:
a) What are three recent procurements? (O)
b) Did procurement follow written procedures? (O-I)
c) What was the impact of these procedures on costs? (I)

Example 3:
a) Select three representative projects that have been conducted in the last 3 years. Who are the
target groups/beneficiaries for each project? (O)
b) What technical assistance have we provided to our target groups? (O)
c) To what extent has this assistance been provided in a timely and useful fashion? (I)
d) To what extent has this assistance increased the target group’s ability to achieve its objectives?
(I)

Discussion activities build upon the ORID as a foundation for focused discussion, but use a dynamic ac-
tivity as a catalyst for conversation and broader participation. Some of these activities are also useful in
creating a tangible “artifact” of the discussion. A series of discussion activities for OCA are presented in
Annex 12 and a completed example of a participant guided OCA tool is presented in Annex 13.

5.2.3 Piloting the Assessment

Once a tool has been developed for the local context, it needs to be translated into the local language.
In parallel, it is useful to get a copy of the local NGO law, assuming one exists, and check the govern-
ance sector indicators against the law.

If time allows, test the OCA process on two volunteer NGOs (for a full description of how to conduct an
OCA assessment see Completing the OCA Assessment, below). Once the pilot is complete, ask partici-
pant NGOs for feedback:

On the tool itself

o Which indicators did you not understand or seem irrelevant?
On the process
o Was it enough time?
o Did it involve the right preparatory activities?
o Were the right people involved?

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o Was the scoring system transparent?

o Was the role of the OCA facilitators appropriate?

Use this feedback to adapt the tool and the process.

When choosing OCA pilot organizations, one option is to test the tool on NGOs that are not program
partners, but are at roughly the same level of development as partners and have expressed an interest
in better understanding their strengths and weaknesses. If you do this, it needs to be made very clear
to these NGOs that they will not benefit from any follow-up training, but will receive a report on the
results of the assessment that will include some practical advice that they can carry out on their own
without external help. A second option is to test the tool on program partners. If you do this and pro-
ceed to make significant changes to the OCA tool, however, this will hinder comparison across part-
ners.

5.2.4 Completing the OCA Assessment

Partners need to be given at least two weeks notice before the OCA team visits. The first contact, ide-
ally done face-to-face, should clarify the objectives of the OCA and clarify how the OCA is different
from the MCAT and the PCAT that many NGOs may already have experienced. This can be done
through a one-on-one meeting with each targeted NGO or through a group meeting of all the NGOs
that will be participating in the program. During the meeting, it should also be made very clear that
the results of the OCA will not affect Pact’s decision to work with the NGO as a partner.

In addition, the NGO should be informed of any documents that need to be assembled and reviewed
by the facilitators prior to their visit; who needs to be available during the site visit and at what times;
and how the assessment will be conducted. A specific date and time should be set for all documenta-
tion to be delivered to the facilitators, ensuring that they have it at least a week ahead of time in order
to review it prior to the meeting.

The number of days spent data gathering on site varies from one Pact country office to another. At a
minimum, one day of meetings is required, but in some cases two is preferable. The decision on how
many days should be spent at each NGO gathering data is largely a function of how much the donor is
willing to spend on each OCA process. Invariably, NGOs find that they learn a great deal about them-
selves and about NGO governance and management during the process of the two to three day OCA
process.

For smaller organizations, all members of the staff should participate in the assessment team if possi-
ble. If the organization has more than 15-20 staff, facilitation can become challenging and it may be
difficult for everyone to participate fully. In this case, an assessment team should be formed that best
represents a “microcosm” of the organization. This means all departments or functional units, all levels
of staff (junior to senior), a mix of male and female staff, a mix of newer and more tenured staff, etc.
The more representational your assessment team is, the more reliable your results will be. You may

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also want to invite representatives from the board of directors or your constituents to participate. If
your organization typically uses volunteers, you should also include one or two on the assessment
team. Not everyone on the team will know about the details of every success factor. That is why the
discussion activities are so important. This is a very valuable way for staff to learn about the organiza-
tion and exchange and understand each others’ experience and perspective.

Data Guided OCA

This methodology provides facilitators with a framework for organizational development around which
they contextualize a relevant assessment tool for their partners. The assessment is completed through
a series of interviews with key organizational stakeholders. Scoring is done by facilitators through ne-
gotiation with organizational stakeholders.

The documentation provided by the organization should be reviewed to by the facilitators to help them
assign preliminary scores for certain sections of the OCA. They should take note of these proposed
scores on the OCA Tool scoring sheet. Prior to their arrival on site, the two OCA facilitators should
agree who will take the lead on each section of the OCA (e.g. Governance, Project Planning, Monitoring
and Evaluation, Financial Management, etc.), this will determine to some extent how to divide up the
review of the documents as well as the on-site data gathering.

A complete facilitator’s guide for conducting a Data Guided OCA is available in ‘Participatory Monitor-
ing, Evaluation and Reporting: An Organizational Development Perspective for South African NGOs’ on
Pact’s SharePoint at the following address: https://solomon.pactworld.org/programs/Competencies/
od/Shared%20Documents/Organizational%20Assessments/Pact%20PMER%20Manual%20-%
20Original%20OCAT.pdf

A summary of the main steps follows on the next page:

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PURPOSE Data Guided Organizational

To work alongside
a partner assisting
the organization to
Capacity Assessment (OCA)
assess its own ca-
AGENDA
pacity in key func-
tional areas Activity Time Needed
Back to back meetings with: 1 day
TIME NEEDED
 Executive Committee of Board – focus should be on
1 day of small governance issues.
group interviews
with key stake-  Executive Director – all aspects of the OCA should
holders, 4 hours of be explored during this meeting
facilitator scoring
 Financial Manager – financial sections of the OCA
of assessment, 1
relevant
day scoring meet-
ing with all key  Program Manager (s) – Program sections of the OCA
stakeholders as well as some aspects of HR, Finance and Govern-
ance
MATERIALS
 Human Resource Manager (if there is one) – HR sec-
Prepared ques-
tion of OCA
tions for inter-
views.  Visit 2 – 3 projects in primary sectors that are of
interest to Pact
Copy of OCA
Facilitators analyze documents and interview notes and 4 hours
Survey
score OCA indicators
Scoring meeting involving a group of 10 – 25 1 day
organizational stakeholders, at a minimum all the staff
and board members that you met with

PARTICIPANTS
Executive Committee of the Board, Executive Director, Financial Manager,
Program Manager(s), Human Resources Manager

A. BACK TO BACK INTERVIEWS

These meetings should serve to gather enough information relevant so that
the OCA facilitator feels able to objectively rank each of the OCA state-
ments.

1. Facilitators should not bring the OCA tool to these meetings. Rather
they should come prepared with a variety of open-ended questions to
stimulate discussion. Ideally questions should follow the ORID

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(Objective, Reflective, Interpretive & Decisional) structure described previously. A sam-

ple Data guided OCA tool is included in Annex 14.
2. In each interview, facilitators should ask questions relevant to the organizational roles of
the interviewees. For example, the interview with the financial manager should focus on
financial processes and systems.
3. Open-ended questions should stimulate enough discussion that facilitators can get the
information they need to score the OCA statements. Facilitators should gather copies of
documents where they support an answer.

B. FACILITATOR SCORING OF OCA INDICATORS

Before going into the scoring meeting, the co-facilitators need to sit down together and one
by one agree on how they would score the NGO on each indicator. Co-facilitators should tri-
angulate information, comparing notes from one interview to the next and comparing what
is said in the meetings and what is written in documentation. Scoring ranges vary by OCA
tool, but usually run either from 1 (lowest) to 5 (highest) or 1 (lowest) to 6 (highest)

C. OCA SCORING MEETING

The more people you involve in this meeting, the more challenging it is to facilitate, since you
are likely to have multiple levels of education and understanding, but also the more likely
you will get an accurate ranking of the organization that does not just reflect the opinion of
the leadership.

1. Facilitators go through the ranking process section by section and indicator by indicator.
2. The facilitator must start by explaining each indicator so it is understood by all stake-
holders present at the meeting.
3. Participants are asked to rank the indicator and then share and justify their ranking. This
can be done by asking people to raise their hands if they gave it a high or low score and
to clarify why they feel that the ranking is justified. Through this process you will narrow
in on the consensus score.
4. The facilitators should be checking their own ranking during the process and enter into
the ranking discussion as participants if they feel that the consensus score is not reflec-
tive of the reality they saw through the documents they reviewed and the meetings they
held. They need to present their evidence and then ask the participants to reconsider
their consensus score accordingly.
5. If they participants are unwilling to change the score, the facilitators report needs to re-
flect this disagreement.
6. During the meeting, the facilitators need to keep an accurate record of the scores and
justifications given.

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Participant Guided OCA

This methodology describes how to work with partner organizations to design a capacity assessment
tool from scratch. Prior to the assessment, facilitators should review the documentation provided by
the partner in order to familiarize themselves with the nature and work of the organization.

During the assessment facilitators bring together a large group of organizational stakeholders and lead
them through a series of guided discussions around different capacity areas. Following the discussions
each participant records capacity scores on their own self assessment sheet. A complete facilitator’s
guide for conducting a Participant Guided OCA is available in ‘Pact’s Organizational Capacity Assess-
ment Facilitator’s Manual’ on SharePoint at the following address: https://solomon.pactworld.org/
programs/Competencies/od/Shared%20Documents/Organizational%20Assessments/
OCA_MANUAL.pdf

A summary of the main steps follows:

PURPOSE Participant Guided

To work alongside
a partner assisting Organizational Capacity
the organization to
assess its own ca-
pacity in key func-
Assessment (OCA)
tional areas
AGENDA
TIME NEEDED Activity Time Needed
1 or 2 day scoring Scoring meeting involving a group of 10 – 25 organiza- 1 or 2 days
meeting with all tional stakeholders, representing a cross-section of or-
key stakeholders ganizational functions and levels. Participants should in-
MATERIALS clude board members, staff and volunteers (where appli-
cable)
Copy of OCA Sur-
vey,
Materials for PARTICIPANTS
discussion ac- Board Members, Senior and Junior Staff, Volunteers
tivities (may in-
clude flip charts, OCA SCORING MEETING
index cards, The more people you involve in this meeting, the more challenging it is to
sticky dots, facilitate, since you are likely to have multiple levels of education and un-
beans, etc.) derstanding, but also the more likely you will get an accurate ranking of the
organization that does not just reflect the opinion of the top leadership.

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1. First participants must be familiar and comfortable with the workshop guidelines,
processes and use of the OCA tool and score sheets. For a productive and accu-
rate assessment, it is essential that participants have a clear and common under-
standing of the terms, the scoring scale and scoring procedures, and that an envi-
ronment of respect for differing opinions and conducive dialogue is created.
2. Over the course of the workshop the facilitator leads the team through the OCA
tool - facilitating discussion of each capacity area, and instructing individual scor-
ing of the indicators for that area using individual score sheets.
3. The facilitator opens the discussion of each capacity area with some general
questions on the topic, and leads the team into a discussion activity. By using ac-
tivity-based discussion techniques, participants are encouraged to express their
views safely through a variety of media. A range of discussion activities are in-
cluded in Annex 12, and a sample Participant Guided OCA tool is included in An-
nex 13.
4. The facilitator focuses each discussion on actual events from the organization’s
experience over the past 12 months, ensuring that the self-assessment is less sub-
jective and more rigorous. Discussions are facilitated using the ORID (Objective,
Reflective, Interpretive, Decisional) question structure, described previously.
5. Team members are asked to view the discussion activity as an opportunity to
share ideas, and the private scoring as an opportunity to express individual re-
sponse to the indicator statement. Scoring is generally done on a scale of 1 (low)
to 5 (high).

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5.2.5 Processing Results and Preparing the OCA Report

Once the OCA meetings are complete, the OCA facilitators need to prepare a report for each Partner.
Reports are usually around 10 – 20 pages long and often begin with some basic facts about the NGO –
mission, geographical target area, beneficiary group, sectors of operations, annual budget, and staff
size – as well as a brief history of the organization. Then the report will be organized by OCA capacity
areas, with graphs presenting the results and facilitator comments around strengths and challenges.

With a Participant Guided OCA, where each participant gives different scores, data is entered either
into an Excel spreadsheet or the OCA Online system, a web-based program that facilitators can use to
quickly and easily generate comprehensive report packages. OCA Online produces graphs along two
axes: Capacity – which reflects the average score of participants for indicator; and Consensus – which
reflects the variation in indicator scores for different participants. A sample Participant Guided OCA
report is included in Annex 15.

With data guided OCA, facilitators need to calculate the average score for each capacity area (and sub-
capacity area, of the OCA Tool. These should then be displayed using a simple bar graph. A sample
Data Guided OCA report is included in Annex 16.

Facilitators need to agree on what observations to present in each section of the report to further illu-
minate results and assist the NGO leadership as well as the Pact capacity-building team to begin taking
steps to build capacity in the NGO.

If you are working with a cohort of NGOs, it is sometimes useful to develop a consolidated OCA score
sheet and graphs that shows the collective strengths and weaknesses across your cohort. This will re-
port should ideally be accompanied by a narrative that follows a similar structure as the individual NGO
report, but highlights the common strengths and weaknesses found within the cohort. This report can
be shared with the NGOs as well as with the donor. You may want to include the cohort scores as part
of your individual NGO reports so that each NGO knows where it stands in comparison with the rest of
the cohort. The cohort report will be very useful as you design and prioritize capacity-building inter-
ventions.

5.2.6 Alternatives to OCA

While OCA has been used very successfully in several country and project contexts, it may not be an
appropriate assessment tool in all cases.

The Rapid Organizational Scan (ROS, Annex 17) is a quick and easy assessment tool that can be adapted
to meet the need of various contexts. It is a capacity checklist tool that can be completed through an
interview process with two or more senior staff in an organization. The assessment takes around an
hour to complete and is particularly useful when you do not have the time to complete a full OCA or do
not have funding for significant capacity building activities. This type of assessment is not recom-

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mended, however, with organizations that you intend to have build a long-term partnership with for
capacity building.

A number of other organizations have also developed capacity assessment tools. If you find that the
OCA is not appropriate in your context, we recommend that you time the time to look at some of the
following tools as they provide useful inputs for developing your own assessment tool and process:

McKinsey Capacity Assessment Grid – This is an organizational self-assessment checklist tool designed
to be completed internally, by organizations wishing to analyze themselves against accepted standards.
The assessment tool is focused at a relatively high level, and ideal for use by mature organizations that
already have a strong understanding of organizational capacity (http://
www.venturephilanthropypartners.org/learning/reports/capacity/capacity.html).

The HIV/AIDS Alliance Capacity Analysis Toolkit – Like the participant guided version of Pact’s OCA, this
assessment tool is designed around facilitated, participatory discussions and activities. In contrast to
the McKinsey Grid, this assessment tool is designed for use with relatively small, nascent organizations,
and is ideally used where capacity is low. The assessment is intended for NGOs and CBOs working in
the HIV/AIDS technical sector, but could easily be adapted to meet the needs of other sectors (http://
www.aidsalliance.org/custom_asp/publications/view.asp?publication_id=125).

5.2.7 Results Debrief and Action Planning

Once the OCA has been completed and the results analyzed, schedule a follow-up meeting with the
NGO partner during which facilitators will present the results and begin to develop action plans with
ideas for organizational strengthening activities. These steps are critical for taking the assessment data
and transforming it into meaningful, productive, and relevant action. Through results analysis, partici-
pants gain an understanding of and draw meaning from OCA data. Through action planning, partici-
pants come to consensus on their most pressing organizational challenges (as determined by the as-
sessment) and identify plans and resources to help them address those challenges. The facilitator’s role
is to help the organization interpret the data and ensure the contextualization and validation of the
results.

Be sure to incorporate any other clarifications or corrections noted by the NGO during the feedback
meeting when you prepare the final OCA report.

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PURPOSE OCA Results Debriefing and

Action Planning
1. To review OCA
results and iden-
tify organiza-
tional strengths AGENDA
and challenges
Activity Time Needed
2. To prioritize ar-
Review OCA Results 2 Hours
eas for organiza-
tional strength- Identify Organizational Strengths and Challenges 2 Hours
ening
Develop capacity building action plans 4 Hours
3. To develop ac-
tion plans that
outline capacity
building actions PARTICIPANTS
to be taken both Board Members, Senior and Junior Staff, Volunteers (Ideally the same par-
internally and ticipants as the OCA assessment)
with external
assistance RESULTS DEBRIEF AND ACTION PLANNING:
1. Review what has taken place thus far in the OCA process. The facili-
TIME NEEDED tator can ask members of the group to describe what they recall
1 day meeting with from previous workshops and the assessment session.
a diverse group of 2. Discuss what will be happening during this workshop – review the
organizational objectives and the day’s agenda. The objectives should include un-
stakeholders all derstanding and interpreting OCA results, and using OCA results to
present in a single guide action planning.
meeting
3. Introduce the OCA results packets to participants. Ensure that eve-
MATERIALS ryone remembers the capacity areas and that visual representa-
tions of OCA results are clear to all.
Copies of OCA
Results Pack- 4. Using a model capacity area or two, work through the results and
age, pose the question “what features of our organization explain the
results in this capacity area?” Participants can note both organiza-
flip charts, tional strengths and challenges which the facilitators write up on a
marker pens flipchart.
and sticky dots. 5. Have participants work through the other capacity areas asking the
question “what features of our organization explain the results in
this capacity area?”, and writing down organizational strengths and
challenges on flip chart paper.
6. Place the lists of organizational strengths and challenges around the
walls of the room. Give participants 4-6 colored dots, and ask them
to place the colored dots around the room, next to organizational

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challenges that they believe are critical to address. They may place as many dots as
they choose next to each challenge.
7. Taking the challenge with the largest number of dots as a model, explain the action
planning matrix (Annex 18).
8. Work through the development of one action plan. Enter the name of the capacity
building challenge at the top of the action plan. Enter the priority score – the number
of dots that stakeholders gave that particular challenge. Work through actions that
organizational stakeholders can take themselves to overcome the challenge (try to
place these actions in the order they must be completed). Work through capacity
building assistance that the organization needs to overcome the challenge.
9. Have participants break into small groups (these can be self-selected as long as groups
are more or less evenly balanced in size). Each group picks a problem with high (or me-
dium) priority, and completes the Action Planning Matrix. Encourage participants to
focus initially on things that they can do to build capacity internally before moving to
activities that require external assistance.
10. Have groups present back to the whole, giving time for questions and comments.

5.3 Developing Customized Institutional Strengthening

Plans (ISPs)

Organizational Institutional Targeted Ca- Monitoring, Evalua-

Rapid Pre-Award tion, Reporting &
Capacity Assess- Strengthening pacity Building
Assessment Learning
ment Planning

Relationship/Partnership Building

Whereas an action plan is a tool for the partner organization to design and implement their own capac-
ity building initiative, an Institutional Strengthening Plan (ISP) is a program management tool for Pact,
indicating what role we will play as well as the inputs, outputs and outcomes of our efforts. The dia-
gram below describes the role played by an ISP, at the intersection of the partner’s action plan and
Pact’s project activities.

ISP development is where the participatory planning of the OCA process meets the realities and con-
straints of the project – in terms of time, budget and donor priorities. Although we try to help our part-
ners achieve all of their goals, we also have to work within certain parameters. The ISP is therefore a

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tool that allows us to maximize the impact of

our OD initiatives given our available re-
sources. In particular, the ISP does this by
articulating steps that the partner can take to
build capacity internally, regardless of any
external assistance. Two sample ISP formats
are included in Annexes 19 (Pact Malawi) and
20 (Pact South Africa).

In situations where Pact does not have a sig-

nificant capacity building component in their program, an action plan may provide a partner organiza-
tion with all of the information is needs to implement its own capacity building. Likewise, in contexts
where Pact offers a relatively limited set of capacity building service, some practitioners have found
that a memorandum of understanding is a useful alternative.

Where an ISP is deemed appropriate, Pact works with each partner following the OCA assessment and
action planning to develop a comprehensive plan that lists the gaps identified through the assessment
and pairs them with a series of interventions intended to assist the partner in overcoming these chal-
lenges. Usually, Pact program staff and organizational development partners assist in developing the
ISP.

ISPs typically contain the following elements:

Summary of capacity building needs by capacity area
The level of priority associated with each need
How to address the needs (interventions)
What steps the partner will take to meet these needs
What steps Pact (or other external actors) will take to assist in building capacity
What the organization will look like when these steps have been taken (indicators of success)
Timeframe
Sources and amount of funding
A signed commitment from Pact and the participating NGO to fulfill its part of the ISP agree-
ment

The starting points for developing ISPs are the action plans produced by OCA participants during results
debrief and action planning workshops. These plans detail the high-priority organizational challenges
and also provide suggestions for how to meet those needs. The interventions described by partners
should be reviewed and augmented by the OD experts involved in developing the ISPs.

In addition to the action plans, the OCA facilitators and the Pact staff who conducted the MCATs,
PCATs and MEROCATs will probably have noted a number of additional areas of need within partner

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NGOs. These should be added to the ISPs, as should any critical OD needs identified during the rapid
pre-award assessment process.

Activities prioritized through ISP activities should follow SMART criteria. In other words, ISPs should be:
Specific: The improvement area needs to be concrete and practical; otherwise the following
criteria will not apply.
Measurable: There should be some way of verifying that the improvement area has been met
or addressed. How will the organization know that they have grown in that area?
Achievable: Each improvement area should be realistic, within the context of everything else
that the organization has to do in the next periods, such as training, project implementation,
etc.
Relevant: Each improvement area should be directly related to a challenge or need that the
organization is currently facing. How does the organization need to get stronger in order to
ensure their survival a year from now? How does the organization need to grow in order to
successfully implement their project?
Time-bound: The improvement areas should be achievable within the identified period.

ISP developers should complete each of the remaining columns in the ISP matrix. Once completed the
draft ISP is shared and negotiated with the partner NGO until it the steps are agreed upon by all par-
ties.

The NGO partners, Pact staff and organizational development partners use the ISP to develop capacity
building interventions and to track achievements. Often, the organizational capacity building needs
across a cohort of Pact partners are similar. In such cases, economies of scale and benefits of peer
learning may be achieved by developing an additional cohort level ISP, with cross-cutting interventions
targeted at multiple partners.

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5.4 Targeted Capacity Building

Organizational Institutional Targeted Ca- Monitoring, Evalua-

Rapid Pre-Award tion, Reporting &
Capacity Assess- Strengthening pacity Building
Assessment Learning
ment Planning

Relationship/Partnership Building

Capacity building for organizational development can and should be delivered using a range of differ-
ent delivery modalities. A one-off event or intervention, while often a powerful catalyst for change, is
rarely enough to engender systemic change in the capacity of a partner organization. Capacity building
delivery modalities used by Pact include, but are not limited to: training workshops, technical assis-
tance consultancies, mentoring and peer exchange. The following pages describe some of these com-
mon delivery modalities, highlighting where they are most useful, and some of their challenges.

5.4.1 Training Workshops

Training workshops are the most commonly used capacity building intervention. They involve bringing
together several participants to a single event for the purposes of transferring skills and/or informa-
tion. Workshops may either cater to several individuals from a single organization, or a small number
of individuals from multiple organizations. For information on workshop logistics and budgeting please
see Annex 21.

In line with adult learning principles, the best training workshops cater to multiple learning styles and
generally include significant experiential elements. Often participants take time to apply new skills to a
real-life issue related to their organization. They may, for example, use information from the workshop
to begin to draft plans or policies for implementation following the workshop.

Training workshops are particularly useful when they focus upon cross-cutting issues or skills of rele-
vance to multiple stakeholders. They are also useful where participants can learn from one another. If
you are seeking to generate social capital among several partners for the purpose of building a net-
work, for example, you may want to consider delivering capacity building through workshops in order
to promote the development of relationships among the individuals and organizations being trained.

The advantages of training workshops include:

Opportunity to build capacity in several individuals or organizations at one time
Cost and time savings of reaching multiple partners at once

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Greater control over the quality of the capacity building intervention (training workshops are
often held in a central location and for a limited time period, enabling several key Pact staff to
attend)
Once a training curriculum is developed it is highly replicable

The disadvantages of training workshops include:

Bringing staff away from their organizational activities for several days
Danger of skills and information not being transferred over to the whole organization – either
because sharing does not occur at the organizational level, or because trained staff leave the
organization
Overuse of workshops as capacity building interventions has led to ‘training fatigue’ in some
contexts
Workshops can be expensive

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5.4.2 Mentoring
Mentoring is a process in which an individual or an organization (the mentor) serves as a role model,
trusted counselor, or teacher who provides opportunities for development, growth, and support to less
experienced individuals or organizations. Mentoring may respond to specific challenges, or alterna-
tively help individuals and organizations to re-examine their own ideas come up with solutions. Men-
tors share tacit knowledge that has a bearing on what the individual or group is experiencing. Mentors
often assist individuals with personal and professional development.

A mentor is "a trusted counselor or guide." Good mentors exhibit the following characteristics:
Previous, practical experience leading or doing a similar activity;
Looked up to by the mentee, either because of age or recognized experience;
Patient, adaptable and a good listener;
Sets clear targets and a schedule for achieving them; and
Has time to devote to carrying out the mentorship role.

Anybody who has attended a training workshop knows that it is not always easy to put into practice
what was learned during a one-week workshop. It requires commitment from management to imple-
ment the lessons learned, and time away from regular activities to put new practices in place. Having a
regular visit from a mentor greatly increases the likelihood that a partner will put into practice the
theories and skills learned during workshop sessions.

Furthermore, there will be a number of items on any partner’s ISP that they will commit to trying to
achieve internally, without attending a training workshop or other Pact sponsored intervention. To as-
sist with these activities, it is helpful to assign a mentor, whose support may include answering queries,
providing reports or other intellectual capital, brokering connections, reviewing documents, etc. For a
sample mentoring checklist please see Annex 22.

The advantages of mentoring include:

Opportunity to provide ongoing capacity building assistance including workshop follow-up and
support to internal capacity building process
Relatively low cost activity that can be conducted primarily via email or telephone
Point-person for a partner to contact when they have questions or need resources

The disadvantages of mentoring include:

The need to set clear boundaries regarding the type of activities and amount of time available
for mentoring
Difficulty of electronic communications in certain country contexts
Capacity builders have less control over the impact of mentoring activities than other, more
hands-on interventions
Challenge of finding qualified mentors

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5.4.3 Technical Assistance Consultancies

Technical assistance consultancies are targeted operational or management assistance, designed to
enable a partner to complete and implement a specific and significant capacity building task. They can
focus on any of a wide range of capacity building issues, including, fundraising assistance, budgeting
and financial planning, program planning, policy or systems development, marketing and other aids to
management.

Because technical assistance consultancies are intended to help a partner achieve a major task, they
generally take a significant amount of time to complete (usually from around one week, up to several
months). Technical assistance of this kind may be provided by Pact staff, consultants, or by individuals
seconded by other organizations. Guidance on identifying high-quality local consultants is provided in
the following chapter, entitled ‘Delivering Capacity Building Interventions.’

The advantages of technical assistance consultancies include:

Longer term, targeted interventions allow for completion of significant capacity building tasks
Single partner intervention allows capacity building to be fully customized to recipient organi-
zation’s needs
Capacity building provider can be chosen for close fit with needs and culture of recipient or-
ganization

The disadvantages of technical assistance consultancies include:

Relative high cost in comparison to other capacity building methods
Follow up is essential to ensure that the product of the consultancy is implemented within the
partner organization
Non-Pact capacity building consultants must be properly vetted and monitored to ensure qual-
ity

5.4.4 Peer Exchange

Peer exchange interventions involve bringing two or more partners together to share knowledge, ex-
periences and/or challenges. These interventions build capacity by creating spaces and providing op-
portunities for partners to share and learn through interaction with one another. For the best results
partners must feel comfortable with one another, so it is important to focus first on activities that build
trust, before moving on to capacity building issues.

Peer exchange interventions take numerous forms. They may be ongoing throughout the life of a pro-
ject, or may be one-off events. They may include a large group of organizations, or focus on just two
partners. Typical examples include: communities of practice, sharing and learning teams, exchange vis-
its, marketplace events, open space activities, and future search. For more information on any of these
specific intervention types please contact the Programs Department at Pact Headquarters.

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The advantages of peer exchange activities include:

Partners learn from one another, validating local expertise and ensuring that issues relevant to
the local context are considered
Relatively inexpensive intervention, only cost is that of bringing partners together
Move from building the capacity of individual organizations to building social capital among a
group of partners
Builds capacity in a way that may easily be sustained beyond the life of a project
Contingent on the willingness of peer organizations to share information transparently

The disadvantages of peer exchange activities include:

Need to ensure that the quality of information being exchanged is high
Partners must be encouraged to focus on critical issues and commonalities
May be dominated by more powerful, larger organizations

5.4.5 Making the Partner Accountable for being the Change Leader
Pact has found that a partner that has not chosen to participate in a capacity-building program is
unlikely to benefit greatly from the interventions. For this reasons, it is always preferable to conduct a
competitive application process to select partners to benefit from capacity building interventions.

We have found repeatedly that partners that are accepted in our program based solely on the recom-
mendation of our donor, for example, are less motivated to follow through on the actions required of
them in the ISP. In order to ensure that investments made in training workshops lead to organizational
improvements, we have found that having participating organizations make written commitments to
carry out specific follow-up actions enhances the likelihood of follow through. In some countries, Pact
will only provide follow-up technical assistance if the organization has fulfilled its own ISP commit-
ments.

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6. Delivering Capacity
Building Interventions
In many cases, capacity building interventions are provided directly by Pact country staff. However, in
line with Pact’s commitment to sustainability and local ownership of development initiatives, we often
work to develop the capacity of local capacity building service providers to fulfill partner needs during
the life of a project and beyond. Pact has several different models for recruiting, brokering, preparing
and managing local capacity building consultants. These are described over the following pages and
include: competitive awards for local capacity building service providers, capacity building accounts,
LINCS marketplaces, and associations of local capacity building service providers.

6.1 Competitive Awards for Local Capacity Building Organizations

Where appropriate, Pact uses a request for proposals (RFP) to identify local capacity building service
providers to implement key aspects of capacity building programs. Pact partners with these local or-
ganizations and builds their capacity in conducting OCAs and developing ISPs. Local partner organiza-
tions additionally assist Pact staff members and conduct formal training, mentoring and coaching to
strengthen Pact partners in the areas of governance/leadership, human resource administration, pro-
gram design and implementation, sustainability, resource mobilization, strategic planning, and net-
working. An example RFP from Pact Malawi is included in Annex 23. A simpler RFP developed by Pact
Vietnam to identify a provider for a one off training is included in Annex 24.

6.2 Capacity Building Accounts (CBAs)

Capacity Building Accounts are small grants, generally in the region of $2000 - $5000, provided to local
NGOs to obtain capacity building services from the capacity building service provider of their choice. In
many cases the grants are given to partners as vouchers, and Pact handles all of the financial transac-
tions related to the CBA grant. Where Pact uses CBAs, we work to match partner needs with service
provider competencies, and also to monitor the quality of service provision.

Pact believes that the CBA approach gives local NGOs greater control over their own organizational
development, and helps to foster a local marketplace that links those needing high quality capacity ser-
vices with those capable of delivering them. In order to assist partners to make informed purchases,
CBAs are usually provided following an organizational capacity assessment and action planning proc-
ess.

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Pact has had previous success using CBAs with participants in its Zambia HIV/AIDS Learning Initiative
(ZHLI), Ukraine National Initiatives to Enhance Reforms Project (UNITER) and Linking NGO’s with Capac-
ity Services (LINCS) marketplace events.

6.3 Capacity Building Marketplaces

(LINCS – Linking NGOs with Capacity Services)
The need to build upon local competencies and strengthen linkages between local CSOs and service
providers presents a complex and ongoing challenge. In response to this challenge, Pact has developed
the LINCS (Linking NGOs with Capacity Services) methodology, an approach for mapping the needs and
capacities of local NGOs, and connecting local demand for capacity building services with local supply.
The centerpiece of LINCS is an event brings CSOs together with local capacity building service providers
in a real-time marketplace. It is an opportunity for partners to get essential organizational strengthen-
ing services, and for all participants to build relationships that strengthen the local market place for
capacity building services in the future.

At LINCS, service provider participants are assigned market stalls, at which they are encouraged to pro-
vide marketing materials and detailed descriptions of their services. CSO participants circulate, discuss-
ing the details of services with providers. They then use CBAs to bid on those services that they feel
offer the greatest value given their particular organizational needs. Once the marketplace is closed,
partners are matched with the service providers that they feel are best able to meet their needs. An
overview and agenda of a LINCS event is included in Annex 25.

6.4 Networks of Local Capacity Building Service Providers

In many places where Pact works, we find that there is few qualified capacity building service providers
capable of conducting training workshops, providing mentoring support, and/or delivering technical
assistance. In these cases, Pact may have the opportunity to play the dual role of training our partners,
at the same time as we build a network of capable consultants. Usually, this will require bringing in a
staff person or consultant from another of Pact’s Country Offices to conduct an initial round of train-
ings. During these trainings, participants who have a good grasp of the material as well as good com-
munication skills can be targeted for training in facilitation skills (CLICK HERE for a Training Module on
Participatory Facilitation Skills).

Once targeted individuals have been trained in basic facilitation skills, we can then build their capacity
in delivering the particular training modules that we plan to use and in which they demonstrate a good
understanding of the subject matter. The TOT is ideally done immediately before a workshop involving
our partners, at which time the newly trained facilitators co-facilitate the training in partnership with
the trained facilitator, who must both assure that the workshop objectives are achieved, while evaluat-

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ing the graduates of the TOT to determine whether they will be ready to co-facilitate a similar session
with a peer at a future training event.

It may be that some of these newly trained facilitators can also be prepared to function as mentors or
on-site technical assistance providers. Some may prove not well suited to be stand up trainers, but
very good at providing mentoring or TA support. Ideally, a system for certifying trainers, mentors, and
TA providers should be developed to ensure that Pact can guarantee a consistent quality of service
across all the workshops it delivers.

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7. Introduction to Pact’s
OD Toolkit
Pact’s OD Toolkit has a modular design. Each module focuses on a single topic of Organizational Devel-
opment (e.g. Strategic Planning, Project Planning, Monitoring and Evaluation, Financial Management)
and seeks to develop specific competencies and behaviors related to that topic.

Each module includes a package of interventions that a Program Manager can pick and choose from to
achieve the outcomes identified in action plans and ISPs. The financial management module, for exam-
ple, may include a curriculum for a workshop on financial management for NGO leaders and account-
ants, as well as a technical assistance intervention to set up the financial management system and pro-
vide some initial training to the NGO staff in how to use the system, and, finally, some on-going men-
toring support to make sure that the system is producing accurate financial reports that meet donor
standards. Not all NGOs will need all interventions, so it is the Program Manager’s job to pick and
choose what is needed. Likewise, training modules can be adapted to the local context and to the
needs of the NGOs being targeted.

The table below illustrates how these various interventions can be delivered as part of an integrated
OD Toolkit designed to achieve specific outcomes at the level of the targeted NGO(s).

Topic Training Technical Mentoring Peer Ex- Desired Competencies or Out-

Workshop Assistance change comes from Interventions

Strategic X X X NGO is guided by a clearly de-

Planning fined strategic plan that was
developed through a participa-
tory process involving all key
stakeholders.
Project Plan- X X X NGO can write a clear project
ning plan using a logframe format.
Financial X X X NGO has a functional financial
Management management system that is
understood by all managers,
has built-in separation of pow-
ers, and produces up-to-date
and accurate financial reports

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Whether or not you decide that you are going to implement a workshop serving a group of NGOs at
one time or to train each NGO individually, you can build your agenda around the training curriculum
included in the module, keeping in mind that some of the activities will need to be adapted if you are
delivering to a group of five participants instead of 20.

All of the OD modules share the following characteristics:

They use participatory, adult education approaches, with a high dose of learning by doing.
They assume that the facilitator is skilled in participatory facilitation skills.
They are practical and tailored to a relatively inexperienced NGO audience, so they assume
very little prior knowledge.
They are organized in sessions that last anywhere from two to five days, but can be easily
broken down into shorter half-day sessions.
They usually assume that there will be some follow-up work with the NGOs to cement con-
cepts and skills introduced through action at the NGO level.

For further information about this or any other module of Pact’s OD Toolkit, please contact the Capac-
ity Building Team at Pact HQ. For links to the other modules in the toolkit click here.

