NGO CAPACITY PROFILE History of the NGO CAPACITY PROFILE Several versions of this useful organizational development tool have by ikz12691

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									                                                                     NGO CAPACITY PROFILE


Several versions of this useful organizational development tool have emerged to assist NGOs in assessing their capacity and formulating strategies for strengthening their
organizations. The current Peace Corps version has its origins in the NGO Characteristics Assessment for Recommended Development (NGO CARD) designed and tested with the
cooperation of over 200 NGOs in Slovakia in 1996-97 by The Foundation for a Civil Society. In the summer of 1997, Peace Corps/Slovakia acquired for Peace Corps world
wide the rights to use, modify, and translate the NGO CARD into local languages. On modified or translated versions, The Foundation for a Civil Society should be given
credit for developing the NGO CARD.

Peace Corps/Slovakia used the NGO CARD as the center piece of their 1997 PST technical training for Business and Environmental Volunteers who were assigned to NGOs.
The staff concluded it is important to include community entry, interviewing/listening, facilitation, and presentation training to enable Volunteers to use the tool effectively.
Like any tool users become proficient only as they have opportunities to practice. A Volunteer’s understanding of the nature of NGOs and how they function locally is
enhanced through discussions of the role of NGOs in a civil society and information on the local NGO environment.

In spring of 1998, the NGO CARD was introduced to Peace Corps staff at two NGO workshops, one and in Romania and one in Thailand. The staff was enthusiastic about
the CARD’s potential and advised simplifying the tool to make it more users friendly. In early 1999, a program specialist in the Center for Field Assistance and Applied
Research simplified the CARD and disseminated it to Peace Corps posts worldwide. In March of 2000, the name was changed to better reflect the purpose of the tool; it is
now called the NGO Capacity Profile.

The NGO Capacity Profile reflects Peace Corp’s commitment to using asset and capacity building approaches in our development efforts. Use of this organizational tool is
now more straightforward. The first column contains questions to ask concerning the six functional components of an NGO. The remaining three columns contain
indicators to determine the organization’s capacity and provide a guide for development workers and NGO stakeholders in strengthening the organization.

Use the NGO Capacity Profile participatively and appreciatively to identify the NGO’s strengths and help establish a vision of what an NGO can be. The NGO Capacity
Profile is more effective when it is translated into the local language. The profile provides a visual picture of where the organization is and can help those working with the
NGO (board members, staff, donors, clients, and development workers) decide which functional areas need to be strengthened and how to go about strengthen them.
When gathering information on an NGO it might be best to have only a copy to the questions column, so participants are not influenced by typical answers in each capacity
level. Later you can analyze the capacity level most closely approximating participants’ responses.

The following is a partial list of ways the NGO Capacity Profile has been used by Peace Corps staff, Volunteers, and their NGO community partners.
The NGO Capacity Profile can:
 Assist programming staff during site development in determining the types of tasks a Volunteer might perform at an NGO.
 Be used as a training outline for Volunteers who are working with NGOs in their primary or community outreach projects.
 Serve as a language/communications tool when the counterpart has a local translation and the Volunteer has an English version.
 Help the Volunteer identify areas where his or her skills can be used to build the NGO’s capacity.
 Provide a picture of how a well-run NGO operates by looking at the “Indicators of an NGO with a High Level of Capacity.”
 Suggest to the Volunteer and their NGO colleagues items that should be included in the organization’s operating and/or strategic plan(s).
 Provide a mechanism to determine baseline data and indicators for monitoring and evaluation.
 Demonstrate to donors and potential donors the capabilities of the NGO.

