The document provides a narrative report of a participatory capacity assessment conducted with two civil society organizations in Laos - the Green Community Alliance Association (GCA) and the Social Development Alliance Association (SODA). The assessment had several objectives: to explore strengths, gaps and opportunities for capacity building; develop organizational strength mappings and capacity building plans; and assess six key areas. It describes the assessment methodology, which took a participatory approach using group discussions, brainstorming and self-assessment. The report summarizes the general results and findings for each organization's strategic planning, governance, monitoring and evaluation, gender inclusion, financial compliance, and human resources. For each CSO, it outlines a capacity improvement plan. The conclusion recommends focusing
This document provides an evaluation of the Lebanon Civic Initiative (LCI) and Lebanon Civic Support Initiative (LCSI) programs conducted from 2007-2012. The evaluation assessed the relevance, effectiveness, and impact of the programs. Key findings include:
1) The programs were based on a logical theory of change and balanced ideal goals with practical realities in Lebanon.
2) OTI effectively delivered assistance to civil society and adapted strategies based on political dynamics. Working with smaller, local organizations increased impact.
3) Over 200 organizations and thousands of youth participated in activities. Participants reported improved skills and civic values, though impact at higher levels was harder to determine.
The evaluation concludes the programs strengthened civil society
The document outlines the rationale and curriculum for a Community Engagement Professional Certificate Program. It discusses focusing on individuals, social networks, and institutions through approaches like leadership, organizing, and community building. The curriculum includes 6 required courses that cover topics like community leadership, building, and organizing. It is aimed at strengthening community engagement skills and practices.
This document discusses capacity-building efforts related to climate change. It provides background on capacity-building being recognized in the UNFCCC since COP5. Key points covered include:
1) Previous work includes the Cancun Agreement establishing institutions and networks to support developing countries, and discussions at COP16 and AWG-LCA14.3 on monitoring effectiveness.
2) Future expectations focus on moving from establishing frameworks to implementing capacity-building. Parties may decide actions at COP17 like knowledge management and institutional strengthening.
3) Challenges include measuring capacity-building integrated in other projects and weak national reporting in developing countries. Parties call for strengthened bodies and mechanisms to enable full convention implementation.
This presentation and all staff (125+) member conversation by the Bonner Network involved exploring how higher education service programs can incorporate more democratic community engagement. It also shared the evolving model for community partner capacity building and development. This session occurred at the Bonner Foundation's Fall Directors Meeting 2011. For more info see bonnernetwork.pbworks.com
Building Bridges between Civil Society and Government through Capacity Buildi...CORE Group
The Building Bridges Project from 2008-2011 aimed to strengthen the capacity of civil society organizations (CSOs) in Botswana to deliver HIV/AIDS services through subgrant funding and technical assistance. An evaluation found the CSO partners significantly improved their organizational and technical capacities, which led to substantial increases in HIV-affected individuals receiving services. Key factors in these gains were training, tools, mentoring, and innovative service delivery strategies introduced. However, achieving fully sustainable organizational development proved more difficult than anticipated. Overall, the project successfully strengthened CSOs' ability to provide integrated HIV/AIDS support, though future similar projects would benefit from longer timeframes and a stronger focus on governance and resource mobilization from the start.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Forest lake active volunteering project profile draft 2 december 2010billbrown2011
This document outlines a project to build youth leadership capabilities in the Inala area by leveraging the cultural wisdom of Aboriginal groups and developing mentoring programs. The project would partner Forest Lake Senior High School with local community organizations and businesses. It aims to strengthen community connections, enhance leadership opportunities, and provide real-world learning experiences for students. Key outputs would be developing active citizenship among youth and facilitating shared decision-making between partners through open communication and commitment of resources like time and funding. Progress would be reviewed using student data and partnership metrics to ensure outcomes are achieved.
This document provides an overview of creating and managing partnerships. It discusses the stages of establishing a partnership, including initializing, organizing, and managing the partnership. It also covers defining partnership goals and types. Guidelines are provided for partnership roles and responsibilities, negotiations, agreement contents, and addressing potential failures. The importance of formalizing the functioning structure through a written agreement is emphasized. Overall, the document offers a framework to help form effective partnerships through proper planning, role definition, and governance structures.