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Annexes

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Annex 1: Intro to OD Power Point

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Annex 2: Stages of Organizational

Development Typology

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Source: http://www.barefootguide.org/Book/Barefoot_Guide_to_Organisations_Chapter_4.pdf

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Annex 3: Sample MCAT Tool

Pact, Inc. Management Control
Assessment Tool (MCAT)

Name of Organization: ________________________________________________________

Date of Assessment: __________________________________________________________
Conducted by: _______________________________________________________________

Assessment Scales
Risk Level Determination
Extremely High 0-20%
High 21-35%
Moderate High 36-50%
Moderately Low 71-85%
Low 86-100%

Rating
N/A Not Applicable
1 Never/Definitive “no”
2 Rarely/Demonstrated capacity is limited
3 Sometimes/Capacity evident by lacking in critical areas
4 Usually/Adequate capacity in most areas
5 Often/Good with only minor improvements required
6 Always/Definitive “yes”/Strong capacity

Summary of Findings
Level of Risk:
Specific Findings
a. Accounting Procedures:
b. Internal Controls:
c. Budgeting, Reporting, & Auditing:
d. Policy Environment:

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A. ACCOUNTING PROCEDURES Rating
1. General System
a. There is a written policy on accounting. It is objectively reasonable and universally applied
b. “Cash” or “Accrual” system is defined and applied on a consistent basis

2. Receipts and Handling of Cash

a. Donations promised by not yet received by the organization are not included in the accounts until
they are received
b. Grants received, but not yet spent for the purposes for which they were given, are carried forward as
restricted funds
c. Procedures and responsibilities are clearly defined. For example, only the cashier is
authorized to receive cash
d. Prenumbered receipts bearing the name of the organization are issued for all cash receipts
e. Unused receipt books are kept properly secured and there are proper procedures as regards their
issue
f. All cash received is recorded immediately and promptly banked
g. There are adequate security arrangements as regards custody and transit of cash

3. Recording
a. All payments are supported by payment vouchers
b. Vouchers are properly supported by adequate documentation and explanations. This documentation
may include: local purchase order, quotations, invoices, receipts,
correspondence, proof of delivery
c. Vouchers together with supporting documentation are filed in the order in which they are entered in
the cash book and can be readily found
d. Documents are properly approved for payment and cancelled (i.e. stamped PAID) upon payment
e. Payments are properly allocated to the correct account Bank Accounts
f. All bank accounts are authorized and in the name of the organization
g. All bank accounts are included in the accounts of the organization
h. There is proper control over use and safekeeping of checks
i. All checks are signed jointly by two of at least three signatories (one check signatory is someone other
than the person who was authorized payment)
j. No checks are signed in blank

4. Bank Accounts
a. The details of each check payments are recorded on the check counterfoil (or check stub)
b. Bank reconciliations are prepared on a regular basis for example, at the end of each month
c. Bank reconciliations are accurately prepared
d. Bank reconciliations are checked and approved
e. Outstanding items on bank reconciliations are followed up promptly and out of date items written off

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5. Cash Book(s)
a. Cash book(s) are kept for all cask and bank transactions
b. All entries are made in ink
c. The cash book is written up to date
d. Cash book additions and cross additions are correct

6. Petty Cash Records

a. Petty cash counts are carried out at intervals, two people being present (including the petty cashier),
and the cash balance agreed to records
b. There are no “IOU’s”, or similar payments, which are neither authorized nor entered in the cash
book. Note: These may come to light when the cash reconciliation is controlled by a person other
than the petty cashier.
c. The petty cash impress (float) is established at a reasonable level
d. Petty cash expenses are supported by adequate documentation
e. The petty cash cook is checked when the cash float is replenished

7. Ledger
a. Postings of amounts from the cash book(s) to the accounts in the ledger are kept up to date
b. An up-to-date Chart of Accounts together with account reference numbers is available
c. The authorization of the executive director (or equivalent position) is required when it is proposed to
open new accounts or close old ones
d. Opening balances agree with prior year-end balances. Additions and posting to individual ledger
accounts are correct

8. Journal
a. Transfers between one ledger account and another are recorded in a journal
b. Transfers of amounts between one account and another are supported by a journal voucher, show-
ing the reason for the transfer with supporting documentation where appropriate
c. All journal entries are authorized by the finance director

9. Trial Balance
a. A trial balance is prepared within a reasonable time at the end of each month
b. The trial balance accurately lists all account balances
c. The trial balance is mathematically correct and the debits balance with the credits
d. The trial balance agrees with the figures on the monthly financial report

10. Accounts Payable

a. Suitable records are maintained showing amounts due to suppliers
b. These records are regularly reconciled to statements and accounts received from suppliers

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11. Payroll and Salary
a. Adequate payroll records are kept
b. Payroll records are accurate
c. There are adequate procedures to ensure that pay is correctly calculated, adjustments being made
where appropriate for unpaid leave, overtime, etc.
d. The payroll is authorized and countersigned by the director
e. Someone other than the person who prepares the payroll is responsible for paying out wages to
employees
f. Employees are required to sign for their pay
g. Authorized salaries are recorded in the personnel records
h. All payroll taxes and other deductions are properly calculated in accordance with local regulations
i. Payroll taxes and other withholdings are paid over to relevant government departments on time

12. Assets and Liabilities

a. An up-to-date fixed assets register is maintained
b. The fixed assets inventory is complete and regularly checked by management
c. The fixed assets listed actually exist
d. Additions and disposals of assets are authorized and properly recorded in the accounts
e. There is adequate insurance cover for all assets
f. Assets are kept in suitable and secure locations
g. Donated assets are properly valued and recorded

B. INTERNAL CONTROLS
1. Approve Controls
a. Specific transactions are approved by persons having the authority to do so in accordance with estab-
lished policies and procedures
b. Key records are matched before a transaction is approved (matching purchase order, receiving report
and vendor invoice before the invoice is approved for payment)

2. Segregation of Duties
a. The individual responsible for the cash receipt function does not sign checks or reconcile he bank ac-
counts, and is not responsible for noncash accounting records such as accounts receivable, the gen-
eral ledger for the general journal
b. The person receiving cash does not have the authority to sign checks and reconcile bank accounts
and does not have access to accounting records other than cash receipts
c. Different individuals are responsible for purchasing merchandizing or services, receiving merchandise
or services and approving vouchers
d. Different persons prepare checks, sign checks, reconcile bank accounts and have access to cash
receipts

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3. Design and Use of Records
a. Pre-numbered forms are used to record all of an organization’s transactions, and accountability is
maintained for the sequence of all numbers used
b. Receiving reports, inspection documents, etc. are matched with billing notices or other documents
used to record delivered orders and related liability to provide assurance that only valid transactions
are recorded
c. Transaction documents, such as vendor invoices and shipping documents, are date stamped and
tracked to ensure that they are recorded on a timely basis
d. Source documents are canceled after processing to provide assurance that the same documents will
not be reused and will not result in recording transactions more than once. Also, only original docu-
ments are used to process transactions

4. Safeguards over assets and records

a. Cash receipt totals are recorded before cash is transmitted to deposit
b. Secured facilities are used when appropriate, and access to critical forms and equipment is limited to
authorized personnel
c. Procedures are established to provide reasonable assurance that current files can be recovered in the
event of a computer failure

5. Independence checks
a. Extensions, additions and accounting classifications are independently reviewed
b. Assets on hand are periodically inspected and counted, and the results are compared with asset
records
c. Management reviews and acts upon performance reports
d. Actual operating results are compared with approved budgets, and variances are explained
e. Insurance cover of stores is adequate

C. BUDGETING, REPORTING, AUDITING

1. Budgeting and Reporting
a. Long-term and annual financial projections for the organization are prepared
b. Budget approval authority is described in policy documents
c. Grant/Contract conditions are communicated to all interested parties
d. Cash flow (Income/Expense) is integral to financial plan
e. Monthly financial statements are compared to approved budgets and material variances are
addressed
f. Summarized monthly
g. Tie directly to established set of accounting records
h. Communicated with key management staff within reasonable time
i. Summarized accounts are distributed to interested parties

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Introduction to Organizational Capacity Development
2. Auditing
a. Audit contract(s) are clear in scope/program and authority
b. Auditing findings are addressed as standard practice

c. Project auditors are appropriately qualified

d. Project auditors are properly independent of the functions which they are auditing

e. Project auditors visit project/end-use sites on a test basis

f. Project audit reports are issued within a reasonable time following each project audit (e.g. 1 month)
g. Project audit reports are adequately followed up // A separate file is maintained for each project
audit performed
h. Work papers are signed and dated by the auditor
i. Audit staff are not involved in project management
j. An independent professional audit of the annual accounts is arranged each year
k. The management committee and governing body consider the report and recommendations of the
auditor at the meeting when the annual accounts are discussed
l. Recommendations from previous audit reports are followed up

D. POLICY ENVIRONMENT
1. Ethics
a. There is a written employment policy. It is objectively reasonable and universally applied.
Policy and practice demonstrate attention to prohibition of nepotism or favoritism through processes
of:
b. Employment of new staff
c. Review of staff performance with a view to promotion or increase in salary
d. Dismissal of staff for whatever reason
e. Policy and practice dictate that employees are not permitted to hold office or positions in other com-
panies or bodies with which the organization has contractual relationships
f. A “Conflict of Interest” clause, especially in relation to project management or business transactions,
is a documented policy
g. Policy prohibits absolutely any illegal dealings on behalf of itself or other parties
h. The organization has an environmental policy
i. There is no evidence of instances of misuse of the assets of the organization by employees
j. There is no evidence of instances of employees being involved in their own private enterprise during
office hours
k. Policy encourage staff, through clear and confidential mechanisms, to report any practices or deals
which do not conform to generally accepted ethical standards
l. Policy as well as general constitution, both written and unwritten, encourage high moral thinking and
conduct

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2. Organizational Policy
a. Documented policies establish events or transactions that the organization is authorized to engage in
by law, regulation or management policy
b. Documented policies and procedures exist for processing transactions in accordance with laws,
regulations or management policy

3. Personnel Policy & Management

a. The management has a list of all staff employed
b. Each new employee is interviewed before s/he is employed
c. References are required and followed up
d. A Contract of Employment in writing is prepared for each employee (before commencing
employment)
e. Written Job Descriptions are prepared for each employee, showing what each person is expected to
do, when it should be done and to whom they are accountable
f. A personal file is kept for each employee, with details of salary and other personal matters
g. Salary rates (and any changes to these) are agreed by the management committee and the details
recorded in the minute book
h. The organization has written internal regulations covering such maters as hours of work, holiday, sick
leave, discipline, dismissals, etc.
i. Employees show with whom they can discuss any work or personal problems
j. Adequate and appropriate financial provision is made for pensions and/or gratuities for retiring
employees

4. Travel/Transport Policy & Management

a. The organization has a travel policy and applies it on a consistent basis
b. Travel financial support for staff, both domestic as well as regional/international is clear in policy and
practice
c. Mechanisms exists for reporting and liquidating travel expenses
d. The number of vehicles is reasonable given the size and requirements of the organization
e. A vehicle register exists, showing cost, date of purchase and estimated date of replacement
f. Vehicles are garaged in a safe place
The use of vehicle is properly controlled:
g. use is limited to the business of the project
h. use is limited to employees of the project
i. the users of vehicles maintain the vehicle log book, showing date, journey details, kilometers at start
and end
j. users report any vehicle faults to the manager

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Introduction to Organizational Capacity Development
k. There are no circumstances when project vehicles are used for private purposes by staff or other
persons
l. If the answer to the previous question is “NO”, the circumstances and conditions of private usage are
clearly indicated in the office regulations
The purchase of petrol is properly controlled:
m. Purchases are made only by authorized persons, from authorized suppliers
n. A record is kept each time fuel is purchased
o. A control is kept of fuel consumption for each vehicle

5. Property Policy & Management

a. The organization has suitable premised to accommodate the staff and to carry out its activities
b. If the organization owns land or building: the title deeds are legally registered, and kept in a secure
place
c. Leases (tenancy agreements) have been prepared for all property rented to or from the organization
d. Someone has been nominated as responsible for the proper maintenance of all property
e. Adequate insurance has been taken out against fire, burglary, public liabilities, etc.
f. Records are kept of agreements with persons using premises owned by the organization, including
rent payable, etc.

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Annex 4: Sample MCAT Results Report

Management Control Assessment Tool (MCAT)

This tool has been designed by Pact Worldwide staff and incorporates
elements from the following two publications:

1. "Assertions taken from "Management Controls for Development Organisations" by Richard Collins.
Copyright ~ 1994 by Stephen Sims & Partners. Used by permission.” and
2. USAID General Notice, M/MPI and M/OP, 08/06/1999

Name of Organization: Org X Hospital

Date of Assessment: 21-Aug-07
Conducted by: Erica Mongelli and William Luka

Assessment Scales

RISK LEVEL DETERMINATION RATINGS

n/a NOT APPLICABLE
EXTREMELY HIGH 0-20% 1 NEVER/DEFINITIVE “NO”
HIGH 21-35% 2 RARELY/DEMONSTRATED CAPACITY IS LIMITED
MODERATELY HIGH 36-50% 3 SOMETIMES/CAPACITY EVIDENT BUT LACKING IN
CRITICAL AREAS
MODERATE 51-70% 4 USUALLY/ADEQUATE CAPACITY IN MOST AREAS
MODERATELY LOW 71-85% 5 OFTEN/GOOD CAPACITY WITH ONLY MINOR IMPROVE-
MENTS REQUIRED
LOW 86-100% 6 ALWAYS/DEFINITIVE “YES”/STRONG CAPACITY

SUMMARY OF FINDINGS
1. Level of Risk: 77%
2. Baseline Findings:
Accounting Procedures: 82%
Internal Controls: 73%
Budgeting, Reporting, & Auditing: 78%
Policy Environment: 75%
3. Conclusion

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Annex 5: Sample Pact BAIT Tool

Building Organizational Networks for Good Governance and Advocacy (BONGA)

BONGA Advocacy Index Tool (BAIT)
Name of Organization: _________________________________________________________

Date of Assessment: __________________________________________________________

Facilitated by: ________________________________________________________________

RATING SCALE

N/A Not applicable

X Sufficient information unavailable to assess
1 Needs immediate attention
2 Needs major attention
3 Needs attention on a wide scale
4 Needs attention on a limited scale
5 Acceptable, needs minor attention
6 Acceptable, no need for immediate attention

A. GOVERNANCE AND MANAGEMENT

1. Vision, Mission and Goals
a. All key stakeholders, staff and members understand the CSO’s
N/A X 1 2 3 4 5 6
clearly articulated vision
b. All members, staff and other key stakeholders understand the
N/A X 1 2 3 4 5 6
articulated mission
c. CSO activities reflect the mission statement N/A X 1 2 3 4 5 6
d. CSO has clearly articulated goals N/A X 1 2 3 4 5 6
2. Credibility of the Board
a. CSO has democratically selected board N/A X 1 2 3 4 5 6
b. CSO board demonstrates openness and transparency in its
N/A X 1 2 3 4 5 6
operations

c. CSO reflects a balanced composition in its board (Gender) N/A X 1 2 3 4 5 6

d. CSO board demonstrates accountability to stakeholders N/A X 1 2 3 4 5 6

e. Governing body provides overall policy oversight N/A X 1 2 3 4 5 6
f. Governing body ensures that CSO complies with laws
N/A X 1 2 3 4 5 6
affecting the CSO sector

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3. Advocacy Capacity of the Board

a. CSO board has a good understanding of advocacy and policy issues relating
N/A X 1 2 3 4 5 6
to advocacy
b. CSO board has varied experience in advocacy, lobbying and policy analysis
N/A X 1 2 3 4 5 6
among the members
c. CSO board supports and believes in the advocacy work that the CSO is in-
N/A X 1 2 3 4 5 6
volved in
d. CSO board actively participates in the CSO advocacy activities N/A X 1 2 3 4 5 6
e. CSO board demonstrates commitment to advocacy work N/A X 1 2 3 4 5 6
f. Governing body and management clearly understand their
respective roles and responsibilities as explained in the N/A X 1 2 3 4 5 6
constitution
4. Leadership Roles and Responsibilities
a. CSO board provides overall direction to advocacy and related policy issues N/A X 1 2 3 4 5 6
b. CSO board approves personnel and finance policies N/A X 1 2 3 4 5 6
c. CSO board monitors and evaluates implementation of policies N/A X 1 2 3 4 5 6
d. CSO board facilitates policies for CSO networking N/A X 1 2 3 4 5 6
e. Board understands its role in advocacy vis-à-vis management N/A X 1 2 3 4 5 6
5. Legal Status
a. CSO is legally established and registered in Tanzania N/A X 1 2 3 4 5 6
b. CSO advocacy work/activities conform to local legislation and by-laws N/A X 1 2 3 4 5 6
c. CSO board and management have access to legal advice and services when
N/A X 1 2 3 4 5 6
needed
d. CSO board and management is aware of legislation that affect the
N/A X 1 2 3 4 5 6
NGO sector
e. CSO board and management are guided by the organization’s constitution N/A X 1 2 3 4 5 6
f. CSO board ensures all levels of the CSO understand its
N/A X 1 2 3 4 5 6
constitution
g. CSO reviews and amends the constitution and guidelines as needed N/A X 1 2 3 4 5 6
6. Membership/Constituents
a. CSO has a clear membership recruitment strategy N/A X 1 2 3 4 5 6
b. CSO has an updated list of members/constituents N/A X 1 2 3 4 5 6
c. Membership/constituency exercises rights and responsibilities as defined by
the constitution N/A X 1 2 3 4 5 6
d. Members/constituencies elect office bearers at AGMs N/A X 1 2 3 4 5 6
e. Membership/constituency contributes to CSO policy
formulation N/A X 1 2 3 4 5 6
f. CSO has mechanisms in place to allow membership to have
input into the organization’s activities N/A X 1 2 3 4 5 6

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Introduction to Organizational Capacity Development

7. Stakeholders
a. CSO clearly identifies its primary (valuable and influential) stakeholders N/A X 1 2 3 4 5 6
b. CSO clearly identifies its secondary (valuable but less
N/A X 1 2 3 4 5 6
influential) stakeholders
c. CSO recognizes the role of stakeholders in advocacy work N/A X 1 2 3 4 5 6
d. CSO ensures participation of stakeholders in advocacy work. N/A X 1 2 3 4 5 6
e. CSO outlines mechanisms for receiving feedback from
N/A X 1 2 3 4 5 6
stakeholders
f. CSO values and makes use of feedback/recommendations from stake-
N/A X 1 2 3 4 5 6
holders
8. Strategic Planning
a. CSO undertakes periodic strategic planning N/A X 1 2 3 4 5 6
b. CSO involves its Board, Management, Staff and membership in strategic
N/A X 1 2 3 4 5 6
planning
c. CSO has a strategic planning document that clearly outlines the advocacy
N/A X 1 2 3 4 5 6
activities it is undertaking
d. Current advocacy plan has been drawn from the overall organizational
N/A X 1 2 3 4 5 6
strategic plan
9. Organizational structure
a. CSO has a functional organizational structure N/A X 1 2 3 4 5 6
b. Roles and responsibilities of the organizational structure are defined N/A X 1 2 3 4 5 6
c. CSO has systems for multi-level accountability N/A X 1 2 3 4 5 6
d. Job descriptions are clearly written for each position N/A X 1 2 3 4 5 6
e. CSO has adequate staff / personnel to carry out advocacy. N/A X 1 2 3 4 5 6
f. CSO has a database of resource persons to complement in-house capacity N/A X 1 2 3 4 5 6
10. Information Systems
a. Systems exist to collect, analyze and manage information N/A X 1 2 3 4 5 6
b. CSO uses a system to solicit feedback from stakeholders N/A X 1 2 3 4 5 6
c. CSO has a system to monitor, evaluate and report on advocacy activities N/A X 1 2 3 4 5 6
11. Policies and Procedures
a. CSO follows clearly articulated personnel policies N/A X 1 2 3 4 5 6
b. CSO follows clear administrative procedures N/A X 1 2 3 4 5 6
c. CSO regularly updates procedures and operating manuals N/A X 1 2 3 4 5 6
d. CSO uses participatory decision making procedures N/A X 1 2 3 4 5 6
e. CSO uses internal checks and controls to minimize abuse of organizational
N/A X 1 2 3 4 5 6
resources

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12. Planning
a. CSO aligns implementation plans to strategic plans N/A X 1 2 3 4 5 6
b. CSO regularly updates its implementation plans N/A X 1 2 3 4 5 6
c. CSO projects and allocates resource needs in its plans N/A X 1 2 3 4 5 6
d. Flexibility exists to adjust plans as a result of the monitoring and evalua-
N/A X 1 2 3 4 5 6
tion processes
13. Credibility of Management
a. CSO has a transparent system of recruiting and appointing its manage-
N/A X 1 2 3 4 5 6
ment staff
b. CSO Management has a good track record in advocacy N/A X 1 2 3 4 5 6
c. CSO Management demonstrates openness and transparency in its opera-
N/A X 1 2 3 4 5 6
tions
d. CSO reflects a balanced composition in its Management (Gender) N/A X 1 2 3 4 5 6
e. CSO Management has mechanisms to ensure accountability to stake-
N/A X 1 2 3 4 5 6
holders
14. Advocacy Capacity of Management
a. CSO Management has a good understanding of advocacy and related pol-
N/A X 1 2 3 4 5 6
icy issues
b. CSO Management has a wide experience in advocacy, lobbying and policy
N/A X 1 2 3 4 5 6
analysis
c. CSO Management has varied advocacy, lobbying and policy analysis skills N/A X 1 2 3 4 5 6
d. CSO Management demonstrates commitment to advocacy work N/A X 1 2 3 4 5 6
e. CSO Management understands the advocacy issues that the organization
N/A X 1 2 3 4 5 6
is pursuing.

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B. HUMAN RESOURCES
1. Organizational Structure
a. CSO has an organizational structure with clear reporting lines N/A X 1 2 3 4 5 6
b. CSO has clearly defined the advocacy roles and
N/A X 1 2 3 4 5 6
responsibilities for key staff
c. CSO has clearly demonstrated the linkages between the different positions
N/A X 1 2 3 4 5 6
and units in the organization
2. Staffing
a. CSO has adequate staff to carry out advocacy activities. N/A X 1 2 3 4 5 6
b. CSO staff and / or volunteers are (adequately)skilled and experienced in
N/A X 1 2 3 4 5 6
advocacy and lobbying
c. CSO staff and/or volunteers have research and analysis skills N/A X 1 2 3 4 5 6
d. CSO staff has information and documentation skills N/A X 1 2 3 4 5 6
e. CSO staff has negotiating and communication skills. N/A X 1 2 3 4 5 6
f. CSO staff has skills to mobile the constituency around an advocacy issue. N/A X 1 2 3 4 5 6
g. CSO has expertise in policy development and analysis N/A X 1 2 3 4 5 6
h. CSO has capacity to monitor implementation of recommended advocacy
N/A X 1 2 3 4 5 6
policies/practices/behavior changes.
i. CSO has a database of resource persons to enhance capacity to do advo-
N/A X 1 2 3 4 5 6
cacy and policy where the capacity lacks in-house.
j. CSO deploys staff correctly N/A X 1 2 3 4 5 6
3. Advocacy Skills Development
a. CSO identifies advocacy and policy training needs for its staff, volunteers,
N/A X 1 2 3 4 5 6
constituency and the affected
b. CSO has on-going staff development plans for training staff in advocacy
N/A X 1 2 3 4 5 6
and policy skills.
c. CSO trains its volunteers in advocacy and policy issues N/A X 1 2 3 4 5 6
d. CSO trains its constituency members in advocacy and policy issues N/A X 1 2 3 4 5 6
e. CSO implements a human resources development plan N/A X 1 2 3 4 5 6
4. Personnel Policies and Procedures
a. CSO has clear personnel policies that guide the operations of staff N/A X 1 2 3 4 5 6
b. CSO has mainstreamed advocacy, Gender into personnel policies (e.g.
N/A X 1 2 3 4 5 6
induction, appraisal, recruitment, termination policy, motivation, burnout)
c. CSO has policies on volunteers’ recruitment, training, motivation and re-
N/A X 1 2 3 4 5 6
tention.
d. CSO adheres to its comprehensive personnel policies N/A X 1 2 3 4 5 6
e. CSO complies with statutory labor regulations N/A X 1 2 3 4 5 6

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 Annexes

C. FINANCIAL RESOURCES
1. Resource Mobilization
a. CSO has a broad funding base for advocacy activities N/A X 1 2 3 4 5 6
b. CSO has developed a clear fund-raising strategy to sustain advocacy activi-
N/A X 1 2 3 4 5 6
ties
c. CSO has in-house capacity to fund raise N/A X 1 2 3 4 5 6
d. CSO has a track record of mobilizing resources both locally and internation-
N/A X 1 2 3 4 5 6
ally
e. CSO implements fundraising strategy N/A X 1 2 3 4 5 6
f. CSO manages a diverse funding base N/A X 1 2 3 4 5 6
g. CSO’s banking and investment practices maximize both security and re-
N/A X 1 2 3 4 5 6
turns
2. Resources Allocation/Budgeting
a. CSO has an adequate a resource base (financial, time, personnel, transport
N/A X 1 2 3 4 5 6
and assets)
b. CSO allocates adequate resources for advocacy work (financial, time, per-
N/A X 1 2 3 4 5 6
sonnel, transport, assets)
c. CSO allocates adequate resources for gender mainstreaming (financial,
N/A X 1 2 3 4 5 6
time, personnel, transport, assets)
d. CSO integrates budget process into annual implementation plans N/A X 1 2 3 4 5 6
e. All relevant staff participate in budgeting processes N/A X 1 2 3 4 5 6
3. Accounting
a. CSO appreciates the need for separate accounting for advocacy funds N/A X 1 2 3 4 5 6
b. CSO has a clear reporting/accounting framework for advocacy funds
N/A X 1 2 3 4 5 6
(accounting manual)
c. CSO conducts regular audits with external registered accounting firms. N/A X 1 2 3 4 5 6
d. CSO is financially transparent to stakeholders N/A X 1 2 3 4 5 6
e. Accounting practices are in line with fiscal policies and laws N/A X 1 2 3 4 5 6
4. Financial Reporting
a. CSO conducts internal audits on a regular basis N/A X 1 2 3 4 5 6
b. CSO prepares accurate financial reports in a timely manner N/A X 1 2 3 4 5 6
c. Governing body reviews and comments on financial reports N/A X 1 2 3 4 5 6
d. CSO uses reports for planning, monitoring, and review
N/A X 1 2 3 4 5 6
purposes
e. CSO disseminates annual financial reports to stakeholders N/A X 1 2 3 4 5 6
5. Stock control and procurement N/A X 1 2 3 4 5 6
a. CSO adheres to its procurement system and procedures N/A X 1 2 3 4 5 6
b. CSO tenders for contracts N/A X 1 2 3 4 5 6
c. CSO follows its stock control system and procedures N/A X 1 2 3 4 5 6
d. CSO updates its assets register annually N/A X 1 2 3 4 5 6

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D. EXTERNAL RELATIONS
1. Coalitions and Networks (local, Regional and International)
a. CSO is aware of the existence of strategic coalitions and/ or networks N/A X 1 2 3 4 5 6
b. CSO has strategies to build new networks and/or coalitions N/A X 1 2 3 4 5 6
c. CSO is a member of strategic coalitions and/or networks. N/A X 1 2 3 4 5 6
d. CSO shares resources with other local, regional and international CSOs N/A X 1 2 3 4 5 6
e. CSO is an active participant in coalitions/networks N/A X 1 2 3 4 5 6
f. CSO actively participates in advocacy activities of networks/coalitions N/A X 1 2 3 4 5 6
2. Public Relations
a. CSO has established contact points for dialogue on advocacy issues with the
N/A X 1 2 3 4 5 6
general public
b. CSO has a clear communication policy N/A X 1 2 3 4 5 6
c. CSO has strategy on sensitization of the public on the advocacy issues N/A X 1 2 3 4 5 6
d. CSO builds public support on the issue(s) N/A X 1 2 3 4 5 6
3. Media and Communication
a. CSO has a clear policy on external communications N/A X 1 2 3 4 5 6
b. CSO has a clear media strategy N/A X 1 2 3 4 5 6
c. CSO seeks to ensure that key stakeholders understand its goals and objec-
N/A X 1 2 3 4 5 6
tives
d. CSO works at creating a positive image among stakeholders N/A X 1 2 3 4 5 6
e. CSO uses a communication strategy to work a variety of
N/A X 1 2 3 4 5 6
media
f. CSO responds to media consultations on relevant issues N/A X 1 2 3 4 5 6
g. CSO gets its message across through the media N/A X 1 2 3 4 5 6
h. CSO recognizes and utilizes media networks N/A X 1 2 3 4 5 6
4. Funding Partner Relations
a. CSO and funding Partners have a shared understanding of the advocacy pro-
N/A X 1 2 3 4 5 6
gram
b. CSO and funding Partners relationship promotes partnership N/A X 1 2 3 4 5 6
c. CSO understands funding partners’ reporting requirements on advocacy ac-
N/A X 1 2 3 4 5 6
tivities
d. CSO has diversified contacts within the funding community N/A X 1 2 3 4 5 6
e. CSO solicits information from funding partners N/A X 1 2 3 4 5 6
5. Private Sector Relations
a. CSO has established contact points for dialogue in the private sector on the
N/A X 1 2 3 4 5 6
advocacy issue.
b. CSO has strategy on engaging private sector on the advocacy issue N/A X 1 2 3 4 5 6
c. CSO develops strategy for tapping into resources from private sector for sus-
N/A X 1 2 3 4 5 6
taining advocacy activities

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6. Government Relations/Collaboration
a. CSO has substantive contacts within government N/A X 1 2 3 4 5 6
b. CSO monitors implementation of advocacy policies with policy makers and
N/A X 1 2 3 4 5 6
decision makers
c. CSO provides written feedback to government bodies over advocacy issues N/A X 1 2 3 4 5 6
d. CSO seeks to participate in relevant government planning processes N/A X 1 2 3 4 5 6
e. CSO takes national, regional and/or district development priorities into ac-
N/A X 1 2 3 4 5 6
count in its plans
E. ACTUAL ADVOCACY WORK
1. Issue Identification
a. CSO has clearly defined its advocacy issue N/A X 1 2 3 4 5 6
b. CSO has fully engaged the constituency in identifying the advocacy issue N/A X 1 2 3 4 5 6
c. Issue is understood and shared by CSO, constituency and the public. N/A X 1 2 3 4 5 6
d. CSO has a clear and shared goal for the identified issue with its constituency,
N/A X 1 2 3 4 5 6
board and staff)
e. Advocacy issue objectives are clear and concise N/A X 1 2 3 4 5 6
f. New opportunities for effective action exist N/A X 1 2 3 4 5 6
g. At least a few key decision makers are receptive to the issue N/A X 1 2 3 4 5 6
h. Issue is critically important to the current or future well-being of the CSO N/A X 1 2 3 4 5 6
2. Constituency
a. CSO is aware of its constituency and its role in advocacy. N/A X 1 2 3 4 5 6
b. CSO has done constituency mapping in order to identify
N/A X 1 2 3 4 5 6
Geographical boundaries
c. CSO has done constituency mapping in order to identify Gender N/A X 1 2 3 4 5 6
d. CSO has done constituency mapping in order to identify Numbers
N/A X 1 2 3 4 5 6
(population)
e. CSO has done constituency mapping in order to identify
N/A X 1 2 3 4 5 6
Geographical boundaries
f. CSO has done constituency mapping in order to identify Age N/A X 1 2 3 4 5 6
g. CSO has done constituency mapping in order to identify Socio-economic
N/A X 1 2 3 4 5 6
strata
h. CSO has done constituency mapping in order to identify community struc-
N/A X 1 2 3 4 5 6
tures
i. CSO has done constituency mapping in order to identify Key
N/A X 1 2 3 4 5 6
influential persons /informants
j. CSO has done constituency mapping in order to identify % of
N/A X 1 2 3 4 5 6
affected people
k. CSO has mechanism to identify the needs of the constituency N/A X 1 2 3 4 5 6
l. CSO has mechanisms to receive feedback from Constituency. N/A X 1 2 3 4 5 6
m. Constituency is aware of the existence of CSO and its advocacy role. N/A X 1 2 3 4 5 6
n. Constituency has a positive image of the CSO. N/A X 1 2 3 4 5 6
o. Constituency understands its own role in the advocacy program. N/A X 1 2 3 4 5 6

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3. Target Group / Stakeholders

a. CSO has identified its target groups who may be policy or decision makers,
N/A X 1 2 3 4 5 6
membership, public, media, networks or coalitions.
b. CSO has identified its primary (influential and very important) target
N/A X 1 2 3 4 5 6
groups / stakeholders.
c. CSO has defined its secondary (important but less influential) target groups /
N/A X 1 2 3 4 5 6
stakeholders.
d. CSO actively engages the target group N/A X 1 2 3 4 5 6
e. CSO has a clear strategy to address interests of the different target groups N/A X 1 2 3 4 5 6
f. CSO has a coordinated advocacy action plan to convince the target group. N/A X 1 2 3 4 5 6
4. Gender Analysis of present and future policy
a. CSO understands the importance of gender dimensions in the advocacy pro-
N/A X 1 2 3 4 5 6
gram
b. CSO carries out studies on differential implications on men and women (e.g.
tax effects, ability to earn income, receive benefits) of policies, practices / N/A X 1 2 3 4 5 6
behaviors and systems on the advocacy issue
c. CSO has a gender policy N/A X 1 2 3 4 5 6
d. CSO analyses the ability of women and men to participate in decision-
N/A X 1 2 3 4 5 6
making at different levels (e.g. local, community, business or NGO)
5. Advocacy Plan
a. CSO has developed an advocacy plan N/A X 1 2 3 4 5 6
b. Advocacy plan is understood and shared by everybody N/A X 1 2 3 4 5 6
c. Staff members have individual work-plans drawn from the overall advocacy
N/A X 1 2 3 4 5 6
plan.
d. Key players understand their roles as articulated in the advocacy plan N/A X 1 2 3 4 5 6
e. Key players are implementing the advocacy program according to the plan. N/A X 1 2 3 4 5 6
f. CSO monitors implementation of the advocacy plan N/A X 1 2 3 4 5 6
6. Research
a. CSO understands the critical role of research in advocacy N/A X 1 2 3 4 5 6
b. CSO has a culture of conducting research driven advocacy N/A X 1 2 3 4 5 6
c. CSO generates information in libraries, internet, archives, media reports and
N/A X 1 2 3 4 5 6
primary documents through interviews
d. CSO collects information around the issue using different participatory
N/A X 1 2 3 4 5 6
methods.
e. Research information is used to guide and strengthen the advocacy program
or CSO uses the information for supporting arguments and building support N/A X 1 2 3 4 5 6
for advocacy

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7. Policy Analysis
a. CSO is aware of the existence of policies on the issue(s) N/A X 1 2 3 4 5 6
b. Policy analysis such as the legal, political, social justice or health aspects of the
N/A X 1 2 3 4 5 6
issue are conducted
c. CSO understands the role of policy analysis in addressing the issue N/A X 1 2 3 4 5 6
d. CSO uses information from policy analysis to pursue the advocacy issue N/A X 1 2 3 4 5 6
8. Formulation of alternative policy position
a. CSO has conducted a legal and social audit of the existing policies related to
N/A X 1 2 3 4 5 6
the issue
b. CSO shares audit results with their constituency N/A X 1 2 3 4 5 6
c. Constituency contributes solutions and recommendations for policy change/
N/A X 1 2 3 4 5 6
formulation.
d. CSO formulates alternative policy position based on recommendations gath-
N/A X 1 2 3 4 5 6
ered from the constituency and other stakeholders.
9. Public Education
a. General public input is solicited on the advocacy issue N/A X 1 2 3 4 5 6
b. CSO has mechanism to inform and receive feedback from the public about the
N/A X 1 2 3 4 5 6
advocacy issue
c. CSO understands the role of public education in advocacy N/A X 1 2 3 4 5 6
d. CSO packages the advocacy messages differently for the different target
N/A X 1 2 3 4 5 6
groups taking into account age, culture, literacy and education
e. CSO has a well defined strategy for public education N/A X 1 2 3 4 5 6
f. CSO is actively involved in public education on the advocacy issue. N/A X 1 2 3 4 5 6
g. CSO develops and distributes education materials such as distribution of pam-
N/A X 1 2 3 4 5 6
phlets on the advocacy issue.
10. Action to Influence Policy
a. Members/citizens encouraged to take appropriate actions, such as writing let-
N/A X 1 2 3 4 5 6
ters to policy and decision makers such as legislators and councilors
b. Contacts made with groups of policy and decision makers such as Parliamen-
N/A X 1 2 3 4 5 6
tary Committees including invitations to MPs to participate in workshops
c. CSOs make oral contributions to Parliamentary committee hearings or other
N/A X 1 2 3 4 5 6
policy makers
d. CSO has mechanisms to monitor operationalization of amended and/or new
N/A X 1 2 3 4 5 6
policies
e. Constituency takes a leading role to influence the policy/practices/behavior
N/A X 1 2 3 4 5 6
changes
f. CSO takes a leading role in simplifying and disseminating information on the
N/A X 1 2 3 4 5 6
amended and/or new policies.