                                          NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT   Indicators of an NGO with   Indicators of an NGO with   Indicators of an NGO with a High
   SERVICE DELIVERY           Limited Capacity           Growing Capacity                Level of Capacity

                                                                     NGO CAPACITY PROFILE

Programs                                     Program development is largely          Programs are developed within           Constituents are recognized as partners
                                               donor driven.                             an overall strategic plan.                and regularly involved in
 To what extent do the NGO’s programs        The Founder(s) design,                  Constituents’ role is usually as          comprehensive program design,
     reflect the real needs of the             implement, and monitor                    recipient. Certain influential            implementation, and evaluation.
     community or constituency it              program activities.                       members of the constituency may         Lessons learned are information
     serves?                                 Constituents are viewed by the            be consulted and/or invited to            applied to future programming
 Who is involved in designing,                 NGO as worthy but passive,                participate in some programming           activities.
     implementing, and monitoring              beneficiaries of the services, not        discussions.                            Full-scale advocacy and lobbying
     program activities?                       as potential partners.                  Demand for the NGO’s programs             functions are in place.
 How do NGO programs advocate for            The demand for the NGO’s                  is increasing.                          NGO strives for continuous quality
     constituents as well as provide           programs has not been                   There is some awareness of the            improvement of programs.
     program services to them?                 determined.                               need for legislative and/or             NGO’s services are often requested by
 Is there a demand for expansion of the                                                  institutional changes and support         constituents.
     NGO’s programs?                                                                     for constituents.
Technical Sector Experience                  NGO has a limited track record          NGO is recognized as having             NGO is able to adapt programs to
                                               in the sector and area of service         significant experience in sector          changing needs of constituency and to
What are the technical strengths of the        delivery but has some good                and contributing to sector growth.        extend service delivery to additional
   NGO’s programs?                             ideas for meeting the needs of          Improved targeting of clients and         constituencies.
Does the NGO have access to technical          target constituencies.                    redefined service/technical             NGO is recognized for sector expertise
   sector experience when required?                                                      package.                                  and asked to consult on similar
How well is the NGO performing                                                         NGO has ability to access                 projects.
   technically in comparison with                                                        additional sector expertise when
   similar NGOs?                                                                         required.

Program Evaluation/Assessment                Occasional program evaluations          The NGO is aware of the value of        Measurable indicators of success and
                                               are conducted, usually at request         evaluating its programs and is            impact have been determined for each
What changes in people’s lives occurred        of donors.                                exploring how to measure impact.          program goal.
  as a result of the NGO’s programs?         The NGO has not determined              Program objectives may or may           Studies are done that provide baseline
How is the NGO’s impact and                    impact indicators or established          not be measurable; they may be            measures and this data is regularly
  performance measured?                        baseline measurements.                    tangible or intangible.                   confirmed and used.
What information has been gathered to        Members of the NGO can                  The NGO can determine cost per          Monitoring and evaluation system are
  verify that the NGO’s programs are           recount stories of how                    client served.                            in place; conducted by staff on
  meeting the community’s/client’s             individuals have been helped                                                        continuous basis.
  needs?                                       by the NGO’s programs.                                                            Cost-benefit data is maintained. Trends
How is the NGO performing in                                                                                                       are analyzed and used in decision
  comparison with other NGOs?                                                                                                      making.
How cost effective are the benefits of                                                                                           NGO shares lessons learned and
  the NGO’s programs?                                                                                                              promising programming evaluation
                                                                                                                                   practices with other NGOs.


                                                                     NGO CAPACITY PROFILE

   QUESTIONS TO ASK ABOUT                        Indicators of an NGO with                Indicators of an NGO with           Indicators of an NGO with a high Level
        GOVERNANCE                                    Limited Capacity                        Growing Capacity                               of Capacity
Board of Directors                             Board members are identified.          Board membership is stable or         Board composition includes leaders in the
                                               Board does not yet differentiate         improving.                              field of the organization’s mission as well
How does the board provide overall               between oversight and                  Board differentiates between            as those capable of providing policy
  policy direction for the NGO?                  management roles.                        board’s role and that of NGO’s          direction, fund-raising, public relations,
How does the board provide oversight           Board is not active in:                  management.                             and lobbying.
  of the NGO’s management?                             Influencing public opinion,      Board is aware of responsibilities    Board has mechanisms in place for
How does the board provide                             Influencing legislators, or        to provide oversight.                   obtaining appropriate input from
  fundraising leadership?                              raising funds for the NGO.       Board is beginning to influence         constituency, for monitoring
How does the board assist with public          Board meetings are infrequent or         public opinion and/or legislators,      organizational planning and functioning
  relations activities?                          irregular.                               fund-raise, and perform public          in relation to mission.
How often does the board meet?                 The NGO’s constituency is not            relations activities.                 Board terms are defined. Procedures are
What is the expertise and experience of          represented on board.                  Board membership represents             in place for selecting and orienting new
  board members?                               Board members are founders or            some community diversity.               board members.
How are board members selected?                  selected by founders.

