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ICAP Organizational Development Assessment Tool for New NGOs. What is organizational capacity-building?. Organizational capacity-building is a systematic process that uses a range of interventions to improve the performance of an organization. .
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Organizational capacity-building is a systematic process that uses a range of interventions to improve the performance of an organization.
Level 1: Minimal capacity/Not ready for transition/No sustainability (Nascent) – Nascent 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.
Level 2: Emerging capacity /Transition not advisable/Limited sustainability (Emerging) – Emerging Organizations start to become better organized, formalizing policies, systems and division of labor.
Level 3: Minimal acceptable level of capacity/considered for transition/Possible sustainability (Expanding) – Expanding Organizations mix strong systems with flexibility. Planning is usually undertaken through participatory processes, and cross-fertilization occurs between different departments.
Level 4: Moderate level of capacity /Ready for transition of functionsGood sustainability (Mature) – Maturing Organizations collaborate successfully with other institutions their environment to minimize competition and maximize impact.
Level 5: Excellent level of capacity/Full organizational independence/Sustainable
Capacity-Building Action Plan
ODA Assessment II
To establish a systematic method for:
Serve as a means to educate NGO board members and staff about the components and characteristics of an effective 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 itself with little external assistance.
Act as an internal communication tool.
Serve as a basis on which to design improved systems and procedures.
Links to Dimensions of Organizational Management
Leading / Directing
Internal self-assessmentAnchored in “word-pictures”
Receives feedback through:
Analysis of consensus [Internal & External]
‘Adjusted qualitatively’ in team review & discussion
Informs Facilitator’s feedback
Informs Country / Organizational Development planning
Tuesday August 2nd 2011: Workshop Day 1. This day was dedicated to analyzing, discussing and scoring by the three groups. The work was closed with a plenary where the groups highlighted their main findings.
Wednesday August 3rd 2011: Workshop Day 2. The facilitators reviewed and analyzed the data collected from Day 1 scoring sessions and developed plans for Day 3.
Thursday August 4th 2011: Workshop Day 3: The facilitators presented the results from their analysis of the self-assessment, highlighting the areas of relative strengths vs. need for capacity development.
Draft Detailed Transition Plan (DTP) started for priority Capacity Areas.
-ICAP NY & MZ work with CSS staff to finalize capacity building plans for each capacity area
-Progress in implementing capacity building plans
-Review Detailed Transition Plan
-Repeat ODA Process