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12. Networking and Building Coalitions

a. CSO has identified potential networks and has formed/established
N/A X 1 2 3 4 5 6
coalitions.
b. CSO has mobilized strategic allies around the advocacy issue. N/A X 1 2 3 4 5 6
c. CSO has joint or coordinated activities with networks and/or coalitions N/A X 1 2 3 4 5 6
d. CSO has benefited from the networking and/or coalition N/A X 1 2 3 4 5 6
13. Documentation
a. CSO has a register of issue related policies and other related materials/
N/A X 1 2 3 4 5 6
documents
b. CSO has established an information centre for advocacy related issues. N/A X 1 2 3 4 5 6
c. CSO produces an advocacy bulletin on a regular basis N/A X 1 2 3 4 5 6
14. Advocacy Risks
a. CSO takes measures to ensure that it does not lose track of its mission and
N/A X 1 2 3 4 5 6
goals
b. CSO is aware of the risks involved in advocacy N/A X 1 2 3 4 5 6
c. CSO has rescue plans and/or support systems for managing advocacy risks
N/A X 1 2 3 4 5 6
(political and social alienation, access to legal services)
d. CSO analyses and manages the opposing forces / opponents N/A X 1 2 3 4 5 6
e. CSO ensures that it remains non–partisan to maintain credibility with funding
N/A X 1 2 3 4 5 6
partners and other stakeholders.
15. Participatory Impact Monitoring and Evaluation
a. CSO has developed a participatory impact monitoring system for use in the
N/A X 1 2 3 4 5 6
advocacy program
b. Participatory impact monitoring system is being used by both CSO and con-
N/A X 1 2 3 4 5 6
stituency.
c. Monitoring results are used to review and make program adjustments where
N/A X 1 2 3 4 5 6
necessary
d. CSO has plans to undertake annual evaluations of the advocacy
N/A X 1 2 3 4 5 6
program
F. e.SUSTAINABILITY
CSO has mechanisms to track the policy implementation of reviewed policies N/A X 1 2 3 4 5 6

1. Advocacy Program Sustainability

a. CSO mobilizes constituency on the advocacy issue N/A X 1 2 3 4 5 6

b. CSO instills a sense of ownership and benefits on the advocacy issue N/A X 1 2 3 4 5 6

c. CSO has mechanisms to transfer skills to the constituency N/A X 1 2 3 4 5 6

d. CSO builds public support on the advocacy issue N/A X 1 2 3 4 5 6

e. CSO has established community structures to drive the advocacy agenda N/A X 1 2 3 4 5 6

f. CSO has strategies to minimize advocacy risks N/A X 1 2 3 4 5 6

g. CSO maintains a database of resource persons and experts for the sustenance
N/A X 1 2 3 4 5 6
of advocacy issue

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2. Organizational Sustainability
a. CSO has a shared advocacy vision and role in society N/A X 1 2 3 4 5 6
b. CSO demonstrates capacity in lobbying and advocacy (skilled personnel) N/A X 1 2 3 4 5 6
c. CSO conforms to legislation affecting the NGO sector N/A X 1 2 3 4 5 6
d. CSO actively participates in a dynamic development arena N/A X 1 2 3 4 5 6
e. CSO builds coalitions and networks in advocacy N/A X 1 2 3 4 5 6
f. CSO recruits and retains high quality staff N/A X 1 2 3 4 5 6
g. CSO maintains a database/pool of volunteers to sustain advocacy activities. N/A X 1 2 3 4 5 6
3. Financial Sustainability
a. CSO allocates financial resources for advocacy N/A X 1 2 3 4 5 6
b. CSO identifies and utilizes local and international resources base for advo-
N/A X 1 2 3 4 5 6
cacy
c. CSO has plans to diversify its resource base for advocacy N/A X 1 2 3 4 5 6
4. Institutionalization of Advocacy
a. CSO has oriented/sensitized all staff to the advocacy issue N/A X 1 2 3 4 5 6
b. Staff has internalized the advocacy issue N/A X 1 2 3 4 5 6
c. CSO has internalized Gender dimensions of advocacy. N/A X 1 2 3 4 5 6

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Annex 6: Sample PCAT (BAIT) Results Report

EXECUTIVE SUMMARY
The BAIT (BONGA Advocacy Index Tool) was used to assess the performance of NGO Xs Forum in rela-
tion to the MCA Objectives. The assessment was conducted in July 2007 with facilitation from PACT
Tanzania. This was the second BONGA assessment for NGO Xs and was conducted in a participatory
manner. The performance of individual components is summarized in the table below:

First BONGA 2006 Second BONGA 2007

Component Score Stage Score Stage
Governance and Management 3.2 Expanding 4.3 Expanding
Human Resource 3.4 Expanding 3.8 Expanding
Financial Resources 3.7 Expanding 3.9 Expanding
External Relations 3.4 Expanding 3.8 Expanding
Actual Advocacy Work 3.6 Expanding 3.6 Expanding
Sustainability 4.0 Expanding 3.5 Expanding

Following the last assessment NGO XS Forum has worked to improve the weakness areas. The CSO has
improved in M&E, human resources, translation of documentations into Swahili, capacity building to its
members and internal control system. There are some areas NGO XS has not yet improved, these areas
are like gender balance in management and Board, sharing information with community, interactions
with government, guideline for volunteers, inadequate strategy for local fundraising, lack of compre-
hensive mapping and analysis of its constituency the details of which are presented in the main report
and the rating (Appendix 1).

It is interesting to note that NGO Xs has remained in the expanding stage in all its components al-
though the scores have varied slightly from the previous assessment reflecting some changes. Of inter-
est is the fact that the organization is close to maturity in terms of governance and management. How-
ever, in sustainability the rating is comparatively low because of donor dependence and insufficient
internalization of gender dimensions. Specific recommendations are made in section 4.2 of the report.

1. INTRODUCTION
1.1 Background
Pact Tanzania, under its MCA-BONGA program has one of its objectives to building the capacity of its
partners in different developmental capacities. The program is conducting Organization Capacity As-
sessment (OCA) to monitor organizational growth experienced by its partners. The OCA is therefore
regularly done using the BAIT for that purpose.

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NGO X’s Forum is an umbrella network established under the Trustee incorporation in 1994 aiming to
advocate for improved social welfare and livelihood of the pastoralists and hunter-gatherers in Tanza-
nia and the protection of nature and the ecology of the land through sustainable utilization of re-
sources, technology and good governance. Although its headquarters is based in Arusha, NGO Xs has a
diversified membership of NGOs and CBOs from eight regions of Tanzania. These are Arusha, Manyara,
Kilimanjaro, Mbeya, Iringa, Morogoro, Tanga and Rukwa. NGOs and CBOs in Shinyanga region have
show interest to join the network

NGO Xs Forum is one of the Pact Tanzania partners in the implementation of the MCA-BONGA Pro-
gram. NGO Xs has been a partner of Pact Tanzania since the implementation of TAPP (Tanzania Advo-
cacy Partnership Program) program, under which the organization was assessed three times using the
OCAT. Under the MCA-BONGA program, NGO Xs was assessed once in 2006 and the current assess-
ment is the second one. During the last assessment all of its components were in the expanding stage
implying that NGO Xs had a track record of achievements that are recognizable by stakeholders and
other actors who have a similar focus in the same services although the organization will still need to
improve in some areas.

1.2 Vision and Mission of NGO XS

Broad vision and mission statements that guide NGO Xs Forum are presented bellow:

VISION
Human rights and sustainable development for the indigenous pastoralists, hunters and gatherers in
Tanzania

Mission Statement
Coordinate and promote solidarity for the improvement of the livelihoods of indigenous pastoralists,
hunter - gatherers in Tanzania through advocacy for human rights and sustainable development

1.3 Purpose of Assessment

The MCA - BONGA assessment exercise for NGO XS serves a variety of purposes. The main objective is
to facilitate a process where staff, leaders and beneficiaries of the network will get an opportunity to
identify the strengths and shortcomings of the organization and to establish possible intervention
strategies. It was also used as a diagnosis instrument to determine the measure of the existing struc-
ture and capacity that may serve as a point of comparison for subsequent assessments. The assess-
ment therefore determines the stages of the organizational growth and specific changes that may be
needed to strengthen its performance.

2.0 METHODOLOGY
2.1 Framework
This assessment exercise using the BAIT under the MCA-BONGA program is the second one for NGO XS.

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It represents continuation of Pact’s engagement with the network in the context of achieving the MCA-
BONGA program objectives. As such, the findings observed in this assessment in terms of strengths,
weaknesses and recommendations will serve in developing the status and levels of the organizational
growth of the network over years.

2.2 Data collection

The assessment involved NGO Xs management team, professional staff within NGO Xs, some Board
members, representatives from NGO XS members and partners and NGO XS support staff. The exercise
was facilitated by two facilitators from Pact Tanzania namely Prof. John Kessy (Consultant) and Ms An-
gelina Mtowa (Pact staff). The data collection methods used in this assessment included: Individual and
group interviews, literature review and analysis of various documents/reports associated with the im-
plementation of NGO Xs activities. The team also used informal interaction with staff and other respon-
dents either seeking for clarifications or triangulating some facts. To ensure free and informal dia-
logues during the assessment, the team explained the objectives of the assessment to respondents. It
was emphasized that the assessment was essentially a learning process for both parties and was by
the means judgmental. It was further emphasized that the responsibility for filling any gaps that would
be identified through the assessment lies with both parties.

2.3 Analysis of Data

After interviewing the respondents, and collecting the relevant information/data, the findings were
transferred to the BAIT assessment sheet and rated in relation to the six growth assessment compo-
nents namely Governance and Management, Human Resources, Financial Resources, External Rela-
tions, Actual Advocacy Work and Sustainability. Each component has different categories and ele-
ments. From the analysis each component was assessed to fall into one of the following stages of
growth:

1. Nascent stage
Scores of categories and components that ranges from 0 - 1.4 are classified into this stage. The
salient features of this stage are that the organization is at the earliest stages of development.
Some structures are at rudimentary stage, while others are non-existent at all.

1. Emerging stage
A component or category will be under this stage if it has scores ranging from 1.5 - 2.9. This
stage is characterized by having some capacities developed and is vivid in some areas. Deliber-
ate structures such as the board, human resources and management practices are in place.

3. Expansion stage
This stage runs from 3.0 – 4.4. For a component to be in this stage there has to be a track re-
cord of achievements that are recognizable by stakeholders and other actors who have a simi-
lar focus in the same services. Even with such achievements, the organization will still need to
improve in some areas.

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4. Mature Stage
This is the highest stage of an organizational growth. It ranges from 4.5 - 6.0. The organization
in this stage is fully functioning, with most of its components at a sustainable stage. It has a
diversified resource base, varied partnerships and existing networks at local, national and in-
ternational levels.

The BAIT assessment and rating tool is attached as appendix 1.

2.4. Feedback Session

After completion of the first draft of the report, the facilitators requested for a joint debriefing session
with some of the people involved in the interviewing process. This included the representatives from
NGO Xs management team and professional staff. The de-briefing session served two purposes. One
was to provide feedback of the outcomes from the analysis of information to the respondents and to
verify or check accuracy or obvious omissions. The second was to provide an initial synopsis of how
NGO XS was assessed and to show the status of growth at each category. Additional information for
clarity and factual corrections were made on specific areas of the report

3.0 ANALYSIS OF THE FINDINGS

3.1 General findings on levels of growth of components
From the rating exercise that was performed using the BAIT, it was generally found that the organiza-
tion was in the expanding stage in all its components. The growth status of individual components is
summarized in Figure 1.

Figure 1: Status of individual components

5
4.5 4.3
3.9 4
4 3.8 3.7 3.8
3.63.6 3.5
3.4 3.4
3.5 3.2
SCORE/6

3
Series1
2.5
Series2
2
1.5
1
0.5
0
GM HR FR ER AA SU
COMPONENTS

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Series 1 = BONGA 2006; Series 2 = BONGA 2007

Key to Figure 1: GM = Governance and Management; HR = Human Resources; FN = Financial Manage-

ment; ER = External Relations;
AA = Actual Advocacy; SU = Sustainability

3.2 Specific findings per component

3.2.1 Governance and Management

Strengths
During the last assessment5 NGO Xs was found to be organizationally strong in a number of issues
partly because the CSO had been assessed several times before the last assessment and had addressed
identified weaknesses by then. As such, the strengths of the organization were expressed in the as-
pects described in this part of the report as follows. NGO Xs was legally registered as trustee and com-
plied to all legal regulations governing CSOs in the country with well defined membership and address-
ing the needs of pastoralists. The vision and mission were in

place, well shared and understood by members and the constituency. Further, a democratically elected
Board of Trustees existed with both geographic coverage and gender consideration. The organizational
structure offered clear lines of command and responsibilities for respective groups of actors. The board
members and staff were aware and knowledgeable on issues of advocacy. NGO Xs was found to have
networks with like minded organizations and coalition with other stakeholders at different levels. Team
spirit was observed and the CSO was in good touch with its relevant stakeholders. NGO Xs was found
to have adequate planning capacity and was guided by strategic plan which was developed in a partici-
patory manner and approved by the AGM focusing on advocacy issues. A transpired recruitment sys-
tem for staff was in place and communication between the management and staff was good. Activity
and financial progress reports (annual, quarterly) were compiled and shared with respective users
(mainly donors and the board). It was also observed by then that forums to share program information
were in place including for example staff meetings, management meetings, AGM, Board and specific
task forces. Monitoring and evaluation was done using different formats as demanded by respective
donors. Financial and administration policies existed and were followed. Internal checks and balances
such as resource centre loan ledger and motor vehicle logbooks were in place and occasionally used for
recording purposes. The current assessment (2007) revealed that NGO XS has strived to maintain these
strong points. The assessment further identified the following as additional strengths of the organiza-
tion:
The organization has a constitution that was last revised in 2005.
NGO Xs has an updated list of members exists.

5 Throughout this report when reference is made to “the last assessment” we specifically refer to the last BONGA re-
port conducted by Makongo and Muro in March 2006

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Rights and responsibilities between NGO XS and its members are clearly defined. Members
participate in policy formulation for the network and election of office bearers through the
AGM
The CSO has mainstreamed HIV/AIDS in all project activities6

Weaknesses
The last assessment identified several weaknesses some of which have been addresses by NGO XS. The
identified weaknesses by the year 2006 are briefly described in this paragraph. NGO X’s constitution
was not in a simple and user-friendly format and was available in English language only. This is still a
weakness to date. The capacity of some board members was found to be low as well as the interaction
between members because of long distances between then in terms of location. The role of the board
to engage in actual in advocacy dialogue at national and local levels is not well articulated. According to
the current assessment, (2007) the articulation of board members to engage in advocacy dialogue at
national level was still low and this was confirmed by an interviewed board member. The capacity of
member organizations was relatively reported to be low. The last assessment also reported that infor-
mation dissemination mechanisms were weak and in most cases delayed response and feedback. Fur-
ther that the CSO had weak connection with local government authorities and was very much donor
dependent. These problems still exist to-date. It was reported in the last assessment that most of the
tools and documents (e.g. administration systems and financial regulations) did not show dates when
they were prepared or reviewed and were prepared in English. The situation is still the same. Addi-
tional weaknesses have been identified by the current assessment and they include the following:
NGO XS is more of an implementer of projects than a coordination forum for activities which
could be undertaken by some of its members. It was made clear during the feedback session
that some activities like those related to land issues need direct engagement of NGO Xs for the
purpose of continuity of advocacy. However, with capacity building of its members, a good
number of activities can be pursued by NGO Xs members while the centre serves to coordinate
its members towards intended outcomes.
The information management system in the resource centre needs to be improved and sys-
tematized to ease accessibility.
Gender balance is the management team and the board is still skewed in favor of the male
Gender policy does not exist despite initial interventions by Pact through the TAPP to main-
stream gender

Interventions since last assessment

Training and capacity building to board members was conducted
Mentoring and capacity building to NGO Xs member organizations was done for the forum to
strengthen its advocacy base

6NGO Xs Annual Report 2006

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Introduction to Organizational Capacity Development

Revival of defunct CBOs was done including NGOPADEO and KIPOC7

Evaluation of the implementation of the 2003 – 2006 strategic plan was done and preparation
of the new strategic plan (2007 – 2010) which is now in place as strongly recommended by the
previous assessment
The process of improving and systematizing NGO Xs monitoring and evaluation system has
started and the framework document is in place
NGO Xs engagement in pastoralists advocacy issues beyond the northern zone e.g. Mbeya and
Lindi has diluted the notion that the organization is intended to serve the northern zone. Its
members are also from all over the country
Introduction of electronic database would improve information sharing has been initiated

3.2.2 Human Resources

Strengths
The last assessment identified a several strong points in this component. The observed strengths by
then are hereby described briefly. To start with, the CSO was found to have a simple and clear organ-
izational structure in place indicating the required positions and responsibilities of each staff. Further,
advocacy roles and responsibilities were clearly defined to all members of staff and NGO Xs possessed
skilled and committed staff including two volunteers by then. The current assessment (2007) realized
that NGO Xs has maintained these strong points. Additionally the current assessment identified the
following strengths:
Existing staff have adequate skills and experience in lobbying and advocacy. Currently NGO Xs
has only one volunteer but she is very much motivated to learn and participate actively in or-
ganizational matters.
NGO Xs staff and its members have the capacity to develop and analyze policy needs for advo-
cacy purposes.
NGO Xs has personnel policies and procedures
NGO Xs engage and utilize human resources from its partners and members in the implemen-
tation of advocacy work

Weaknesses
During the last assessment (2006) a set of weaknesses were identified some of which have been recti-
fied by NGO Xs. It was observed then that, linkages between different positions and units in the organi-
zation were not clearly defined. This has improved by the fact that currently NGO Xs has elaborate job
descriptions for all its positions in the organization structure. In the last assessment it was also re-
ported that the CSO had inadequate research skills among and skills for information collection and
documentation were also low. The situation has improved as per interventions reported later in this

7NGO Xs Annual Report 2006

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 Annexes

section. Understaffing in relation to the need of diversifying other professional aspects such as sociol-
ogy, community development, and environment was reported as a problem in the last assessment and
still is. Another weakness which still prevails is the lack of policy that guides the work of volunteers.
This assessment (2007) has identified the following as an additional weakness:
The organization structure ends (downwards) with the management team without showing
what is actually managed by the team that is projects/activities and member organizations.
Annual staff appraisals are not done
Orientation of volunteers to NGO Xs activities and norms is not adequately done

Interventions since last assessment

The CSO has recruited additional staff including a competent monitoring and evaluation officer
The organization has developed elaborate job descriptions for all its positions.
The organization has organized a number of training sessions for its staff and members
Initiatives to provide employees with health insurance schemes through NSSF are being ex-
plored

3.2.3 Financial Resources

Strengths
According to the 2006 assessment report, NGO XS was found to be relatively strong in terms of finan-
cial management. The observed strengths included existence of opportunities to mobilize resources
from donors, flexibility for re-allocating advocacy activities in other funded programs, flexibility to in-
corporate activities in other programs, integration of budgets into annual plans and participatory
budget process where each department is responsible for developing their own priorities. It was also
observed then that within NGO Xs accounting procedures were in place and followed and that separate
account reports facilitated communication with donor requirements. Further, external audit was done
annually and the audited report verified by the board. Transparency in financial management to all key
stakeholders existed through sharing of audited reports with donors, partners, board and members.
Procurement system and procedures were place and asset register had been recently introduced to
manage internal control systems. The current assessment revealed that the observed strong points in
the previous assessment were still valid and the following aspects have been added to the list:
Annual budgets reflect the strategic plan and activity budgets are very specific. The manage-
ment ensures that activity budgets are strictly adhered to.
The organization meets its obligations in terms of remitting PAYE and NSSF dues for its employ-
ees.
The organization has good track record in managing donor funds

Weaknesses
In the previous assessment (2006) weaknesses were identified, some of which have been addressed as

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presented in this section. The CSO was weak in terms being very much donor dependent. The situation
is still the same. Local funding opportunities had not been fully exhausted and internal audit was not
carried out as control measure. Currently, local fund raising is still far from optimal. It was the opinion
of the management that since the organization is not too big and financial procedures are adhered to,
having an internal auditor was unnecessary cost to the financially constrained NGO Xs. All financial re-
ports, including audited reports were and still are in English, and therefore not easily understood by all
stakeholders especially members. Assets and stock ledgers were not up to date by the time the last
assessment was done. This has been addressed. The following weaknesses were observed by the cur-
rent assessment: had been done recently
The organization does not have a fund raising strategy. However, during the feedback session
the team was informed that NGO Xs use its strategic plan for fund raising purposes. It is the
opinion of the facilitators that since Pact has conducted several trainings in fund raising, its
partners should develop the culture of preparing fund raising strategies in a more systematized
way.
Budget allocations are constrained by availability of financial resources
The organization has not managed to raise funds to construct their own office premises. NGO
XS operated on a rented house which is costly to the organization.

Interventions since the last assessment

Financial and audit reports were translated to Kiswahili and presented to the AGM
Asset and stock registered have been updated

NGO Xs finance department has assisted member NGOs in terms of capacity building for handling fi-
nancial resources. Organizations like MWEDO, CRT, Inyuat EMAA and TNRF have benefited from the
process

3.2.4 External Relations

Strengths
The strong points presented below were identified during the previous assessment (2006) and they are
still valid to date. NGO Xs has linkages and networks with local, regional and international organiza-
tions and is good in involves media in advocacy work, by working with variety of media such as radio,
TV, newspapers, community radio. NGO Xs also provide relevant information and immediate response
to media. NGO Xs share its advocacy vision and programming with its donors and adheres to donors
report requirements. NGO Xs has maintained a diversified contact list with donor community and do-
nors appreciate the work of the CSO. The frame work for engagement of CSO in government process is
clearly defined in the Local Government Reform Program (LGRP) and MKUKUTA. Further, NGO Xs is
linked with strategic policy decision makers such as Pastoralist Parliamentary Group (PPG) and has
good connections to some government sources and therefore able to access information even at a very
short notice. NGO Xs has initiated some partnership with private sector namely hunting companies.
Additionally, the current assessment identified the following strong points:

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NGO Xs is active in information dissemination and produced several advocacy related publica-
tions in Kiswahili for wider readership within local communities.
The organization often sensitizes the public on advocacy issues in hand.
The relationship between NGO XS and its funding partners has been good as confirmed by VET
AID representative
The inclusion of pastoralists issues in the MKUKUTA has some contributions from NGO Xs

Weaknesses
During the last assessment the NGO Xs was weak in terms of collaboration with local authorities, lim-
ited capacity given the wide geographical coverage and had not developed a Communication and Me-
dia strategy to guide its advocacy work. These weaknesses still prevail. Further, the organization was
also weak in terms of lack of systematic approach to monitor and review the impact of media work and
limited capacity to develop, simple and user-friendly advocacy materials. Some of these have been ad-
dresses as indicated in the interventions below. Other weaknesses included lack of strategy for engag-
ing the private sector in advocacy issues and resource mobilization, on existence of a formal feedback
mechanism to the government on the implication of policy issues to the communities and the environ-
ment. These weaknesses are still there. The biggest weakness in the opinion of the consultants is that
of limited interactions and collaboration with local authorities in areas where NGO Xs operate.

Interventions since last assessment

The recruitment of a competent monitoring and evaluation officer is likely to address the
weakness of poor monitoring of advocacy impacts
NGO Xs has published a good number of advocacy materials for public consumption

3.2.5 Actual Advocacy Work

Strengths
The previous assessment in relation to this component reported that NGO Xs was strong in the sense
that the organization was addressing issues affecting pastoralist communities in a holistic way and
some of its members are engaged in promotion of Early Childhood Development (ECD) and prevention
of Genital Female Mutilation (GFM). Further, the organization realizes the importance of carrying out
well researched advocacy issues and has diversified sources of researched information including li-
brary, partners, internent and interpersonal communication. NGO Xs was also commended for having
the ability to respond promptly to core advocacy issues. These strengths are maintained by NGO Xs as
demonstrated by the interventions carried out since the last assessment. Further, the organization has
an Information centre with publications, reports, posters, and has employed staff for education and
information. NGO Xs was further commended for using public media for information and not only be-
ing aware of existing advocacy risks but also having shared mechanism to handle risks through coali-
tions or working committees. These strong points are still within NGO Xs as revealed by the current
assessment. Additionally, the following strengths were identified in this assessment:

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Introduction to Organizational Capacity Development

NGO XS has identified its key stakeholders in advocacy work and established good working re-
lations
The organization is aware of the importance of gender dimensions in advocacy work

Weaknesses
The previous assessment revealed that the organization had weaknesses demonstrated by not having
done a comprehensive mapping and analysis of its constituency, lack capacity to implement research
findings and recommendations, low capacity to develop consistent public dialogue forums of advocacy
at local levels, weak mechanism for feedback from and to the public, lack Information, Education and
Communication (IEC) strategy for different target groups and finally inability to mobilize constituency
to contribute to develop alternative policies. The organization has attempted to address some of these
weaknesses as indicated in the interventions section bellow. However, some of these weaknesses do
exist up to now specifically lack of comprehensive constituency mapping. More details are indicated in
the attached BAIT rating. Additionally this assessment identified the following weaknesses which need
some attention:
NGO XS needs to improve its capacity and its members to address key MCA BONGA advocacy
issues in relation to PET and anti-corruption
NGO XS has not done participatory impact monitoring and evaluation. However, the team was
informed during the feedback session that the process of pre-monitoring has started in Kisi-
wani same
NGO Xs does not have an elaborate strategy for public education and interactions with the tar-
get group

Interventions since last assessment

Timely engagement in a number of advocacy interventions including those related to the con-
troversial government decision to move pastoralists from the Usangu plains to Lindi, Mtwara
and Kisarawe
Prepared a documentary covering the pastoralists journey fro Ihefu to Lindi for advocacy pur-
poses
Engaged in advocacy against marginalization of the Hadzabe tribe in Yaeda Chini by foreign
investors
Engaged in advocacy for Ngorongoro Conservation area as a multiple land use and opposed to
plans to evict pastoralists and hunter-gatherers from the area and contributed to the develop-
ment of an alternative bill for Ngorongoro Conservation area
Conducted several fact finding missions (research) and identified the right footings for advo-
cacy interventions from research findings

3.2.6 Sustainability

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Strengths
The previous assessment identified the following strengths which are still valid: links with strong coali-
tions and partners willing to carry forward advocacy issues, existence of skills within NGO Xs for keep-
ing the advocacy issues alive, involving others and spreading the responsibilities and having constituen-
cies which are easily available for mobilization. This assessment added the following strong points for
sustainability of NGO Xs:
The organization has a set of local resource persons from its members
NGO XS strives to recruit and maintain high quality staff and volunteers
NGO XS has established links with local, regional, national and international organizations and
networks with similar interests.
The organization, its staff, volunteers and members have internalized advocacy activities in
their mandate.

Member’s commitment to advocacy issues pursued by NGO Xs is remarkable. The team was informed
that members contributions to the network in kind if quantified could challenge donor’s support

Weaknesses
The previous assessment reported that in terms of sustainability NGO Xs had not optimally built inter-
nal capacities for its staff and members. Also ownership of the advocacy was perceived by some mem-
bers to belong to NGO Xs. Additionally this assessment revealed the following weaknesses which are
likely to affect the sustainability of the network:
Most of the programs conducted by NGO XS are donor dependent and the organization does
not have income generating activities of its own
Local level fund raising is low
NGO Xs has limited strategies to minimize advocacy risks
NGO Xs has not adequately internalized gender dimensions of advocacy

Interventions since the last assessment

NGO Xs has engaged itself in capacity building for its staff and members

4. CONCLUSIONS AND RECOMMENDATIONS

4.1 Conclusion
The performance of individual components from the rating exercise compared to the previous assess-
ment is summarized in the table bellow.

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First BONGA 2006 Second BONGA 2007

Component Score Stage Score Stage
Governance and Management 3.2 Expanding 4.3 Expanding
Human Resource 3.4 Expanding 3.8 Expanding
Financial Resources 3.7 Expanding 3.9 Expanding
External Relations 3.4 Expanding 3.8 Expanding
Actual Advocacy Work 3.6 Expanding 3.6 Expanding
Sustainability 4.0 Expanding 3.5 Expanding

The analysis has revealed that NGO XS as an organization is in its expanding stage in all its components
although the score varies from one component to another. Highest score was observed in the Govern-
ance & Management component which is close to maturity. This confirms the fact that NGO XS is a net-
working organization with well established governing body and laid down management procedures.
The expanding stage signifies the fact that the organization has a track record of achievements that are
recognizable by stakeholders and other actors who have a similar focus in the same services. Even with
such achievements, the organization will still need to improve in some areas. Specific recommenda-
tions for every component are provided in the following sub sections.

4.2. Recommendations
It is generally recommended that NGO XS should strive to maintain the strong elements that have been
identified through this assessment and seek for opportunities to address the identified weaknesses.
Specific recommendations for each component are presented in the following sub sections.

4.2.1 Governance and Management

The governing body should be supported to improve the network‘s capacity in handling MCA
objectives specifically PET and anti-corruption
The governing body should be more active in fulfilling its fund raising roles
The organization should be supported to develop an elaborate feedback system
Support should be sought to speed up the process of having an electronic data base for NGO Xs
which has started in the resource centre.
The organization should strive to improve gender balance in the management and Board. NGO
Xs should also be supported to develop a gender policy.
Capacity building to member organizations should be enhanced

4.2.2 Human Resources

The organization should revise its organization structure to include members and projects
Annual appraisals of staff should be introduced
Volunteer policy should be developed and volunteers should be thoroughly oriented to the

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network before their work starts

The organization should strive to improve the existing staffing condition and develop a clear
policy on volunteers
The organization needs support to improve its capacity in monitoring and evaluation of advo-
cacy interventions, the process which has started.

4.2.3 Financial Resources

NGO XS should be supported to develop a fund raising strategy that takes into consideration
both local, national and international funding options. Involvement of the private sector in
funding advocacy initiatives should be explored further.
Capacity building to member organization in financial management should be maintained
The organization needs support to acquire its own office premises to reduce annual expendi-
ture which is currently increased by payment of house rent.

4.2.4 External Relations

NGO Xs needs to improve its relations and interactions with local authorities to make bigger
impact
The organization needs support to develop a clear communication policy and strategy.
NGO XS needs support to develop and document its media strategy
NGO XS should strive to adequately sensitize its members and the constituency in every advo-
cacy intervention

4.2.5 Actual Advocacy Work

Substantial training and capacity building towards meeting MCA objectives in PET and anti cor-
ruption is needed both for the governing body, management team and members.
NGO Xs need support to conduct an extensive constituency mapping exercise.
The organization needs support to improve its capacity in conducting participatory impact
monitoring and evaluation
The organization should strive to improve its capacity in alternative policy analysis and formu-
lation

4.2.6 Sustainability
More fund raising and income generating options need to be explored
The organization should strive to reach most of its members and constituency and cultivate the
sense of ownership for every advocacy issue being addressed
Gender dimensions in every intervention need to be internalized by the organization

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Introduction to Organizational Capacity Development

Annex 7: Sample PCAT (OVC Assessment) Tool

OVC Assessment
Part 1: Organizational and Service Delivery Profile
Biographical Data
Organization Name

Location (Town/City and District)

Number of full time staff (attach an organigram if available)

Number of volunteers

Years in operation

Years working in the HIV/AIDS sector

Year and amount of largest grant received

Average grant size

Year and amount of first grant received for HIV/AIDS

Activities conducted with first grant received for HIV/AIDS

Geographic coverage by ward/district (name/s of wards/districts & number of OVC

served in the past 6 months):

Do you have a register of OVC receiving services?

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Staff Training/Skills Development

1. What type/s of training have the staff and volunteers in your organization had?
Staff:
(please list topic/s)

Volunteer:
(please list topic/s)

2. Does your organization have a standardized curriculum/training manual for staff and vol-
unteers?
Please list curriculum/manual/s

3. Who usually conducts staff and volunteer training in your organization?

List name/s and qualification:

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 Mark each service you provide by entering “1” for an 2. Shelter and Care
“occasional, supplemental or ad hoc service” and “2” for a  Housing construction for households caring for OVC
“regular service that is central to your program” in the box next  Housing renovation or improvements for households car-
to the service category. Do not mark the boxes of services you ing for OVC
do not provide.  Construction of latrines for households caring for OVC
 Rent assistance for households caring for OVC
1. Food and Nutritional Support  Provision of clothing to OVC
 Nutritional assessment of OVC  Provision of bedding, household utensils and/or personal
 Nutritional counseling of OVC hygiene kits for OVC
 Training of OVC caregivers in nutrition, child feeding prac-  Training of OVC caregivers in childcare skills
tices, food preparation, food hygiene, and special dietary  Assessment and placement of children not currently liv-
needs of HIV positive children. ing in a stable home environment
 Training of OVC caregivers and others in detection of  Monitoring and case follow-up of children in institutional
Introduction to Organizational Capacity Development

malnutrition care
 Referral of cases of severe malnutrition to health care  Family tracing and recruitment of caregivers from ex-
services tended family

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 Meal provision to OVC (prepared)  Recruitment of foster families/community care groups
 Food assistance to OVC and their households (bulk food-  Incentives for households that care for OVC
stuff, groceries, coupons, cash transfers)  Drop-in centers, daycare and other daytime care options
 Referrals to OVC and their households for food assistance for OVC
 Nutrient supplements for OVC  Advocacy with government for improved child placement
 Gardens, agricultural or animal husbandry projects di- policies
rectly benefiting OVC  Anti-stigma campaigns to encourage community moni-
 Food storage projects (local production, to mitigate sea- toring and assistance to OVC
sonal scarcity) directly benefiting OVC  Other________________________________________
 Advocacy with government for nutrition programs  Other________________________________________
 Other
____________________________________________ 3. Protection
 Other  Professional legal aid to OVC (certified lawyers)
____________________________________________  Paralegal aid to OVC
  Birth registration assistance to OVC  Provision of pediatric ARV therapy
 Death registration assistance to OVC (of death of parents  Provision of VCT of OVC and their caregivers
or guardians)  Referrals for pediatric ARV therapy
 Writing of wills to ensure inheritance of OVC  Structural improvement of health facilities directed spe-
 Planning of future guardianship of OVC cifically towards OVC
 Documentation of cases of child abuse, exploitation, and  Training of community health workers/volunteers in OVC
neglect specific care
 Resolution of cases of child abuse, exploitation, and ne-  Organization and deployment of community health work-
glect outside state judicial system ers/volunteers to OVC households
 Assistance to OVC in resolution of child abuse or exploita-  Maintenance of OVC health records
tion cases brought before the state judicial system  Health education and HIV prevention for children, youth
 Training of child protection committee/community volun- and OVC caregivers
teers  BCC related to HIV prevention and healthy lifestyles di-
 Directed education and capacity-building about child’s rected at OVC
rights and child abuse (to local leaders, judges, police,  Get-tested campaigns with information on VCT sites
etc.)  Capacity-building of local healthcare providers in OVC

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 BCC campaigns on child’s rights and child abuse specific care and pediatric HIV care guidelines
 Advocacy with government for improvement legislation  Provision of bed nets, first aid kits, basic medicines
protecting children and defending their rights  Transport of OVC and/or caregivers to healthcare facili-
 Participatory development of alternatives to criminal ties
prosecution and incarceration of children for petty  Organization of community health funds/collective medi-
crimes cal insurance
 Other__________________________________________  Home-based care for OVC and their caregivers
 Other__________________________________________  Training of caregivers of HIV positive children
 Advocacy with government for improved access to pedi-
4. Health Care atric health care, especially pediatric ARV therapy and
 Provision of professional health care (licensed doctor or palliative care for children
nurse) to OVC  Other__________________________________________
 Provision of paraprofessional health care (trained health  Other__________________________________________
workers) to OVC
Annexes
 5. Psychosocial Support
 Provision of professional counseling services to OVC 6. Education and Vocational Training
 Provision of counseling services to OVC caregivers  Provision of school materials to OVC
 Referrals for professional counseling services  Provision of school uniform to OVC
 Training of adults and youth who work with children and  Payment of school fees for OVC
community volunteer counselors in emotional health as-  Leverage of waivers for school fees for OVC
sessment and psychosocial support issues and skills  Organization of a community education fund to benefit
 Organization and deployment of counselors to provide OVC
informal counseling to OVC  Assistance with enrollment of OVC
 Self-help/support groups for vulnerable youth, HIV posi-  Monitoring of OVC’s attendance and progress
tive youth, and OVC caregivers  Intervention and advocacy against discrimination in en-
 Life skills development activities for OVC rollment of OVC
 Recreational, arts, and sports activities “exclusively” for  Tutoring and homework assistance for OVC
Introduction to Organizational Capacity Development

OVC  Education and recreational after-school programming

 Recreational, arts, and sports activities that integrate benefiting OVC
OVC with non-vulnerable children  Educational vacation programming benefiting OVC

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 Assistance to parents with disclosure of HIV positive  Youth or adult mentoring program for OVC
status to children  Vocational apprenticeships for older OVC
 Memory books and other memory tools  Vocational training for older OVC
 Facilitation of planning for the future within families af-  Improvement of OVC’s access to flexible or alternative
fected by HIV education (i.e.. evening/weekend classes, street classes)
 Special counseling and monitoring of emotional health  Curriculum improvement to include life skills and HIV
for children living on the streets education
 Special counseling and monitoring of emotional health
for children living in institutional care
 Mentorship programs for OVC
 Community-wide anti-stigma campaigns to increase sen-
sitivity and responsiveness to vulnerable children’s psy-
chosocial needs
 Other__________________________________________
 Other__________________________________________
  Early childhood development programs targeted to OVC  Assist local groups in scaling up to fill service gaps
 Training for teachers and parents (PTAs) to increase  Information campaigns to publicize services to caregivers,
monitoring for, sensitivity to, and response to the needs community leaders and directly to older OVC
of OVC  Advocacy with government for increased service cover-
 School-centered anti-stigma campaigns to improve the age, interagency coordination and cooperation with
learning environment for OVC NGOs
 Other_________________________________________  Other_________________________________________
 Other_________________________________________  Other_________________________________________

7. Economic Opportunity/Strengthening
 To be developed….

8. Coordination of Care
 Training of social workers and case managers within ex-
isting organizations in coordination of care
 Facilitate sharing of service information and referral

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mechanisms between service providers
 Service mapping (identification of service and geographic
gaps)
 Organization of geographically focused networks of ser-
vice providers for continual information sharing and re-
ferral of OVC
 Organize larger networks of organizations providing assis-
tance to OVC to determine best practices, quality stan-
dards, gaps in service provision, national coverage plans,
etc.
 Promotion of a unified monitoring, evaluation and re-
porting system and of transparency and oversight of
quality
 Mobilize community groups and committees to oversee
care of OVC and to fill gaps
Annexes
Introduction to Organizational Capacity Development

OVC Assessment
Part 2: Key Informant Discussion Guide/Site Visit Discussion Guide

The Pact team will use the following guide during their assessment visit to individual organizations or
the following questions can be asked through a key informant interview.