Vision/Mission                                 The vision/mission is generally        The mission is clear to board and     The mission is clear to board, staff,
                                                 understood by the NGO’s                  staff; strategies, goals, and           constituents, and interested parties
Does the NGO Mission Statement                   founder(s).                              objectives are based on the             outside the NGO.
     accurately reflects its                   Staff may perform functions that         mission.                              Operation plans grows out of the mission
     vision/mission?                             support the mission but there is       Operational planning is                 and translate into a set of clear program
Was the vision/mission determined                no systematic design of job              conducted by management and             objectives supported by a realistic budget.
     through a participatory process?            functions based on the mission.          linked to vision/mission but
Is it possible for the NGO to realize its      There may be activities                  without staff or constituents’
     mission?                                    conducted by the members of              input.
How do the NGO’s programs help                   the NGO that seem unrelated to         Projects that do not relate to
     achieve the stated mission?                 the mission.                             NGO’s mission are sometimes
                                                                                          undertaken to secure funding.
Leadership                                     Within the NGO there are one or        Most decisions made by the board      Board and management have clear
                                                 a few dynamic individual(s)              and management with some                understanding of their leadership roles
Who takes leadership responsibility in           controlling most functions.              input from select staff.                and actively encourage new members to
  the NGO?                                                                                                                        take on leadership roles.
                                                                                                                                Staff is routinely involved in direction
                                                                                                                                  and policy development and not just
                                                                                                                                  consulted on occasion.
                                                                                                                                Constituents are encouraged to become
                                                                                                                                  involved in leadership roles.

                                                                    NGO CAPACITY PROFILE

  QUESTIONS TO ASK ABOUT                      Indicators of an NGO with                 Indicators of an NGO with                  Indicators of an NGO with a High
       MANAGEMENT                                  Limited Capacity                         Growing Capacity                               Level of Capacity
Information Management                      No organized system(s) exist(s)         A rudimentary electronic                  MIS operational and data integrated
                                              for the collection, analysis, or          database system to manage                   into operational planning and decision-
How does the NGO gather,                      dissemination of data in the              information (MIS) is in place.              making.
  disseminate, save, and retrieve             NGO.                                    MIS is used primarily for word-           There is improved project planning
  client, program, and financial            Information is usually collected          processing and bookkeeping;                 based on analysis of information
  information?                                randomly and manually                     some staff understand database              provided through the system.
How is collected information used for                                                   capability.                               MIS information is readily available to
  planning and decision-making?                                                       There is no mechanism for                   staff management and board.
                                                                                        integrating MIS-generated                 The NGO learns from MIS information
                                                                                        information into the NGO’s                  and shares these learnings with
                                                                                        planning process.                           stakeholders and other NGOs.
Planning                                    Planning is ad hoc with limited         There may be some input from              NGO’s leadership conducts short-term
                                              participation from staff and              staff and constituents but they are         strategic planning.
Does the NGO have a long-term                 constituents.                             not involved in decision-making.          The board decides on program
   strategic plan?                          Decisions and plans are made            Annual operating plans are                  priorities and the use of available
Does the NGO do short-term                    without reference to the mission          developed and reviewed                      resources.
   operational planning?                      or the agreed-upon strategies to          throughout the year primarily by          Each NGO program has an annual
How are staff and constituents                achieve the mission.                      management but without                      operating plan that reflects the mission
   involved in the planning process?        Staff is responsible for plan             connection to review of previous            and is developed with staff and
Are all plans directed toward                 implementation and clients are            year or analysis of resource                constituent input.
   achievement of the NGO’s                   not involved in planning.                 availability.                             There is a regular review of long-term
   mission?                                 No assessment of needed                                                               plans based on previous achievements.
                                              resources is included in planning.
Communication                               Meetings are irregular,                 Staff knows how to participate in         Staff is increasingly able to shape the
                                              dominated by interests of a few.          meetings and is aware of how                way they participate in decision
How often does the staff meet?              There is no predetermined                 decisions are made.                         making.
Do staff meetings have an agenda?             agenda, and meetings often do           Mechanisms exist for vertical and         Communications are open and
Are minutes taken at staff meetings           not reach concrete conclusions.           horizontal communication.                   transparent.
   and available for future reference?      Staff provides technical input          A meeting agenda and minute               Client and other stakeholder input is
                                              only and are not involved in or           record keeping are standard                 included at staff meetings when
                                              informed of decisions.                    operating procedures.                       appropriate.
                                            No systematic procedure for
                                              recording or storage of minutes
                                              of staff meetings.

