1. THE ORGANIZATIONAL
CAPACITYASSESSMENT (OCA)
TOOL
Prepared by: Mounia Msefer
April 5, 2019

2. Outline
JSI experience
implementing the
OCA and lessons
learned
Using the OCA
to monitor
progress
OCA tool
overview:
history,
content,
process

3. 2015
2008
Developed for NGOs
receiving direct
funding from USAID,
CDC and HRSA as
part of the New
Partners Initiatives
(NPI) program.
2013
Became the USAID
recommended OCA
tool with slight
variations.
2009-12
Revised multiple
times to standardize
capacity statements at
each stage, include
guiding questions for
facilitators, and to
mainstream disability
issues.
OCATool Overview Aims to identify
technical
assistance needs
when building the
organizational
capacity of NGOs and
other partners.

4. OCATool Overview
PURPOSE
Assess management systems against best practices in
seven domains and identify gaps and areas to
strengthen.
PROCESS
Collaborative, facilitated self-assessment to reflect
on organization’s current status against a capacity
continuum and reach consensus on scoring and
determine organizational priorities.
OUTPUT
Capacity building plan developed jointly with the
organization and assessment report detailing
strengths, gaps and recommendations.

5. OCATool Snapshot

6. • Requires facilitators with
organizational development, finance,
and program management experience
• 2 to 3 facilitators depending on
expertise and size of organization.
Type and Number of
Facilitators
• Full OCA takes about 2.5 days (49
sections)
• Additional ½ day needed to develop
capacity building plan and identify TA
needs
Duration of the
Assessment
Administering the OCA:Resource
Requirement

7.  USAID Journey to Self-Reliance
 PEPFAR 70% goal of funding to local partners by
end of FY20
 Incorporates USG requirements in relevant sections
(finance, HR, governance, etc.) helping identify immediate
priorities for being NUPAS-ready;
 USAID OCA tool with NUPAS items is essentially
the same; provides guidance on when to score those
sections.
OCATool Relevance

8. Lessons Learned from 10 years of
administering the OCA
• Streamline to key elements for CBOs;
• Adapt terminology and topics to type of organization;
• Adapt OCA topics to meet the scope of the project (e.g.
technical areas)
Context matters
• Build on previous assessments;
• Focus on listening and do not impose a score;
• Observe the internal dynamics of the organization;
• Use as a forum for participants to learn.
Process matters

9. Monitor achievements through capacity building plan:
 Tracks whether the organization and TA provider have
completed their agreed upon tasks;
 Clear milestones need to be identified in the plan.
Using the OCA to Monitor
Progress
Action Plan
XYZ Organization April 10 - 15, 2017
Status Date
Governance
Board Composition and
Responsibilities Develop Board TOR with term limits Executive Team High JSI to provide sample TOR Jun 1, 2015
Name of Organization: OCA Dates:
Follow-upSupport Desired
(indicate what type of TA
and N/A if none)
Person Responsible
(within organization)
Action Item
(to be implemented based on gap identified
during the OCA)
OCA Section OCA Subsection
Deadline
(date by which action is
to be completed)
Priority Level
(low, medium or
high)

10. Using the OCA to Monitor
Progress
Conduct repeat OCA to assess progress (as budget
allows)
 Provides insight into how well the organization has
internalized the management practices;
 Discussion is more focused and aims to address
specific issues.
Caveat: Limited value in comparing scores over time as
they tend to be biased based on the organization’s familiarity
with the tool and TA provider.

11. OCA process designed to facilitate internal changes
Using the OCA to Monitor
Progress
OUTPUT
Focuses on outputs, shorter-term internal
changes in organizational policies, skills,
procedures and practices.
OUTCOME
Use in conjunction with other tools such as
the Organizational Performance Index (OPI)
tool to measure the outcome of
organizational changes.

12. THANK YOU!
For more information visit: www.jsi.com