The assessment team should familiarize themselves with the issues listed here. Additionally, the review
team should have reviewed the Part 1 questionnaire responses prior to the site visit and made a note
of any points that need to be further discussed and/or clarified.

Service Provision and Needs Assessment

Invite NGO/CBO staff and volunteers to discuss the range of services and/or activities that they provide
to clients as a way of initiating discussion.

In addition to listing services and activities, you need to verify the methodology for determining the
needs of OVCs in the community:

Was there a formal needs assessment carried out before your service was started?
Does your program have access criteria?
How do you take on new clients – are they referred to you by other organizations/
community members?
What percentage of your clients self refer?
At this time, how many people do you estimate are in need of your services but your or-
ganization is not able to take on these clients?
Does your organization support/manage support groups for PLHIV in addition to working
with OVCs?

The following questions can be used to focus the discussion and to get NGOs/CBOs thinking about the
range of services that comprise comprehensive OVC care & support. You will already have a check-list
of services being provided by the organization so you should only focus on services and issues that still
might need clarification:

Do you assist with access to legal assistance, including accessing birth certificates and suc-
cession planning?
Do you assist with access to health care (including counseling and testing)?
Do you assist with access to education including school fees, uniforms or tutoring?
Do you assisting with access to economic support such as accessing social grants, income
generation projects?
Do you provide food and/or nutrition support including supplements or food gardens?
Do you provide or link OVC to psychosocial support?
Do you provide protection from abuse?
Do you provide life skills education/training?
Do you provide information on sex education?
Do you provide clothing or other basic needs of the household?

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To address scope and coverage, ask for the following information:

What are the different contexts in which you provide services to OVCs – is it focused on
home visits; school visits; support clubs/meetings etc.
How are the home visits carried out – individual volunteers or in teams? How many times
a week do volunteers conduct home visits?
What is the “case” load of an individual volunteer? What is the maximum number of cli-
ents that one volunteer will be responsible for?
What is the average number of clients that one volunteer will visit?

Minimum service “package”:

Does your organization have a documented minimum package of services that you provide
to all clients?
Do all staff have a copy of the Standard Operating Procedures (SOPs)? How about volun-
teers who provide services?
When were the SOPs developed? Have they been revised? When?
What is the process for reviewing the SOPs? Who is responsible for reviewing and editing
the SOPs?

Service Provider Capacity

Staffing:
Do you have a staffing plan (based on needs)?
Is there a written job description or clear selection criteria for all staff (especially volun-
teers)
Is there a written contract between organization and volunteers?
How do you distinguish between the roles and responsibilities between paid staff and vol-
unteers?
What kind of incentives (financial and/or non financial) do you have for volunteers
(awards; materials e.g. bicycles; transportation allowance; exchange visit etc.)?
Do you provide respite care to your volunteers?
Do you keep a roster of all volunteers?
Do you have meetings or other feedback sessions with volunteers? If so, how often?
How many volunteers are supervised a member of staff?
Have supervisors been trained on supervision skills and on palliative care/HBC?
How many clients per individual staff/volunteers?

Training:
Do you have a training package/curriculum/manual?
Who trains the volunteer care providers (is it organization’s staff or MOH staff?)?
Are all staff and volunteers trained on the entire package before they start providing ser-
vices?
Do you have refresher trainings on a regular basis? How often?
Are all care providers given a copy of the training manual and/or other reference materi-
als?

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Introduction to Organizational Capacity Development

What educational materials are staff and volunteers provided with to use with clients and
family members?
Who is responsible for training family caregivers? Is there a formal system to train family
caregivers?

Checklist of training topics: optional based on what information you have already gathered:

Referral systems and linkages for clients and families

Do you have a referral form that you use?

Does your organization maintain a list of service providers that clients can be referred to?
Do the volunteers have a referral resource manual?
How do you verify a “successful” referral? How do you know that client went for the ser-
vice and that they actually received the service?
Do you have a designated staff member who follows up on referrals?
Do you maintain a list of clients that have referred to other services? Do clients report back
to you on the referral results?
What are the most common service/s that clients are referred to?
Are the majority of referrals made to NGO/CBOs or to formal government clinics/
departments?
Do you work with clients to access government endorsed/provided services for OVCs e.g.
food supplements; grants etc?
What kind of relationship do you have with district level government medical staff – is
there 2-way referral from your community to the formal health system and vice versa?
Are any of your staff and/or volunteers assisted or supervised by MOH district level medi-
cal staff? What kind of assistance and/or supervision?

Other community-level activities

Are your staff and/or volunteers involved in stigma reduction activities within the commu-
nity?
What kinds of other community mobilization/awareness activities is your organization in-
volved in?
What other projects do you have in place to help PLHIV – IGA; kitchen gardening etc.

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Annex 8: Sample PCAT (OVC Assessment)

Results Report
Pre Award Assessment Report:

24 August 2007: Org X

Org X is an FBO ran by St Annes Catholic Mission at Karonga Boma in the Northern Region. Org X
started with a program for support for OVCs but has over the period expanded to respond to the com-
munity need for palliative care and HIV prevention activities for the youth with support from CRS pri-
vate funding. The proposed project focuses on scaling up the same areas.

Assessment Summary
Organizational Details
 Implementing program with 20 full time staff including 1Logistics officer, 5 field supervi-
sors, 4 program Coordinators, 1 Training officer, 1Nurse home craft worker 1 Finance and
administration manager and the rest are supportive staff

 Services are extended to communities with use of Volunteers i.e. 600 for OVC services, 104
for Palliative care and 40 PLWHA group members. Volunteer are motivated by service pro-
vision to the needy and occasionally given some chitenge cloth

 Geographical coverage is in 2 T/As in Karonga and propose to continue in the same areas
but increasing in village coverage from 52- 65

 They collaborate with related Govt. departments such as DHO, Agriculture, DAC, Social
Welfare, police. They have copies of govt. guidelines but do not share any reports

Training Skills
Only one nurse is trained for Palliative care, the rest have been given some orientation to
HBC, two OVC trainers have provided training for 400 volunteers and 59 have been trained
by Social welfare department. None have been trained for youth program but adopt what
other organizations are doing

 No refresher training has been done yet

General Questions
Use govt. definition for OVC and community systems are used to identify clients and similar
systems are used for palliative care and referrals from the health facilities

 They have a monitoring system in place

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Services
OVC care and support

Major focus for Org X with children receiving at least 3 services and includes the following:
Child protection activities such as campaigns on children’s rights, encouraging birth regis-
tration and writing wills and inheritance of orphans

Early child development through CBCC, provision of school fees, uniforms and other requi-
sites to a few children and vocational training to a few older children

Health care facilitated through HBC, CBCC, and referrals to health services using special
referral forms

Food and nutrition by provision of food supplements to i.e. milk and soya porridge to chil-
dren below 2years, through nutrition rehabilitation center for severely malnourished chil-
dren, feeds provided at CBCCs , community feeding centers, provision of food rations to
child headed households and home/community gardens

Economic support for affected households and volunteers by provision of business starter
packs

 Village OVC committees are actively involved in community OVC care activities

Palliative Care services include

Home based care by provision of basic nursing care for the sick in the community including
provision of beddings whenever possible and simple home remedies to relieve pain but
referrals to hospital and other services for very sick patients

Nutrition counseling, assessment and some food and RTF support for the malnourished
whenever possible. Home garden support is also provided and small scale dairy cows and
livestock promotion in some villages

Psychosocial support through PLWHA support groups is not well established yet but
PLWHA are involved in palliative care and stigma reduction activities

PLWHAs are supported with bed nets

Pediatric HIV care and support is provided to a few children that have requested for sup-
port as this service component is not well established

 The community participates in organization of palliative care activities through the village
HIV committees.

Youth Program implemented by two coordinators with help of 40 volunteers and activities include:
Sensitization of the in and out of school youth on AB and HTC using different methods in-

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cluding sport. Teachers and parents are actively involved

 This is a new component which is not well established yet

Recommendations
Org X has been implementing a comprehensive OVC program and gradually expanded to other pro-
gram areas as indicated but have very limited technical capacity. The following would assist to improve
quality of services provided
Hiring of some technical staff for the three program areas i.e. OVC, HBC and BCC interven-
tions for prevention of HIV especially the youth who are the window of hope for a future
HIV free generation

Need for capacity building through training and mentoring of staff and volunteers in the
three program areas to improve quality of services provided

Need TA to expand care and support services to include care of children living with HIV/
AIDS (CLWHA)

Need TA to facilitate formation of support groups for PLWHA and clubs for post test sup-
port to meet needs of the HIV positive to live positively and negative clients to maintain
their negative status.

Need for TA to fully establish the in and out of school youth program

 Need for technical support in maintaining service records and reports as well as sharing the
information with stake holders including the related government ministries and depart-
ments such as MOH, DAC and Social welfare department

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Annex 9: Sample MER-OCAT Tool

PACT MONITORING, EVALUATION AND REPORTING

Organizational Capacity Assessment Toll

This document is adapted from assessment tools developed by Pact programs in Kenya,
and South Africa as part of the tool kit for assessing MER capacity for grantees as well as
measuring outcomes of capacity building programs for Monitoring and Evaluation

This Version was developed by Pact SA for the Grants Management Program - Funded by the U.S.
Agency for International Development under Cooperative Agreement 628-A-00-02-00012-00

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MER- OCAT

DISCLAIMER:
The author’s views expressed in this publication do not necessarily reflect the
views of the United States Agency for International Development or the United
States Government.

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NAME OF ORGANIZATION: _________________________________

DATE OF ASSESSMENT: ____________________________________

FACILITATORS: __________________________________________________________

Rating scale

N/A = Not Applicable

X = Insufficient information available to assess
1 = Nothing in place needs urgent attention
2 = Needs substantial attention
3 = Needs some improvements
4 = Needs some minor adjustment but without urgency
5 = No need for improvements: system are adequately implemented & utilized

Summary Score: ___________________________

MER CAPACITY – RATING SCALE

1 = Nascent Organization MER Capacity

2 = Emerging Organization MER Capacity
3 = Marginal Organization MER Capacity
4 = Expanding Organization MER Capacity
5 = Mature Organization MER Capacity

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PERFORMANCE MONITORING, EVALUATION AND LEARNING
1. General MER Systems
A) Organization has general knowledge in MER systems N/A X 1 2 3 4 5
B) Organization has clear documentation of MER procedures (MER Plans) N/A X 1 2 3 4 5
C) Organization has staff skilled in MER procedures & systems N/A X 1 2 3 4 5
D) Organization has staff dedicated to MER N/A X 1 2 3 4 5
E) Organization has a budget allocation for MER in programs/projects N/A X 1 2 3 4 5
F) Organization sets aside time to reflect on M&E findings and learning N/A X 1 2 3 4 5
G) MER is built into Organization’s strategic plan and program/project documents N/A X 1 2 3 4 5
H) Organization has program indicators representing different levels of results
N/A X 1 2 3 4 5
(input, output, outcome, impact)
I) Organization includes analysis of marginalized and vulnerable groups in the project
N/A X 1 2 3 4 5
monitoring & evaluation process
J) Program MER documents are accessible and can be easily retrieved from archives N/A X 1 2 3 4 5
2. Data Management Systems and Practices
A) Organization has well defined program information needs N/A X 1 2 3 4 5
B) Organization routinely collects data from relevant sites/sources
C) Organization has well defined and documented data flow process N/A X 1 2 3 4 5
D) Organization has established systems and tools for data collection, collation and
N/A X 1 2 3 4 5
analysis
E) The Organization’s database (paper/electronic) is sufficient for current needs N/A X 1 2 3 4 5
F) Organization has specific tools to solicit Feedback from beneficiaries N/A X 1 2 3 4 5
G) Organization routinely obtains data/feedback from Beneficiaries N/A X 1 2 3 4 5
3. Data quality Management
A) Organization uses data collection tools that ensure Validity & Reliability of data N/A X 1 2 3 4 5
B) Organization has established data verification and validation processes along the
N/A X 1 2 3 4 5
data flow cycle
C) Frequency of data analysis is adequate for the Organization’s program needs
D) Organization has a comprehensive data quality management plan
4. Program Management and Decision Making
A) All existing programs of the Organization have clearly defined results /logical
N/A X 1 2 3 4 5
frameworks (theory of change)
B) Organization regularly produces high quality reports on timely basis N/A X 1 2 3 4 5
C) Reports are shared with all key internal/external stakeholders regularly N/A X 1 2 3 4 5
D) Organization regularly uses information generated from M&E for decision making N/A X 1 2 3 4 5
E) Flexibility exists to adjust program plans as a result of M&E processes N/A X 1 2 3 4 5
F) Organization has a system to monitor evaluate and report on the effectiveness of
N/A X 1 2 3 4 5
their advocacy efforts
G) Organization has a system to monitor evaluate and report on the effectiveness of
N/A X 1 2 3 4 5
their network/coalition efforts
H) Organization undertakes regular and timely evaluations of the programs/projects N/A X 1 2 3 4 5
I) Organization uses monitoring and evaluation information to influence program/
N/A X 1 2 3 4 5
project design
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Facilitator’s Comments and Recommendations for improvements

1. General MER systems

2. Data Management Systems and Practices

3. Data Quality Management

4. Program Management and decision Making

5. Recommendations

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Annex 10: Sample MER-OCAT Results Report

Date of visit: Tuesday 3rd July, 2007

Site:
Conducted by:

I Objectives of Visit:
 To conduct a rapid monitoring, evaluation and reporting capacity assessment to be used to
inform the KCSSPs planning for MER capacity building interventions
 To conduct a baseline survey using applicable KCSSP indicators
 To orient NGO X to the KCSSP quarterly reporting template and data forms

II Overview of the NGO X KCSSP funded program

NGO X is an independent, indigenous and non-partisan private, non-profit making organization estab-
lished in 1994 with a mandate to conduct social science policy analysis, research and training, with the
aim of improving human welfare in Kenya. The vision of NGO X is to become a national centre of excel-
lence offering constructive policy ideas to the Government of Kenya and its development partners in
order to enhance human welfare. Traditionally, NGO X has not been involved in direct advocacy, but
their research materials are extensively used for advocacy.

Through Pact/KCSSP, NGO X is receiving two sub-grants – one to continue support to the USAID funded
CORE program on the Public Policy Process in Kenya. Research under this project will seek to identify
factors constraining effective management of public institutions and resources in Kenya. The second
project is on Transparency and Participatory Budgeting in Kenya. Research under this project will seek
to identify factors constraining democratic transparency and citizens’ participation in state budgetary
processes.

III Key findings from MER capacity assessment

a) General MER knowledge, skills and data quality
Every five years NGO X Board and staff engage in a Strategic planning process that also brings together
stakeholders such as GoK, business community, donors and embassies. The current Strategic plan’s
theme is ‘Poverty and Human Rights development.’ NGO X staff use the strategic plan to develop an-
nual plans that identify five to six key activities (or researches) to be completed within the year. NGO X
has a sub-committee of board members who guide the researcher in work planning. NGO X staff also
have experience using logical frameworks to plan for contracted or commissioned projects (i.e. those
where NGO X is paid a fee for the service).
NGO X staff have experience with preparing progress reports to donors and board, as well as annual
reports. Regular progress monitoring is also done through weekly discussions with the Executive Direc-
tor (which are on an as needed basis) and Administrative updates circulated by the Administrator.

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NGO X research assistants serve as team leaders on any research and a standard process (see (b) be-
low) for data collection is usually followed for all researches. This ‘standardization’ helps with quality
control for the data that is finally generated and disseminated.

NGO X has been through some external evaluations for its projects e.g. a mid term review conducted
by consultants contracted by USAID and Africa Capacity Building Foundation in 2004. The evaluation
reports are used in developing follow up projects or improve NGO Xs.

The Research Assistant for the KCSSP funded project has previously attended a one-day training in
M&E organized by European Union for a UNESCO project in 2003. Overall, a majority of the NGO X staff
have not received formal M&E training.

b.) Information and data collection processes

Data collection process: The research process has an inbuilt M&E system that allows staff and external
stakeholders to review and give input during the process (e.g. through brown bag meetings) as summa-
rized below:
 Prepare Concept note to define the research problem and describe methodology
 Collect data and analyse findings.
 Prepare draft research paper and present to staff for input. During this initial review, the re-
searcher (or research team) is required to describe the data collection tools and methodology
used e.g. which literature was reviewed.
 Prepare a second draft and send to a minimum of three external reviewers
 Prepare a third draft and share this with the NGO X Executive Director
 ED reviews prior to approving for publication
 Once approved, the Editor does the final review and sends this to the publisher.
 Dissemination of paper through workshops, wherein stakeholders’ views are also collected and
NGO X can thereafter prepare a policy brief that is shared with GoK and other stakeholders.

Data collection is usually done with the assistance of interns from related institutions and government
departments. The data collection process followed for most researches is as follows:
 Definition of the Theoretical framework for the research (mainly done through literature re-
view?)
 Definition of the analytical framework/model
 Definition of the data sources, sample size, data collection tools, methodology and timeframe.
Data collection methods used include telephone or direct interviews and FGDs etc.

NGO X adequately budgets for data collection, analysis and reporting (including dissemination).

Due to NGO Xs deliberate focus on policy research and information dissemination, it has not been pos-
sible for the organization to track higher level results of their work (outcome and impact level). Focus
has been more on measuring lower level results such as number of research papers disseminated and

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number of participants. Indicators are developed per project. NGO X is however interested in finding
ways to work with the users of their research to track higher level results e.g. results of successful ad-
vocacy by CSOs on the target population. In addition to GoK and donors, some of the CSOs using NGO X
materials include Legal Resources Foundation, Kenya Human Right Commission and Kenya Private Sec-
tor Alliance.

Lessons learnt during the research process are usually captured during the draft paper reviews. During
dissemination, NGO X also includes a questionnaire for recipients (both local and international) to pro-
vide feedback on the research paper, but response rates to these have been low. The programs Advi-
sory Committee which meets every four months also deliberates on lessons learnt which are captured
in the meeting minutes and actions from these followed up by the Administrator. NGO X is also deliber-
ate to learn from other countries that may have undertaken similar research to further enrich its prod-
ucts. For example, the research paper on political [arties funding borrowed a lot from countries like US,
Canada and South Africa.

Constituency legitimacy: NGO X defines its constituency as all political parties and the Kenya public in
general and the GoK which is the main user of its research.

Coalitions and Networks: NGO X is not a member of any coalition, but does network with like minded
institutions such as KIPPRA, Tristar University in Italy, Oxford University. NGO X has in the past part-
nered with private sector groupings such as the Matatu Welfare Association, Matatu Owners Associa-
tion and Kenya Private Sector Alliance when conducting research on public transport in 2005.

Effectiveness of advocacy and watchdogging efforts: NGO X has not been directly involved in advocacy
and has therefore not instituted any processes for measuring effectiveness.

c) Recommendations
 NGO X staff to go through the KCSSP Advocacy MER Module 1 training to build capacity in
system and tools development
 NGO X to develop an M&E plan for the current project and apply lessons learnt. The M&E
plan will help to refine project indicators and develop indicator protocols
 NGO X to develop a process for tracking higher level results in collaboration with users of
its research papers
 Develop a database and identify a data analyst to support the data entry process.
 NGO X to institute an appropriate back up system for all the data as currently many of the
staff save only on their computers
 Build capacity of the media to accurately report on policy findings.
 Review and improve methodology and tools currently in use to collect feedback.
 Institutionalize a process for annual lesson learning and documentation

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Annex 11: Sample Subgrant Pre-Award

Assessment Tool

SUB-GRANT PREAWARD ASSESSMENT TOOL

Name of Organization:

Type of Organization:

Date of Assessment:

Conducted By:

Summary of Assessment & Recommended Follow-up Action:

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TABLE OF CONTENTS
A. ACCOUNTING PROCEDURES

B. INTERNAL CONTROLS

C. BUDGETING, REPORTING, AUDITING

D. POLICY ENVIRONMENT

E. PRIOR USG FUNDING

F. USG REQUIRED DUE DILIGENCE

G. TECHNICAL CAPACITY

H. EXTERNAL RELATIONS & ADVOCACY

Documents requested from organization prior to visit:

1. A copy of the organization’s certificate of registration, incorporation or an equiva-

lent document granting legal status to do business.

2. A copy of the organization’s bylaws.

3. A copy of the most recent annual report, or some other document(s), which in-
cludes: (a) mission statement, (b) list of current Board of Directors, and (c) key per-
sonnel.

4. A list of individuals authorized to sign on behalf of the organization.

5. A copy of the organization’s latest audited or prepared Financial Statements.

6. Minimum of two reference letters. If organization has received prior donor funding,
reference letters must come from the donor organization.

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A. ACCOUNTING PROCEDURES
No. Topic Comments
1 General System
a. There is a written policy on accounting. It is objectively
reasonable and universally applied
b. “Cash” or “Accrual” system is defined and applied on a
consistent basis
2 Receipts and Handling of Cash
a. Grants received, but not yet spent for the purposes for
which they were given, are carried forward as restricted
funds
b. Procedures and responsibilities are clearly defined. For
example, only the cashier is authorized to receive cash
c. Pre-numbered receipts bearing the name of the organi-
zation are issued for all cash receipts
d. Unused receipt books and voided receipts are kept
properly secured and there are proper procedures as
regards their issue
e. All cash received is recorded immediately and promptly
deposited in the bank
f. There are adequate security arrangements as regards
custody and transit of cash
3 Recording
a. All payments are supported by payment vouchers
b. Vouchers are properly supported by adequate docu-
mentation and explanations This documentation may
include: local purchase order, quotations, invoices, re-
ceipts, correspondence, proof of delivery
c. Vouchers together with supporting documentation are
filed in the order in which they are entered in the cash
book and can be readily found
d. Documents are properly approved for payment and can-
celled (ie. stamped PAID) upon payment
e. Payments are properly allocated to the correct project
f. All bank accounts are in the name of the organization

g. All bank accounts are included in the accounts of the

organization
h. There is proper control over use and safekeeping of
checks

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i. All checks or funds transfers are signed jointly by two of

at least three signatories (one check signatory is some-
one other than the person who has authorized pay-
ment)
j. No checks are signed in blank
4 Bank Accounts
a. Are you willing to open up a separate bank account for
sub-grant funds received from Pact?
b. The details of each check payment are recorded on the
check counterfoil (or check stub)
c. Bank reconciliations are prepared
d. Bank reconciliations are prepared on a regular basis for
example, at the end of each month.
e. Bank reconciliations are checked and approved by
someone other than the one who prepared the recon-
ciliation
f. Outstanding items on bank reconciliations are followed
up promptly and out of date items written off

g. There are adequate controls as regards signing of

checks. For instance, above a certain threshold, more
than one signatory is required.
h. If bank accounts are maintained in both USD and local
currency, are USD amounts converted to local currency
in accordance with the country’s legal requirements,
and adequately supported?
5 Cash Book(s)
a. Cash book(s) are kept for all cash and bank transactions

b. All entries are made in ink

c. The cash book is written up to date
d. Cash book additions and cross additions are correct
6 Petty Cash Records
a. Petty cash counts are carried out at intervals, two peo-
ple being present (including the petty cashier), and the
cash balance agreed to records
b. There are no "lOU's", or similar payments entered in the
petty cash book Note: These may come to light when
the cash reconciliation is controlled by a person other
than the petty cashier.
c. The petty cash impress (float) is established at a reason-
able level

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d. Petty cash expenses are supported by adequate docu-

mentation
e. The petty cash book is checked when the cash float is
replenished
f. Petty cash is properly secured in a cash box with limited
access to unauthorized personnel
7 Ledger
a. Postings of amounts from the cash book(s) to the ac-
counts in the ledger are kept up to date
b. Are any reports generated periodically from the ledger
for review by management?
c. An up to date Chart of Accounts together with account
reference numbers is available
d. The authorization of the executive director (or equiva-
lent position) is required when it is proposed to open
new accounts or close old ones
e. Opening balances agree with prior year end balances.
Additions and postings to individual ledger accounts are
correct
f. Are funds from different donors tracked separately?

g. If an automated accounting system is in use, is there a

mechanism in place to ensure that the accounts cannot
be manipulated after period closure?
8 Journal
a. Transfers between one ledger account and another are
recorded in a journal which shows the reason for the
transfer and supporting documentation is attached as
appropriate
b. All journal entries are authorized by the Finance Director

9 Trial Balance
a. A trial balance is prepared within a reasonable time at
the end of each month
b. The trial balance accurately lists all account balances

c. The trial balance is mathematically correct and the deb-

its balance with the credits
d. The trial balance agrees with the figures on the monthly
financial report

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10 Payroll and Salary

a. Adequate payroll records are kept, are accurate and ne-
gotiated salaries and increments are the basis for pay-
ment

b. There are adequate procedures to ensure that pay is

correctly calculated, adjustments being made where
appropriate for unpaid leave, overtime, etc.

c. The payroll is reviewed, authorized and countersigned

by the Finance Director

d. Time sheets are completed by all employees, and are

countersigned by an immediate supervisor. Payments
are correctly charged to cost centers based on the time
sheets

e. Someone other than the person who prepares the pay-

roll is responsible for paying out wages to employees

f. Employees are required to sign for their pay

g. In an accrual based accounting system, are payroll ac-

cruals properly recorded and tracked?

h. All payroll taxes and other deductions are properly cal-

culated in accordance with local regulations

i. Payroll taxes and other withholdings are paid over to

relevant government departments on time

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B. INTERNAL CONTROLS
Topic Comments
No.
Approval Controls
1
a. Specific transactions are approved by persons hav-
ing the authority to do so in accordance with es-
tablished policies and procedures
b. Key records are matched before a transaction is
approved (matching purchase order, receiving re-
port and vendor invoice before the invoice is ap-
proved for payment)
Segregation of Duties
2
a. The individual responsible for the cash receipts
function does not prepare checks, sign checks or
reconcile the bank accounts, and is not responsible
for non-cash accounting records such as accounts
receivable, the general ledger or the general jour-
nal
b. The person receiving cash does not have the au-
thority to sign checks and reconcile bank accounts
and does not have access to accounting records
other than cash receipts
c. Different individuals are responsible for purchasing
merchandise or services, receiving merchandise or
services and approving vouchers

Design and Use of Records

3
a. Key pre‑numbered forms are used to record all of
an organization’s transactions, and accountability
is maintained for the sequence of all numbers used

b. Receiving reports, inspection documents, etc. are

matched with billing notices or other documents
used to record delivered orders and related liabili-
ties to provide assurance that only valid transac-
tions are recorded
c. Transaction documents, such as vendor invoices
and shipping documents, are date stamped and
tracked to ensure that they are recorded on a
timely basis

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d. Source documents are stamped “PAID” after proc-

essing to provide assurance that the same docu-
ments will not be reused and will not result in re-
cording transactions more than once. Also, only
original documents are used to process transac-
tions

e. Voided documents are not to be shredded or de-

stroyed but are retained as support documentation

4 Safeguards over assets and records

a. Cash receipt totals are recorded before cash is

transmitted for deposit

b. Secured facilities are used when appropriate, and

access to critical forms and equipment is limited to
authorized personnel

c. Procedures are established to provide reasonable

assurance that current files can be recovered in the
event of a computer failure

5 Independence checks

a. Extensions, additions and accounting classifications

are independently reviewed

b. Assets on hand are periodically inspected and

counted, and the results are compared with asset
records

c. Management reviews and acts upon performance

(finance, program, audit or other) reports

d Actual operating results are compared with ap-

proved budgets, and variances are explained

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C. BUDGETING, REPORTING, AUDITING

No. Topic Comments

1 Budgeting and Reporting

a. What is the ending date of your fiscal year?

___/___/___ (MM/DD/YY)

b. Does the organization prepare annual financial

statements (Balance Sheet / Income and Expense
Statement)?
c. Long‑term and annual financial projections for the
organization are prepared
d. Budget approval authority is described in policy
documents
e. Grant/Contract conditions are communicated to all
interested parties
f. Cash flow (Income/Expense) is integral to financial
plan
g. Monthly financial statements are compared to ap-
proved budget and material variances are ad-
dressed
h. Policy and practice provide evidence that financial
reports are:
i.) Summarized monthly

ii) Tie directly to established set of accounting re-

cords
iii) Communicated with key management staff within
reasonable time
i. Summarized accounts are distributed to interested
parties
2 AUDITING

a. Has the organization ever been audited in accor-

dance with OMB Circular A-133 guidelines for USG
Funds? Will it be required if applicant receives a
grant from Pact?
b. An independent professional audit of the annual
accounts is arranged each year? If yes please pro-
vide the name, address, phone number and con-
tact person of the organization’s accounting firm.

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c. Independent audit contract(s) are clear in scope/

program and authority

d. Independent auditors are licensed to perform au-

dits

e. Audit findings are addressed as standard practice

f. Project auditors are properly independent of the

functions which they are auditing

g. Project auditors visit project/end‑use sites on a

test basis

h. Project audit reports are issued within a reason-

able time following each project audit (e.g. 1
month)

i. Project audit reports are adequately followed up. A

separate file is maintained for each project audit
performed

j. Audit staff are not involved in project management

or in maintaining the organization’s books of ac-
counts

k. The management committee and governing body

consider the report and recommendations of the
auditor at the meeting when the annual accounts
are discussed

l. Recommendations from previous audit reports are

followed up

3 COST SHARE/MATCH

a. Does the company have experience in cost shar-

ing?

b. Are the cost share sources included in the pro-

posed budget reasonable.

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D. POLICY ENVIRONMENT
No. Topic Comments
1 ETHICS
a. There is a written employment policy. It is objec-
tively reasonable and universally applied
b. Policy and practice demonstrate attention to prohi-
bition of nepotism or favoritism through processes
of:

i) Employment of new staff

ii) Review of staff performance with a view to promo-
tion or increase in salary
iii) Dismissal of staff for whatever reason
c. Policy and practice dictate that employees are not
permitted to hold office or positions in other com-
panies or bodies with which the organization has
contractual relationships. Disclosure of potential
“conflict of interest” is documented.

d. Policy prohibits absolutely any illegal dealings on

behalf of itself or other parties
e. There is no evidence of instances of misuse of the
assets of the organization by employees
f. There is no evidence of instances of employees be-
ing involved in their own private enterprise during
office hours

g. Policy encourages staff, through clear and confiden-

tial mechanisms, to report any practices or deals
which do not conform to generally accepted ethical
standards

h. Policy as well as general constitution, both written

and unwritten, encourage high moral thinking and
conduct

2 ORGANIZATIONAL POLICY

a. Documented policies establish events and/or trans-

actions that the organization is authorized to en-
gage in, in accordance with law, regulation or man-
agement policy

b. The organization has an environmental policy

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3 PERSONNEL POLICY & MANAGEMENT

a. Organization has sufficient staff with appropriate
skills and experience to implement the program
proposed or can demonstrate ability to recruit and
bring on staff without impacting program timelines.

b. Workforce appears stable and it is not anticipated

that the project will be impacted by high staff turn-
over.

c. The organization has a written personnel policy and

procedures manual
d. The personnel policies are followed and apply to all
staff.
e. The management has a list of all staff employed,
their designations and remuneration levels

f. The organization has written recruitment proce-

dures and they are applied to all positions being
hired.

g. Each new employee is interviewed before s/he is

employed
h. References are required, followed up and docu-
mented.
i. A Contract of Employment in writing is prepared for
each employee (before commencing employment),
and signed by both Employer and Employee

j. Written Job Descriptions are prepared for each em-

ployee, showing what each person is expected to
do, when it should be done and to whom they are
accountable

k. A personal file is kept for each employee, with de-

tails of salary and other personal matters
l. Salary rates (and any changes to these) are author-
ized by the highest governing body and the details
recorded in the minute book

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Introduction to Organizational Capacity Development

m. The organization has written internal regulations

covering such matters as hours of work, holidays,
sick leave, discipline, dismissal, etc.
n. An organizational chart exists and the list of board
of directors is available
o. Employees know with whom they can discuss any
work or personal problems
p. Adequate and appropriate financial provision is
made for pensions and /or gratuities for retiring
employees
4 TRAVEL & TRANSPORT POLICY & MANAGEMENT
a. The organization has a written travel policy and ap-
plies it on a consistent basis
b. Travel cost reimbursement for staff, both domestic
as well as regional/international is clear in policy
and practice
c. Mechanisms exists for reporting and liquidating
travel expenses
d. If vehicles exist:
i) A vehicle register is maintained, showing cost, date
of purchase and estimated date of replacement

ii) Vehicles are garaged in a safe place

e. The use of vehicles is properly controlled:
i) use is limited to the business of the project

ii) use is limited to employees of the project

iii) the users of vehicles maintain the vehicle log book,
showing date, journey details, kilometers at start
and end
iv) users report any vehicle faults to the manager
v) There are no circumstances when project vehicles
are used for unauthorized private purposes by staff
or other persons
vi) If the answer to the previous question is "NO", the
circumstances and conditions of authorized private
usage are clearly indicated in the office regulations

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f. The purchase of petrol is properly controlled:

i) purchases are made only by authorized persons,
from authorized suppliers
ii) a record is kept each time fuel is purchased
iii) a control is kept of fuel consumption for each vehi-
cle
5 PROPERTY POLICY & MANAGEMENT
a. The organization has suitable premises to accom-
modate the staff and to carry out its activities

b. If the organization owns land or buildings: the title

deeds are legally registered, and kept in a secure
place

c. Leases (tenant agreements) have been prepared for

all property rented to or from the organization

d. Someone has been nominated as responsible for

the proper maintenance of all property
e. Adequate insurance has been taken out against fire,
burglary, public liability, etc.
f. Records are kept of agreements with persons using
premises owned by the organization, including rent
payable, etc.

g. An up to date fixed assets register is maintained

h. The fixed assets inventory is complete and regularly
checked by management
i. The fixed assets listed actually exist

j. Additions and disposals of assets are authorized and

properly recorded in the accounts
k. There is adequate insurance coverage for all assets

l. Assets are kept in suitable and secure locations

m. Donated assets are properly valued and recorded

n. Assets are properly marked and labeled

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6 PROCUREMENT POLICY

a. The organization has a written procurement policy

and procedures manual

b. The policies are followed for every transaction and

apply to all staff.

c. All procurement is authorized with different au-

thorization levels for different thresholds

d. All procurement is supported with adequate docu-

mentation including quotations, requisition notes,
purchase orders

e. A competitive solicitation process is practiced and

justification for selection of vendor documented

f. Suitable records are maintained showing amounts

due to suppliers

g. These records are regularly reconciled to state-

ments and accounts received from the suppliers

7 SUB-GRANT MANAGEMENT

a. Does the organization have a system that can man-

age a grant?