                                                                  NGO CAPACITY PROFILE

  QUESTIONS TO ASK ABOUT                     Indicators of an NGO with                 Indicators of an NGO with                  Indicators of an NGO with a High
       MANAGEMENT                                 Limited Capacity                         Growing Capacity                               Level of Capacity
Personnel Management                       Supervisors organize work. There        Organizational chart exists to            There is a formal mechanism in place
                                             is little understanding of the            explain relationships of work               for inter-team linkages and intra-team
Does the organizational chart show the       necessity to organize work                units.                                      planning, coordination, and work
    most significant units or functions      beyond issuing directives.              There is recognition of the need to         review.
    of the NGO?                            Focus is on individual                    foster a collaborative work               Teams are self-directed in that they
Is work organized individually or            achievement; there is little              environment.                                organize their own work around clear
    teams?                                   understanding of need (or what it       Work plans are developed but not            understanding of the organization’s
Are job tasks and job descriptions           means) to work as a team.                 coordinated across positions,               mission and the team’s role in
    consistent with the mission of the     Hiring is based more on personal          functions, or expertise.                    achieving the mission.
    NGO?                                     connections than applicant’s job        Staff is recognized as being able         Volunteers and constituents are
Is there a written employee manual?          skills.                                   to make useful suggestions about            included as active participants in the
Is hiring a systematic, open process?      Some essential tasks are not              how their own work should be                NGO’s work plan.
Are salaries based on performance and        carried out, because they are not         organized.                                All personnel systems are formalized
    market value of the jobs?                assigned or because the tasks are       Basic personnel administration              and understood by staff, and staffs’
                                             beyond the expertise of the staff.        systems exist but informal                  opinions are part of policies and
                                           Salaries are not determined on the        employment practices persist.               procedures.
                                             basis of the market value of the        Salary and benefit reward system          Written employment practices are used
                                             work done or performance of               rewards staff according to job              and reviewed so they support the
                                             individuals.                              title, not work performed.                  NGO’s mission, strategies, and policies.
                                                                                     Salaries are not necessarily              Hiring procedures are transparent.
                                                                                       competitive with those in market.

