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Organizational development capacity assessment

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Jerusha Govender

on 12 February 2013

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Transcript of Organizational development capacity assessment

Regional CSO Capacity Building Program 9 Components
52 Sub-Components Administration of the Tool Results Example “…an organization should be viewed like the human body...several, different, but complementary SYSTEMS, like the nervous system, respiratory system, etc...each one with a specific mission, roles, functions or responsibilities, process, procedures, structures, standards....so which one is the most important? No one...all are very important...”

~Dr Hector Colindres, Technical Senior Advisor, MSH Guatemala Organizational Development
CB Assessment 1. Leadership and Governance
2. Systems and Structures
3. Human Resource Management
4. Financial Management
5. Grants Management
6. Program Management
7. Planning, Monitoring and Evaluation
8. Partnerships, External Relations and Networking
9. Knowledge Management Regional CSO Capacity Building Program Participants:
Executive Director
Program Manager
Finance Manager
M&E Manager
Administration & Support Staff
Board of Directors/Advisory Board
Capacity Building
Grants Management
Communications Capacity Building Approach 5 Stages Participatory Process Assess "health" of organization
Identify capacity building needs 13 February 2013 Why Regional CSO
Capacity Building Program? Response to USAID Forward Agenda Implementation and Procurement Reforms (IPRs)
- Sustainability and ownership
- Aid effectiveness
BLC charged with ‘graduating’ 10 regional entities by 2015
Provide capacity building support & technical assistance for organizations to receive, manage and report on US Government funds BLC Vision for the Regional CSO
CB Program “2015, ten regional CSOs are delivering improved HIV and AIDS services, have strengthened systems to become potential direct or sub-recipients of USG funding, “graduated” and recommend to USAID as potential recipients of USG funding." Expected results in PY3 Partner Categorization at Baseline Tier One: 6-12 months ‘graduation’ period, well-developed organizational systems
Tier Two: 18 – 36 months ‘graduation’ period reasonably developed organizational systems
Tier Three: response to conditions precedent to an award
Tier Four: Organizations with rudimentary organizational systems and small scale operations. What does graduation mean? Short term:
- Receive, manage and report on PEPFAR funding
- Passed an external comprehensive assessment

An organization recommended for ‘graduation’ demonstrates consistent ability to:
- Deliver on program objectives
- Maintain sound management practices
- Meet key stakeholder expectations
- Adapt to the changing environment Key Achievements ‘Graduated’ ECSA–HC and m2m
Seamless transition of ESI project to IHM
Mentored sub-grant
Systems & structures and policies & procedures development
- Training, mentoring and coaching support - IHM & m2m BLC USAID Simulated Pre-award Survey
Call for Expression of Interest
- 70 applications
- 8 countries in the region
Selection of 6 new partners Program Implementation Lessons Partner capacities
Resource constraints
Different legal modalities
Require intensive and various skills and expertise Lessons Learned with USAID Forward Agenda Limited capital and no line of credit
Small pool of resources and expertise
Lack of documented policies and procedures
No established overhead rate
Bureaucracies/bottlenecks that prevent rapid change
Internal, external constraints and implications
No track record or experience with USAID Regional CSO Orientation Meeting
Regional CSO Orientation Meeting
Full transcript