8 PROJECT MANAGEMENT

a. Does the organization have a system that can track

funds received and used by project?

b. Does the organization report to donors (if any) on

time?

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E. PRIOR USG FUNDING

No. Topic Comments

a. Is the organization generally familiar with the ex-
isting regulations and guidelines containing the
cost principles and procedures for the determina-
tion and allowance of costs in connection with
U.S. Federally funded projects (OMB Circular A-
122 for non-profit organizations; OMB Circular A-
128 for institutions of higher learning; FAR 31.2
for for-profit organizations)?
b. Is the organization receiving any USG funding di-
rectly from a U.S. Government agency or through
another organization, during the current fiscal
year? If yes, how much and when?
c. The anticipated award is XX% of the organization’s
current annual budget
d. Has the organization received other donor funding
(EU, ADB, etc.) If yes, how much and when?

F. USG REQUIRED DUE DILIGENCE

No. Topic Comments

a. Organization and key personnel do not appear on
the “List of Parties Excluded from Participation in
Federal Programs” http://www.epls.gov/

b. Organization does not appear on the OFAC

“SDN” (Specially Designated Nationals) list
(www.ustreas.gov/ofac).
or
http://www.treas.gov/offices/eotffc/ofac/sdn/
t11sdn.pdf,

c. Organization does not appear on the UN Terrorist

List: http://www.un.org/Docs/sc/
committees/1267/1267ListEng.htm
d.

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G. TECHNICAL CAPACITY

No. Topic Comments

a. Proposed program fits within the organization’s
mission and vision
b. Organization has plans and strategies to ensure
continuity of programs and operations.
c. Beneficiaries participate in planning, implementa-
tion and evaluation of the program.
d. Organization has infrastructure/facilities to imple-
ment the program and its size and structure is ap-
propriate to implementing the program

e. Organization can demonstrate the ability to obtain

resources in a realistic time frame to meet estab-
lished timelines
f. Organization performs regular monitoring and
evaluation of programs
g. Organization has previous experience in imple-
menting the type of program proposed either sup-
ported by past performance references or institu-
tional knowledge of Pact
h. Organization has a quality assurance system that
supports delivery of products and services of con-
sistent quality and content
i. Implementation plan demonstrates relevance to
the beneficiaries and includes an exit strategy

j. Organization has clear systematic processes to

capture lessons learned, build on program excel-
lence and assure relevance to beneficiaries.
k. Geographic nature of the program fits within cur-
rent mandate.
l. Organization can provide past performance refer-
ences including donor, contact name, title, tele-
phone/fax/email address
m. Demonstrated track record of timely, current re-
porting.
n. The organization routinely reviews its overall per-
formance as demonstrated by monitoring reports
and evaluations of past projects.

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H. EXTERNAL RELATIONS & ADVOCACY

No. Topic Comments

a. Organization has coalitions or partnerships with
other organizations located in the region for rea-
sons of program implementation.
b. Organization networks and shares information
with other similar groups, as appropriate.
c. The organization’s donors attest to its credibility.

Methodology:

1. The assessor should avoid being “intrusive” during the exercise. Being sensitive to the organiza-
tion during the exercise is as important as completing the job.
2. Much of the questionnaire should be completed before the face to face interview which is used
to clarify and validate findings.
3. Examples of documents that can be reviewed before a face to face interview include, but are not
restricted to, audit reports, organizational policies and procedures, constitution and by-laws,
board meeting minutes, previous years’ annual reports.
4. Other documents that can be reviewed during the visit are personnel records, accounting re-
cords, files containing supporting documentation, inventory register, petty cash records, staff
meeting minutes

This tool has been designed by Pact Worldwide staff and incorporates elements from the following two
publications:
1. "Assertions taken from "Management Controls for Development Organizations" by Richard
Collins. Copyright ~ 1994 by Stephen Sims & Partners. Used by permission.”
and
2. USAID General Notice, M/MPI and M/OP, 08/06/1999

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 Annex 12: Capacity Assessment Framework
Human Re-
Multisec-
Financial Information source
Visioning Outreach toral HIV/ Equipment Lobbying Monitoring Resource
Manage- Manage- Leadership Manage-
and Plan- and Sup- AIDS Ser- and Infra- and Advo- and Evalua- Mobiliza- Networking
ment Sys- ment Sys- and Change ment and
ning port vice Deliv- Structure cacy tion tion
tems tems Develop-
ery
ment
 Passion  Quality  Basic  Transpar-  Equip-  Informa-  Skills to  Leaders  Monitor-  Team  Fundrais-  Strong
for vi- outreach knowl- ency in ment for tion man- lobby inspire ing and work ing strat- partner-
sion/ programs edge of financial effective agement govern-  Groom- evalua-  Unity and egy in ships
mission  Commu- HIV/AIDS manage- running skills ment ing oth- tion skills coopera- place  Network-
 Clear nity sup- issues ment of the  Docu-  Under- ers for  Baseline tion  Proposal ing skills
vision port and  Ability to  Strong programs mentatio standing leader- data on among writing  Strength-
and mis- involve- commu- account-  Mainte- n of ac- of tradi- ship posi- stake organiza- skills ened
sion ment nicate ing sys- nance of tivities tional tion holders tion  Knowl- network-
Introduction to Organizational Capacity Development

 Strategic  Spiritual HIV/AIDS tem in infra-  System leader-  Effective  Skills to members edge of ing
planning support impact place structure for stor- ship Board conduct  Good donors among
skills (FBOs)  Building  Budget- develop- ing data structure  Willing- needs manage-  Donor stake-
 Innova-  Decen- skills of ing skills, ment  Under- ness to assess- ment regula- holders
benefici- Record  Means standing ments

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tion in tralized adapt to  Good tion skills
multisec- service aries keeping for mobil- the cul- change staff re-
toral re- provision  Mobiliz- (skills) ity to ture of cruitment
sponse  Bringing ing across reach out targeted  Skills/
services sectors  Monitor- commu- knowl-
as close  Skills in ing of nity edge
to benefi- using equip-  Ability to shared
ciaries as method- ment create an among
possible ologies environ- members
for par- ment for  Motiva-
ticipation change tion
 Monitor-  Routine
ing and training
observa- of staff
tional and vol-
skills unteers
 Qualified
person-
nel to
manage
programs
 Annexes

Annex 13: Discussion Activities for OCA

Bull's eye
Used to assess how closely the organization is meeting its targets or how well it is performing in a given
area or topic. Typically used for vision, mission, planning, service delivery/impact.

Prepare a flipchart with a bull’s-eye (small circles surrounded by larger and larger circles).

Lead participants through a series of discussion questions. Begin by asking “O”-level questions to set
the context and basis for the topic. You may also want to ask an “R”-level question to elicit partici-
pant’s feelings or reactions related to the topic. For “I”-level questions, ask the participants to evaluate
how closely they are “hitting the target” in terms of their performance related to the topic by placing
dots on the bull’s eye (the closer to the center, the better the performance). Dots can be made either
by using markers or by using sticker-dots. To bolster anonymity, ask all participants to approach the
bulls-eye and place their marks at the same time. To evaluate more than one performance area, use a
different color dot or, if using markers, ask participants to make and X the first time and an O the sec-
ond time.

Examples:
a) What are the top strategic priorities that you have set over the past 12 months?
b) To what extent have you achieved your strategic objectives? (Mark on the bull’s-eye)
c) What constraints have you faced (human, financial etc.) while trying to meet your strategic
objectives?

a) What is the mission and vision of the organization?

b)How did you learn the mission/vision?
c)How often is the organization’s mission statement reviewed?
d) How closely does the mission and vision guide day-to-day activities? Mark on bull’s-eye
using a red sticker.
e) To what extent do staff members have the capacity to communicate the mission and vision
to partners and stakeholders? Mark on bull’s-eye using a black sticker.

a) How do you go about assessing your clients’ needs?

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Introduction to Organizational Capacity Development

b) To what degree do your projects/services meet client needs? (Participants mark on bull’s-
eye, with center representing the ideal for each services/project – use different colors for
each project being evaluated).
c) How do you determine client satisfaction with your services? How do you determine im-
pact?
d) To what extent are your projects/services having the intended impact? (Participants mark
on bull’s-eye using an X)

Evaluation Matrix
Used to assess performance using two dimensions. Can be used for discussing policies and procedures
in which case the two dimensions might be clearly defined and understood vs. efficient. Might also be
used to discuss strategies, in which case the dimensions might be clear and documented vs. successful
and contributes to our mission.

Examples:

Effective

Unclear/not Clear/well-
well-defined defined

Not effective

Lead participants through the following discussion questions, mapping their responses on a flipchart
using the following matrix:

a) What is your organization’s structure? To what extent is your organizational structure

clearly defined and understood? To what extent is it effective in supporting your strategic
objectives?

b) Give some examples of administrative policies and procedures. To what extent are your
administrative rules and regulations clearly defined and understood? To what extent are
they effective?

c) Describe your organization’s governance structure/system. What is/are the governing

body’s primary responsibilities? To what extent is your governance structure clearly de-
fined and understood? To what extent is it effective?

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 Annexes

Successful

Unclear/not Clear/Well-
documented documented

Unsuccessful

Lead participants through the following discussion questions, mapping their responses on a flipchart
using the following matrix:

a) Do you have a strategy for generating resources from the general public? To what extent is
your strategy clearly defined and documented? To what extent has it been successful?
(Place mark on matrix.)

b) Do you have a strategy for generating resources from the business sector? To what extent
is your strategy clearly defined and documented? To what extent has it been successful?
(Place mark on matrix.)

c) Do you have a strategy for generating resources from international organizations? To what
extent is your strategy clearly defined and documented? To what extent has it been suc-
cessful? (Place mark on matrix.)

d) Do you have a defined strategy for generating income internally (e.g., through charging
fees)? To what extent is your strategy for generating income clearly defined and docu-
mented? To what extent has it been successful? (Place mark on matrix.)

e) What are the biggest challenges you have faced in fundraising?

f) Looking at the overall matrix, what trends that you see?

Expert Consultant Role Play

Used to elicit best practices from participants and assess their actual performance against these ideal
practices.

Examples:
Finance
a) Imagine that you are a consulting team that has been commissioned by the Coordinating
Council for all Interfaith Networks nationally. Your assignment is to design and implement
a financial management system that will serve as the prototype for all Interfaith Network

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Introduction to Organizational Capacity Development

organizations all over the country. What would the key components of the system be?
(Write answers on flipchart. Be sure to push the group to consider internal controls; budg-
eting processes; projections; audits; efficiency, transparency and accountability; procure-
ment; maintenance and other concepts included in the indicators for this section.)

b) Now let’s step out of the role play and get you to think about the reality of your own or-
ganization’s financial management system. What are some of the key components of your
financial management system? Which of these “ideal” areas that you identified in the role-
play are actually in place/in practice in your organization? (Highlight where there are dif-
ferences in what they COULD be doing and what they have ACTUALLY done over the last 12
months. Put a mark next to each of the areas being used. Discuss how budgets and reports
are used, how efficiently systems are working, any feedback regarding accountability they
may have received over the year)

c) If you were going to focus your energy for the next six months on one of these areas,
which would it be? Why?

Information Management
a)Tell the group to imagine that they have been hired as a consulting team to design an infor-
mation management system for another organization exactly like their own.

b) Ask the group to write (silently for 30 seconds) the elements of an ideal information man-
agement system. Have them consider both "process" and "technology".

c) Have participants share their work. Clarify comments and list up to 8 ideas on cards (3-5
words maximum). (If group hasn’t mentioned anything about information management as
it relates to clients, encourage them to do so here.)

d) Ask 1-3 volunteers to assemble the cards in an ideal "system".

e) Ask the group to assess each of the components of the ideal system as it relates to their
own information management systems.

f) With a second set of cards, build a model of the current information system. Color in the
cards to indicate instances where system components are complete or sub-optimal.

g) Look at the two representations on the wall and discuss the strengths and challenges you
face managing information.

Bean Mapping
Used to assess performance in an area with multiple subcomponents. Often used for service delivery/
programs and projects.

Example:
For the capacity area of service delivery, with indicators related to quality service delivery; beneficiary
participation; monitoring and evaluation.
a) Create three separate flip charts with the following written: quality service delivery; bene-

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 Annexes

ficiary participation; monitoring and evaluation and lay in a circle or line on the floor. Place
a single large pile of beans in the center.

b) Ask the group to share some specific examples from the last year of quality service delivery
within their current programs. Share examples of beneficiary participation. Share examples
of monitoring and evaluation.

c) Tell participants that they will be working together at the same time, but without speaking. Ask
participants to redistribute the beans in piles on the three signs according to where they feel
their organizational strengths lie. (For example, three equally distributed piles would suggest
that the organization is equally skilled in the three areas. A participant who places all beans in
one pile would be suggesting that all of the organization’s capacity lies in one of the three ar-
eas.) Clarify that this is not a “vote” but a silent conversation and that it is OK for participants
to move all beans, even after another participant moves them. It may be helpful to give a short
demonstration.

d) Watch the group closely as they work, notice any debates or patterns. As soon as you notice
that the “conversation” is either winding down or reached a deadlock, ask the group to stop
and stand back. Then ask follow up questions about the debates or patterns you noticed. Ask
about instances where there was a lot of movement between topics, or where there are par-
ticularly high or low numbers of beans. Ask participants to explain their reasoning. Be sure to
have enough participants comment so that all perspectives are given.

Brainstorm Chain
Used to generate ideas and catalyze discussion around topic areas that may be sensitive while protect-
ing participant anonymity. Often used for human resources, management practices, governance and
leadership.

Example:
For the capacity area of human resource management with indicators focused on staff recruitment,
staff development/training, volunteers, supervision/management systems, and work environments.

Distribute a sheet with brainstorm squares to each participant. The sheet should have three columns
and as many rows as aspects you want to discuss (in this case, there are 6).
a) Ask, “What are 3 words you would use to describe staff recruitment processes in your org?”
Participants write one word/phrase per box, filling in the top row only. Ask participants to turn
their paper upside down, then pass around to their right until the facilitator says
“stop!” (facilitator should ensure participants don’t end up with their same paper)

b) Ask, “What are 3 words you would use to describe volunteer management processes in your
org?” (Participants write in 2nd row and pass to right until facilitator says “stop!”)

c) Ask, “What 3 words would you use to describe staff development/training in your organiza-
tion? (Participants write in 3rd row and pass to right until facilitator says “stop!”)

d) Ask, “What words would you use to describe supervision practices? (Continue with row 4, and
then pass to right until facilitator says “stop!”)

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e) Ask, “What words would you use to describe decision-making? (Continue with row 5, and then
pass to right until facilitator says “stop!”)

f) Ask, “What words would you use to describe the overall work environment? (Continue with
row 6 then pass to right until facilitator says “stop!”)

Ask participants to share some of the comments for each row. Are the responses similar or very differ-
ent? Can anyone give examples to support certain descriptions?

Ask and have participants discuss “Any surprises? Any areas where you would want to invest some en-
ergy and attention in the coming months?”

Radar Mapping
Typically used to assess an organization’s partnerships, alliances, relationships and/or outreach strate-
gies.

Example:
For the capacity area of external relations.

Draw a circle on a flipchart and divide into five “slices”. Beside each slice, write the labels: government,
business sector, national NGOs, international NGOs, civic groups)

Lead participants through the following discussion questions:

a) What are some of the key government agencies you have worked with (received funding, con-
ducted projects/activities, collaborated closely) over the last 6 months? Write on edge of radar
map. What are the key businesses? Local/national NGOs? International NGOs? Relevant civic
groups? Write all on map.

b) How productive has your relationship with each of these entities been (in supporting your mis-
sion or program objectives)? Map out for each entity mentioned.

c) Considering the categories mentioned, to what extent do you have a defined strategy for out-
reach to these groups? What is your usual approach to reaching out to these groups?

d) To what extent do you have the appropriate resources (right skills, sufficient funds, enough
staff) needed for outreach to these groups?

e) Ask participants to look at the map. What do they notice? Any surprises? Where have their
outreach/partnering efforts been most effective? Least effective?

When complete, the radar map should look something like this:

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 Annexes

Government

Gov. Entity B Busi-

Business A ness
Gov. Entity A

Civic B
Business C
Casey
Civic
Groups

Nat’l NGO A
Civic A

Nat’l NGO B
Int’l NGO C

Int’l NGO B Nat’l NGO C

Int’l NGO A National NGOs

Int’l NGOs

Structure or Process Mapping

Used to catalyze discussion in order to assess the effectiveness of a structure or process within the or-
ganization. Most often used for mapping organizational structure.

Example:
a) Place two blank flipcharts on opposite walls. Ask for two volunteers. Each volunteer should
take a marker and stand in front of a flipchart with their back to the other volunteer.

b) Ask both volunteers to, at the same time, draw the organizational structure/organigram of the
organization. The rest of the participants observe silently. When the participants have either
finished or drawn as much as they know, ask them to sit down.

c) Ask participants to look at the two drawings. What do they notice? Are there differences?
What corrections need to be made? Was it easy or hard to make the drawing? Why? Is the or-
ganizational structure clear? Are relationships and lines of reporting clear and do people follow
them? Are roles and responsibilities clear? To what extent do staff have clear job descriptions
or terms of reference?

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Introduction to Organizational Capacity Development

d) Are volunteers included in the organizational structure? What about board members or gov-
ernance? To what extent are the roles of volunteers/board clear and understood?

Color-coded Voting
Used to assess performance in an area with multiple subcomponents or aspects. Can be used for ser-
vice delivery/programs and projects, communication and information sharing, etc.

Example:
For the capacity area of Internal Communications/Information and Knowledge Networking.

On a sheet of flipchart paper, write the following in large letters down one column: collecting and ana-
lyzing information, documenting experiences and programs, sharing information inside the organiza-
tion, sharing information outside the organization, teamwork, learning from other organizations. Draw
an empty column to the right.
a) Distribute red, yellow and green dots to each participant.

b) Ask participants “What are some examples of each of the items listed on the flipchart paper?”

c) What mechanisms/systems do we have in place to support and encourage information collec-

tion and exchange among staff/volunteers? With other organizations?

d) Ask participants to “vote” on performance for each of the items by placing a dot on each item.
(red=needs improvement, yellow=satisfactory, green=excellent)

Lead reflection on the results of this activity. How are the colors distributed? Is there a lot of consensus
or disagreement? Ask participants to give examples or theories to explain the results. Ask where the
participants think they need to invest more effort to improve.

Group Headlines
This technique is useful in helping participants synthesize or summarize broad or more abstract issues.

Example:
From the program area of a tool for microfinance organizations
a) Ask the group to silently reflect on administrative and programmatic changes that have oc-
curred over the last 12 months. (Encourage group to consider programmatic changes that fo-
cus on client-level impact).

b) Have three volunteers summarize these changes by offering a "headline" that best describes
the overall change environment. The headlines should be modeled around the style and tone
of local newspapers.

c) Introduce and define the principles of program contraction, consolidation and expansion.

d) What examples of program contraction did you experience over the last 12 months? How did
you cope with these changes?

e) What examples of program consolidation did you experience over the last 12 months? How did

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 Annexes

you cope with these changes?

f) What examples of program expansion and growth did you experience over the last 12 months?
How did you cope with these changes? How has this growth impacted clients?

Voting Beans
This technique supports the ORID framework by giving individuals who do not verbally respond to a
question the opportunity to express their views and level of agreement. It helps the facilitator to
quickly gauge consensus.

Example:
From the area of financial management.
Hand out ten "voting" beans to each participant. Participants will represent their level of agree-
ment (more beans) continuously throughout the discussion by pushing beans into the center of the
table.

a) Over the last 12 months, what instances can you identify when you have modified program
expenditures based on financial reports?

b) In each of these instances how effective have your accounting procedures been at keeping
your accounts in balance? (Participants discuss and push beans to middle of table if they agree
with the direction of the discussion).

c) How accurate have your projections been?

d) How effective have your cash management systems been at minimizing the risk of loss?

e) Do periodic internal audits help you improve your FM systems?

The facilitator can ask follow up questions of individuals as appropriate to explore areas of high con-
sensus or disagreement. Be careful of putting participants on the spot – they should not feel trapped or
attacked.

Card Ranking
This ranking exercise is helpful in getting a group to identify and discuss relative strengths and weak-
nesses in performance in a particular capacity area. Can be used for a variety of topics, including com-
munications, information management, program design/delivery, etc.

Example:
For the capacity area of Information Sharing.

Prior to the exercise, write the following on 4 separate cards: collection and analysis of program data;
documentation of program activities; maintenance of program database; and information sharing with
stakeholders. Four cards with the underlined phrases below should be placed on wall so all participants
can see them clearly.
a) What are some examples of ways in which your organization has collected and/or analyzed
data over the past year?

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Introduction to Organizational Capacity Development

b) What are some examples of ways in which your organization has documented program activi-
ties or lessons learned over the past year?

c) What are some examples of ways in which your organization has maintained a program-related
information bank or database over the past year?

d) What are some examples of ways in which your organization has shared information with
stakeholders over the past year?

e) Ask for a volunteer to come up to the wall and rank these four cards based on the organiza-
tion’s performance in these areas. (The card at the top of the list should represent the greatest
strength and the card at the bottom the greatest challenge.)

f) After the volunteer has ranked cards ask the following: Why did you put the cards in this par-
ticular order?

g) Have other individuals in the room had similar experiences with information management?
Please explain. Have other individuals in the room had different experiences with information
management? Please explain.

As a variation you could ask more than one volunteer to rank the cards and explore differences and
similarities. With a large group you could divide into smaller teams and each team rank the cards and
explain their reasoning to the larger group.

Cardifacts
A variation of card ranking, this technique incorporates another layer of analysis at the individual level
before moving into the ranking. It also includes an opportunity for individuals to summarize ideas at
the end of the exercise. This variation, while somewhat more time consuming, is useful for groups in
which full and balanced participation is a challenge.

Example:
From the Services area of a tool for microfinance organizations.
a) Handout a paper listing several critical factors that influence good savings and credit design:
Pricing of services; participation; monitoring; client selection; delivering technical assistance;
accountability; client-focused services.

b) Ask each participant to place a (+) mark next to the factor they think their branch office per-
forms best. Have them place a (-) next to the factor where they believe they are weakest.

c) Have one volunteer come up and rank each of the 7 factors by moving the discussion session
materials on the wall.

d) Discuss the ranking and clarify ideas in the order depicted on the wall.

e) Ask one person from group to describe how the branch office operationalizes each design fac-
tor in 30 seconds or less (Use Timer). (You can choose several different participants for this
exercise.)

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 Annexes

Annex 14: Example Participant Guided OCA Tool

Pact Namibia: Organizational Capacity Assessment
Civil Society Organizations Responding to HIV/AIDS

Performance

Important
Most
Statements of Excellence

Capacity Area 1: Purpose and Planning

Discussion Activity: Bullseye
Materials: sticky dots (2 colors, one of each color per participant); flip chart with the following:

1. Introduce the theme ‘Purpose.’ What do we mean when we talk about the purpose of an organi-
zation?
2. What purpose does your organization play within the response to HIV/AIDS in Namibia?
3. How are staff and volunteers made aware of the purpose of your organization?
4. To what extent do you feel that staff and volunteers share the same guiding purpose?
(Participants mark on bullseye with red)
5. Discuss results: How do you feel about what you see? What patterns do you notice? Any sur-
prises? etc.
6. What examples can you give from the last 12 months to show that staff and volunteers are com-
mitted to your organization’s purpose?
7. Introduce the topic of ‘Planning.’ What do we mean when we use the term planning?
8. Does your organization have an active strategic plan? When / How was it developed? What infor-
mation did you use? (Try to get to whether the latest global and national policies and standards
were reviewed)
9. What is covered in your strategic plan?
10. So the strategic plan covers longer term issues. How do you decide how to spend your time on a
weekly or monthly basis? How helpful are your organization’s work-plans in assisting you to de-
cide how to spend your time?
11. How do you know whether you are making progress with your work?
12. To what extent have you had the opportunity to be involved in organizational planning over the
last 12 months? (Participants mark on bullseye with blue)
13. Discuss results: How do you feel about what you see? What patterns do you notice? Any sur-
prises? etc.
14. Who else is involved in planning activities? How does your organization ensure that all key stake-
holders are involved in planning?

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Introduction to Organizational Capacity Development

Performance

Important
Most
Statements of Excellence

Capacity Area 1: Purpose and Planning

Most important – each person selects 2 and places x.
Statements of excellence for scoring (#1- #7)
1 Our staff and volunteers have a clear understanding of our organization’s pur-
pose within the Namibian HIV/AIDS sector
2 Passion for our organization’s purpose is reflected in all of the actions taken by
staff and volunteers
3 We have a documented strategic plan that sets our direction and goals for the
medium and long-term
4 We review the latest global and national policies and standards in order to in-
form our strategic plans
5 Our organization has a written annual work-plan that clearly states what we will
do and by when
6 We routinely monitor our work-plan to track progress in achieving our objectives

7 Strategic and work planning activities are conducted with significant participa-
tion by key stakeholders, including people infected with and affected by HIV/
AIDS

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 Annexes

Performance

Important
Most
Statements of Excellence

Capacity Area 2: Programs and Services

Discussion Activity: Candy Voting

Candies, Index cards w/ the following:

Inclusive Design
Technical Expertise
Latest Approaches
Influencing Community Leaders
Capacity Building

1. Introduce the topic of “Programs and Services”. What do we mean by programs and services?
2. What are some examples of programs and services that you have been implementing over the
past 12 months?
3. Let’s use one program as an example. What was your process for designing this program? Was
there any research or analysis conducted as part of the design process? Who was involved?
4. What approaches are you using to implement your programs? Give some examples. Have you
tried any new approaches in the last 12 months? How did you identify any new approaches?
5. What are the most important skills needed to implement programs. How do you know that your
staff and volunteers have these skills?
6. How well do you think beneficiaries would cope if your program ended tomorrow? How do you
intend to build beneficiary capacity for after your program finishes?
7. What are the native languages of your beneficiary communities? Do you have staff that are fluent
in these languages?
8. Do your programs try to change existing HIV/AIDS practices? In the last 12 months Have you been
able to influence community and traditional leaders to assist you in supporting these changes?
9. Candy mapping. Introduce the cards (see above). These are all attributes of high-quality programs
and services. Distribute candies according to which attributes you feel you organization does
best.
10. What do you observe? How do you feel about these results?

Most important – each person selects 2 and places x.

Statements of excellence for scoring (#8-#14)
8 Our staff have adequate skills to analyze health data when designing programs
9 Beneficiary groups and other key stakeholders are involved in the design of our
programs
10 We dedicate time to ensuring that we are well informed about the latest ap-
proaches in the sector in which we work
11 Our staff and volunteers possess technical expertise in the program sectors
which they work
12 Our organization builds the capacity of beneficiaries to respond to the multiple
facets (economic, social, political, technological) of the HIV/AIDS pandemic
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Introduction to Organizational Capacity Development

Performance

Important
Most
Statements of Excellence

11 Our staff and volunteers possess technical expertise in the program sec-
tors which they work
12 Our organization builds the capacity of beneficiaries to respond to the
multiple facets (economic, social, political, technological) of the HIV/
AIDS pandemic
13 Our staff is able to effectively communicate in the native languages of
beneficiary communities
14 We effectively influence community/traditional leaders to support
change in HIV/AIDS practices
1 Capacity Area 3: Governance
Discussion Activity: Brainstorm Squares
Materials: brainstorm squares sheets (3X3 grid drawn on a single sheet of paper; 1 per participant)

1. What is your understanding of the term “leadership?” Ask for examples.

2. Why is leadership important?
3. Distribute one sheet to each participant.
4. What are some words/phrases to describe leadership in your organization? (Participants write 1
word/phrase in each box of row 1. After they have written, collect, mix up, and pass out again).
5. Does your organization have a board of directors?
6. What do they do?
7. What are some words/phrases to describe the Board of Directors in your organization?
(Participants write 1 word/phrase in each box of row 2. After they have written, collect, mix up,
and pass out again).
8. What is your understanding of the term “communication?”
9. Why is communication important?
10. What are some words/phrases to describe communication in your organization? (Participants
write 1 word/phrase in each box of row 3. After they have written, collect, mix up, and pass out
again).
11. Take one topic at a time. Ask volunteers to read the comments on their sheets. Discuss results.
(How do you feel about what you hear? What patterns do you notice? Any surprises? etc.)
12. When was your last staff meeting? How often do you have staff meetings?
13. What information does management share with staff? How often does this happen?
14. Do you usually work individually, or in teams? Who leads your work teams? What opportunities
do others have to take on leadership roles?

Most important – each person selects 3 and places x.

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 Annexes

Performance

Important
Most
Statements of Excellence

Statements of excellence for scoring (#15-#23)

15 Our organization has an active and engaged board of directors
16 Our board plays a leadership role for the organization. For example, fundrais-
ing, financial oversight, strategic direction and supervising the Executive Direc-
tor
17 Our leadership is a source of inspiration and motivation to staff and volunteers
18 Our leadership actively promotes staff participation in planning and decision
making
19 Staff meetings are held on a regular basis
20 Management regularly shares important information with all staff
21 Teamwork and collaboration are characteristics of the way we operate
22 Our staff and volunteers are given regular opportunities to take on leadership
roles
23 Our staff at all levels communicate openly and freely with each other

Performance

Important
Most
Statements of Excellence

Capacity Area 4: Organizational Sustainability

Discussion Activity: Matrix
Successful
Materials: Flip chart with the following written:

Singular Diverse

Unsuccessful

1. What types of fundraising activities has your organization been involved in during the past 12
months?
2. Does your organization have a fundraising strategy? What are some key aspects of this strategy?
3. What are some examples of fundraising successes in the past 12 months?
4. To what extent were your fundraising activities successful and diverse? Invite participants up to
the matrix and have them place an X in one of the four quadrants – successful and singular
(meaning using just one kind of activity, such as a Brai), successful and diverse (meaning several
types of fundraising were tried), unsuccessful and singular, or unsuccessful and diverse.
5. How do you feel about the result/outcome of the matrix? What does it tell us?
6. How many sources of income do your have? If any one of these funding sources were to stop
funding you would your programs continue?
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Performance

Important
Most
Statements of Excellence

Capacity Area 4: Organizational Sustainability

9. How many sources of income do your have? If any one of these funding sources were to stop
funding you would your programs continue?
10. Have you experienced any sudden changes in funding over the last 12 months? If yes, how did
your organization cope? Do you have a plan in place in case there is a change in the next 12
months?
11. What marketing materials do you have? When were they developed? How have you used them?
What has been their effect?
12. How would you describe your relationship with your donors? Are there any examples from the
past 12 months of when you have interacted with donors to promote the interests of your or-
ganization and beneficiaries?
Most important – each person selects 2 and places x.
Statements of excellence for scoring (#24-#30)
24 Our organization has a clearly defined fundraising strategy

25 Our organization has successfully engaged in diverse fundraising activities. For

example, organizing fundraising events, writing proposals, developing income
generating activities and/or selling services
26 Our organization has multiple sources of funding

27 We have a clear plan for how we will cover our core operating costs for the
next 12 months
28 We consistently develop marketing materials that help our organization to be
well-known in Namibia
29 Our staff has the communication skills to explain and promote our work to oth-
ers
30 We consistently interact and negotiate with donors to promote the interests of
our organization and beneficiaries

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Performance

Important
Most
Statements of Excellence

Capacity Area 5: Financial and Operational Management

Discussion Activity = Line on the floor
Signs one either side of the line saying Agree and Disagree

1. Introduce the capacity area. What do we mean by financial management?

2. What are some key components of good financial management? Write these down on a flip
chart (you’re looking for budgeting, accounting, cash flow management, financial reporting,
etc.)
3. Have people stand up.
4. Ask “In the last 12 months our organization has budgeted accurately.” People show agree-
ment/disagreement by stepping to one or other side of the line. Ask people why they agree
or disagree.
5. Ask “In the last 12 months our organization has kept receipts for all expenditures.” People
show agreement/disagreement by stepping to one or other side of the line. Ask people why
they agree or disagree.
6. Ask “In the last 12 months our organization has consistently produced accurate financial re-
ports to donors on time.” People show agreement/disagreement by stepping to one or other
side of the line. Ask people why they agree or disagree.
7. Ask “In the last 12 months all staff members have prepared timesheets before receiving pay-
ment.” People show agreement/disagreement by stepping to one or other side of the line.
Ask people why they agree or disagree.
8. Ask participants to take their seats.
9. When was the last time you had an audit? Who performed the audit? How often do you usu-
ally have audits?
10. Do you have a filing system for key documents? What documents do you keep in your filing
system? How easily can you find the documents you need?
11. What is meant by the term “information technology?” (for example, use of email, faxes, cell-
phones, etc.). What information technology do you use? Are there other types of information
technology would help you to meet your operational needs?
12. Have you procured any equipment or services in the last 12 months? What procedure did you
follow? Did anyone have a different experience?

Most important – each person selects 3 and places x.

Statements of excellence for scoring (#31-#39)
31 Our budget allocates funds in a way that closely reflects our programmatic,
staffing and operational needs
32 We always prepare timesheets before payment is made to staff for their work
33 Our financial reporting is always complete and accurate
34 Our financial reporting is always on time
35 Our organization keeps receipts from every purchase made

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Performance

Important
Most
Statements of Excellence

36 We perform periodic (external or internal) audits

37 Our organization has a filing system to retain key documents e.g. donor agree-
ments, contracts, leases, reports etc.
38 Our organization uses technology to meet its operational needs
39 We follow transparent procedures for procuring equipment and services

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Performance

Important
Most
Statements of Excellence

Capacity Area 6: Human Resources

Discussion Activity: Color-coded voting
Materials: sticky dots (each participant should get 4 of each color); a flip chart with the following
chart written:
Recruitment and Retention
Roles and Responsibilities
Staff Development and Performance Review
Appreciation and Morale
Dealing with Difference

A sheet with the following posted on the wall or floor:

green = excellent;
yellow = satisfactory/average;
red = needs improvement.
1. Introduce the capacity area. What do we mean by “human resources?”
2. Has anyone in this room been recruited over the last 12 months? What was the process?
3. Think of your own roles/responsibilities – how do you know these roles?
4. Has there been staff/volunteer turnover during the past 12 months? What factors contribute to
this?
5. What staff development activities have you participated in during the past 12 months? How have
they helped you?
6. Does the organization have a written personnel manual? Do you have a copy? What information
is included? Does the personnel manual include a code of ethics? Does the personnel manual in-
clude an HIV/AIDS workplace policy?
7. How do you know if your supervisor is pleased with your work? Have you had a performance re-
view in the last 12 months? Was it helpful for you? What other kinds of emotional or material
support have you received from the organization in the last twelve months?
8. How does the organization show appreciation to high-performing staff and volunteers?
9. What has the organization done in the last 12 months to boost staff and volunteer morale?
10. In what ways are our staff and volunteers diverse? How is difference dealt with in your organiza-
tion?
11. Introduce task. (Participants place one dot in the box next to each item listed. Green = excellent;
yellow = satisfactory/average; red = needs improvement.)
12. Discuss results. (How do you feel about what you see? What patterns do you notice? Any sur-
prises? etc.)

Most important – each person selects 3 and places x.

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Performance

Important
Most
Statements of Excellence

Statements of excellence for scoring (#40-#49)

40 Our organization follows a personnel recruitment process that is clearly defined
41 Each staff member and volunteers understands his/her role within the organi-
zation
42 Our organization successfully retains high-quality staff and volunteers
43 Our staff and volunteer technical expertise is routinely strengthened through a
number of ways. For example training, mentoring, attending conferences, par-
ticipating in planning etc.
44 Our staff and volunteer conduct is guided by a written personnel manual which
includes a code of ethics and HIV/AIDS workplace policy
45 Our staff members receive a formal performance evaluation from their respec-
tive supervisors at least once a year.
46 Our staff and volunteers consistently receive emotional and material support
from the organization in times of need
47 Our organization regularly shows appreciation for staff and volunteer efforts
48 Differences among our staff and volunteers are appreciated and respected. For
example, ethnicity, gender, and people living with HIV/AIDS
49 Our organization builds high morale among staff and volunteers

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Performance

Important
Most
Statements of Excellence

Capacity Area 7: Monitoring and Evaluation

Discussion Activity = High/Low
Cards with the following written, one on each card: needs assessment, use of indicators, data collec-
tion & analysis, beneficiary feedback, organizational learning
1. Introduce the capacity area. What do we mean by monitoring and evaluation?
2. Have you done any monitoring and/or evaluation activities over the last 12 months? Share exam-
ples and describe activities.
3. Do you have any staff that are dedicated to monitoring and evaluation? How much of their time
is dedicated to monitoring and evaluation?
4. How do you find out what services beneficiaries want? How frequently do you do this?
5. How do you know if you are on track to achieve your program goals? Do you have a plan for
monitoring activities? Who is involved in program monitoring? How useful is the monitoring sys-
tem in helping you to do your job better?
6. Have you conducted any evaluation studies in the last 12 months? How useful are the evaluation
studies in helping the organization to improve its programs?
7. Introduce activity. Place cards on the wall, say the position of the cards is neutral (neither good
nor bad). Ask the room to say whether the card should go higher or lower, based upon the or-
ganizations success in doing what is on the card. Repeat for all cards.
8. Ask “What patterns do you see?” “Why do you think we see these patterns?” “Were there any
surprises?” etc.