                                        NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT   Indicators of NGO with   Indicators of an NGO with   Indicators of an NGO with a High
  HUMAN RESOURCES           Limited Capacity          Growing Capacity                Level of Capacity

                                                                      NGO CAPACITY PROFILE

Staff                                           Staff consists of founders and/or      Some gaps exist between job skills       Skill areas are competently covered and
                                                  unpaid volunteers.                       required and those of existing             the capacity exists to contract out for
 Are staff motivated and committed to           Staff is motivated and                   staff.                                     other skills as needed.
      the mission of the NGO?                     committed, but may lack                Staff moral is sometimes affected        Inter-personal skills and group training
 Do staff have the skills and                     knowledge and skills to                  by lack of clarity of their jobs or        are provided as needed.
      competencies required to support            implement appropriate                    too much work for available staff.       Staff have opportunities to contribute to
      the achievement of the NGO’s                programs to achieve the NGO’s          Performance evaluations are ad             the organization to the fullest extent of
      mission?                                    mission.                                 hoc, mostly when problems                  their abilities.
 What are the training opportunities for        Staff development opportunities          surface.                                 Staff performance is done on a regular
      staff to develop job related skills?        are not yet available.                                                              basis; evaluation criteria are
 Is staff assigned and promoted                 No system in place for                                                              understood by the staff.
      according to performance?                   performance evaluation.                                                           Staff moral is high..
Constituency/Clients                            Links with constituency are            Well-defined community base              Composition of board and staff
                                                  weak.                                    and constituency.                          represents gender, ethnic, and religious
Are constituents seen as part of the            Staff and board are not                There is understanding and                 diversity of constituents.
    human resources of the NGO?                   representative of constituents on        interest among some board                Regular surveys of constituency needs
Does the composition of the board and             either the basis of ethnicity,           members, management, and staff             with results integrated into planning
    staff represent constituency?                 gender, income, religious, or            as to the value and need for               process.
Are constituents treated equally and              stakeholder interest.                    representation of constituents, but      NGO welcomes and seeks out new
    fairly?                                                                                no policy in place.                        constituents.
Is the NGO’s constituency growing?                                                       NGO serves existing constituents
                                                                                           but does not actively seek new
Volunteers                                      No volunteers or small numbers         Volunteers are mobilized under           High integration of volunteers with
                                                  of volunteer are randomly                specific programs/projects.                paid staff.
How do volunteers assist the NGO?                 providing services.                    Management identifies the                Volunteers are integrated into the
Do volunteers have structured tasks?            NGO staff are unpaid volunteers          difference between staff and               planning and evaluation process of the
How are volunteers mobilized and                  due to insufficient planning and         volunteer duties and activities.           organization.
    trained?                                      fund-raising.                          The number of volunteers                 Training programs are in place for
Is volunteer help regular and                                                              involved with the NGO is                   volunteers.
    consistent?                                                                            increasing.                              Recognize and thank volunteers for
How are volunteers thanked for their                                                                                                  individual and collective achievements.

   QUESTIONS TO ASK ABOUT                         Indicators of an NGO with                 Indicators of an NGO with                 Indicators of an NGO with High
    FINANCIAL RESOURCES                                Limited Capacity                         Growing Capacity                                  Capacity

                                                                 NGO CAPACITY PROFILE

Accounting                                  Accounting tracks only increases       A system of accounts including          Financial systems and reports provide
                                              and decreases in cash.                   assets, liabilities, fund balance,        reliable current information.
Is the accounting system automated?         Financial procedures and                 revenues and expenses is                Reports are always timely and trusted,
Do accounting records meet donor’s and        reports are incomplete and               developed and operational.                and feed back into financial planning
    government financial reporting            difficult to understand.               Financial reports are usually             process.
    requirements?                           Internal reconciliation of bank          timely but still incomplete and         Internal monthly or quarterly
Are there procedures for reporting and        accounts with cash are done              with errors and tend to present           reconciliation of bank statements and
    recording in-kind contributions?          only when there appears to be a          an optimistic versus realistic            accounting records are done.
Has NGO ever had an audit?                    problem.                                 picture.                                Independent audits or external financial
Does NGO do a cash reconciliation on a      The NGO has not yet undergone          Internal reconciliation of cash is        reviews are performed with regular and
    regular basis?                            an external accounting review or         done more often.                          appropriate frequency.
How often are financial statements            audit.                                 Independent audits or external          The board of directors receives summary
    furnished to the NGO’s board of                                                    financial reviews are rarely              financial reports at every regular board
    directors?                                                                         conducted, usually to meet                meeting.
                                                                                       donor’s requirements, but the
                                                                                       NGO recognizes them as
Budgeting                                   Budgets are inadequate or if           Budgets are developed for               Budgets are integral part of project
                                              they do exist, are produced              project activities, but are often         management and are adjusted to reflect
Does the NGO have a regular budget            because they are required by             under- or overspent by more               project implementation results.
   planning process?                          donors.                                  than 20%.                               Budgeting is integrated with annual
Do financial controls to prevent            Using budgets as a management          The executive director and/or             operational planning process.
   expenditures in excess of budget?          tool is not understood, and the          accountant are the only staff           Project staff are responsible for
Are budgets constructed to facilitate         reliability of the projections is        who know and understand                   preparation, justification, and
   cost/benefit analysis?                     questionable.                            budget information and do not             management of project budgets.
Do budgets show actual costs when                                                      delegate responsibility.                Donors are notified when budget
   known?                                                                            Donors do not get notice of               adjustments are needed.
                                                                                       budget adjustments.

