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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 2 NGOs in Slova!ia in "##$%#& 'y The (oundation for a Civil Society. )n the summer of "##&* Peace Corps +Slova!ia ac,uired for Peace Corps world wide the rights to use* modify* and translate the NGO C-./ into local languages. On modified or translated versions* The (oundation for a Civil Society should 'e given credit for developing the NGO C-./. Peace Corps +Slova!ia used the NGO C-./ as the center piece of their "##& PST technical training for 0usiness and 1nvironmental 2olunteers who were assigned to NGOs. The staff concluded it is important to include community entry* interviewing +listening* facilitation* and presentation training to ena'le 2olunteers to use the tool effectively. 3i!e any tool users 'ecome proficient only as they have opportunities to practice. - 2olunteer 4s 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. )n spring of "##5* the NGO C-./ was introduced to Peace Corps staff at two NGO wor!shops* one and in .omania and one in Thailand. The staff was enthusiastic a'out the C-./4s potential and advised simplifying the tool to ma!e it more users friendly. )n early "###* a program specialist in the Center for (ield -ssistance and -pplied .esearch simplified the C-./ and disseminated it to Peace Corps posts worldwide. )n 6arch of 2 * the name was changed to 'etter reflect the purpose of the tool7 it is now called the NGO Capacity Profile. The NGO Capacity Profile reflects Peace Corp 4s commitment to using asset and capacity 'uilding approaches in our development efforts. 8se of this organizational tool is now more straightforward. The first column contains ,uestions to as! concerning the si9 functional components of an NGO. The remaining three columns contain indicators to determine the organization 4s capacity and provide a guide for development wor!ers and NGO sta!eholders in strengthening the organization.
NGO has a limited trac! record in the sector and area of service delivery 'ut has some good ideas for meeting the needs of target constituencies.
Occasional program evaluations are conducted* usually at re,uest of donors. The NGO has not determined impact indicators or esta'lished 'aseline measurements. 6em'ers of the NGO can recount stories of how individuals have 'een helped 'y the NGO4s programs.
6easura'le indicators of success and impact have 'een determined for each program goal. Studies are done that provide 'aseline measures and this data is regularly confirmed and used. 6onitoring and evaluation system are in place7 conducted 'y staff on continuous 'asis. Cost%'enefit data is maintained. Trends are analyzed and used in decision ma!ing. NGO shares lessons learned and promising programming evaluation practices with other NGOs.
0oard mem'ership is sta'le or improving. 0oard differentiates 'etween 'oard4s role and that of NGO4s management. 0oard is aware of responsi'ilities to provide oversight. 0oard is 'eginning to influence pu'lic opinion and + or legislators* fund% raise* and perform pu'lic relations activities. 0oard mem'ership represents some community diversity.
The mission is clear to 'oard and staff7 strategies* goals* and o'>ectives are 'ased on the mission. Operational planning is conducted 'y management and lin!ed to vision + mission 'ut without staff or constituents4 input. Pro>ects that do not relate to NGO4s mission are sometimes underta!en to secure funding. 6ost decisions made 'y the 'oard and management with some input from select staff.
The mission is clear to 'oard* staff* constituents* and interested parties outside the NGO. Operation plans grows out of the mission and translate into a set of clear program o'>ectives supported 'y a realistic 'udget.
0oard and management have clear understanding of their leadership roles and actively encourage new mem'ers to ta!e on leadership roles. Staff is routinely involved in direction and policy development and not >ust consulted on occasion. Constituents are encouraged to 'ecome involved in leadership roles.
('!nning /oes the NGO have a long% term strategic planB /oes the NGO do short% term operational planningB ?ow are staff and constituents involved in the planning processB -re all plans directed toward achievement of the NGO4s missionB Co$$*ni !tion ?ow often does the staff meetB /o staff meetings have an agendaB -re minutes ta!en at staff meetings and availa'le for future referenceB
Planning is ad hoc with limited participation from staff and constituents. /ecisions and plans are made without reference to the mission or the agreed% upon strategies to achieve the mission. Staff is responsi'le for plan implementation and clients are not involved in planning. No assessment of needed resources is included in planning. 6eetings are irregular* dominated 'y interests of a few. There is no predetermined agenda* and meetings often do not reach concrete conclusions. Staff provides technical input only and are not involved in or informed of decisions. No systematic procedure for recording or storage of minutes of staff meetings.
Vo'*nteers ?ow do volunteers assist the NGOB /o volunteers have structured tas!sB ?ow are volunteers mo'ilized and trainedB )s volunteer help regular and consistentB ?ow are volunteers than!ed for their serviceB
No volunteers or small num'ers of volunteer are randomly providing services. NGO staff are unpaid volunteers due to insufficient planning and fund% raising.
<ell%defined community 'ase and constituency. There is understanding and interest among some 'oard mem'ers* management* and staff as to the value and need for representation of constituents* 'ut no policy in place. NGO serves e9isting constituents 'ut does not actively see! new constituents. 2olunteers are mo'ilized under specific programs + p ro>ects. 6anagement identifies the difference 'etween staff and volunteer duties and activities. The num'er of volunteers involved with the NGO is increasing.
?igh integration of volunteers with paid staff. 2olunteers are integrated into the planning and evaluation process of the organization. Training programs are in place for volunteers. .ecognize and than! volunteers for individual and collective achievements.
B*dgeting /oes the NGO have a regular 'udget planning processB /o financial controls to prevent e9penditures in e9cess of 'udgetB -re 'udgets constructed to facilitate cost + 'enefit analysisB /o 'udgets show actual costs when !nownB
0udgets are inade,uate or if they do e9ist* are produced 'ecause they are re,uired 'y donors. 8sing 'udgets as a management tool is not understood* and the relia'ility of the pro>ections is ,uestiona'le.
0udgets are integral part of pro>ect management and are ad>usted to reflect pro>ect implementation results. 0udgeting is integrated with annual operational planning process. Pro>ect staff are responsi'le for preparation* >ustification* and management of pro>ect 'udgets. /onors are notified when 'udget ad>ustments are needed.
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NGO4s pro>ects 'ring support from local agencies to assist pro>ect results and sustain those results. Staff mem'er serves as development officer and !nows the local private and pu'lic sector donor opportunities. Private sector + NGO cooperation is the norm and the NGO is a full community partner. Private and pu'lic sector individuals recruited to serve on 'oard. NGO plays leadership role in promoting coalitions on pro>ects and in the sponsorship and participation in a formal association of NGOs. NGO is fully integrated into NGO community that includes developing and supporting formal group advocacy mechanisms.
Organization is increasingly !nown and trusted 'y the NGO community 'ut has little e9perience with colla'oration. NGO tries to plan services in colla'oration wit other NGOs* 'ut mostly on an ad hoc 'asis.
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