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ICAP Organizational Development Assessment Tool for New NGOs

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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ICAP Organizational Development Assessment Tool for New NGOs

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  1. ICAP Organizational Development Assessment Tool for New NGOs

  2. 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.

  3. Role of organizational capacity-building in health systems strengthening • Ensuring an enabling environment for health systems (i.e., institutional infrastructure needed to strengthen and support the health system) • Identifying and strengthening key organizations that support the overall health system • Supporting all six building blocks

  4. Organizational Performance • Effectiveness (mission fulfillment), • Efficiency (accuracy, timeliness and value of service and program delivery), • Ongoing relevance (the extent to which the organization adapts to changing conditions and its environment), • Financial viability.

  5. Stages of Organizational Development 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

  6. Principles underpinning Organizational Capacity-Building Initiatives • Timeliness: The balanced space between actions which are taken too slowly or too quickly • Peer-Connected: There are opportunities for peer-to-peer networking, mentoring and information sharing • Builds Local Ownership: Builds organizational ownership capacity building efforts through a comprehensive and participatory assessment process • Contextualization: Occurs in the larger context of other strengthening services a not-for-profit is receiving. Incorporates an understanding of the NGO’s environment. • Customization: Responds to the project’s critical questions – and to strengthening needs identified by the organization • Multi-modal: There is some degree of “one-stop shopping” for Capacity Building services • Demand Driven: The not-for-profit “client” is ready and has chosen to receive this specialized kind of service • 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

  7. Process for OCB ODA Assessment Capacity-Building Action Plan Implement Intervention ODA Assessment II

  8. The ODA Tool • OrganizationalDevelopment Assessment Tool • Self Assessment & External “Validation” • Anchored Scale • Toward High Standards • Word-Pictures • Breaking Down Into 14 Capacity Areas and 78 Indicators to Assess a Complex Reality

  9. Purpose of ODA for ICAP To establish a systematic method for: • Identifying NGO partners’ organizational capacity-building needs • Planning for building NGO partners’ capacity • Monitoring NGO partners’ progress • Making transition decisions (i.e. when, what and how much responsibility to transfer)

  10. Purpose of ODA for New NGO 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.

  11. ODA Capacity Areas Links to Dimensions of Organizational Management Leading / Directing Organizing Implementation Learning Resources Management Viability

  12. ODA Scores – 2 perspectives External Score Internal Score Internal self-assessmentAnchored in “word-pictures” Receives feedback through: Analysis of consensus [Internal & External] ‘Adjusted qualitatively’ in team review & discussion Informs Facilitator’s feedback DECISION: Informs Country / Organizational Development planning • External, “monitoring” purpose • Anchored in “word-pictures” • Close reference to validation documentation • Receives feedback from self-assessment • Consensus • Facilitator’s recommendation DECISION: • Informs ICAP transition planning

  13. The ODA ‘Scale’

  14. Orientation External Assessment Action Planning Report Finalization Major Phases of the ODA Process • Facilitators Training • Internal Assessment

  15. CCS Organizational Assessment: August 2nd-4th 2011 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.

  16. CCS Overall Capacity Assessment Scores by Area

  17. CCS Expected Outcomes and Next Steps • Outcome – ODA Phase I: Draft Detailed Transition Plan (DTP) started for priority Capacity Areas. • Outcome – Next two months: -ICAP NY & MZ work with CSS staff to finalize capacity building plans for each capacity area -Progress in implementing capacity building plans • Outcome-Next 6 months-Phase II: -Review Detailed Transition Plan -Repeat ODA Process

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