This document provides an evaluation of the Lebanon Civic Initiative (LCI) and Lebanon Civic Support Initiative (LCSI) programs conducted from 2007-2012. The evaluation assessed the relevance, effectiveness, and impact of the programs. Key findings include:
1) The programs were based on a logical theory of change and balanced ideal goals with practical realities in Lebanon.
2) OTI effectively delivered assistance to civil society and adapted strategies based on political dynamics. Working with smaller, local organizations increased impact.
3) Over 200 organizations and thousands of youth participated in activities. Participants reported improved skills and civic values, though impact at higher levels was harder to determine.
The evaluation concludes the programs strengthened civil society
The document outlines the rationale and curriculum for a Community Engagement Professional Certificate Program. It discusses focusing on individuals, social networks, and institutions through approaches like leadership, organizing, and community building. The curriculum includes 6 required courses that cover topics like community leadership, building, and organizing. It is aimed at strengthening community engagement skills and practices.
This document discusses capacity-building efforts related to climate change. It provides background on capacity-building being recognized in the UNFCCC since COP5. Key points covered include:
1) Previous work includes the Cancun Agreement establishing institutions and networks to support developing countries, and discussions at COP16 and AWG-LCA14.3 on monitoring effectiveness.
2) Future expectations focus on moving from establishing frameworks to implementing capacity-building. Parties may decide actions at COP17 like knowledge management and institutional strengthening.
3) Challenges include measuring capacity-building integrated in other projects and weak national reporting in developing countries. Parties call for strengthened bodies and mechanisms to enable full convention implementation.
This presentation and all staff (125+) member conversation by the Bonner Network involved exploring how higher education service programs can incorporate more democratic community engagement. It also shared the evolving model for community partner capacity building and development. This session occurred at the Bonner Foundation's Fall Directors Meeting 2011. For more info see bonnernetwork.pbworks.com
Building Bridges between Civil Society and Government through Capacity Buildi...CORE Group
The Building Bridges Project from 2008-2011 aimed to strengthen the capacity of civil society organizations (CSOs) in Botswana to deliver HIV/AIDS services through subgrant funding and technical assistance. An evaluation found the CSO partners significantly improved their organizational and technical capacities, which led to substantial increases in HIV-affected individuals receiving services. Key factors in these gains were training, tools, mentoring, and innovative service delivery strategies introduced. However, achieving fully sustainable organizational development proved more difficult than anticipated. Overall, the project successfully strengthened CSOs' ability to provide integrated HIV/AIDS support, though future similar projects would benefit from longer timeframes and a stronger focus on governance and resource mobilization from the start.
The document provides an overview of Outcome Mapping (OM), a planning, monitoring, and evaluation approach that focuses on behavioral changes of boundary partners rather than linear cause-and-effect frameworks. It discusses the 7 steps of OM: 1) defining a vision, 2) developing a mission, 3) identifying boundary partners, 4) crafting outcome challenges, 5) establishing progress markers, 6) creating strategy maps, and 7) considering organizational practices. Key concepts are boundary partners whose behavior may change, and progress markers that show transformation in partners from initial to profound changes.
Forest lake active volunteering project profile draft 2 december 2010billbrown2011
This document outlines a project to build youth leadership capabilities in the Inala area by leveraging the cultural wisdom of Aboriginal groups and developing mentoring programs. The project would partner Forest Lake Senior High School with local community organizations and businesses. It aims to strengthen community connections, enhance leadership opportunities, and provide real-world learning experiences for students. Key outputs would be developing active citizenship among youth and facilitating shared decision-making between partners through open communication and commitment of resources like time and funding. Progress would be reviewed using student data and partnership metrics to ensure outcomes are achieved.
This document provides an overview of creating and managing partnerships. It discusses the stages of establishing a partnership, including initializing, organizing, and managing the partnership. It also covers defining partnership goals and types. Guidelines are provided for partnership roles and responsibilities, negotiations, agreement contents, and addressing potential failures. The importance of formalizing the functioning structure through a written agreement is emphasized. Overall, the document offers a framework to help form effective partnerships through proper planning, role definition, and governance structures.
