ngo assessment tool
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NGO ASSESSMENT TOOL
UPDATED ON: NOVEMBER 1998
NGO ASSESSMENT TOOL
Updated on: November, 1998
NGO ASSESSMENT TOOL Updated on: November, 1998
Background: In July 1997 SNV Nepal prepared the organizational assessment tools for NGOs and CBOs in Nepal. SNV and CARE Nepal used the tools to assess the institutional capacity of NGOs in their working areas. Many other organizations were using their own tools to assess the institutional capacity of NGOs and CBOs. In March 1998 SNV organized a two days workshop to share experiences and review and refine the NGO and CBO assessment tools and to develop similar tools to assess capacity of DDCs and VDCs. Representatives from eight organizations were present in the workshop. The workshop participants are listed in annex 1. The participants were divided into three groups. One of the groups reviewed the NGO assessment tool and suggested a number of refinements and revisions. On the basis of the groups recommendations CARE Nepal finalized the NGO assessment tool, which is described below. Objectives of the NGO assessment: The objectives of the NGO assessment are as follows: 1. To find the strengths and weaknesses of the NGOs. 2. To monitor the progress of the NGO along the major components of the organization. 3. To make the organizational members and staff, especially in a new and upcoming NGO,
aware of the various facets of organizational development. 4. To facilitate the preparation of an action plan for the organizational development. Major components and their indicators: The revised NGO assessment tool includes the following four major components and their indicators: 1. PROGRAM PLANNING, IMPLEMENTATION, MONITORING AND
EVALUATION 1. Beneficiaries are participating in all stages of project cycle. 2. Local skills, knowledge and practices are mobilized in program cycle. 3. Program emphasizes gender sensitivity. 4. Systematic process of m&e exists and lessons learnt are incorporated in planning cycle. 2. ORGANIZATIONAL STRUCTURE AND MANAGEMENT 1. Clarity and consensus exists on organizations vision, goals and objectives, which are
operationalized. 2. Decisions are made in a participatory way. 3. Delegation of authority occurs. 4. Personnel policies and procedures exists, practiced and are gender sensitive 5. Organization in operated under a code of ethics. 6. A program supportive administration (Procurement, Inventory and Administration) exists. 7. Communication system is open and spontaneous. 8. Recording and filing system exists.
3. RESOURCE MOBILIZATION 1. Financial policies and procedures exist and are followed. 2. Strategies for diversified funding exists and are implemented 3. Internal resources are mobilized. 4 COORDINATION AND NETWORKING 1. Active coordination with major stakeholders is maintained. 2. Affiliated to organizations with similar objectives. Steps to conduct NGO assessments: Before the interview starts: 1. Select the NGO to be assessed. 2. Meet with the representatives of the NGO and establish common objectives of the
assessment and determine the methodology and expectation of the assessment. Emphasize that the objective of the assessment is not to select an NGO for funding, otherwise the information provided may be surrealistic.
3. Schedule a date, time and place for the interview and inform selected persons from the organization. The interview will take about 8 hours.
