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INTRODUCTION TO THE INSTITUTIONAL DEVELOPMENT TOOLKIT PowerPoint Presentation
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INTRODUCTION TO THE INSTITUTIONAL DEVELOPMENT TOOLKIT

INTRODUCTION TO THE INSTITUTIONAL DEVELOPMENT TOOLKIT

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INTRODUCTION TO THE INSTITUTIONAL DEVELOPMENT TOOLKIT

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  1. INTRODUCTION TO THE INSTITUTIONAL DEVELOPMENT TOOLKIT Management Systems International

  2. A realistic and simple tool to assess institutional strengths and weaknesses and based on that assessment, develop a quantifiable plan to measure progress Institutional Development Framework (IDF)

  3. 1999: USAID contracts with NNF for $3 millions to manage the Local NGO partners program; NNF is put in charge of directing the Pilot Committee Internal progress 1992: Launch of the USAID local NGO program NNF* is considered to have a number of organizational weaknesses 1993: NNF follows the IDF process and launches an improvement plan * Namibia Nature Foundation History: Originated from a real-life situation in Namibia 2002: NNF leads the USAID program on the technical and financial level

  4. Realistic Tool • Can be used to help an organization • increase its efficiency and effectiveness • improve the organization as a place to work, • increase the sustainability of an organization • Helps an organization chart its own path to Institutional Development

  5. IDF Methodology • Self-assessment completed by staff of organization (staff must be aware of participatory nature) • One facilitator leads the assessment • Takes place over a two-three day period • Best when conducted with initial individual interviews with staff and background documents reviewed by facilitator in advance of the assessment

  6. Implement change Identify participants Craft process Prioritize Improvement Identify weaknesses Adapt tool/ Collect Data Analyze/ Present Results IDFMeasurement Process Scope task

  7. The IDF Tool Kit • Framework the HEART of the toolkit • Calculation Sheet • Profile Sheet

  8. Institutional Development Continuum Moderate level of capacity in place Clear need for increased capacity Strong Getting started Forming Storming Expansion/ Consolidation Start-up Development High level of capacity in place Norming Performing Here to Stay Sustainability Basic level of capacity in place Getting Organized Room to Improve

  9. Institutional Development Continuum Organizational Characteristics Oversight/Vision Management Resources Human Resources Financial Resources External Resources

  10. Framework Excerpt

  11. Each row shows a desired path to improvement Determine where along the continuum you are now situated Mark an x on the spot Be honest with yourself Using the Framework: “X” Marks the Spot

  12. Institutional Development Continuum Organizational Characteristics Measures ofprogress alongcontinuum Calculation Sheet: “X” Marks the Spot Suggested Scale Not Applicable Management Resources

  13. Program Note • Research, field tests, trial and error, and a local adaptation process went into making the cells as broadly useful as possible • But, they cannot be applicable to all organizations, nor should they be • Keep what works for you • Delete what does not (process of altering done during the review of each stage in the continuum)

  14. Keep A Record of Your Decisions x x x

  15. Plamen's Save the Potato Foundation 1993-1995 Institutional Development Profile Start-Up Development Expansion/ Consolidation Sustainable Capabilities Oversight/Vision Board Mission Autonomy Graphing the results: The Profile

  16. Completed Profile

  17. 4 3 2 1 1 2 3 4 Most Urgent Targets forInstitutional Strengthening Decision Flow Financial Management Progress Ranking Quadrant indicatingareas needing mosturgent attention Participation Advocacy Mission/Strategic Overview Priority Ranking

  18. Getting JustStarting Strong Here to Stay Organized Capabilities Target Advocacy (No change) Resources External/ targeted Ability to Work with Gov’t Target Public Relations Setting Targets

  19. Plan to achieve targets

  20. Tailor tool to be inspirational • The “progress cells” are normative -- they are meant to convey an agreed path of organizational evolution • The review process spurs consensus and reveals inconsistencies • Only focus on what matters • Make what you focus on matter