Implementing the Paris Declaration and Accra Agenda for Action in Asia and th...Dr Lendy Spires
The document summarizes the launch of the Capacity Development for Development Effectiveness (CDDE) Facility. The launch brought together 92 policymakers and practitioners from 11 countries in Asia and the Pacific to strengthen national capacities for implementing the Paris Declaration and Accra Agenda for Action through peer learning. It provided an opportunity for members to guide the objectives and governance of the CDDE Facility and formulate a work plan.
Members highlighted key capacity challenges including reinforcing country systems, developing strategic plans, and strengthening technical skills at local and sectoral levels. They called for deeper peer and south-south networks to share knowledge and expertise. The launch introduced the CDDE's proposed services in peer collaboration, knowledge management, and capacity development.
The document discusses some of the key challenges in managing public projects through public-private partnerships in India. It notes that time and cost overruns are common, reflecting poorly on project management teams. Some challenges include incomplete scope assessments, bureaucratic procedures, and a lack of competent leadership. While some challenges are inherent to the system, teams can enhance performance through better planning, leveraging the system, and having skills like flexibility and diplomacy. Understanding terminal objectives, technical competence, and stakeholders are important for driving social projects effectively.
Adopting the Balanced Scorecard for Participatory Monitoring and EvaluationS. Theodore Demaisip
The document discusses the Philippines-Australia Human Resource Development Facility's adoption of the Balanced Scorecard approach to monitor and evaluate its strategic organization development programs in the Philippine public sector. It explains that the Facility aims to build institutional capacity through targeted human resource development activities. However, the traditional logical framework approach used for monitoring and evaluation is limited and focuses too much on project implementation and management. The Balanced Scorecard is a more suitable complementary approach because it considers learning and growth, assesses progress in the context of strategic plans, and looks beyond just inputs/outputs to internal processes and customer outcomes. Integrating the logical framework with the Balanced Scorecard's four perspectives of learning and growth, business processes/financial, and customers provides a
Good practice in donor engagement with civil society creating an enabling env...Dr Lendy Spires
This document summarizes a briefing paper on the OECD Development Assistance Committee's (DAC) "Twelve Lessons from DAC Peer Reviews" on partnering with civil society organizations (CSOs). The 12 lessons are intended to identify good practices between donors and CSOs based on DAC peer reviews. However, the summary argues that the lessons could be strengthened by more fully recognizing the diversity and independence of CSOs as development actors, and providing clearer policy guidance for donors on enabling an environment for CSOs.
This document provides the annual report of CDA Regional Office 1 for the year 2020. It includes messages from leadership, the regional director's report highlighting accomplishments, and reports on various programs and units within CDA RO1. Some key highlights include:
- CDA RO1 continued operations during the COVID-19 pandemic through remote service delivery and online platforms.
- 341 cooperatives received recognition for assistance provided to communities during the pandemic totaling over PHP 114 million.
- 11 webinars were conducted covering various cooperative development topics with over 4,700 participants.
- 33 cooperatives transitioned to higher asset classifications through technical assistance and mentoring.
- Partnerships were maintained with national government agencies, local governments,
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
Training and capacity building is important for the future sustainability of cities. The UN-HABITAT Training and Capacity Building Branch supports national training institutions to build their capacity to implement innovative local governance and sustainable development programs. This includes needs assessments, developing training manuals, training trainers, and evaluating impacts. The Local Elected Leadership series presents roles and competencies for local elected officials, including communication, facilitation, using power, decision-making, policy-making, enabling, negotiating, financing, overseeing, and institution building. Volume 4 of the series provides over 100 training tools to enhance learning and application of governance concepts.
This document outlines the course Cross-Cultural Effectiveness. The course provides an exploration of how culture influences global business management. Over 15 weeks, topics will include dimensions of culture, developing cross-cultural effectiveness strategies, exploring different business cultures, and managing cultural diversity. Students will complete assignments, a midterm exam, group presentation, and final exam. The goal is for students to understand how to effectively manage in a multicultural environment and global business setting.