                                                                 NGO CAPACITY PROFILE

Financial Management                         NGO meets its expenses but not    NGO meets its expenses in a         NGO is expanding its programs and
                                               in a timely manner.                 timely manner.                        projects, and pays the increased costs in a
Are reliable cash flow projections in place  Designated project funds and      Accurate cash flow projections        timely manner.
   to facilitate financial planning?           operating funds are not             assist management in making         Adequate control exist to avoid cross-
Are payroll, petty cash, and basic supplies    separated in the accounting         cash management decisions.            project financing.
   costs paid on time?                         system or in bank accounts.       Account categories exist and        The NGO uses an impressed petty cash
Are restricted donor’s funds placed in       Cash flow projections if done       project funds are separated, but      fund to track small expenditures, requires
   separate bank accounts?                     tend to be inaccurate.              some temporary project cross-         two authorized signatures on checks, and
What internal controls are in place to                                             financing may occur.                  a voucher system is in place to record
   prevent theft or misappropriation of                                          Funds are regularly deposited in      inflows and outflows of cash.
   cash and other assets?                                                          a bank account for safekeeping.     The value of insurance to protect assets is
Are funds not needed currently invested                                                                                  recognized and purchased when
   to earn a return on the money?                                                                                        available and cost effective.
                                                                                                                       Cash not currently needed is prudently
                                                                                                                         invested to earn interest.

                                                                  NGO CAPACITY PROFILE

   QUESTIONS TO ASK ABOUT                      Indicators of an NGO with                Indicators of an NGO with                  Indicators of an NGO with High
    FINANCIAL RESOURCES                             Limited Capacity                        Growing Capacity                                   Capacity
Funding Base                                 Funds are solicited for one            NGO’s funding is from two or             NGO has funding from three or more
                                               short-term project and only from         more sources with no one                   sources with no source exceeding 40%.
What are the existing sources of the           one source.                              exceeding 60%.                           A long-term funding plan exists that
   NGO’s funding?                            Local fund-raising for any             There is a developing awareness            results in the NGO’s self-sufficiency.
What is the long-term plan for developing      income is untried and/or                 of local resource possibilities but      All projects have funding plans and
   financial resources?                        unsuccessful.                            few resources are actually                 current funds meet project needs.
What alternative sources of funding might    Project funding is insufficient to       mobilized.                               Basic program delivery can continue
   be available for the NGO?                   meet plans or provide projected        Funding is available for short-            even if there is a funding shortfall.
What percent of costs are covered by           services.                                term projects, and medium-term           Constituent support is evident from
   constituents?                             Constituents are not seen as an          funding strategies exist within a          their willingness to pay for some
Does any one source provide more than          income source.                           funding plan.                              services as well as their utilization of
   40% of the NGO’s funding?                                                          NGO is beginning to develop                the NGO’s services.
                                                                                        constituent support. Fee-for-
                                                                                        service and other cost recovery
                                                                                        programs built into service
                                                                                        delivery process.