Most important – each person selects 2 and places x.

Statements of excellence for scoring (#50-#56)

50 Our organization has staff that are dedicated to monitoring and evaluation

51 We thoroughly assess the needs and interests of our beneficiaries

52 We routinely use indicators to monitor whether we are on track to achieve our

program goals
53 We conduct evaluation studies that tell us about the impact of our programs

54 Our monitoring and evaluation provides us with useful information on the ef-
fectiveness of our projects and activities
55 We regularly collect feedback from beneficiaries on the quality of our programs
and activities
56 We improve our programs based on findings generated through monitoring and
evaluation

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Performance

Important
Most
Statements of Excellence

Capacity Area 8: Networking

Discussion Activity = Radar map
Umbrellas/ Local/National
Networks NGOs

NGO A
Umbrella C NGO B

Umbrella B NGO C

Umbrella A Government A

Government
Business C B

Business B
Government C
Businesses Business A Government

1. What are the three local or national NGOs/CBOs that you have worked most closely with over
the last 12 months? Write on edge of radar map.
2. Repeat question 1 using “Government departments/agencies”, “Businesses”, and “Umbrella or-
ganizations/Networks” in place of NGOs/CBOs. Add to radar map.
3. To what extent has your relationship with each of these entities helped you achieve your pro-
gram objectives? Place a marker pen on the line for each entity and move it closer to the center
or edge depending upon the answer from participants. Repeat for each entity mentioned. The
center of the map is 0 out of 10 and the edges are 10/10.
4. What do you see?
5. Have you referred any beneficiaries to the services of other organizations in the last 12 months?
Do you have a clear process for ref
6. errals?
7. What are the most important lessons you have learned in the past 12 months? Have you devel-
oped any new promising practices in the last 12 months? Who have you shared these lessons
and practices with? How have you shared these lessons learned and promising practices? Have
you adopted any lessons or practices from others based upon this sharing?

Most important – each person selects 2 and places x.

Statements of excellence for scoring (#57-#62)
57 We deliberately establish relationships with diverse groups that help us
achieve our purpose
58 We work collaboratively with all government agencies relevant to our benefici-
ary groups/communities
59 Our organization is an active member of umbrella organizations and networks
that share our concern for people affected by HIV/AIDS
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Performance

Important
Most
Statements of Excellence

60 Our organization routinely refers beneficiaries to appropriate services of other

organizations
61 Our organization actively shares lessons learned and promising practices with
others
62 We regularly gather new ideas and promising practices from other organiza-
tions

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Annex 15: Example Data Guided OCA Tool

Draft Pact Malawi Organizational Capacity Assessment Tool
Name of Organization:
Date of Assessment:
Assessment Facilitated by:
Names and Titles of those participating in the assessment:
Organizational Development Scale
N/A=Not Applicable
1= Nothing in place and useful to have
2= Needs substantial urgent attention
3= Needs some improvements
4= Needs some minor adjustment but without urgency
5=No need for improvements, system is adequate
Focus Individual External Summary
Group Scores Reviewer Baseline
GOVERNANCE/LEADERSHIP
Board of Directors
The Organization has a Board of Directors.
Board members are not paid for their participation on the Board.
No voting member of the Board is also a paid member of the Organi-
zation's staff.
The Executive Director of the Organization participates in Board
meetings, but is not a voting member of the Board.
There is a clearly defined time-limit to Board member mandates that
does not exceed 3 years or whatever is Malawi law.
The Board plays an active leadership role for the Organization includ-
ing fundraising, financial oversight, strategic direction and supervising
the Executive Director.
Leadership/Senior Management
Board and Executive Team/Senior Management provide vision, direc-
tion and inspiration to staff
The Executive Team/Senior Management has a very clear under-
standing of its responsibilities and its relationship to the Board and
the Financial Committee/financial controller.
The Executive Team/Senior Management encourages staff participa-
tion in decision-making.
Executive leadership is not dependent upon one person, but shared
among several team members.
The Organization's decision-making process is transparent.
The Executive Team/Senior Management delegates decision-making
to relevant staff as appropriate.
The Executive Team/Senior Management is accessible to the staff.
The Organization has individuals living with HIV at the decision-
making level.
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The Executive Team/Senior Management is conscious of the need to build the
capacity of the organization.
The organization has a clearly defined vision and mission that guide all of its
work.
The organization implements activities based on a clearly defined strategic
plan.
Actions taken by staff and volunteers are inspired by our organization’s mis-
sion and vision.
The leadership/senior management has adequate strategic planning skills.
Strategic plan developed in communication with staff and volunteers.
HUMAN RESOURCES AND ADMINISTRATION
Staff
The personnel recruitment process is clearly defined.
The personnel recruitment process is competitive.
Our recruitment process help us obtain suitably skilled and qualified staff and
volunteers.
The organization has mechanism in place to fully orientate and integrate new
staff.
The staff includes PLHIV and other individuals affected by HIV/AIDS.
Each staff member has a written job description that clearly defines his/her
responsibilities, tasks, and reporting relationships.
The organization successfully retains staff.
The organization successfully retains volunteers.
Both genders are appropriately represented at all levels of the organization.
There is a formal compensation system/salary scales.
Human Resource Development
The Organization incorporates and funds staff training as a part of its annual
plan
The staff training plan is based upon the training needs of the organization
Once trained, staff have many opportunities to put into practice the knowl-
edge acquired
All front line staff (in direct contact with beneficiaries) have been trained in the
basic skills needed for specific technical based on national standards (e.g. peer
education, STI referral, palliative care, OVC support, etc.)
Most staff has training in gender as it applies to the organization's work
The organization confidentiality & non discrimination procedures are pro-
moted & enforced with all staff
The organization has an HIV/AIDS workplace policy designed to protect and
support PLWHA working in the organization.
The organization has the capacity to adapt its organizational structure accord-
ing to changing needs.
Staff technical expertise is routinely strengthened through refresher/in-service
training.

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Volunteer technical expertise is routinely strengthened through refresher/
in-service training.
Staff/Volunteers can access up to date HIV/AIDS technical resources in-
country.
The organization has a library of technical resources.
We regularly assess or staff performance.
Internal Work Style
Staff meetings are held on a regular basis
Decisions are made and information is shared in a timely manner
The Organization promotes team work at all levels
The staff is encouraged to take initiative
Organizational culture promotes peer learning among staff
Organizational culture promotes an understanding and respect for habits
and customs of target beneficiary group
Staff conduct is guided by a written personnel manual in accordance with
labor law.
The personnel manual includes an organizational chart with clearly defined
lines of authority
Staff understand and apply the policies outlined in the personnel manual
Our organization regularly shows appreciation for staff and volunteer ef-
forts.
We have clear lines of communication that support efficient operations.
The work environment in our organization leads to high morale and posi-
tive relationships.
Supervision
Each staff member meets with his or her supervisor at least once a month
for orientation and feedback on his/her work.
Staff members receive a formal performance evaluation from their respec-
tive supervisors at least once a year.
Staff self-assessment and goal setting is included as part of the annual staff
performance evaluation process.
Volunteers are adequately supervised to ensure quality service delivery.
Administration
Personnel files are maintained for current and previous staff.
Timesheets maintained to track staff attendance.
Code of Ethics included in personnel policy.
Organization has an infrastructure and information system plan to ensure
key data is stored.
The organization has a filing system to retain key documents e.g. donor
agreements, contracts, leases, reports, etc.
The organization has a child protection policy if dealing with children.
The organization has a disability policy.
The organization has office space adequate to meet its needs.
The organization has IT infrastructure and systems to meet its operational
needs.

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PROGRAM DESIGN AND IMPLEMENTATION
The staff, beneficiary groups and other key stakeholders (traditional and com-
munity leaders) are involved in the identification and design of programs

Our organization always uses local and national HIV/AIDS survey data to de-
sign our programs.
Our staff have appropriate skills to analyze various health survey data and use
it to design evidence-based programs.
Our programs are designed in collaboration with individuals living with HIV.

Gender analysis is routinely integrated into the project planning process

Projects are implemented in accordance with project plans and within budget.

The service delivery strategy/system is cost-effective and sustainable

Service delivery system is capable of expanding to meet increased demand for
services
Staff are trained to deliver services according to national standards.
The service delivery system is understood by staff
The service delivery system is understood by beneficiaries
Details of the service delivery system are presented clearly in an operations or
service delivery manual or job aides.
The service delivery manual or job aides are followed methodically.
We always check for gaps in our programming.
We often conduct client satisfaction surveys.
We collaborate with local, district and national governmental individuals and
agencies during design, implementation and redesign phases of program de-
velopment and implementation.
Our organization always encourages supportive supervision to ensure quality
service delivery.
There is a referral system in place as a result of a mapping process identifying
services in the geographic area.
There is a system of follow-up to the referrals to monitor if they were effec-
tive.
We regularly document our program’s success stories.
SUSTAINABILITY
Relationship with the Beneficiary Groups
The Organization has credibility in the eyes of the beneficiary groups it has
served to date
The Organization has a very good understanding of the needs and capabilities
of the beneficiary groups it currently serves
Relationship with NGO partners
The Organization has credibility in the eyes of the national and international
NGOs with whom it collaborates
The Organization has experience involving NGO partners in advocacy net-
works serving the interests of its beneficiary groups
Relationship with Government Partners

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The Organization works collaboratively with all of the key government agencies
responsible for serving people and communities affected by HIV/AIDS
The Organization has credibility in the eyes of its partner government agencies
The Organization has frequent opportunities to influence government policies
and attitudes through good working relationships
The Organization is insulated from political pressures that might inhibit its ability
to meet its objectives
Relationship with Donors and the Private Sector
The Organization has a diversified funding base
The Organization is well respected by its current and potential donors
The Organization is able to have a free and open dialogue with its donors
The Organization has received support for its programs from the private sector
Public Relations and Media
The Organization has skills and experience in promoting its image
The Organization disseminates information on its program success to the public
Board and staff understand the importance having a well-crafted public rela-
tions effort
Diverse communications strategies are used for public relations purposes
The Organization is often contacted by the press to comment on an issue rele-
vant to its mission
The Organization uses the press for public education purposes about issues re-
lated to its mission
Institutional Sustainability
The Organization has a clear understanding of its role within the HIV/AIDS sector
The Organization is consistently seeking out potential new implementing part-
ners
The Organization is an active member of fora and networks with organizations
that share its concern for people and communities affected by HIV/AIDS
The Organization has linkages to universities and other relevant research institu-
tions
Resource Mobilization
The Organization has the ability to develop a diversified funding base capable of
sustaining its programs over the long-term
The Organization has engaged in income generating activities as a means of lim-
iting its dependence on donors
The Organization has a clearly defined fundraising strategy
The Organization has the capacity to successfully implement this strategy
The Organization has succeeded in meeting its fundraising targets
No single funding source is providing more than 25% of total budget
The core operating budget is covered for at least one year
The Organization has engaged in some innovative fund-raising activities such as
organizing successful fundraising events

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OVERALL ORGANIZATIONAL CAPACITY SCORE = Example 1.7 (NASCENT)

Nascent= 1 Emerging= 2 Moderate= 3 Expanding = 4 Mature= 5

Some guides on scoring and External Reviewer verification of the self-assessed scoring

What five things must I see as a facilitator to accept a high score of 4-5 and Other Thoughts on Con-
ducting OCAs and Scoring

OCA tool has the following scoring scale:

N/A= Not applicable
1= Nothing in place and useful to have
2= Needs substantial urgent attention
3=Needs some improvements
4=Needs some minor adjustment but without urgency
5=No need for improvements, system being adequately implemented/utilized

Governance
Governance refers to the overall leadership and direction of a CSO. Leadership involves articulating and
maintaining the CSO’ vision and mission and is shared by membership or by other levels of the organi-
zation. The governing body provides direction, maintains independent oversight of the management
and ensures that effective strategic planning takes place. The governing body provides oversight in
identifying and procuring resources for activities; carry out public relations and lobby government for
effective policy development or reform. Constitution or approved by laws are part of the governance
system of the CSO.

Board of Directors
This is the governing body of the CSOs and terms used vary based on the registration and structure of
the CSOs. Terms used include; governing board, advisory board, board of governors, board of trustee,
Council, Executive committee etc.
 The organization is appropriately and legally registered in accordance to the laws of the
country (can verify by citing legal documents). The legal document clearly outline the
terms of reference for the board including duration in office.
 There is clear separation of roles - the governance and management function of the organi-
zation (the board does not interfere with daily operation of the organization e.g. the chair
does not have office/desk where s/he operate from, there are defined levels of decision
making and the board is involved at the appropriate level). Use the board meeting minutes
to verify this
 The Board provides accountability and credibility – e.g. approval of budgets, reviewing and
acting on audit findings, providing policy guidelines and standards for financial and pro-
gram accountability, ensure adherence to national standards and promoting ethical prac-
tice
 The board defines the beneficiaries and the scope of the organization – especially in HIV/
AIDS where most organizations are in service delivery, the board must define the services

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and the population receiving the services, develops organization structures that ensure
decentralized decision making and accountability for implementation remain close to the
beneficiaries.
 Board members volunteer their time to be of service to the beneficiaries. Do not have self
serving motives such as access to resources, get relatives jobs, use the position to improve
their CV, receive sitting allowance, secure consultancies or other service provision con-
tracts and most important, do not use the organization for their political ambitions.
 The Executive Director is the secretary to the board with no voting powers
Leadership/Senior management
 Board and Top level Managers (Executive Director in small orgs) – provides strategic direc-
tion, resource mobilization, management oversight, policy direction and high level advo-
cacy and representation – the Executive Director can confirm this based on a) resources
mobilized by the board, leadership provided to initiate and effect change in the organiza-
tion e.g. start an new program or operate in previously un-reached area b) board members
participating in events and meetings where they represent the organization c) being the
guiding star (how clear and broad is the vision) etc
 There is shared responsibility and delegation of power to build a second layer of leaders in
the organization. Currently there is growing importance in succession plans whereby lead-
ers are grooming young and promising middle level managers for leadership positions.
 Executive director is accountable to the board (there are studies indicating that in some
organizations the ED carries the burden of the organization including the board and in ac-
tual fact the board is dependent on the ED)
 Management is accessible to staff if there are channels for dialogue and learning from sen-
ior management, the ED is not always in meetings and traveling and never available to
guide staff, the ED participates in most important meetings and processes for the organiza-
tion (and especially team building)
 Management values enhancing staff skills and promote learning within the organization
(can verify this by the number of out of town (esp. overseas) trips the ED requests the staff
to represent her/him when it is appropriate, resources allocated to training and develop-
ment and how well appraisal recommendation are implemented.
 How well is the organization coordinated – planning takes place, resources are available to
implement plans, monitoring is done on timely basis etc
Human Resources
This component focuses on human resource capacity of the CSO. How staff whether short term or long
term is recruited, utilized, managed, awarded/motivated and developed. In the context of HIV/AIDS,
issues of GIPA are important in this component.

Staff
 there a human resource policies and procedure manual – however rudimentary? Docu-
mentation even a paragraph of a process demonstrate that there is thought put into it.
This documentation does not however always mean that the policy or procedure is used
and therefore there is need for probing to understand how understood the policy or proce-

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dure is.
 Positions are competitively filled i.e. advertised using any specific media and selection
done objectively. Are volunteers vetted in any way?
 There is a documented process to orient staff into the organization and specifically to the
position they are recruited
 Roles and responsibilities are clearly assigned at different staff levels including volunteers
and positions
 The organization promotes greater involvement of people living with HIV/AIDS and has
demonstrated so by employing people who are living positively (and not just as volunteers)

HRD
 Funds set aside for this – most organization consider HRD under staff benefits while others
are lucky to get institutional strengthening funds from donors. There is consistent utiliza-
tion of this fund and staff are benefiting from it
 See if you can weave a thread through the strategic goals of the organization, skills or com-
petencies of staff to achieve the goals + service delivery (roles and responsibilities – see JDs
of managers), skills gaps/needs identification (usually at the annual performance appraisal
level) and training that staff have taken in the last one year. If this links well, then the or-
ganization is committed to HRD to achieve vision and mission.
 Gender mainstreaming is critical – there are three levels – 1. Awareness/knowledge of the
need to understand gender 2.ad hoc activities to include women or men 3. Mainstreaming
at all levels of the organization and at every stage of program implementation. Note that
some organizations have activities on gender sensitization but that doe not mean that they
practice what they preach.
 HIV/AIDS workplace policy is critical especially if GIPA is to be achieved.

Internal Work Style

 In addition to staff meetings (which must be documented and decisions taken imple-
mented) there is the important aspect of work organizations; ensuring that all the work
planned is appropriately assigned to staff and there is clear supervision and balancing to
ensure no staff or department is overwhelmed.
 CSOs have a tendency to leave staff on their own – It is important to see how staff even
when taking their own initiative report back to the supervisor for affirmation or guidance
 On peer learning – staff take time to document what they are doing and challenges they
are encountering in the program implementation and there is structured ways to reflect on
these lessons as an organization. Most of CSOs in HIV/AIDS work using volunteers – time
allocated to train volunteers and the process of updated their skills. If there are foreign
volunteers – there is a process of transfer of skills to national staff
 It is important that the org spends some time to understand the context of the geographi-
cal area where the program is targeted - beneficiaries’ customs and habits. This can be
achieved through participatory program design and evaluation. Staff must also be con-

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scious on the way they relate to beneficiaries e.g. use of appropriate language, dress etc,
respect of seasons and local socio-economic activities in scheduling activities etc.
Supervision
 There is a clear appraisal system that is adhered to.

HIV/AIDS Programming (focus on program management as opposed to technical aspects of the pro-
gram)
CSOs are initiated with an aim to benefit a membership (or target population), to serve a particular
purpose. This constitutes its service delivery. Thus beneficiaries need to be actively involved in the initi-
ating, planning, management, monitoring and evaluating programs and projects. CSO’s focus on the
sustainability of planned activities for more effective socio-economic development. Service delivery
matched with staff development for better quality (improved quality, efficiency and efficacy)

 Rule of the thumb – BENEFICIARY PARTICIPATION – “there is nothing for us without us”.
The org must demonstrate the extent to which the target beneficiaries participate in the
design and implementation of the programs
 Ask for program document of any other program not funded by Pact/USAID – that will let
you know whether program planning matrix exist
 Gender analysis – see above
 Technical training see some points in HRD. It is be important to know what is required as
basic technical training in the service delivery area as per national standards/guidelines
 Access to information is critical since HIV/AIDS is a very dynamic program – all three points
on access to resources (e.g. name organization that provide resources if they have no li-
brary), information (e.g. name website) and mentorship (name of person and email ad-
dress). Do not yes for an answer.
 Before the session review the national level standards for the specific service being deliv-
ered. I have found it useful to do so.
 On service delivery – visit a project and let the program officer walk you through the ser-
vice delivery – look though service delivery manual, data forms, talk to front line staff etc
 Service delivery manual or protocols should be clear e.g. HBC volunteers are assigned cli-
ents and clients visits are scheduled in a regular manner as appropriate
 Volunteers are closely supervised to adhere to service delivery manual
 Most important – establish how the service delivery is linked to other similar or comple-
mentary services especially government and other CSOs

External Relations and Partnerships

Recognizing that effective CSOs cannot work in isolation, they need to engage with stakeholders such
as government, other CSOs, media, influential individuals, beneficiaries, donors, institutions, competi-
tors and opponents.

 Pact program officers will be important in reflecting this component before you visit the

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grantee. They will have interacted with the grantee before the session and also know what
other people say about them e.g. USAID, Govt etc
 Get evidence on how CSO relate to beneficiaries e.g. a PRA report or other processes
where they have worked together
 Can CSO demonstrate how they work with other CSOs (I noted that Swaziland CSOs work
very closely – I was not sure whether this is by design or by default. Some orgs produced
reports of shared activities)
 The CSO is working systematically with govt in service provision - Ask for examples of re-
cent activities that the CSO implemented with government – detailed role of the CSO (any
lesson learnt)?
 On working with donors – evidence on diversity of the projects funded and duration
 Have they received funds from Private sector – there is more support to CSOs from pri-
vates sector than in East African region
 On working with media – check for evidence e.g. contact media person, feature articles
prepared by the CSO, newspaper cutting where they made news etc
 You can also get contacts of key people whom you can call to triangulate the information
gathered

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Annex 16: Participant Guided OCA

Results Report

Organizational Capacity Assessment, 2008

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Organizational Overview

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1. Chiến lược và Lập kế hoạch | Strategic and Planning

Relative Rank (out of 7

Ranking Table
success factors)

Capacity 3

Consensus 1

Chiến lược và Lập kế hoạch | Strategic and Planning

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý, 1 =
Rất không đồng ý

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Mean 1 2 3 4 5
1 Tổ chức có xác định rõ sứ mệnh tổ chức giúp định 4.2 - - 20% 40% 40%
hướng tất cả các hoạt động.
The organization has a clearly defined mission that
guides all of its work.
2 Sứ mệnh của tổ chức được phản ánh trong các 4.0 - - - 100 -
hoạt động hàng ngày của cán bọ và tình nguyện %
viên.
Our mission is reflected in the day-to-day actions
taken by staff and volunteers.
3 Tổ chức có một kế hoạch chiến lược bằng văn 1.2 80% 20% - - -
bản xác định rõ phương hướng và mục tiêu dài
hạn và trung hạn của tổ chức.
We have a documented strategic plan that sets our
direction and goals for the medium and long-term.
4 Tổ chức có một kế hoạch hoạt động năm bằng 4.2 - 20% - 20% 60%
văn bản trong đó nêu rõ các hoạt động và khung
thời gian.
We have a written annual work plan that clearly
states what we will do and by when
5 Tất cả các hoạt động lập kế hoạch được thực 4.0 - - 40% 20% 40%
hiện với sự tham gia tích cực của các bên liên
quan chính (trong và ngoài tổ chức).
All planning activities are conducted with signifi-
cant participation by key stakeholders (external &
internal).
6 Tổ chức có một chiến lược huy động nguồn lực rõ 3.4 - 40% - 40% 20%
ràng và thực tế.
Our organization has a clearly and practical fund-
raising strategy.
7 Chiến lược huy động nguồn lực đã được thực 3.4 - 20% 40% 20% 20%
hiện có hiệu quả trong công tác vận động các
nguồn lực của tổ chức.
Our fundraising strategy has been effective in mo-
bilizing the resources.
8 Tổ chức có một cơ chế tài chính đa dạng giúp tổ 3.2 - 20% 40% 40% -
chức duy trì các chương trình trong dài hạn.
We have a diversified funding base capable of sus-
taining our programs over the long-term.
9 Tổ chức hiểu rõ về vai trò của mình trong lĩnh vực 4.4 - - - 60% 40%
HIV/ AIDS.
Our organization has a clear understanding of its
role within the HIV/AIDS sector.
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2. Lãnh đạo và Quản lý | Leadership and management

Relative Rank
Ranking Table
(out of 7 success factors)
Capacity 6
Consensus 7

Lãnh đạo và Quản lý | Leadership and management

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý,
1 = Rất không đồng ý

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Mean 1 2 3 4 5

10 Bộ máy lãnh đạo của tổ chức đã giúp tạo 3.7 - 22% 11% 44% 22%
động lực cho nhân viên.

Our leadership is a source of motivation

to our staff.
11 Lãnh đạo của tổ chức đã tích cực khuyến 3.7 - 11% 33% 33% 22%
khích sự tham gia của nhân viên trong
việc lập kế hoạch và ra quyết định.

Our leadership actively promotes staff

participation in planning and decision
making.

12 Cơ chế quản lý của tổ chức không phụ 3.2 - 22% 33% 44% -
thuộc vào một cá nhân, mà được chia sẻ
giữa các thành viên trong nhóm.

Management is not dependent on one

person, but shared between several team
members.

13 Các cán bộ quản lý thường xuyên chia sẻ 3.1 - 44% - 56% -

thông tin quan trọng với tất cả nhân
viên.

Management regularly shares important

information with all staff.

14 Tổ chức có một ban giám đốc luôn chủ - - - - - -

động và sâu sát với công việc.

We have an active and engaged board of

directors.

15 Ban giám đốc của tổ chức đã có sự chỉ - - - - - -

đạo mạnh mẽ và có trách nhiệm với tổ
chức.

Our board of directors provides strong

direction and accountability to the or-
ganization.

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3. Quản lý vật lực và tài chính | Material and Financial Management

Relative Rank
Ranking Table
(out of 7 success factors)
Capacity 5
Consensus 6

Capacity

100
80
60 48
40
20
0
Qu?n lý v?t l? c và tài chính | Material and
Financial Management

Quản lý vật lực và tài chính | Material and Financial Management

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý,
1 = Rất không đồng ý

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Mean 1 2 3 4 5
16 Các chính sách và quy trình tài chính của 3.8 - - 20% 80% -
tổ chức rất rõ ràng và được viết thành
văn bản.

Our financial policies and procedures are

clear and documented.
17 Các nhân viên hiểu rõ và tuân thủ các 3.8 - - 20% 80% -
chính sách và quy trình tài chính của tổ
chức.

Our financial policies and procedures are

well-understood and followed by staff.
18 Các chính sách và quy trình tài chính của 3.6 - - 40% 60% -
tổ chức giúp đảm bảo tính chính xác và
minh bạch.

Our financial policies and procedures en-

sure accountability and transparency.
19 Tổ chức có một hệ thống kế toán hoạt 2.8 - 40% 40% 20% -
động chính xác và hiệu quả.

We have an effective and accurate ac-

counting system.
20 Tổ chức đã dự trù ngân sách cho các chi 3.6 - - 40% 60% -
phí hoạt động cho cả năm tài chính một
cách chính xác và tránh được tình trạng
thiếu hụt ngân sách.

Our budgeting process allows us to accu-

rately predict operational costs for the en-
tire fiscal year and prevent shortfalls.
21 Các báo cáo tài chính luôn đầy đủ và chính 2.4 - 60% 40% - -
xác.

Our financial reports are complete and

accurate.
22 Báo cáo tài chính thống nhất và đúng hạn. 2.8 20% 20% 20% 40% -

Our financial reporting is consistent and

timely.

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23 Tổ chức định kz tiến hành kiểm toán độc 1.6 80% - - 20% -
lập và minh bạch.

We regularly carry out independent and

transparent audits.
24 Cơ sở hạ tầng của tổ chức được đầu tư 4.6 - - - 40% 60%
đầy đủ và phù hợp nhằm phục vụ hoạt
động của tổ chức.

We have adequate and appropriate infra-

structure to support our operational
needs.
25 Tổ chức lập ngân sách cho việc đầu tư các 4.4 - - - 60% 40%
thiết bị và cơ sở hạ tầng cần thiết.

We make provisions in our budget for the

acquisition of necessary equipment and
infrastructure.
26 Tổ chức có quy trình mua sắm thiết bị, 4.6 - - - 40% 60%
hàng hóa và dịch vụ minh bạch.

We have transparent procedures for pro-

curing equipment, work and services.
27 Tổ chức có sự phân công nhiệm vụ rõ 3.8 - 20% - 60% 20%
ràng giữa các cán bộ tài chính nhằm tránh
xung đột về lợi ích và đảm bảo tính minh
bạch.

We have a clear segregation of duties

among financial team members to avoid
conflict of interests and ensure transpar-
ency.

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4. Cơ cấu tổ chức và quản lý nhân sự | Organizational Structure &

Human Resource Management
Relative Rank
Ranking Table
(out of 7 success factors)
Capacity 1
Consensus 2

Cơ cấu tổ chức và quản lý nhân sự | Organizational Structure & Human Resource Manage-
ment

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý,
1 = Rất không đồng ý

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Mean 1 2 3 4 5
28 Bố trí nhân sự trong tổ chức giúp hỗ trợ cho 4.0 - - - 100 -
các chương trình. %

Our staff composition supports our program-

matic priorities.
29 Tinh thần làm việc theo nhóm và hỗ trợ lẫn 3.9 - - 38% 38% 25%
nhau là đặc điểm văn hóa của tổ chức.

Teamwork and cooperation are characteris-

tic of our organizational culture.
30 Thông tin được chia sẻ hiệu quả và nhất 3.1 - 25% 50% 13% 13%
quán giữa các nhóm và các bộ phận.

We effectively and consistently share infor-

mation across our teams and departments.
31 Môi trường làm việc tại tổ chức giúp hình 3.3 - 25% 25% 50% -
thành các mối quan hệ tích cực hỗ trợ lẫn
nhau giữa các nhân viên.

The work environment at our organization

leads to high morale and positive relation-
ships among staff.
32 Tổ chức có các chính sách về nhân sự 4.5 - - - 50% 50%
hướng dẫn cho cán bộ nhân viên.

We have documented personnel policies

that provide guidance for our staff.
33 Cẩm nang nhân sự của tổ chức được 4.5 - - - 50% 50%
thường xuyên cập nhật nhằm đảm bảo tính
phù hợp.

Our personnel manual is updated regularly

to ensure its relevance.
34 Công tác tuyển dụng giúp tổ chức tuyển 4.3 - - - 75% 25%
dụng được cán bộ và tình nguyện viên có
năng lực.

Our recruitment practices allow us to obtain

qualified staff and volunteers.

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35 Tổ chức có mức lương và gói phụ cấp cạnh 3.6 - - 38% 63% -
tranh so với các tổ chức đồng đẳng khác.

The organization offers staff a salary &

benefits package that is competitive with
peer organizations.
36 Tất cả các cán bộ và tình nguyện viên hiểu 3.9 - - 13% 88% -
rõ vai trò và nhiệm vụ của mình trong tổ
chức.

All staff and volunteers clearly understand

their roles and responsibilities within the
organization.
37 Tổ chức có thể giữ nhân viên và tình 3.0 - 13% 75% 13% -
nguyện viên.

The organization successfully retains staff

and volunteers.

38 Tổ chức có một chính sách HIV/ AIDS tại nơi 4.4 - - - 63% 38%
làm việc nhằm bảo vệ và hỗ trợ tất cả mọi
người làm việc tại tổ chức.

The organization has an HIV/AIDS workplace

policy designed to protect and support all
people working in the organization.
39 Sự trao quyền rất phù hợp với năng lực của 3.9 - - 25% 63% 13%
nhân viên.

Staff are extremely satisfied with level of

role and responsibility they are given

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5. Professional Skills | Các kỹ năng chuyên môn

Relative Rank
Ranking Table
(out of 7 success factors)

Capacity 2
Consensus 3

Professional Skills | Các kỹ năng chuyên môn

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý,
1 = Rất không đồng ý

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Mean 1 2 3 4 5
40 Các cán bộ có năng lực chuyên môn phù 3.7 - 11% 11% 78% -
hợp với chức năng của mình.

Staff possess technical expertise related to

their job function.

41 Các cán bộ được cập nhật về các mô 3.2 - 22% 44% 22% 11%
hình/ phương pháp tốt nhất trong lĩnh
vực mà mình công tác.

We are well-informed about leading ap-

proaches in the areas in which we work.

42 Các cán bộ thường xuyên được tập huấn 3.7 - - 44% 44% 11%
về các chủ để liên quan đến lĩnh vực mà
mình hoạt động.

We regularly receive training relevant to

our areas of work and job functions.

43 Các cán bộ thường xuyên được tạo cơ 3.8 - - 22% 78% -

hội để áp dụng những kiến thức kỹ năng
mà mình có vào công việc thực tế.

We are consistently given opportunities to

put our knowledge and skills into practice.

44 Tổ chức thường xuyên thành công trong 3.6 11% - 11% 78% -
việc xây dựng đề xuất.

We consistently write winning proposals.

45 Các cán bộ có kỹ năng ngoại ngữ để có 3.8 - - 22% 78% -

thể giao tiếp hiệu quả với cộng đồng
quốc tế hoạt động trong lĩnh vực phát
triển.

The staff possesses foreign language skills

that enable them to communicate effec-
tively with the international development
community.

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46 Cán bộ có kỹ năng sử dụng các công nghệ 3.2 - - 78% 22% -

tiên tiến hỗ trợ cho công việc.

Staff are skilled in utilizing technologies

that support our work

47 Tổ chức khuyến khích cán bộ học hỏi trau 4.2 - - 11% 56% 33%
dồi kiến thức và sáng tạo.

Our organization encourages staff to learn

new information and bring in new ideas.

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6. Program Management | Quản lý chương trình

Relative Rank
Ranking Table
(out of 7 success factors)
Capacity 4

Consensus 4=

Program Management | Quản lý chương trình

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý,
1 = Rất không đồng ý

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Mean 1 2 3 4 5

48 Tổ chức luôn đánh giá toàn diện nhu cầu 3.4 - 22% 22% 44% 11%
của đối tượng đích.

We thoroughly assess the needs and de-

mands of our intended beneficiaries.

49 Các nhóm đối tượng đích và các bên liên 2.8 11% 22% 44% 22% -
quan khác luôn tham gia trực tiếp vào quá
trình thiết kế chương trình.

We directly involve our beneficiary groups

and other key stakeholders in the design
of programs.

50 Tổ chức thường xuyên thu thập ý kiến 3.7 - 11% 11% 78% -
phản hồi của đối tượng đích về chất
lượng của chương trình và các hoạt động.

We regularly collect feedback from benefi-

ciaries on the quality of our programs and
activities.

51 Các dự án được triển khai đúng theo kế 3.7 - - 33% 67% -

hoạch hoạt động và ngân sách.

Projects are implemented in accordance

with detailed project plans and budgets.

52 Tổ chức có một hệ thống giám sát tiến độ 4.0 - 11% 11% 44% 33%
của các chương trình.

We have appropriate systems in place to

monitor the progress of our programs.

53 Tổ chức có một hệ thống đánh giá kết 3.2 - 33% 22% 33% 11%
quả của các chương trình.

We have appropriate systems in place to

evaluate the outcomes of our programs.

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54 Công tác giám sát và đánh giá cung cấp 3.4 - - 56% 44% -
cho tổ chức các thong tin cần thiết về
hiệu quả của các chương trình và hoạt
động.

Our monitoring and evaluation provides us

with useful information on the effective-
ness of our projects and activities.
55 Tổ chức sử dụng các kết quả của việc thu 3.8 - - 22% 78% -
thập và phân tích dữ liệu để nâng cao việc
thực hiện chương trình / dịch vụ.

We use the findings generated through

data collection and analysis to improve
our practices / services.
56 Các chương trình và hoạt động thường 3.6 - - 44% 56% -
xuyên đạt được các kế hoạch đề ra.

Our projects and activities consistently

achieve their intended results.

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7. Trao đổi thông tin và xây dựng các mối quan hệ bên ngoài |
Communications & External Relations

Relative Rank
Ranking Table
(out of 7 success factors)
Capacity 7
Consensus 4=

Trao đổi thông tin và xây dựng các mối quan hệ bên ngoài | Communications & External Relations :

Indicator Analysis
5 = Rất đồng ý, 4 = Đồng ý, 3 = Không đồng ý cũng không phản đối, 2 = Không đồng ý, 1 =
Rất không đồng ý

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Mean 1 2 3 4 5
57 Cán bộ tổ chức có kiến thức và kỹ năng 3.1 - 22% 44% 33% -
giao tiếp để diễn đạt và thúc đẩy công
việc với đối tác bên ngoài.

Our staff have the knowledge and com-

munications skills to explain and promote
our work externally.

58 Tổ chức thường xuyên ghi lại những bài 3.2 - 22% 33% 44% -
học kinh nghiệm và câu chuyện thành
công của các chương trình.

We regularly document lessons learned

and success stories from our programs.

59 Tổ chức thường xuyên chia sẻ những bài 3.1 - 33% 33% 22% 11%
học kinh nghiệm và thành công của
chương trình với các bên liên quan (ví
dụ: nhà tài trợ, đối tượng đích, ban giám
đốc, công chúng).

We regularly disseminate lessons learned

and achievements from our programs to
all stakeholders (i.e. donors, peers or-
ganizations, target group, board of direc-
tors, general public).

60 Tổ chức luôn hợp tác với các cơ quan 4.0 - - - 100% -

chính phủ có liên quan đến nhóm đối
tượng đích/ cộng đồng.

We work collaboratively with all govern-

ment agencies relevant to our beneficiary
groups / communities.