Our first Corporate Responsibility report provided limited disclosure, while in our second report we provide a complete record of our performance and impact in economic, social and environmental dimensions, as required by GRI and the UN Global Compact. This is the primary reason why we decided to label it a “sustainability report”, which clearly indicates that we fully adopted the GRI Sustainability Reporting Framework (http://www.globalreporting.org/ReportingFramework/G3Guidelines/). We intend to maintain it in all subsequent reports, and we plant to publish the next one in 2011.
The project aimed to identify opportunities for efficiency savings and service improvements through sharing soft federation services across six colleges in the Eastern Region of England. The project conducted analyses of each college's processes for human resources, procurement, finance, payroll, recruitment, timetabling, and health and safety to identify areas where adopting best practices or developing shared services could reduce costs while maintaining organizational independence. Initial activities identified potential quick wins through minor adjustments and demonstrated that efficiency savings are possible through collaboration without full integration of operations.
This document outlines the terms of reference for developing a foundation skills training program for the ITES-BPO industry in Bangladesh. The program aims to develop foundational skills for 20,000 professionals to work in back office and front office outsourcing jobs. It will include defining skill standards, designing curriculum, providing training and certification, and connecting trainees to industry placements. The selected firm will conduct a skills gap analysis, develop skill standards and job profiles, design an accredited curriculum and training program, develop a certification process, pilot the program with 2,000 students, and rollout the program nationally while building local training capacity.
This document summarizes a job readiness program for offenders called the Facilitated Employment Program for Offenders (FEPO). The program aims to help those with criminal backgrounds find employment through case management, job skills training, and job placement assistance. The target users are community organizations and corrections facilities. The program provides orientation, assessment, job readiness training, job placement and retention services. It works with offenders in county jails, probation/parole programs, and transitional facilities. The goal is to help offenders develop job skills, find employment within 30 days of release, and reduce recidivism through gained economic opportunity.
This document discusses public-private partnerships (PPP) from the perspective of Bangladesh. It defines PPP as a contractual agreement between a public agency and private sector entity to deliver public services. The document outlines reasons for PPP including accelerating projects and tapping private sector resources. It describes key benefits as expedited completion, cost savings, and access to private capital. The document then discusses how risks and rewards are allocated in PPPs and sectors for potential partnerships in Bangladesh such as health, education, and infrastructure.
Terms of Reference IKM Consultant RegionalEmerson Bryan
The Caribbean Centre for Development Administration (CARICAD) seeks a consultant to implement an information and knowledge management training program for public sector officials in the Caribbean region. The consultant will develop training materials on information and knowledge management, deliver awareness workshops for senior officials, and conduct train-the-trainer sessions to establish a cadre of local experts. The program aims to build core capabilities in information management and establish a strong culture of knowledge management among public sector workers to support the regional eGovernment strategy. The consultant will produce training packages, workshop reports, and train 35 days over six months.
IQD Frequency Products is a recognised market leader in Quartz Crystals, Clock Oscillators, Fast Make Oscillators, TCXOs, VCTCXOs, VCXOs, OCXOs, Rubidium Oscillators
Este documento presenta un trabajo realizado por cuatro personas: Sebastian garcia loaiza, Sebastian osorio gil, Andres mauricio restrepo y Sebastian zapata.
La Universidad Técnica de Ambato es una institución de educación superior en Ecuador. El documento presenta el nombre de Bryan Altamirano, posiblemente un estudiante o empleado de la universidad.
The document provides a summary of Nitin Burumkar's curriculum vitae. It outlines his 6 years of experience in IT and automation testing using tools like QTP, UFT, Selenium, and frameworks like BDD, BPT. It also lists his educational qualifications and certifications in software testing and ITIL. His experience includes projects in banking and insurance domains for clients in UK and Europe.
Ruth Mumo Kyengo is a customer care executive with over 10 years of experience in customer service roles. She has a BSc in International Business Administration from USIU-A University. Her experience includes roles at Safaricom Kenya Ltd, Zain Kenya-Airtel Kenya, Multi-Options, and Kenya Wildlife Service. She has a proven track record of maintaining high customer satisfaction and resolving customer issues.
The document summarizes news from the Business Council of Mongolia newsletter. Key points include:
- Construction at the Oyu Tolgoi copper/gold mining project is ahead of schedule, with pre-stripping of the open pit mine to begin in August.