4. Mutually select a facilitator to conduct the interview. 5. Inform the NGO about the document that the facilitator would like to refer during the
course of the interview. 6. Assure the NGO members and staff of the confidentiality of information provided by
them. During the interview: Organize a briefing to all members and staff of the organization. In the briefing explain the objectives, methodology and expectation of the assessments. Verify participants clarity and respond to their questions and comments. Select interview candidates. For organizational structure and management select at least three persons, one of which must be a staff member. For the other components select five persons. Interviews in group and in person: There are a total of 18 indictors in the four components. If interviews were taken individually then it would take about three hours per person. With at least five persons to interview it would take about two days for the interviews. However, component #1,3, and 4 are regarded as neutral for which the interviews can be conducted in a group. The group interview can be completed in about three hours. Interviews conducted in a group also provide opportunity for cross checking of information among the group members. The component #2, organizational structure and management, can be sensitive in many organizations. Therefore, interview for this component should be taken individually, keeping the confidentiality of the information provided by the individuals. In this component there are
8 indicators. For each interview it would take about one and half hour to complete the interview. If we select at least three persons, then it would take about four and half hours. Thus the whole interview can be completed in about a day. Interviews in a group: Establish a group norm, such as equal participation, respect for others opinion, short and clear information, etc. Facilitate in such as way that all members of the group get equal opportunity to express their views for issues at hand. Try to arrive at consensus as far as possible. Ask for supporting documents or references as appropriate. Obtain a copy of the constitution of the NGO, sample of activity agreements, progress reports, etc. Conduct physical observations of documents or facts. Personal interviews: Assure confidentiality of information and encourage openness from the respondents. Set a tile limit for the interview and keep the discussions focussed. Ask for personnel manual, annual budgets, organogram, meeting minutes, etc. Interview guides: For each of the indicators, relevant examples are provided in the guidelines. For each indicator, the facilitator should try to find the strengths, weakness and suggestions for improvements from the respondents. It has been observed during interviews that respondents often jump to provide their recommendations without clearly stating the problems or weaknesses. Therefore, it is very important to first find out the weaknesses or problems and then to ask their suggestions to address the problems. Scoring: After completing the narrative comments for each indicator the respondents (individuals and group) should be asked to rate the indicator in a scale of 1 to 4, 1 being the undesirable level and 4 being the ideal situation. There are different numbers of indicators under different components, as shown in the summary sheet. Therefore, the scoring of a component should not be calculated as the total scores for the indicators, neither should it be averaged. For component # 1,3 and 4 the group should be asked to give overall score for the component after scoring for the indicators. For indicator #2, the facilitator should give the score based on the individual scores and their comments. After the interview: Draft a report including the scoring. Prepare a graphical representation of the score, which appears like a spider web. The suggested report outline is as follows: NGO Assessment Report Outline 1. Introduction: Introduces the organization being assessed and state the objective of the
assessment. 2. Methodology: Briefly describe the methodology of the assessment. List the persons
interviewed in the group and in person. 3. Brief description of the organization.
Major findings of the assessment: Major strengths of the organizaiton. Major weaknesses of the organization
4. Recommendations for improvement of weaknesses.
5. Detailed findings of the assessment: For each indicator describe the status of the organization.
6. Summary of scores: Summarize the scores for the indicators of each component. 7. Graphical presentation of the score: Spider web. 8. Next step: State the steps to be taken by the NGO and the organization conducting the
interview. 9. Conclusion 10. Annex: interview notes, graphical representation, organization profile, and other relevant
Annex 1: List of workshop participants NGO/CBO/DDC/VDC Assessment Tool Review Workshop Date: March 30-31, 1998 1. Yamun Yadav Karnali Local Development Project (KLDP): Sanjaya Rana: Praja Community Development Project (PCDP): 3. Carol Gribnau Praja Community Development Project (PCDP): 4. Samita Bhattarai Praja Community Development Project (PCDP): 5. Dhana Malla SAVE the Children US 6. Purna Shrestha SAVE the Children US 7. Gobinda Rajbhandari CARE Nepal 7. Santosh Sharma CARE Nepal 8. Shanker Krishna Khagi CARE Nepal 10. Marcy Vigoda CARE Nepal 11. Sonja Zimmermann SNV Nepal 12. Tej Raj Dahal SNV Nepal 13. John Phillips United Mission to Nepal (UMN) 14. Bal Krishna Maharjan: United Mission to Nepal (UMN) 15. Brieke Steenhof Annapurna Conservation Area project (ACAP) 16. Roshan Sherchan Annapurna Conservation Area Project (ACAP) 17. Sunder Bajgain Biodiversity Support Program (BSP)
NGO summary sheet Program Planning, implementation, monitoring and evaluation 1
Beneficiaries are Participating in all stages of project cycle
Local skills, knowledge and practices are mobilized in program cycle.
Programmes emphasize gender sensitivity.
Systematic process of M&E exi