Measuring Institutional Capacity for Sustainability Mark D. Bardini, Ph. D. Chemonics International AEA Webinar September 15, 2011
Overview • Describe main challenges of measuring capacity building efforts • Describe one tool Chemonics has used to measure capacity building and discuss explain its strengths and limitations • Discuss options for improving capacity building measurement efforts
Measurement Challenges • Lack of operational definition of capacity building: What, for whom, why? • Multi-dimensional concept, various: ▫ Components ▫ Levels ▫ Stages ▫ Results ▫ Factors • Capacity building is a long and continuous learning process • Aggregation and attribution of results difficult, especially for sustainability measures
Participatory Organizational Needs Assessment Tool (PONAT) for West Bank/Gaza TAMKEEN • Tool developed by West Bank/Gaza TAMKEEN to assess needs of grant and assistance recipient Civil Society Organizations (CSOs) • Interacts with CSO stakeholders on the attributes of an effective organization • Based on fact that there are best practices, common to most healthy organizations • Components assessed include program delivery, human resources, management, finance and external relations • Consists of three modules: (a) general survey (b) climate survey and (c) focus groups
PONAT Sample Climate Survey Questionnaire Governance Strongly disagree Strongly I believe the board provides 0 1 2 the organization with: • Oversight • Policy definition General Survey Triangulation Matrix 3 Governance Document Review In-depth Interviews Does the board provide the organization with: • Oversight Survey General • Policy definition Board mandate 4 Direct Observation Chairman of the Board Governance Does the board provide the organization with: • Oversight • Policy definition Yes No Remarks
PONAT Strengths • Four parallel tools for data collection: General survey, climate survey, triangulation matrix and focus group meetings • Builds consensus around future priorities
PONAT Limitations • Two surveys provide quantitative data and focus groups and triangulation matrix give qualitative data; then different scoring methodologies need to be reconciled • Organizational development committee comprised of only top leaders (the director, the finance manager, the chief technical officer, and the chairman of the board) • Low incentive: No bearing on the organization’s ability to benefit from Tamkeen’s grants
Options for Moving Forward • Establish a common, yet customizable, framework including a set of operational definitions of capacity and key indicators • Establish balance between performance indicators and process indicators • Involve key stakeholders in indicator development • Assess existing tools, make improvements • Tools with various assessment methodologies are usually more objective (data triangulation)
Questions?
10 General Survey Questionnaire Program Delivery Monitoring and Evaluation Yes Does the organization develop measurable objectives and clear indicators of the success of its programs? 4 Does the organization regularly conduct impact assessment exercises? 5 Does the organization involve project beneficiaries in its monitoring and impact assessment exercises? 6 Remarks Does the organization collect baseline information prior to project implementation? 3 No Does the organization have an operational and documented project management system? 2 Remarks Yes 1 No Are results of monitoring and evaluation/impact assessment exercises shared with staff? Sustainability 1 Does the organization have operational direction to ensure that its services are responsive to constituency needs? 2 Does the organization have plans for enabling its constituency to assume management responsibilities in its service delivery? Has the organization developed systems for the continuation of its program in the medium and long term? 3 4 Does the organization have programmatic phasing-out strategies?
11 General Survey Triangulation Matrix Program Delivery Monitoring and Evaluation Document Review 1 2 3 4 5 6 In-Depth Interviews Direct Observation Does the organization have an operational and documented project Project management system? system / Progress reports Does the organization collect baseline information prior to project Documented PME implementation? system (planning matrix and report formats) Does the organization develop measurable objectives and clear Log-frame matrices, indicators of the success of its programs? project plans Does the organization regularly conduct impact assessment Sample impact exercises? assessments Does the organization involve project beneficiaries in its Internal technical monitoring and impact assessment exercises? procedures / Organigram / Internal administrative procedures Are results of monitoring and evaluation/impact assessment Staff business records exercises shared with staff? /sample impact assessment exercises Sustainability Document Review 1 Does the organization have an operational policy to ensure that its Needs assessment services are responsive to constituency needs? exercises, constituency feedback 2 Does the organization have plans for enabling its constituency to assume management responsibilities in its service delivery? Has the organization developed systems for the continuation of its Medium and longprogram in the medium and long-term? term plans/Fundraising Strategy Does the organization have programmatic phasing-out strategies? 3 4 ODC ODC
Скачать презентацию Measuring Institutional Capacity for Sustainability Mark D Bardini
e1a65697f7cc179deddc1f127276e58d.ppt