- Ivanhoe owns 66% of the project and plans to initially send most production to Chinese smelters.
- The monthly Business Council of Mongolia meeting welcomed 12 new members and heard presentations on Germany-Mongolia business and two Mongolian mining companies.
- Arts and creativity were also discussed, including efforts to preserve Mongolian cultural heritage.
O DJ Geraldinho fará uma apresentação de soul music no sábado, 20 de setembro, no Quarteirão do Soul, convidando as pessoas a dançarem e ouvirem o melhor deste gênero musical.
Implementing the Paris Declaration and Accra Agenda for Action in Asia and th...Dr Lendy Spires
The document summarizes the launch of the Capacity Development for Development Effectiveness (CDDE) Facility. The launch brought together 92 policymakers and practitioners from 11 countries in Asia and the Pacific to strengthen national capacities for implementing the Paris Declaration and Accra Agenda for Action through peer learning. It provided an opportunity for members to guide the objectives and governance of the CDDE Facility and formulate a work plan.
Members highlighted key capacity challenges including reinforcing country systems, developing strategic plans, and strengthening technical skills at local and sectoral levels. They called for deeper peer and south-south networks to share knowledge and expertise. The launch introduced the CDDE's proposed services in peer collaboration, knowledge management, and capacity development.
The document discusses some of the key challenges in managing public projects through public-private partnerships in India. It notes that time and cost overruns are common, reflecting poorly on project management teams. Some challenges include incomplete scope assessments, bureaucratic procedures, and a lack of competent leadership. While some challenges are inherent to the system, teams can enhance performance through better planning, leveraging the system, and having skills like flexibility and diplomacy. Understanding terminal objectives, technical competence, and stakeholders are important for driving social projects effectively.
Adopting the Balanced Scorecard for Participatory Monitoring and EvaluationS. Theodore Demaisip
The document discusses the Philippines-Australia Human Resource Development Facility's adoption of the Balanced Scorecard approach to monitor and evaluate its strategic organization development programs in the Philippine public sector. It explains that the Facility aims to build institutional capacity through targeted human resource development activities. However, the traditional logical framework approach used for monitoring and evaluation is limited and focuses too much on project implementation and management. The Balanced Scorecard is a more suitable complementary approach because it considers learning and growth, assesses progress in the context of strategic plans, and looks beyond just inputs/outputs to internal processes and customer outcomes. Integrating the logical framework with the Balanced Scorecard's four perspectives of learning and growth, business processes/financial, and customers provides a
Good practice in donor engagement with civil society creating an enabling env...Dr Lendy Spires
This document summarizes a briefing paper on the OECD Development Assistance Committee's (DAC) "Twelve Lessons from DAC Peer Reviews" on partnering with civil society organizations (CSOs). The 12 lessons are intended to identify good practices between donors and CSOs based on DAC peer reviews. However, the summary argues that the lessons could be strengthened by more fully recognizing the diversity and independence of CSOs as development actors, and providing clearer policy guidance for donors on enabling an environment for CSOs.
This document provides the annual report of CDA Regional Office 1 for the year 2020. It includes messages from leadership, the regional director's report highlighting accomplishments, and reports on various programs and units within CDA RO1. Some key highlights include:
- CDA RO1 continued operations during the COVID-19 pandemic through remote service delivery and online platforms.
- 341 cooperatives received recognition for assistance provided to communities during the pandemic totaling over PHP 114 million.
- 11 webinars were conducted covering various cooperative development topics with over 4,700 participants.
- 33 cooperatives transitioned to higher asset classifications through technical assistance and mentoring.
- Partnerships were maintained with national government agencies, local governments,
The document summarizes a report from a strategic planning project for the Kentucky Press Association (KPA). It provides an overview of the research conducted, including surveys of KPA members and other press associations. It identifies strengths, weaknesses, opportunities and threats. Key recommendations include reorganizing KPA to operate more like a business, implementing training and resources to help members transition to digital media, and developing new revenue streams and ways of collaborating. The strategic plan would be carried out over three years and require annual evaluation.