                                          NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT   Indicators of an NGO with    Indicators of an NGO with   Indicators of an NGO with a High Level
  EXTERNAL RELATIONS          Limited Capacity            Growing Capacity                       of Capacity

                                                                       NGO CAPACITY PROFILE

Public Relations                                 NGO is little known outside of         NGO is known in its own                 NGO has a clear image and message of
                                                   its direct collaborators.                community, but does little to             mission, programs, accomplishments.
 To what extent is the NGO known to the          There is no clear image of the           promote its activities with the           These are documented.
    public?                                        NGO articulated and presented            general public and government.          NGO’s work is well known to public and
 What materials does the NGO have that             to the public.                         There is understanding that               policy makers and it uses this to attract
    describe its mission, programs, and          There are no documents or                public relations is a function of         support when necessary.
    achievements?                                  prepared statements available            NGOs but little understanding of        A public relations plan is being
 What use does the NGO make of mass                that provide information about           how to implement public                   implemented.
    media to disseminate information about         the NGO.                                 relations.
    itself and its achievements?                                                          The NGO has an annual report.
Local Collaboration/Support                      NGO tends to view the private          Beginnings of support from              NGO’s projects bring support from local
                                                   sector (businesses) as the               community residents through               agencies to assist project results and
How effective is the NGO in accessing local        “others,” sometimes even with            volunteerism.                             sustain those results.
  financial, human, and other resources?           suspicion and distrust.                NGO seeks technical assistance          Staff member serves as development
How does the NGO make an effort to               It does not work in cooperation          from some local private sector            officer and knows the local private and
  engage community citizens in the NGO             with the private sector to draw          and government resources.                 public sector donor opportunities.
  as volunteers or through individual              on human or other resources,           NGO seeks support from service          Private sector/NGO cooperation is the
  gifts?                                           technical expertise, or advocacy         agencies in the private and public        norm and the NGO is a full community
How active is the NGO in seeking support,          support.                                 sectors.                                  partner.
  monetary, gifts-in-kind and volunteers         The NGO’s programming has a                                                      Private and public sector individuals
  from local businesses?                           limited relationship with local                                                    recruited to serve on board.
NGO Cooperation                                  Organization does not have             Organization is increasingly            NGO plays leadership role in promoting
                                                   experience working with other            known and trusted by the NGO              coalitions on projects and in the
Does the NGO cooperate or partner with             NGOs, local, national, or                community but has little                  sponsorship and participation in a formal
   other local NGOs?                               international.                           experience with collaboration.            association of NGOs.
Has the NGO established national linkages        NGO does not try to plan or            NGO tries to plan services in           NGO is fully integrated into NGO
   with other NGOs?                                deliver services in collaboration        collaboration wit other NGOs, but         community that includes developing and
Has the NGO established international              with other NGOs or see the               mostly on an ad hoc basis.                supporting formal group advocacy
   linkages with other NGOs or                     value of partnering.                                                               mechanisms.
   development groups?

                                                                      NGO CAPACITY PROFILE

Government Cooperation                           Relationship with government        Occasional cooperation                  NGO performs specific project or sectorial
                                                   is based on a “we-they”               established with different groups         collaboration or contacts for government.
What is the relationship between the NGO           perception.                           around specific areas of activity.      NGO provides input into policy process
  and the local government?                      NGO has little planning with        Some understanding that the               on issues related to its program areas and
What is the state of the relationship between      government working in same            NGO can influence public policy           sectorial expertise.
  the NGO and the national government?             programming sectors or                but efforts in advocacy are ad          Through public contact, NGO is seen as
                                                   geographic area.                      hoc, short-term, an not                   an advocate in its area of expertise.
                                                 NGO has little understanding          sustainable.
                                                   of the advocacy or public policy
                                                   role of the NGO.


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