61 Tổ chức hoạt động độc lập và có thể 2.6 33% 22% - 44% -
vượt qua những áp lực về chính trị hoặc
áp lực từ phía chính phủ một cách phù
hợp.

We operate independently and are able

to manage government or political pres-
sure appropriately.

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63 Lãnh đạo của tổ chức có các kỹ năng cần 4.2 - - 11% 56% 33%
thiết để đàm phàn hiệu quả với nhà tài
trợ.

Our leadership has the necessary skills to

negotiate effectively with our donors.

64 Tổ chức xác định rõ kế hoạch vận động 2.6 - 44% 56% - -

chính sách.

We have a well-defined advocacy plan.

65 Tổ chức có các kỹ năng cần thiết để thực 2.4 - 67% 22% 11% -
hiện các hoạt động vận động chính sách.

Our organization has the necessary skills

to conduct advocacy activities.

66 Các sáng kiến vận động chính sách đã 2.0 33% 44% 11% 11% -
thành công trong việc tạo ra sự thay đổi.

Our advocacy initiatives have been suc-

cessful in bringing about change.

67 Tổ chức tích cực tìm kiếm đối tác mới 3.4 - 22% 22% 44% 11%
nhằm thực hiện sứ mệnh của mình.

Our organization actively seeks new part-

nerships that support our mission.

68 Tổ chức là một thành viên tích cực của 3.7 - - 44% 44% 11%
các diễn đàn và mạng lưới hoạt động hỗ
trợ cho những người và cộng đồng bị
ảnh hưởng bởi HIV/ AIDS.

Our organization is an active member of

forums and networks that share its con-
cern for people and communities af-
fected by HIV/AIDS

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Priority Gap Analysis

Top Priority Items: At least 4 out of 9 respondents identified these as top priority areas

Những lĩnh vực cần được ưu tiên nhất: đây là những lĩnh vực mà có ít nhất 4 người
trên tổng số 9 người đánh giá là quan trọng nhất
Indicator Count Score
11. Lãnh đạo của tổ chức đã tích cực khuyến khích sự tham gia của 6 3.7
nhân viên trong việc lập kế hoạch và ra quyết định.

Our leadership actively promotes staff participation in planning and

decision making.
16. Các chính sách và quy trình tài chính của tổ chức rất rõ ràng và 6 3.8
được viết thành văn bản

Our financial policies and procedures are clear and documented.

29. Tinh thần làm việc theo nhóm và hỗ trợ lẫn nhau là đặc điểm 5 3.9
văn hóa của tổ chức

Teamwork and cooperation are characteristic of our organizational

culture.
57. Cán bộ tổ chức có kiến thức và kỹ năng giao tiếp để diễn đạt 5 3.1
và thúc đẩy công việc với đối tác bên ngoài

Our staff have the knowledge and communications skills to explain

and promote our work externally.
63. Lãnh đạo của tổ chức có các kỹ năng cần thiết để đàm phàn 4 4.2
hiệu quả với nhà tài trợ

Our leadership has the necessary skills to negotiate effectively with

our donors.

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Annex 17: OCA Results Report Including

only Capacity Data

Organization X (Organization X)

Organizational Capacity Assessment (OCA) Report

April 2009

Facilitated and reported by: ---____________________ (Name(s))

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Table of Contents

Acronyms and Abbreviations

1.0 Introduction ................................................................................................... 195

2.0 Background of Peace and Development Trust (Organization X) ........................ 195

3.0 A description of the OCA process .................................................................... 195

4.0 Results ........................................................................................................... 197

Graphical presentation of results ........................................................................ 198

Summary of Strengths, Weaknesses & Interventions .............................................. 198

5.1 Governance and Management ................................................................ 198

5.2 Human Resources ................................................................................... 199

5.3 Financial resources.................................................................................. 200

5.4 Monitoring and Evaluation...................................................................... 201

5.5 Conflict management and peace building ................................................ 201

5.6 External relations .................................................................................... 202

5.7 Sustainability .......................................................................................... 203

5.0 Conclusion ..................................................................................................... 205

Attachments:

List of Participants Organization X OCAII – March 09

Capacity Building Plan

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Acronyms and Abbreviations

BoT Board of Trustees
CBO Community Based Organization
CEO Chief executive Officer
CEW Conflict Early Warning
CM&PB Conflict Management & Peace Building
CSO Civil Society Organization
DPC District Peace Committee
HR Human Resources
JD Job Description
KCSSP Kenya Civil Society Strengthening Program
ME&R Monitoring Evaluation and Reporting
MoU Memorandum of Understanding
NGO Non Governmental Organization
NSC National Steering Committee
OCA Organizational Capacity Assessment
OCAT Organizational Capacity Assessment Tool
OD Organizational Development
PMEL Performance Monitoring Evaluation and Learning
SP Strategic Plan
ToR Terms of Reference

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1.0 Introduction
This report contains findings and recommendations of the second Organizational Capacity Assessment
(OCA) for Peace and Development Trust (Organization X) undertaken on 17th – 18th March, 2009. The
assessment was facilitated by -___________________________________________ (Names).

The objectives of the assessment were to assist Organization X:

Understand its present organizational capacity;
Identify areas of organizational strengths and weaknesses;
Identify appropriate interventions based on the milestone chart to address weaknesses in
order to achieve organizational sustainability;
Develop a capacity building plan to implement interventions.

2.0 Background of Organization X Trust

The Organization X Trust (Organization X) was registered as a Trust in Kenya in August 200X. The or-
ganization’s aim is to have a pervading culture of peace, stability and security in all Kenya, where hu-
man dignity, equity and justice prevail. Organization X has a database of up-to-date and verified infor-
mation on all leadership and reconciliatory initiatives in regions that are experiencing post elections
violence that is used by government and civil society. The Trust has worked to enhance the capacity of
communities to organize peace and reconciliation processes and is recognized by all actors. Lessons
learned about the current crisis have been captured to be used to influence the content and adoption
of the Draft Peace Building and Conflict Management Policy that has been developed by Organization
X. Organization X’s mission is to sustain a broad-based coalition of peace worker’s largely at the grass-
roots level, who strive to foster peace in their communities and in the nation at large.

Its key objectives are to:

Galvanize practical action more widely in the government and political establishments and
amongst other institutions and agencies for purposively addressing peace issues and
causes of conflict and for dealing with incidences of violent conflict ;

Promote and encourage resource-sharing and volunteerism among agencies and people
committed to establishing peace building and conflict management as a basis for develop-
ment;

Develop collaborative and collective efforts between NGOs, CBOs, Donor agencies; Faith
based organizations, community institutions and individuals involved in peace work.

3.0 A description of the OCA process

Literature Review
This is the first stage in the process. The literature review was done on March 13th and 16th, 2009 by
the Pact OCA team prior to the assessment workshop. The team took time to read through various ma-
terials provided by Organization X management to better understand the background, purpose and
current status of the organization. Out of the literature review, the OCA team developed key questions
to guide discussions at the OCA workshop.

OCA Workshop and Data Collection

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This was covered during the first day of the workshop held on 17th March at Organization X’s Board-
room. Organization X was represented by nine (9) participants at this workshop drawn from senior
management and staff.

The workshop involved a self reflection and assessment process during which the participants identi-
fied and discussed strengths and weaknesses of their organization. They also had an opportunity to
rate the effectiveness of their organization using the OCA tool specifically developed for use by civil
society organizations (CSOs) under the Kenya Civil Society Strengthening Program (KCSSP). The tool
comprises seven capacity areas, namely: 1) Governance and Management, 2) Human Resources, 3)
Financial Resources, 4) Conflict Management & Peace Building, 5) Performance Monitoring, Evaluation
and Learning, 6) External Relations and 7) Sustainability. Each of the 7 capacity areas in turn comprises
a number of categories comprising a set of indicators (or statements of excellence) that characterize
the capacity area.

Generation of strengths and weaknesses as well as scoring was done per capacity area. The facilitators
first led a discussion on what the capacity area was seeking to measure and the ideal characteristic of
that capacity area. This was then followed by sharing what (in the participants’ views) is the current
practice in their organization with regard to that capacity area. Equipped with this information, each
participant was then asked to generate a list of strengths and weaknesses for the capacity area. The
generated list was then displayed and reviewed by all participants to ensure they portrayed the correct
image of the organization. Any issues of contention were noted and where necessary packed for trian-
gulation by the facilitators. The facilitators then distributed score sheets for the capacity area and
asked each participant to individually score, reflecting on the ideal status, the practice in their organi-
zation, the strengths and weakness identified and individual perspectives. Scoring was done on the
scale of 1 (the lowest) and 5 (the highest) for each statement of excellence. Those statements that do
not apply to the organization were marked “N/A” and those for which the participant did not have suf-
ficient information to score were marked “X”.

Data analysis and Interpretation

After the workshop the Pact Kenya team completed the data analysis. Analysis involved transcription
of individual scores into an Excel worksheet programmed to automatically calculate the average score
per capacity area. This was followed by interpretation of the average scores by comparing them with
the strengths and weaknesses generated at the OCA workshop. The average scores were also equated
to the four stages of organizational development as shown in the table below. This process assisted the
facilitators to make a judgment whether the average score was high or low or mirrored the discussion
at the OCA workshop.

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Score OD Stage Characteristics

1.0-2.0 Nascent The CSO is in the earliest stages of development. All capacity areas being
measured by the OCA tool are in rudimentary form or non-existent
2.1-3.0 Emerging The CSO is developing some capacities. Structures for governance, manage-
ment practices, human resources and service delivery are in place and func-
tioning
3.1-4.0 Expanding The CSO has a track record of achievement; its work is recognized by its
constituency/beneficiaries, the government, the private sector, funding
partners and other CSOs in the sector
4.1-5.0 Mature The CSO is fully functioning and sustainable, with a diversified resource
base and partnership relationships with national and international net-
works

Feedback and Planning

Day two 18th March 2009, of the workshop involved presentation of feedback and planning. The first
session of the workshop involved sharing results with participants and discussions of the weaknesses
and comparing them with the respective scores per capacity area. Issues of contention were also dis-
cussed further and concluded. This was followed by a brainstorm session to generate appropriate in-
terventions to address the weaknesses. The list of weaknesses and interventions would be used to
complete the capacity building plan scheduled for a meeting set for a later date.

Report writing
Given that this is the 5th and last stage, the Pact team used the information (in collaboration with Or-
ganization X point person) to write both the OCA report and the Capacity Building plan.

Constraints in the methodology

Delay in starting the process led to stretching of the program until late in the evening, some discus-
sions were not given sufficient time for discussion due to this late start

Individual scoring process was difficult for some participants because of fixed time to make their judg-
ment

4.0 Results
Summary Table
The following table presents the average OCA score’s per capacity area and corresponding stages of
Organization X’s organizational development.

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Organization X
Capacity Area Average Score Stage in OD
Governance and Management 4.42 Mature
Financial Resources 3.84 Expanding
Human Resources 4.18 Mature
Conflict Management & Peace Building 3.75 Expanding
Performance monitoring, evaluation & learn-
ing 3.33 Expanding
External Relations 3.79 Expanding
Expand-
Sustainability 4.08 ing

Graphical presentation of results

The following chart is a graphical presentation of Organization Xs’s organizational effectiveness.

OCA SCORES

Sustainability 4.08

External Relations 3.79

CAPACITY AREA

MER 3.33

Conflict Management &

3.75
Peace Building

Human Resources 4.18

Financial Resources 3.84

Governance & Management 4.42

1.00 NASCENT 2.00 EMERGING 3.00 EXPANDING 4.00 MATURE 5.00

Summary of Strengths, Weaknesses & Interventions

Governance and Management

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Strengths

Clear goals and objectives

Regular board meetings
Operational guidelines and policies in place
Roles of BoT and management well defined
Well articulated mission and vision statements
Transparent and accountable board and management
Gender mainstreaming at the board and management levels
Internal democracy and representation in the leadership
Good coordination between board and the management
Good internal feedback mechanism
Equitable regional representation
Operational organizational chart both at the secretariat and regional levels
Diversity in the board and management ( gender, skills, ethnicity)
Active membership that makes decisions at all levels
Weaknesses Intervention
Irregular regional elections (board level) Streamline and implement board terms as per the
organizational guidelines
Have 3-year elections for the board renewable for
only 2 terms
Develop and implement regular timeframe for
elections
Weak long-term strategy (not updated/ Conduct a participatory review of the SP
reviewed e.g. unclear wordings like
‘pervading’)
Operationalize SP with clear targets, budget projec-
tions, indicators
Weak regional structures Finalize strategy for the regional structures and
adopt system
Properly define the roles of the coordinators and
trustees
Document ‘added value’ for regional structures for
fundraising purposes
Rationalize regional structures
Mobilize resources for the regional structures

Human Resources
Strengths
Regular team building activities
Promotes research among international students undertaking their thesis researches
Staff have job descriptions
Staff have medical cover
Staff are competent and well trained

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Working internal feedback mechanisms (good internal communications)

Keen on personal development of staff
There are opportunities for capacity building for staff and membership
There is an open door policy
Good human relations among staff
Regular staff meetings
Positive social and task balance
Strong engagement of interns and volunteers
Weaknesses Intervention
Poor staff motivation at the grassroots Design proper feedback mechanism/ communica-
tion strategy with the grassroots
Train regional membership on philanthropy/
volunteerism
Weak bonding among structures (board, Have an annual retreat bringing together the vari-
regional, secretariat) ous structures
Invite board and coordinators to social events
Inability to meet the demands of a growing Project workload regularly for appropriate HR re-
program portfolio quirements
Encourage volunteerism and internships
Source for additional resources to support extra
staff
Relatively high staff turnover Establish a HR department
Assess capacity needs for the Organization X and
staff regularly
Create space for applying newly acquired skills
Design an incremental salary scale and other fringe
benefits
Design a staff binding documentation for contract-
ing training beneficiary ( e.g. 2 years service after
support to attend training)
Weak induction/ handing over mechanism Design an induction and exit strategy for all staff
Implement an induction and exit strategy for all staff
Fairly weak regional staff ( in terms of staff Develop capacity building strategies for regional
capacity and support given to them) coordinators
Professionalize recruitment of regional coordinators
(not elections, but interviews!)
Allocate financial resources for regional support

Financial resources
Strengths
Timely financial reporting at all levels
Broad multi donor funding
Credibility from most of the donors

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Has a draft resource mobilization strategy

Draft regional operational manual
Proper internal and external audits
Good internal controls
Accountability by regional structures
Operational financial systems
Weaknesses Intervention
Weak regional financial reporting sys- Develop strategies for enhancing regional financial
tems/ internal controls management
Streamline regional management structures
Build capacities of regional coordinators in financial
management
Limited system for program budget moni- Implement a financial system that allows program
toring officers to monitor their budgets

Monitoring and Evaluation

Strengths
There is an internal appreciation of the need for a robust M&E system
There are regular program meetings
Senior staff are trained in M&E
Updated and revised work plans
Regular activity reports
Gaps identified in project reports informs project planning
In built M&E systems within programs (underway)
Clear and various reporting formats
Quarterly projections with clear standards for measuring progress. Includes reflections
Quarterly midterm reviews
Weaknesses Intervention
Loss of institutional memory (no central Develop a strategy for improving institutional
and accessible document depository) knowledge base
Develop an internal central filing system with a
search mechanism
Absence of specific staff to handle M&E Fundraise for an M&E Officer
Designate and build the capacity of a staff to un-
dertake M&E
Staff less inducted in M&E Facilitate an in-house training on M&E
Weak M&E system (weak baseline data) Develop an integrated M&E system / framework

Conflict management and peace building

Strengths
Excellent tools for capacity building for the network and partners in the sector

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Strong network of members and partners (national, regional, global)

Inclusion of both men and women in the peace interventions
Buy-in of our core mandate by stakeholders
Increasing and active membership base
Effective research in conflict management
Well defined program framework
Effective implementing structures
Formation and capacity building of District Peace Committees
Uses conflict sensitive approaches in all programming ( institutionalized)
A conflict tracking system in progress
Increased influence on policy advocacy
Traditional peace building initiatives utilized
Trained and experienced conflict managers
Has peace monitors (Organization X Peace monitors)
Receives and gives strong feedback to stakeholders
Weaknesses Intervention
Weak response mechanism to emergencies Strengthen regional networking and data base
Develop a rapid response initiative
Fund raise for rapid response
High donor influence on programs Share Organization X strategic priorities with donors
Sign MoU with donors before commencement of
projects
Lack of psychosocial component Train staff and membership on psychosocial inter-
ventions
Create linkages with specialists for referrals of psy-
chosocial cases
Advocacy strategy not yet validated by staff Facilitate a meeting for the validation of the devel-
after development (not yet clear) oped advocacy strategy by staff and membership
Finalize the development of the advocacy strategy

External relations
Strengths
Good relations with the government
High quality of work endears to us many peace players
Elected as local focal point for several networks
Draft communications strategy in place
Impartial in program implementation
Good working relations with donors
Developed as a brand in peace work in Kenya

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Weaknesses Intervention
Failure to position as a resource to the Finalize the communications strategy
media
Explore avenues to utilize the media to promote
sustainable peace
Unclear institutional guidelines on the en- Define Organization X’s engagement with DPCs and
gagement with the District Peace Commit- NSC
tees and the National Steering Committee
on Peace building
Lobby the government to pass the peace policy
Weak relations with the private sector Develop a strategy to engage the private sector

Sustainability
Strengths
Relevant programs
Membership committed to the values and core activities of Organization X
Growing membership

Weaknesses Intervention
Lack of emphasis on development compo- Design appropriate programs with a development
nent of the network component

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5.0 Conclusion
The following table presents the results of the second OCA in comparison to the results from the first
OCA.

OCA I OCA II
Average OD Stage Average OD Stage
scores scores
1.0. GOVERNANCE AND MANAGEMENT 4.29 Mature 4.42 Mature
1.1. Vision, Mission and Goals 4.30 4.14
1.2. Credibility of the CSO 3.96 4.66
1.3. Governing body 3.88 4.25
1.4. Management 4.50 4.60
1.5. Legal Status 4.48 4.72
1.6. Membership 4.19 4.05
1.7. Stakeholders/Constituency 4.33 4.63
1.8. Strategic Planning 4.83 4.58
1.9. Organizational Structure 4.01 4.25
1.10. Policies and Procedures 4.45 4.31
2.0. FINANCIAL RESOURCES 4.16 Mature 3.84
2.1. Resource Mobilization 4.12 3.49
2.2. Resource Allocation/Budgeting 3.70 3.59
2.3. Accountability to Donors and Other 4.19
Stakeholders 4.44
2.4. Procurement 4.36 4.09
3.0. HUMAN RESOURCES 4.03 Expanding 4.18
3.1. Corporate Culture 4.51 4.48
3.2. Technical Capacity 3.67 3.88
3.3. HR Policies and Procedures 3.89 4.19
4.0. CONFLICT MANAGEMENT & PEACE Expanding Expanding
BUILDING 3.61 3.75
4.1. Surveillance and analysis 3.60 3.83
4.2. Mobilization and education 3.57 3.58
4.3. Intervention and Facilitation 3.69 4.04
4.4. Networking and collaboration 4.38 4.30
4.5. Sustaining peace-building efforts 3.49 3.44
4.6. Information Dissemination 3.03 3.72
4.7. Lobbying and Advocacy skills 3.48 3.36

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5.0. MONITORING, EVALUATION AND RE- Expanding Expanding

PORTING 3.50 3.33
5.1. Systems 3.23 2.90
5.2. Data Quality 3.50 3.19
5.3. Information Management Systems and
Practices 3.64 3.60
5.4. Program Management and Decision
Making 3.62 3.65
6.0. EXTERNAL RELATIONS 4.26 Mature 3.79 Expanding
6.1. Relations with Funding Partners 4.67 4.50
6.2.Private Sector Relations 3.68 2.36
6.3. Relations/Collaboration with the Gov-
ernment 4.45 4.50
7.0. SUSTAINABILITY 4.08 Expanding 4.08 Expanding
7.1. CM&PB Sustainability 3.90 3.64
7.2. Organizational Sustainability 4.30 4.54
7.3. Financial Sustainability 4.04 405

Summary:
According to the table above, the scores from the second OCA do not depict an improvement in some
capacity areas. This may not necessarily mean that the scores are not accurate but may portray the fact
that Organization X is now setting their standards a little higher than last year. This clearly describes
the cyclic nature of organizational development responding to the dynamic environment around it.

Sustainability capacity area’s score was the same as the first OCA with program sustainability scoring
less than OCA 1. The lowest scored capacity area was Monitoring Evaluation and Learning particularly
systems. The reason for low scores according to the participants was due to inadequate comprehen-
sive systems and frameworks as well as staff skills This means that Organization X’s M&E system is in-
adequate to effectively monitor the progress of the organization’s strategic plan as well as individual
projects within the organization.

The capacity area that registered the most improvement was Human Resources specifically on the HR
Policies and Procedures. During the first OCA, Organization X pointed out weaknesses in adherence to
the HR policies, inadequate staffing, volunteer motivation and HR budget allocation. These issues were
remedied by the implementation of the interventions planned for in the Capacity Building Plan 2008-
2009. Three new staff have since been contracted and there are increasingly more opportunities for
staff capacity building (one staff member is currently in the UK taking a short course). The operational
guidelines (HR Manual) was printed and disseminated to each staff member. The guidelines are now
fully adhered to by all staff. The management invests more on human relations for individual and
group dynamics. Organization X’s board is now meeting regularly and the members are more in touch
with the membership.

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Financial sustainability remains a key concern for Organization X. When there is no crisis, they feel they
need to work even harder so as to be able to avert any such eventuality, but the donors work in the
reverse and are more forthcoming in times of crisis. Post election crisis brought donors to Organization
X’s door; most donors were coming to Organization X because they wanted them to intervene. How-
ever, a major shortcoming experienced by Organization X is the short-term engagement with various
donors. Organization X has a strategic plan that is not fully funded by a donor (start to end). A transi-
tion from project to program work is needed to boost the organizations financial sustainability.

Service delivery (Conflict Management & Peace Building) has improved in the last one year; informa-
tion is disseminated more regularly to the constituents especially after the Advocacy Officer and the
Information Officer were employed. Organization X has since received some good feedback on data
quality from donors and other partners. Data collection by field monitors has also improved. Data col-
lection and analysis has now been regularized and institutionalized.

Partnership with the private sector was not pursued during this year and this is to be followed up over
the duration of the capacity building plan which is an output of the second OCA. This means that Or-
ganization X needs to prioritize the development of private sector engagement policies.

Attachments:
List of Participants Organization X OCAII – March 09
1. Person A – Staff
2. Person B – Staff
3. Person C – Trustee A
4. Person D – Staff
5. Person E – Staff
6. Person F – CEO
7. Person G – Trustee B
8. Person H – Trustee
9. Person I – Coordinator C

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Annex 18: Rapid Organizational Scan (ROS)

Rapid Organizational Scan (ROS) – CSOs Operating in the HIV/AIDS Sector in Malawi

Outreach facilitators complete questions in interviews with CSO staff. Answers may be verified
through interviews and supporting documentation where appropriate.
Biographical Data
Organization Name
Location (Town/City and District)
Number of full time staff
Number of volunteers
Years in operation
Years working in the HIV/AIDS sector
Year and amount of largest grant received
Activities conducted with largest grant received
Average grant size
Year and amount of first grant received for HIV/AIDS
Activities conducted with first grant received for HIV/AIDS
Service Areas – Check boxes next to service areas that your organization operates in
Care and Support
 Orphans and Vulnerable Children
 Home-based care
 Clinic-based care
Treatment
 Anti-retroviral
 Sexually Transmitted Infection / Optimistic Infection diagnosis and treat-
ment
Testing and Counseling
 Pre-testing counseling
 Post-test counseling
 Referral for treatment
Prevention
 Abstinence
 Be Faithful
 Condoms

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 Prevention of Mother to Child Transmission

Advocacy
 Direct advocacy activities
 Advocacy training
Capacity Building
 Organizational development
 HIV/AIDS technical assistance/training
Impact Mitigation
 Stigma/discrimination reduction activities
 Positive living training
 Income Generating Activities

Capacity Checklist
Mission and Strategy

1. The organization is formally registered. Agree  Somewhat Agree  Disagree 

2. The organization has a written mission statement. Agree  Somewhat Agree  Disagree 
3. Staff and volunteers are familiar with the mission of Agree  Somewhat Agree  Disagree 
the organization.
4. The day-to-day projects of the organization are di- Agree  Somewhat Agree  Disagree 
rectly related to its mission.
5. The organization has a strategic plan. Agree  Somewhat Agree  Disagree 

Financial Management

6. The organization has an accounting system in place. Agree  Somewhat Agree  Disagree 
7. Books are closed at the end of each month. Agree  Somewhat Agree  Disagree 
8. The organization regularly prepares financial re- Agree  Somewhat Agree  Disagree 
ports.
9. The organization performs regular internal financial Agree  Somewhat Agree  Disagree 
audits.
10. The organization performs regular external financial Agree  Somewhat Agree  Disagree 
audits.
11. The organization prepares an annual budget. Agree  Somewhat Agree  Disagree 

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Human Resources
12. Staff members have written job descriptions. Agree  Somewhat Agree  Disagree 
13. The organization is successful in recruiting volun- Agree  Somewhat Agree  Disagree 
teers/members.
14. The organization is successful in retaining volun- Agree  Somewhat Agree  Disagree 
teers/members.
15. Volunteers/members are adequately compensated Agree  Somewhat Agree  Disagree 
for their efforts. [cash/in-kind]
16. Efforts are made to ensure that people living with Agree  Somewhat Agree  Disagree 
HIV/AIDS are involved in all aspects of the organiza-
tion.
17. Volunteers/staff receive regular refresher trainings Agree  Somewhat Agree  Disagree 
to ensure they have the proper skills to complete
their assigned duties.
18. The organization has successfully dealt with human Agree  Somewhat Agree  Disagree 
resources challenges resulting directly from the
HIV/AIDS pandemic.

Leadership and Governance

19. The organization has an active board of directors. Agree  Somewhat Agree  Disagree 
20. The composition of the board of directors – in Agree  Somewhat Agree  Disagree 
terms of PLWHA – is representative of the broader
community.
21. Organizational leaders model excellence in their Agree  Somewhat Agree  Disagree 
actions.
22. The organization’s staff/volunteers are given oppor- Agree  Somewhat Agree  Disagree 
tunities to take on leadership roles within the or-
ganization.

Accountability
23. The organization has systems in place to routinely Agree  Somewhat Agree  Disagree 
monitor and evaluate its activities.
24. The organization openly reports on its activities and Agree  Somewhat Agree  Disagree 
results.
25. The organization has mechanisms to ensure ac- Agree  Somewhat Agree  Disagree 
countability to beneficiaries.
26. The organization has mechanisms to ensure ac- Agree  Somewhat Agree  Disagree 
countability to donors.

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Service Delivery
27. Before designing activities the organization con- Agree  Somewhat Agree  Disagree 
ducts a thorough community needs assessment.
28. All clients of the organization and the services they Agree  Somewhat Agree  Disagree 
receive are properly registered.
29. The organization maintains confidentiality for all Agree  Somewhat Agree  Disagree 
clients.
30. The organization maintains an effective referral sys- Agree  Somewhat Agree  Disagree 
tem to link clients to the services they need.
31. Clients’ movement through the referral system is Agree  Somewhat Agree  Disagree 
tracked on a regular basis by the organization.
32. All services provided by the organization follow na- Agree  Somewhat Agree  Disagree 
tional guidelines and standards related to HIV/AIDS
related care and services.
33. The organization has written standard operating Agree  Somewhat Agree  Disagree 
procedures for all of the services it provides.
34. The organization has mechanisms in place for gath- Agree  Somewhat Agree  Disagree 
ering feedback from beneficiaries on the quality of
services.

Care and Support (complete if appropriate)

35. The organization is successfully able to mobilize Agree  Somewhat Agree  Disagree 
community members to participate in care and
support activities.
36. The organization takes a holistic approach to home Agree  Somewhat Agree  Disagree 
based care activities.
37. The organization takes a long-term approach to Agree  Somewhat Agree  Disagree 
dealing with orphans of the HIV/AIDS pandemic
(including education, livelihoods etc.)
38. Organization provides both medical and non- Agree  Somewhat Agree  Disagree 
medical care and support services.

Treatment (complete if appropriate)

39. The organization has a regular and reliable source Agree  Somewhat Agree  Disagree 
of medical supplies and drugs.
40. The organization works in close collaboration with Agree  Somewhat Agree  Disagree 
fully trained medical staff.
41. Organization staff are properly trained in the ad- Agree  Somewhat Agree  Disagree 
ministration of ARVs.

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Testing and Counseling (complete if appropriate)

42. The organization utilizes safe needle protocols. Agree  Somewhat Agree  Disagree 
43. Counselors participate in regular training sessions. Agree  Somewhat Agree  Disagree 
44. The beneficiary’s right to privacy is always main- Agree  Somewhat Agree  Disagree 
tained.
45. Counseled beneficiaries are always made aware of Agree  Somewhat Agree  Disagree 
additional services available to them.
46. Clients receive pre and post test counseling. Agree  Somewhat Agree  Disagree 

Prevention (complete if appropriate)

47. The organization targets high-risk groups in its pre- Agree  Somewhat Agree  Disagree 
vention activities.
48. Prevention messages are provided in the local lan- Agree  Somewhat Agree  Disagree 
guage of beneficiaries.
49. Prevention messages use the most up-to-date and Agree  Somewhat Agree  Disagree 
accurate information about HIV/AIDS.
50. Prevention messages are tailored to reach specific Agree  Somewhat Agree  Disagree 
audiences.

Advocacy (complete if appropriate)

51. The organization has a well-defined advocacy plan. Agree  Somewhat Agree  Disagree 
52. The organization has the necessary skills to conduct Agree  Somewhat Agree  Disagree 
advocacy activities.
53. The organization conducts advocacy training with Agree  Somewhat Agree  Disagree 
community groups.

Capacity Building (complete if appropriate)

54. The organization ensures that local actors have the Agree  Somewhat Agree  Disagree 
necessary technical skills to carry out HIV/AIDS ac-
tivities.
55. The organization uses a variety of approaches to Agree  Somewhat Agree  Disagree 
capacity building that go beyond traditional
‘training’ events.
56. The organization builds capacity in core manage- Agree  Somewhat Agree  Disagree 
ment areas (financial management, strategic plan-
ning, resource mobilization, etc.) with a view to fos-
tering strong, sustainable local institutions.

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Impact Mitigation (complete if appropriate)

56. Internal stigma/discrimination is reduced through Agree  Somewhat Agree  Disagree 
activities that build the self esteem of PLWHA.
57. PLWHA play significant and visible roles within the Agree  Somewhat Agree  Disagree 
organization.
58. PLWHA are provided with a range of effective tools Agree  Somewhat Agree  Disagree 
for positive living.
59. The organization conducts education sessions to Agree  Somewhat Agree  Disagree 
decrease stigma/discrimination in the community.
60. Organization works with health care providers to Agree  Somewhat Agree  Disagree 
reduce discrimination.

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Annex 19: Action Planning Matrix

OCA Action Planning Matrix

Challenge Identified in OCA Debrief Activity Priority Score

Tasks we can do ourselves Order of completion Who is responsible?

Tasks we can do with help from the

Order of completion Who is responsible?
community

Tasks we need external assistance to

Order of completion Who is responsible?
complete

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 Annex 20: ISP from Pact Malawi
Pact Malawi Institutional Strengthening Plan Template
Institutional Strengthening Plan: December 1, 2008 – October 30, 2009

Training Events: Pact Malawi and our Organizational Development (OD) Partners – CABUNGO and MANASO – will offer three
multi-partner trainings during FY09. These trainings will target cross-cutting needs identified through the OCA process.
Capacity Area of Training Detailed Training Topics Dates of Training
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 Targeted Interventions: Before October 2009, Pact Malawi and our OD partners will offer each partner one three-day organizational devel-
opment intervention tailored to meet a specific need identified by your organization during the OCA process.

Please indicate your preference of activity by marking 1, 2 and 3 next to each, 1 being your first preference, 2 your second preference, and 3
your third preference. When choosing your preferences, consider which intervention meets your most pressing organizational need.

Capacity Building Challenge Iden- Suggestions for Activities to Address these Chal- Outcomes Expected on Completion of Ac- Prefer-
tified Through OCA Process lenges tivities ence

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Annexes
 Mentoring: In addition to the activities described above, Pact and our OD partners are able to provide mentoring assistance with any of the
following activities. The mentoring to be provided will be decided in collaboration with your mentor. Support may include answering que-
ries, providing reports or other intellectual capital, facilitating introductions, reviewing documents, etc.

We understand that it is not possible for you to focus on all of the activities below before October 2009. Please indicate up to six areas you
would like mentoring assistance with during this period and which areas you would like to pend until next year.

Capacity Building Priority Suggestions for Activities to Address these Challenges Outcomes Expected on Areas of Focus
Challenge Identi- (High scores Completion of Activities
fied Through OCA = greater
2008/09 Pend
Process priority)
Material and Financial Resources
Introduction to Organizational Capacity Development

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Human Resources Management

Knowledge Management
 Administration

Advocacy and Lobbying

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Annexes
 Annex 21: ISP from Pact South Africa
Pact South Africa HIV/AIDS Umbrella Grant Management Program
Institutional Strengthening Plan
Organization: Date: October 9, 2008
Summary of findings from the MCAT conducted March 2008

Findings from monthly reviews and program monitoring


Intervention Target Group in Process Tracking Output Means of verification Role of Org X Role of Pact Timeframes
Introduction to Organizational Capacity Development

the organization

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Key Financial Management Milestones/indicators for tracking progress

Summary of Findings from MER Capacity assessment and systems review


Intervention Target Group in Process Tracking Output Means of verification Role Org X Role of Pact Timeframes
the organization

Key MER milestones/indicators for tracking progress

 Summary of OCA Findings: Governance and Leadership

Intervention Target Group in Process Output Means of verifi- Role Org X Role of Pact Time-
the organization racking cation frames

Summary of OCA Findings: Management Practices


Intervention Target Group in Process Output Means of verifi- Role Org X Role of Pact Time-
the organization Tracking cation frames

Summary of OCA Findings: Sustainability


Intervention Target Group in Process Output Means of verifi- Role Org X Role of Pact Time-
the organization Tracking cation frames

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Key OD Milestones/indicators for tracking progress


Summary of Findings from Programmatic and technical support processes


Intervention Target Group Process Output Means of veri- Role Org X Role of Pact Timeframes
in the organi- Tracking fication
zation

Key technical and programmatic milestones/indicators for tracking progress:


Annexes
 Annex 22: ISP from Pact Kenya
Capacity Building Plan: Organization XYZ: Sept 2009-Aug 2010
Weakness/Issue Possible Proposed in- Bench- Means of Timeframe Support Person Status
Being Ad- Causes terventions mark/ verification from responsi-
dressed Indicator Pact/ ble
for comple- KCSSP
tion or pro-
gress made
Choose high An activity/ Mainly docu- Start Finish The inter- The person To be
level interven- action to mentation Date Date ventions or organ in filled at
tions with mul- demonstrate showing pro- (Month/ (Month Pact/ a CSO to be every visit
tiplier effects progress gress made Year) /Year) KCSSP will responsible to review
Introduction to Organizational Capacity Development

that has e.g. training support in imple- progress

been made report; list of mentation. made
in address- participants;

CAPACITY AREA
ing an issue/ board per-

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weakness formance
reviews
Example: Irregular Delayed com- Set meeting Board meet- Board meet-
board meetings munication and dates early and ings’ dates ings schedule
notifications of notify board set and com-
meeting dates members munication Board min-
promptly sent to utes
members
promptly Copies of the
invitations
Board meet-
ings regular-
ized

GOVERNANCE & MANAGEMENT

 Weakness/Issue Possible Proposed in- Bench- Means of Timeframe Support Person Status
Being Ad- Causes terventions mark/ verification from responsi-
dressed Indicator Pact/ ble
for comple- KCSSP
tion or pro-
gress made

FINANACIAL RESOURCES

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HUMAN RESOURCES
& PEACEBUILDING
CONFLICT MANAGEMENT
Annexes
 Weakness/Issue Possible Proposed in- Bench- Means of Timeframe Support Person Status
Being Ad- Causes terventions mark/ verification from responsi-
dressed Indicator Pact/ ble
for comple- KCSSP
tion or pro-
gress made
Introduction to Organizational Capacity Development

MONITORING & EVALUATIION

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EXTERNAL RELATIONS
 Annexes

Annex 23: Workshop Logistics and Budgeting

The Logistics of Organizing a Workshop
The first rule of workshop logistics is: do not under-estimate the time and effort required to organize a
workshop.