Training and capacity building is important for the future sustainability of cities. The UN-HABITAT Training and Capacity Building Branch supports national training institutions to build their capacity to implement innovative local governance and sustainable development programs. This includes needs assessments, developing training manuals, training trainers, and evaluating impacts. The Local Elected Leadership series presents roles and competencies for local elected officials, including communication, facilitation, using power, decision-making, policy-making, enabling, negotiating, financing, overseeing, and institution building. Volume 4 of the series provides over 100 training tools to enhance learning and application of governance concepts.
This document outlines the course Cross-Cultural Effectiveness. The course provides an exploration of how culture influences global business management. Over 15 weeks, topics will include dimensions of culture, developing cross-cultural effectiveness strategies, exploring different business cultures, and managing cultural diversity. Students will complete assignments, a midterm exam, group presentation, and final exam. The goal is for students to understand how to effectively manage in a multicultural environment and global business setting.
Our first Corporate Responsibility report provided limited disclosure, while in our second report we provide a complete record of our performance and impact in economic, social and environmental dimensions, as required by GRI and the UN Global Compact. This is the primary reason why we decided to label it a “sustainability report”, which clearly indicates that we fully adopted the GRI Sustainability Reporting Framework (http://www.globalreporting.org/ReportingFramework/G3Guidelines/). We intend to maintain it in all subsequent reports, and we plant to publish the next one in 2011.
The project aimed to identify opportunities for efficiency savings and service improvements through sharing soft federation services across six colleges in the Eastern Region of England. The project conducted analyses of each college's processes for human resources, procurement, finance, payroll, recruitment, timetabling, and health and safety to identify areas where adopting best practices or developing shared services could reduce costs while maintaining organizational independence. Initial activities identified potential quick wins through minor adjustments and demonstrated that efficiency savings are possible through collaboration without full integration of operations.
This document outlines the terms of reference for developing a foundation skills training program for the ITES-BPO industry in Bangladesh. The program aims to develop foundational skills for 20,000 professionals to work in back office and front office outsourcing jobs. It will include defining skill standards, designing curriculum, providing training and certification, and connecting trainees to industry placements. The selected firm will conduct a skills gap analysis, develop skill standards and job profiles, design an accredited curriculum and training program, develop a certification process, pilot the program with 2,000 students, and rollout the program nationally while building local training capacity.
This document summarizes a job readiness program for offenders called the Facilitated Employment Program for Offenders (FEPO). The program aims to help those with criminal backgrounds find employment through case management, job skills training, and job placement assistance. The target users are community organizations and corrections facilities. The program provides orientation, assessment, job readiness training, job placement and retention services. It works with offenders in county jails, probation/parole programs, and transitional facilities. The goal is to help offenders develop job skills, find employment within 30 days of release, and reduce recidivism through gained economic opportunity.
This document discusses public-private partnerships (PPP) from the perspective of Bangladesh. It defines PPP as a contractual agreement between a public agency and private sector entity to deliver public services. The document outlines reasons for PPP including accelerating projects and tapping private sector resources. It describes key benefits as expedited completion, cost savings, and access to private capital. The document then discusses how risks and rewards are allocated in PPPs and sectors for potential partnerships in Bangladesh such as health, education, and infrastructure.
Terms of Reference IKM Consultant RegionalEmerson Bryan
The Caribbean Centre for Development Administration (CARICAD) seeks a consultant to implement an information and knowledge management training program for public sector officials in the Caribbean region. The consultant will develop training materials on information and knowledge management, deliver awareness workshops for senior officials, and conduct train-the-trainer sessions to establish a cadre of local experts. The program aims to build core capabilities in information management and establish a strong culture of knowledge management among public sector workers to support the regional eGovernment strategy. The consultant will produce training packages, workshop reports, and train 35 days over six months.
IQD Frequency Products is a recognised market leader in Quartz Crystals, Clock Oscillators, Fast Make Oscillators, TCXOs, VCTCXOs, VCXOs, OCXOs, Rubidium Oscillators
Este documento presenta un trabajo realizado por cuatro personas: Sebastian garcia loaiza, Sebastian osorio gil, Andres mauricio restrepo y Sebastian zapata.
La Universidad Técnica de Ambato es una institución de educación superior en Ecuador. El documento presenta el nombre de Bryan Altamirano, posiblemente un estudiante o empleado de la universidad.
The document provides a summary of Nitin Burumkar's curriculum vitae. It outlines his 6 years of experience in IT and automation testing using tools like QTP, UFT, Selenium, and frameworks like BDD, BPT. It also lists his educational qualifications and certifications in software testing and ITIL. His experience includes projects in banking and insurance domains for clients in UK and Europe.
Ruth Mumo Kyengo is a customer care executive with over 10 years of experience in customer service roles. She has a BSc in International Business Administration from USIU-A University. Her experience includes roles at Safaricom Kenya Ltd, Zain Kenya-Airtel Kenya, Multi-Options, and Kenya Wildlife Service. She has a proven track record of maintaining high customer satisfaction and resolving customer issues.
The document summarizes news from the Business Council of Mongolia newsletter. Key points include:
- Construction at the Oyu Tolgoi copper/gold mining project is ahead of schedule, with pre-stripping of the open pit mine to begin in August.
- Ivanhoe owns 66% of the project and plans to initially send most production to Chinese smelters.
- The monthly Business Council of Mongolia meeting welcomed 12 new members and heard presentations on Germany-Mongolia business and two Mongolian mining companies.
- Arts and creativity were also discussed, including efforts to preserve Mongolian cultural heritage.
O DJ Geraldinho fará uma apresentação de soul music no sábado, 20 de setembro, no Quarteirão do Soul, convidando as pessoas a dançarem e ouvirem o melhor deste gênero musical.
El documento describe conceptos clave de la dirección, control y supervisión administrativa. Define la dirección como guiar y motivar a los subordinados para alcanzar las metas de la organización a través de la comunicación y supervisión. Explica que el control evalúa el desempeño mediante la comparación de los resultados reales con los estándares planificados para corregir desviaciones. Además, señala que la supervisión implica planificar, organizar, dirigir y retroalimentar constantemente para mejorar la productividad.
2016 8th grade celebration day expectations and guidelines for friday's am ho...Andrew_Cox
The document provides expectations and guidelines for an 8th grade celebration day, including wearing provided t-shirts, participating in activities on the back field from 9:30-11:30 AM, getting boxed lunches from 11:30-12:00 PM, getting yearbooks and signing them from 12:20-1:10 PM, and watching a movie from 1:55-4:00 PM in homerooms. Proper behavior is expected and only water and light snacks can be brought for the movie in the afternoon.
Este documento fornece diretrizes para entrevistas em psicopatologia. Ele discute a importância de evitar posturas rígidas, reações emocionais excessivas e julgamentos. Também destaca aspectos como aparência, apresentação e histórico do paciente que devem ser observados, bem como questões sobre consciência da doença e adesão ao tratamento.
Un viaje de descubrimiento, autoconocimiento y desarrollo, para el que ponemos a tu servicio toda nuestra experiencia y aprendizaje en la vida y en lo profesional.
Un proceso que te posibilite:
-Activar una versión más evolucionada de ti mism@
-Conectar con tu fuerza y ampliar recursos para la vida y el logro de retos y objetivos.
-Conectar contigo, con los demás y con la vida desde una mirada más amplia y poderosa que integre la individualidad y la pertenencia a algo mayor.
-Expandir lo que eres y tu capacidad de acción en el mundo articulando tu visión para construir futuro.
-Vivirte desde la completud incluyendo la corporalidad, emocionalidad, creencias y propósito, abriéndote a expresar tu esencia, lo más auténtico de ti mism@.
An introduction to the elixir language and the otp framework. A workshop was done and the code can be found here: https://github.com/mendrugory/elixir_and_otp_apps_presentation_1
Este examen mensual de ciencia y ambiente para estudiantes de cuarto grado contiene 10 preguntas que evalúan conceptos clave como los tipos de reproducción de las plantas, las partes de la flor y el fruto, la ecología, las poblaciones, los ecosistemas, las cadenas y redes alimenticias. Los estudiantes deben identificar elementos bióticos y abióticos, establecer relaciones adecuadas, completar oraciones y formular cadenas alimenticias.