Participant Invitations and Confirmations: Before you send out the invitation letters make sure that
you know who you want to participate in your workshop. While the letter should go to the NGO Direc-
tor, make it clear which staff or board member are targeted by the training. As a rule of thumb, invite
more than one person per NGO and make sure to include a decision-maker as well as someone who
will be required to exercise the new skill. If there are any selection criteria for participants, make these
explicit in the invitation and require that the trainees document how they meet these criteria before
accepting them into the workshop. If there are any expectations of follow-up required of participants
once they return from the workshop, make sure that they sign a commitment letter confirming their
agreement to all of the terms of participation.
Before sending out the invitation, you should at least know the dates of the event and the city where it
will take place. Also clarify what Pact will pay for and what participants or their NGO are expected to
contribute.

As you get participant names, keep a participant list, including their name, email address, NGO affilia-
tion and address, and phone number. Leave space to track transport information, arrival and depar-
ture date and time. (Click here for a template)

Choosing and Booking the Venue and Hotel Rooms: Before choosing a venue, you will need to have
chosen a city that is relatively centrally located in comparison to your out of town participants. If pos-
sible, choose a city where you have an office with some logistics capacity. Once you have chosen your
city, you will need to choose a venue that has hotel rooms and meeting space within your price range
and available when you need them. Don’t complicate your life by putting your guests up in one hotel
and having your meeting at another venue, unless it results in significant savings. The hotel prices
should ideally include breakfast and don’t hesitate to try to negotiate a lower price per room if you will
be reserving ten or more rooms. You should also seek to include a clause in your agreement that es-
tablishes a cut off date before which you can hold the maximum number of rooms you expect to need
and after which you need to commit to paying for a certain number of rooms with no guarantee of get-
ting any more.

The meeting space should ideally include one large room, to accommodate your full group, which
should be anywhere from 20 to 40. Anything above 20 should be led by more than one facilitator. You
will need one possibly two breakout rooms. Make it clear that you want meeting rooms that will be
organized in rounds or in a U shape. Avoid theatre style lay-out at all cost, since it is not conducive to
group work and participatory learning. If you intend to use PowerPoint, make sure that the rooms can
accommodate a projector. If you have a projector in your office, it will probably be a lot cheaper to use
it, rather then rent one on a daily rate from the venue. If the area has frequent power outages, make
sure that the venue has a functioning generator.

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Before signing any contract, make sure that the venue has a restaurant that can cater to large groups.
Often, if you commit to taking all of your lunches and coffee breaks on-site you can negotiate the
meeting space for no additional charge or for a lowered daily rate. Make sure that you have explored
at least three options before signing a contract confirming all the details you have agreed upon.

As you receive confirmation from participants, share the up-dated lists with the hotel, so that they can
track the arrival and departure dates.

Organizing Participant Travel: If your original invitation letter did not include the details about the
venue and how and when to get there, make sure that you send a follow-up letter or email with these
details. If there are different options for travel, for example – both air and bus options are available,
be clear about which options you are willing to pay for. Ask each participant to purchase their tickets
ahead of time and send you their travel itinerary as soon as they have it. Make sure all participants
know ahead of time which receipts they will need to keep and present for reimbursement. If any of
the participants need to come from abroad and will require a visa, make sure to send them detailed
instructions on how to go about obtaining a visa as well as a letter from Pact documenting the purpose
of their trip.

Travel from the airport or bus or train station to the hotel can either be handled by each participant on
their own or organized by Pact. If you choose to organize this transport and do not already have a reli-
able taxi or mini-bus service, ask the hotel to recommend one. We only recommend this option if you
are concerned about the safety of your participants or if you can negotiate a group rate for Pact. Com-
pare two or three options before making your choice.

Pre-Workshop Information: Once you have all of your logistics worked out, send out an email to your
participants with the following information:
Name and Address of the Venue
Taxi arrangements for transport from Airport to Hotel
Workshop Start Time
Per Diem Arrangements

If the workshop involves international travel, information about the Country Context: weather, cur-
rency exchange rates, cultural realities that participants need to understand, other dos and don’ts

Participant Assessment Tool: If you want to measure the degree to which your participants knowledge
has increased during the workshop, you might conduct a participant assessment at the beginning of
the workshop and then again at the end. Alternatively, you may want to get a better idea of the level
of your participants as well as their learning objectives, so that you can tweak the workshop agenda to
make it more relevant to their needs. In this case, you would need a different type of participant sur-
vey with more open-ended questions (CLICK here for a sample attached.)

Welcome Packets: As participants check in, they should be handed a welcome packet that should in-
clude a summary agenda, which identifies the room where the meeting is to be held, a list of partici-
pants, the name of a contact person in case someone needs help, some background on the area
around the hotel, and any reading materials that the participants need to have read prior to the first
session.

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Laying out the Room: When you book the rooms, you will probably be asked to choose a room layout.
We strongly recommend rounds of up to 8 or a U shaped table. These rooms will usually be set up the
night before. Ask to see the rooms ahead of time to make sure they are set up they way you want.
Make sure that you have the AV equipment you need as well as the right number of flip chart stands.
If you need internet access in the meeting room, arrange for it ahead of time. If you don’t need it for
your training purposes, we recommend not having it available, since it may lead to participants spend-
ing time reading their emails instead of focusing on the session. Alternatively, internet access should
be available in the hotel rooms.

Social Events: Although they add cost to your workshop, social events are good to hold the evening of
your first or second day to get you participants to interact in a more informal setting. Relationships
among the participants are more likely to be sustained over time if people feel a personal connection.
These events help develop these types of linkages.

Developing a Workshop Budget

As you analyze the cost of holding a workshop, here are the line items to consider:

 Facilitator Fees – Depending upon the size of the group, you will need to hire one or more fa-
cilitators. We recommend no more than 20 participants per experienced facilitator. If you are
hiring a consultant this would be the daily rate, plus any cost of room and board during the
workshop. You will probably need to add on a day or two at the beginning to tailor the
agenda to the target audience and a day or two at the end to prepare a workshop report. If
the workshop is going to be delivered by your staff, there will be no incremental cost, but
keep in mind if s/he delivers the training to a group of NGOs at the same time, it will free him
or her to provide follow-up one-on-one mentoring or TA support to each participating NGO.

 Space – The cost per day of renting a workshop venue that can accommodate 20 - 40 partici-
pants will vary from country to country, anywhere from nothing, if the space is borrowed from
one of your partners, or $1,000, in a more developed country. Often meeting space fees can
be negotiated down or eliminated if you are housing your participants and buying all your
meals on-site. Don’t forget to ask for one or two breakout rooms, which will be required for
much of the group work included in the workshop curricula.

 Meals – If you are doing all day sessions, you will need to plan for lunch and two coffee
breaks. Assume anywhere from $15 - $35/person/day. If your participants are lodged at the
workshop facility you will need to add dinner for each participant each day, which will add an-
other $10 - $20/person/day. Take into account that participants are likely to need food and
lodging for one – two days extra days, assuming they arrive one day early and leave the day
after the event is completed.

 Lodging – If you are bringing participants from several cities together in one location, you will
need to house some or all of them. The cost of bed and breakfast will vary greatly from one
place to another. It will likely add anywhere from $25 - $150/night/person.

 Transport to and from the Facility – Whether or not you are providing lodging to participants,
you are likely to need to finance their transport to and from the workshop, unless they pro-
vide their own transportation as cost-share. For those who come only during the day, you will

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need to cover round-trip transport for each day of the workshop. If there is an effective public
transportation system, the cheapest option is to reimburse participants for bus fare. If no pu-
bic transport exists, you can either provide transport yourself through a hired minibus service
or reimburse for taxis. If your participants are coming from all over the country, you are likely
going to need to pay for bus or airfare.

 Workshop materials – As a rule of thumb, assume that you will need roughly $20 in workshop
supplies for each workshop participant. These will be spent on flip chart paper, markers,
masking tape, name tags, photocopies and other printed material.

 Communications Costs – Depending how far away your NGO partners are, you may need to
add a communications line item into your budget to cover the cost of telephone communica-
tions.

Below are two sample budgets that can be used as templates for estimating your workshop costs. The
first assumes that you decide to bring 10 NGOs together in one location with two participants per NGO,
all of whom require transportation, food and lodging. The second example assumes that you decided
to train each of the 10 NGO individually, with the same two participants per NGO. The totals suggest
that it is slightly more economical to train each of the NGOs separately, therefore, if you are not con-
cerned with building solidarity among your NGO partners, nor about the extra time required by train-
ing each NGO in sequence, it makes more financial sense to train your NGOs one-by-one. In this case,
you may choose to increase the number of trainees per NGO. If, for example, you decided to train six
participants per NGO, the cost would approach $2500 per NGO, but would increase the chances that
the NGO would actually adopt the systems, behaviors, and competencies you seek to transfer.
Workshop Budget Estimator - Example for 5 day Workshop involving 20 Participants

Total
Units Days Cost/Unit Cost
Facilitators 1 9 $300 $2,700
Room Rental - Main Room 1 5 $400 $2,000
Room Rental – Breakouts 2 5 $200 $2,000
Lunch and Coffee Breaks 20 5 $25 $2,500
Extra Lunch for Lodged Participants 20 1 $20 $400
Dinner 20 6 $15 $1,800
Lodging - Bed and Breakfast 20 6 $50 $6,000
Transport - Round Trip 20 1 $20 $400
Materials 20 1 $20 $400
Sub-Total $18,200
Unexpected Expenses @5% $910
Total $19,110
Cost per participant $956
Cost per NGO assuming 2 participants /NGO $1,911

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Budget Estimator for Working with each of 10 NGO individually, with two
participants each

Units Days Cost/Unit Total Cost

Facilitator 10 5 $300 $15,000
Lunch and Coffee Breaks 20 5 $25 $2,500
Materials 20 $20 $400
Sub-Total $17,900
Unexpected Expenses @5% $895
Total $18,795
Cost per participant $940
Cost per NGO $1,880

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 Annex 24: Pact Mentoring Form
Capacity Building Ac- Progress Comments Follow-Up
tivity
Complete In Progress Not Started
Introduction to Organizational Capacity Development

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 Annexes

Annex 25: Sample RFA for a Local Capacity

Building Partner

Pact Malawi
Partnership for Capacity Building
Request for Proposals (RFP)

I: Introduction
Pact’s mission is to help build strong communities that provide people with an opportunity to earn a
dignified living, raise healthy families, and participate in democratic life. Pact achieves this by strength-
ening the capacity of grassroots organizations, coalitions, and networks, and by forging linkages among
government, business, and the citizen sectors to achieve social, economic, and environmental justice.

Pact Malawi is implementing an HIV/AIDS program with funding through USAID/Malawi under the U.S.
President’s Emergency Plan for AIDS Relief (PEPFAR). The Pact Malawi Community REACH (Rapid and
Effective Action Combating HIV/AIDS) program is a grants making and capacity building initiative that
offers competitive awards to local NGOs, community based organizations (CBOs), and faith based or-
ganizations (FBOs) to support best practices and innovative approaches to community-based HIV/AIDS
prevention, care, and support activities.

Currently, Pact Malawi is partnering with 15 organizations (and will eventually have approximately 30
partners by the end of 2008) including NGO, FBOs, and CBOs to implement prevention, care, and sup-
port activities throughout Malawi. These partners are spread out geographically from Chitipa to
Nsanje. Pact Malawi’s objectives are to provide the grant partners with a seamless and efficient proc-
ess that integrates extensive institutional strengthening and access to technical resources at all stages
of the partner’s project.

II. Program Objectives

Pact Malawi aims to build organizational capacity among all its partners (estimated to be approxi-
mately 30 by the end of 2008) by integrating technical areas related to quality improvement of HIV
programs (e.g., provision of quality palliative care; how to affect behavior change through peer educa-
tion) with organizational aspects of capacity strengthening, such as financial and human resource man-
agement, monitoring, evaluation, reporting, and learning systems, program design and management,

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governance, and sustainability through various training, networking, and mentoring programs.

Pact Malawi engages directly with partners to improve and ensure effective, efficient, and quality ser-
vice delivery and to enable partners to receive and account for US Government and other international
donor funds.

To supplement this technical assistance, Pact Malawi is seeking partner(s) to provide additional sup-
port for institutional and capacity strengthening for its grantees in the following key capacity areas:
 Human resources and administration
 Program design and management
 Governance and leadership
 Sustainability, resource mobilization, strategic planning, and networking
 Documenting best practices

Potential other areas of capacity building assistance could include:

 Financial management improvement
 Reporting, documentation, and learning

Examples of illustrative activities under these key areas include:

 Conducting organizational capacity assessments utilizing Pact methodologies
 Developing and implementing customized institutional strengthening plans utilizing Pact
methodologies
 Human resource management improvement (e.g., staffing, volunteer policies and manage-
ment, HIV workplace policy, personnel manuals in accordance with labor law, compensation/
salary scales, attracting, training, and retaining talent, gender balance, greater involvement
of people living with HIV/AIDS (GIPA), child protection policies, timesheets, recruitment and
hiring, disability policy, organizational procedures, etc.)
 Program design and management improvement (e.g., program planning and budgeting, re-
porting, involvement of beneficiaries, community involvement and mobilization, external
relations with government and private sector, needs assessments, mapping, referrals and
follow-up, mainstreaming HIV/AIDS and gender, etc.)
 Improved governance and leadership (e.g., board training, leadership/senior management,
legal registration, constitution by-laws, vision/mission, anti-corruption, transparency and
accountability, fraud detection, etc.)
 Improved organizational sustainability (e.g., resource mobilization, strategic planning, public
relations, external relations with government and the private sector, networking, advocacy,
board/staff ownership and commitment, project marketing, satisfaction of beneficiaries, do-
nor relations, etc.)
 Documenting sharing and program integration of promising best practices and lessons
learned/success stories for effective multi-sectoral response to HIV/AIDS
 Provide training on reducing stigma and discrimination through innovative, proven, and ef-
fective programming

Specific areas for funding might include those listed above. These are provided only as examples of the
kinds of activities relevant to this RFP and are not exhaustive, nor are they necessarily targeted for
funding. Pact’s grant partners are at different stages of institutional development, and it is expected

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that capacity building strategies/activities will be tailored to meet the needs of each grant partner.

Through this partnership for capacity building project, it is anticipated that partners’ capacities will be
strengthened to become more effective, efficient, and innovative in their approach to addressing the
HIV/AIDS epidemic in Malawi.

III. Eligibility
This RFP is open to registered Malawian organizations, faith-based organizations (FBOs), community-
based organizations (CBOs), foundations, private organizations affiliated with public academic institu-
tions, professional organizations, non-profit organizations, for-profit organizations willing to forego
profit, and consultants or teams of consultants. It is expected that any organization that submits a pro-
posal will be able to demonstrate its technical and programmatic capacity to develop, implement, and
monitor activities in three or more capacity areas outlined above.

The following organizations/programs are not eligible to apply for grants under this competition:
 Parastatal organizations
 Pact and the Constella Futures offices/programs
 International non-governmental or private voluntary organizations (though local organiza-
tions can propose clearly defined partnerships with international organizations for specific
technical input).

Applicants are required to have expertise in three or more of the defined key areas.

Issuance of this RFP does not constitute an award commitment on the part of Pact Malawi nor a com-
mitment to pay for costs incurred in the submission of a proposal. Furthermore, Pact Malawi reserves
the right to reject any and all proposals, or to make an award without further discussion or negotia-
tions if it is considered to be in the best interests of Pact Malawi and the Emergency Plan.

IV. Amount and Duration

Pact Malawi intends to enter into one or more agreements with suitable organizations to support insti-
tutional strengthening for grant partners. The total value of the agreements is estimated to be US
$100,000 over an eighteen month period. These awards are contingent on continued availability of
donor funds.

Applicants may submit a budget in the range of US$25,000-US$100,000 over an eighteen month pe-
riod. Budget levels should correspond to the number of key areas of institutional strengthening that
your organization is able to provide. See Section II above.

V. Request for Proposals

For this Partnership for Capacity Building RFP, applicants are required to submit the following informa-
tion as part of their proposal package:

1. Proposal paper cover page (1 page)

a. Name of Applicant, Contact Person, Organizational address, and contact information

2. Technical Application (8 page maximum)

a. Approach - Applicant’s experiences implementing similar programs in the key areas

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Introduction to Organizational Capacity Development

outlined in Section II ‘Program Objectives’. Describe experience by each key area, de-
tailing not only your organization’s experiences but also your overall approach and
strategies. Pact is particularly interested in participatory capacity building that involves
mentoring and coaching of grantee staff members, etc. Pact is not interested in only
funding a series of workshops.

b. Baseline Capacity Assessments and Institutional Strengthening Plans- - Describe your

methodological approach to conducting baseline organizational capacity assessments
and documenting findings in action plans or institutional strengthening plans.

c. Monitoring Plan - Detail how you will monitor the overall progress of Pact Malawi’s
partners following your capacity building interventions. Please discuss your tools and
methodologies that will be used to monitor impact including some illustrative indica-
tors.

3. Relevant Experience (6 page maximum excluding CVs and past performance references)
a. Capacity Statement - An organizational capacity statement that demonstrates the ap-
plicant’s understanding of the assignment, critical success factors, and applicant’s ap-
proach to capacity building within the Malawi context (and HIV/AIDS if applicable).
The statement should present a brief overview of the applicant’s mission and goals and
how they relate to the proposed project; relevant experience in relation to the pro-
posed program and geographic area; comparative advantage in carrying out this work,
such as prior successes in similar endeavors.

b. Key Personnel - Brief profile of team members and CVs for key personnel, including
workshop trainers. CVs should be limited to two pages each. Please specify trainers/
facilitators that you have available on staff for each of the key areas outlined above in
which your organization has expertise.

c. Past Performance References - All applicants must submit contact information for at
least three (3) partners with whom they have worked in the past three (3) years, in
implementing a similar program(s). The reference information shall include the procur-
ing/financing organization, location, current telephone or e-mail information, points of
contact, award number if available, dollar value of activity, and brief description of
work and dates performed.

4. Budget (separate document not included in the page limit)

a. Budgets must be submitted in the provided budget template with detailed budget
notes responding to the following budget scenario: 1) conducting organizational ca-
pacity assessments (OCA) for 30 partners and developing individualized institutional
strengthening plans for each and cross-cutting training analysis 2) providing mentoring,
coaching, and formal training on a minimum of three capacity areas identified in Sec-
tion II Program Objectives to 30 partners.

b. Budgets should be prepared in US dollars and Malawi Kwacha using conversion rates in
effect on the submission date.

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c. Organizations are not authorized to include a flat percentage allocation for administra-
tive costs in the budget submissions; administrative costs should be directly costed in
the budget submitted.

d. Applicants are not required to provide cost share for this award.

5. Intellectual Capital- Applicants are required to submit copies of relevant tools and curric-
ula related to institutional capacity building and as described in your technical application.
These documents can be submitted as attachments or on a separate CD-ROM.

VI. Submission of Proposal

Proposals must be received by Pact Malawi no later than close of business (17:00 Malawi time) on April
30, 2008 to be considered for funding. It is not anticipated that late applications will be reviewed. How-
ever, Pact reserves the right to consider any application for review at its discretion.

Applications must be submitted by hand or by mail service to the following address:

Pact Malawi
PO Box 1013
2nd Floor, Amina House
Off Chilambula/Kagame Road
Lilongwe, Malawi

Applicants much include:

 One original single‑sided application packet and four copies (unbound) and
 CD-ROM or flash disk with complete application packet

Delivery by courier can be significantly delayed and it is the responsibility of the applicant to take delays
into consideration. We regret that we are unable to accept applications arriving after the deadline.

Electronic Applications (via email) will not be accepted.

VII. Evaluation Process and Criteria

Pact Malawi will conduct a compliance review of each application for basic responsiveness to the in-
structions in this RFP. Upon completion of the compliance review, all compliant applications will be
subjected to a technical review by a review panel made up of representatives from Pact, USG agencies,
and representatives of the Malawi government or other key stakeholders. All technical reviewers will
be subjected to a screening process to eliminate any conflict of interest. For additional information,
please see the Evaluation Criteria described

Evaluation Criteria

A total of 100 points are possible for the complete application. The relative importance of each crite-
rion is indicated by approximate weight by points. Applicants are advised that the questions under

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Introduction to Organizational Capacity Development

each bulleted scoring criterion are intended to broadly inform the scoring process and will not be indi-
vidually scored or equally weighted.

The following evaluation criteria will be used for the concept paper review and weighted in favor of
results-oriented projects:

Technical approach 40 points

Organizational capacity and past performance 30 points
Cost effectiveness 15 points
Intellectual capital 15 points

Technical approach 40 points

Excellence of design and feasibility to achieve results and impact: Reviewers will evaluate
whether the proposed technical design utilizes interventions that are theory-based and
reflect best/promising practices in organizational development. A strong technical design
will be informed by local circumstances and needs. Do the proposed objectives respond to
the needs of the partner organizations? Do the proposed activities logically support achiev-
ing the objectives?

Monitoring Plan: The evaluators will assess if the application has proposed a clear, logical
monitoring plan with inputs, outputs, and indicators that are feasible and relevant for tracking
the project’s progress. Does the monitoring plan include milestones and expected accomplish-
ments? Does the applicant include a plan to monitor and evaluate the progress of Pact Ma-
lawi’s partners against baseline organizational capacity assessment, etc.?

Organizational capacity and past performance 30 points

 Organizational capacity: Does the applicant have efficient and effective programmatic
and financial management systems/policies and controls to ensure proper implementa-
tion, oversight, review, and ability to adjust in response to new information? Does the pro-
posed partner have relevant programming experience in OD? What experience does the
partner have in working with CSOs implementing HIV/AIDS activities in Malawi? Is the or-
ganization officially registered or chartered with appropriate authorities? Does the appli-
cant have a system for organizational governance and oversight? Does the organization
have current staff with the required skills in place? Does the organization have the capac-
ity to begin working immediately upon award?

 Past Performance: The review committee will consider the following: prior demon-
strated capacity of applicant to manage (technically, administratively, and financially) a
project of similar type and complexity and to deliver the required results. In addition, the
review committee will also consider the prior demonstrated experience of applicant in ac-
tivity implementation, developing, tracking, and analyzing performance.

Cost Effectiveness 15 points

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 Annexes

 Cost effectiveness and cost realism: The total budget will be evaluated for reasonableness
and realism as it relates to the proposed project description. The overall budgetary com-
petitiveness of the application may be determined based on composing an average ratio of
activity vs. administrative costs. Does the applicant demonstrate that proposed results will
be achieved with the most effective use of available resources? Does the applicant’s
budget include allowable, allocable, and reasonable costs? Does the applicant’s technical
approach support the costs proposed?

Intellectual Capital 15 points

 Does the applicant already have existing tools and curricula that can be used for the pur-
pose of this award? Are these curricula/tools relevant and applicable to the HIV/AIDS sec-
tor in Malawi? Does the applicant have curricula/tools that can be adapted for this pro-
ject?

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Introduction to Organizational Capacity Development
Appendix A: Organizational Questionnaire
Directions: Complete form electronically, then print out and submit with hard copy application and electronically.
Organization Name: Contact Person & Title:

Address: Signature or Authorized Representative

Phone:
Fax: Typed name/Title
Email:

Project title:
Project Statistics:
Beneficiary(s) Targeted ____________________________________________________________
_______________________________________________________________________________
Duration of Project _______________________________________________________________
Geographic service area: ___________________________________________________________
RFP Focus Area(s)- check all that apply
_____ HR and administration _______ Program design and management
_____ Governance and Leadership _____ Resource mobilization
_____ Strategic Planning _______ Networking
_____ Financial management _______ Documenting best practices
_____ Reporting, documentation learning

Financial Statistics:
Total Project Cost: US $_____________________ Exchange Rate ___________________ = US$1.00
Amount Requested from Pact: US $_____________________
Inputs (in-kind or cash) from other sources (if applicable) US $_____________________________
Organizational Statistics:
Type of Organization (check one) ________ Malawi NGO/CBO ____________ Malawi private foundation ______
Malawi faith based organization ________ Malawi educational institution ____________Malawi private company
______________Specify Other (e.g. consultants)
Prior Organizational development experience ____NO ____YES
If Yes, how many years experience ___________________________________________________
Approximate annual operating budget: __________________ Number of employees: __________
Largest current donor or source of income _____________________ US $ ___________________
Registered with local authority ____NO ____YES
Banking Institution _______________________________________________________________
Sub-partners:
Does your application propose sub-partners? ______ YES ______ NO
If yes, list organization (s) name and proposed sub-grant amount.
1. Proposed Partner Organization Name(s): ___________________________________________
Amount of sub-contractor: US $ _____________________________________________________
2. Proposed Partner Organization Name(s): ___________________________________________
Amount of sub-contractor: US $ _____________________________________________________
3. Proposed Partner Organization Name(s): ___________________________________________
Amount of sub-contractor: US $ _____________________________________________________

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 SUMMARY BUDGET FORMAT

Institutional Strength- Year 1 Total -

Line No. Line Item Categories ening GRAND TOTAL Year 2 Total
(USD Funding) Six Months

1 Personnel-Salaries
2 Fringe Benefits
3 Travel
4 Monitoring and Evaluation
5 Sub-Contracts (list each separately)
6 Trainings & Workshops
7 Other Direct Charges

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TOTALS
Annexes
 Illustrative Summary and Detailed Budget- Summary and Detailed budgets are required

Summary Budget Format Based on Illustrative Detailed Budget

Institutional
Strengthening Year 1 Total - Six
Line No. Line Item Categories Year 2 Total
GRAND TOTAL (USD Months
Funding)

1 Personnel-Salaries $30,300 $10,100 $20,200

2 Fringe Benefits $7,050 $2,350 $4,700

Introduction to Organizational Capacity Development

3 Travel $8,950 $5,100 $3,850

4 Monitoring and Evaluation $3,063 $988 $2,075

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5 Sub-Contracts (list each separately) $1,500 $500 $1,000

6 Trainings & Workshops $10,725 $5,775 $4,950

7 Other Direct Charges $23,100 $7,700 $15,400

TOTALS $84,688 $32,513 $52,175

 ILLUSTRATIVE DETAILED BUDGET
Institutional
Strengthen- Year 1 To-
Line Unit Uni GRAND TOTAL Year 2 To- BUDGET
Line Item Categories ing or Capac- tal- Six
No. Price t (USD Funding) tal NOTES
ity Building Months
for One year
(Example in-
formation in-
1 Personnel-Salaries (Indicate each staff member by position title ) cluded below)
1.1 sample salary 20,000 20 4,000 6,000 2,000 4,000
%
1.2 sample salary - Trainer 17,000 60 10,200 15,300 5,100 10,200
%
1.3 sample salary - Trainer 15,000 40 6,000 9,000 3,000 6,000
%
Total Personnel 20,200 30,300 10,100 20,200

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2 Fringe Benefits (example 18% determined by personnel policy)
2.1 Social Security 1,200 1,800 600 1,200
2.2 Insurance 500 5 2,500 3,750 1,250 2,500
2.3 Paid Leave 200 5 1,000 1,500 500 1,000
Total Fringe 4,700 7,050 2,350 4,700
3 Travel (see separate detailed tab)
3.1 In-Country 8,950 5,100 3,850

Total Travel 3,850 8,950

4 Monitoring and Evaluation (M&E) (EXPLAIN
EACH COST
FOR THIS
ITEM)
4.1 Printing Costs 1,100 1,650 550 1,100
4.2 Focus Groups 50 3 150 175 25 150
4.3 Data Collection Travel 825 1,238 413 825
Total M&E 2,075 3,063 988 2,075
Annexes
 5 Subcontracts (INDICATE
EACH SEPA-
RATELY AND
BRIEFLY DE-
SCRIBE SCOPE
OF EACH)
5.1 (Sub-Contractor Name)
Total Subcontracts 1,000 1,500 500 1,000
6 Training & Workshops (see separate (EXPLAIN
detailed tab) EACH COST
FOR THIS
ITEM)
Total Training & Workshops
Total Training & Workshops 4,950 10,725 5,775 4,950
Introduction to Organizational Capacity Development

7 Other Direct Charges (EXPLAIN

EACH COST
FOR THIS
ITEM)

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7.1 Office Rent 2,000 25 500 750 250 500 (Cost can only
% be propor-
tional to Pact
Award)
7.2 Office Supplies 150 12 1,800 2,700 900 1,800
7.3 Utility Costs (electric; water) 500 20 3,000 4,500 1,500 3,000 (Cost can only
% be propor-
tional to Pact
Award)
7.4 Consultant 1 300 22 6,600 9,900 3,300 6,600
7.5 Consultant 2 150 22 3,300 4,950 1,650 3,300
7.6 Bank Fees 200 300 100 200
Total Other Direct Charges 15,400 23,100 7,700 15,400
TOTAL 52,175 84,688 32,513 52,175
 Travel Budget Line (SAMPLE Year One Year Two
TOTAL
items, revise as necessary) Unit Cost Unit Quantity Amount Quantity Amount NOTES

In-country
Domestic Airfare - Route /
Person 1 $100 RT 5 $500 2 $200 $700.00

Per Diem $20 day 25 $500 40 $800 $1,300.00

Taxi To/From Airport $5 trip 0 $0 0 $0 $0.00

In-country Ground Transpor-
tation $250 total 1 $250 4 $1,000 $1,250.00

Vehicle Fuel- site visits $100 tank 25 $2,500 12 $1,200 $3,700.00

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per diem - site visits $20 day 30 $600 15 $300 $900.00

lodging- site visits $25 nights 30 $750 14 $350 $1,100.00

TOTAL IN-COUNTRY TRAVEL $5,100 $3,850 $8,950.00

Annexes
 Training/Workshops Budget Year One Year Two
Line (SAMPLE items, revise as TOTAL
necessary)

Unit Cost Unit Quantity Amount Quantity Amount NOTES

Venue for Training $120 day 15 $1,800 10 $1,200 $3,000

Fees for Trainers/Facilitators
Introduction to Organizational Capacity Development

$35 day 15 $525 10 $350 $875

Travel expenses for participants
$20 unit 50 $1,000 50 $1,000 $2,000
Supplies for participants

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$10 unit 50 $500 50 $500 $1,000
Refreshments/snacks
$30 unit 15 $450 10 $300 $750

lodging for participants $20 night 50 $1,000 30 $600 $1,600

per diem for participants $10 day 50 $500 100 $1,000 $1,500

TOTAL TRAINING/WORKSHOPS $5,775 $4,950 $10,725

 Annexes

Annex 26: Sample RFP for One-Off Capacity

Building Workshop
From: Nguyen Manh Toan [mailto:[email protected]]
Sent: Thursday, July 30, 2009 5:43 PM
To: '[email protected]'
Cc: 'Hazel Simpson'; 'Amy Sunseri'; 'Nguyen Minh Hien'
Subject: Pact seeks consultancy on fundraising training

Dear Ms. Tam

Pact plans to organize a training course on fundraising and resource mobilization which aims to build
capacity of its partners in this regard. We are now seeking a consultant or provider who could be able
to offer this training. I am sending the TOR for this consultancy to your organization for this purpose.

Hope that we will have a good cooperation in capacity building areas in the future.

Thank you and Best regards

Nguyen Manh Toan

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Introduction to Organizational Capacity Development

TERMS OF REFERENCE
Title: Training on Resource Mobilization and Fundraising for VNGO Partners

Background

Pact Vietnam implements the Community REACH Program in Vietnam which aims to contribute to en-
hancements in the scale, quality and effectiveness of the civil society response to HIV/AIDS in Vietnam.
Within the scope of this program, Pact supports its local NGO partners both in technical capacity build-
ing and in general organizational development, with an emphasis on promoting organizational sustain-
ability.

Following a recent organizational capacity assessment, several of Pact’s partners have identified re-
source mobilization as a priority area in which they would like to receive capacity building support. The
following are some of the challenges that Pact’s partners experience in this area:

 difficulty in accessing government funds and private sector donations, and an overall reli-
ance on international donors

 absence of income generating activities to mitigate reliance on outside funders

 difficulty accessing information about funding opportunities and the capacity to raise funds

 no clear strategy for resource mobilization resulting in an opportunistic approach to fund-

raising

To assist its partners in addressing these issues, Pact seeks a skilled consultant or training provider to
conduct a 4-day training course on resource mobilization and fundraising for up to 20 participants.

Aim and Objectives

This consultancy aims to develop capacity on resource mobilization and fundraising for Pact’s local
NGOs partners. Following the course, participants should possess the skills and knowledge needed to
successfully design and implement a resource mobilization strategy within their organization.

Training Approach

The course will be conducted in a workshop format and utilize a variety of participatory training tech-
niques that reflect adult learning principles. The technical content should cover the main concepts of
resource mobilization and fundraising, and place an emphasis on practical tools and techniques for lo-
cal NGOs.

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Deliverables Additional Info

In consultation with Pact staff, the consultant Vietnamese should be the principal language of
will: instruction for the training.
a) develop a 4-day bilingual training cur-
riculum If using non-Vietnamese trainers, high quality
b) create customized training materials for translation must be provided.
participants (e.g. handouts & slides)
c) provide facilitation (at least a two-
person team)
d) translation as needed (see addtl. info)
e) draft a training report to Pact

Training proposals will be judged on the following criteria:

 degree of customization to the local context and funding environment
 quality of technical content & support materials
 quality of proposed training methodology
 subject matter expertise of the training provider
 ability to work with Pact to tailor the training its partners’ needs within the short time-
frame
 budget
as well as,
 satisfaction of previous trainees with similar courses

Skills and Experience

The consultant or NGO lead team member will meet the following requirements and qualifications:
 Minimum of eight years experience in training on resource mobilization or a related topic
 Previous experience of working with CBOs, NGOs or donor agencies
 Excellent analytical, writing, communication, and facilitation skills required
 Full proficiency in both spoken and written English and Vietnamese, and/or capacity to
provide translation into Vietnamese for workshops and materials.

Reporting and management

The consultants will report directly to the Director of Programs and cooperate closely with senior staff
including in particularly Pact’s Senior Program Officer for Capacity Building and Pact’s Regional Advi-
sor for Organizational Development.
Duration of contract: 15 August – 30 September 2009.

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Introduction to Organizational Capacity Development

Timeline

Activity Deadline
Proposal due to Pact c.o.b., 10 Aug 09
Develop training program outline and training curriculum 24 Aug 09
*Target date for training course in Ha Noi 1 -4 Sept 09
Training report completed 30 Sept 09

*Please note that the target date to deliver the training workshop is from the 1st to the 4th of Sep-
tember, 2009. Alternatively, we are considering September 22nd to the 25th, 2009. The training
dates will be confirmed upon the granting of the consultancy depending on participant and provider
availability.
Interested candidates should send a proposal containing the information below to Pact Vietnam no
later than August 10, 2009:
 a technical outline of training curriculum / content
 evidence of subject matter expertise
 timeline & proposed budget
 sample materials
 references or contact information for two individuals or organizations that have previously
attended similar course offered by the candidate
 CVs of the proposed trainers
Please send to:
Pact Vietnam, Attention: Mr. NM Toan Nguyen
37 A Xuan Dieu, Ha Noi;
or by email to: [email protected]

No phone calls, please. Only short-listed candidates will be contacted.

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 Annexes

Annex 27: Overview and Agenda of LINCS

Purpose of the LINCS Marketplace:
To create space for linking Pact Namibia Partners needing high quality capacity services with local ser-
vice providers (LSPs) capable of delivering them.

Anticipated Outcomes of the LINCS Marketplace:

 Strengthened linkages between the NGO and local service provider communities
 Increased delivery of demand-driven services
 Strengthened capacity of Partners to initiate, arrange, and manage consultants that support
them in their capacity building activities

Tone: lively, fun, interactive

Main Activities:
1.NGO/Local service provider community building activities.
2.LSPs introduce their services to all participants in the form of brief “commercials”. These are
followed by short questions from the Partners that further shed light on each LSP’s experience
and expertise.
3.Partners circulate among LSPs (set up at tables with marketing materials) to discuss a poten-
tial consultancy.
4.NGOs identify their preferred LSP, return to that LSP’s table, and come to consensus on the
details of a scope of work.

Because there are more Partners than LSPs, steps 2 and 3 will be repeated in three separate rounds
(with only four partners circulating among LSPs in any given round).

Schedule:
8:30-11:30 Warm-up/Welcome
Market Place Overview: Schedule and Guidelines
Discussion: Characteristics of a good partnership between consultants/“clients”
LSP “commercials”

Question the consultant/interviews

11:30-1:00 Group 1, Tables/Q&A and reaching agreement
1:00-2:00 Lunch
2:00-3:30 Group 2, Tables/Q&A and reaching agreement
3:30-5:00 Group 3, Tables/Q&A and reaching agreement

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 Pact Headquarters
1828 L Street, NW, Suite 300
Washington, DC 20036
Tel: 202 466 5666 Fax: 202 466 5665
Email: [email protected]
www.pactworld.org Photo (far right) by J. Philipson.