Partnership for good forest governance in Lao PDR by Phetsoulaphonh N. Choula...phetsoulaphonh choulatida
This document summarizes a partnership between CARE International and local NGOs in Laos to promote good forest governance. The partnership aims to ensure ethnic groups' rights and participation in forest management. Initial outcomes of clarifying roles, building awareness and commitment, effective lobbying, and developing a joint operational plan indicate the benchmarks of an effective partnership have been met. The experience highlighted the importance of identifying relevant partners, using complementary strengths, mutual learning, and reflecting on practices to strengthen the partnership over time. Next steps include an annual reflection seminar and obtaining external feedback on partnership performance.
The position is for a Project Manager at an organization called RCB Project. The objective is to support achieving the goals of the RCB Project by managing partnerships with other organizations, developing their capacity, and ensuring effective program delivery. Key responsibilities include partnership management (20% of time), organizing, planning and budgeting (15%), monitoring program delivery in the field (15%), facilitating capacity development (15%), contributing to fundraising (15%), monitoring and evaluation (10%), and team management (5%). The ideal candidate has a masters degree, 6 years of relevant experience including 4 years in management, knowledge of issues related to persons with disabilities and child rights, and strong management, communication, and technical skills.
This document summarizes a Partner's Participatory Capacity Assessment (PPCA) conducted with two civil society organizations in Laos, the Green Community Alliance (GCA) and Social Development Alliance Association (SODA). The PPCA was conducted to identify capacity needs and develop two-year action plans for capacity building. It involved assessing capacities in several areas including strategic planning, governance, monitoring and evaluation, finance, and human resources. The assessment identified strengths and gaps for each organization. It provided direction for future improvements and concrete action plans. The facilitators learned that involving stakeholders and making the assessment process participatory are important.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
The document outlines the programmatic approach of the ICCO Alliance, which aims to have 80% of its activities conducted through coordinated programs by 2010. It discusses bringing different actors together under a common goal and strategy to be more effective. Key aspects of the programmatic approach include cooperation, common and specific goals, inclusion of diverse partners, and influence rather than power. Challenges include getting donors and NGOs to share power and adapting to partner diversification. The roles of the ICCO Alliance in this transition involve strategic funding, brokering, capacity development, and supporting local ownership of processes of change in the global South.
This document presents the mid-term evaluation report of the "Supporting Enabling Environment for Development (SEED)" project implemented by Search for Common Ground Nepal from January 2013 to May 2016. The key findings of the evaluation are: 1) Overall target achievement of the project objectives is 66%, with some themes achieving over 100% and others below 50%; 2) Youth participation targets have only been 25% achieved; 3) Some budgeting and financial management issues have been identified; 4) Recommendations include amending project changes with the funder, improving low target areas, and revising the budget. The evaluation assessed progress, effectiveness, and provided recommendations to strengthen the project.
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2. Page | 2
TABLE OF CONTENT
I. Background and rationale……………………………………………………………………………………………………………….…..3
II. Assessment objectives…………………………………………………………………………………………………………………………3
III. Roles of involved parties………………………………………………………………………………………………………………..……3
IV. Assessment methodology, agenda, and participants ………………………………………………………………..………..3
V. General results of the process…………………………………………………………………………………………………………….7
1. Use of the Picture of partnership……………………………………………………………………………….………………..7
2. Doctor References…………………………………………………………………………………………………..…………………..8
3. X-ray the partner’s organization…………………………………………………………………………………..………………8
4. Reflection whole process of PPCA…………………………………………………………………………………………..……9
VI. Partner’s Participatort Capacity Assessment Results and Findings…………………………………………………..….9
1. Green Community Alliance Association (GCA)…………………………………………………………………….….……9
1.1. Summary of key findings…………………………………………………………………………………………..……….….9
1.1.1. Strategic Planning, Programme Development, Mgt & Service Delivery Assessment….………..9
1.1.2. Good Governance and Accountability Assessment…………………………………………………….…….10
1.1.3. Participatory Monitoring and Evaluation Assessment……………………………………………..….……10
1.1.4. Gender and Social Inclusion Assessment……………………………………………………………………..…..10
1.1.5. Finance Compliance and Financial System Assessment…………………………………………….……...10
1.1.6. Human Resource and Logistics Management Assessment…………………………………………….….11
1.1.7. Findings………………………………………………………………………………………………………….….…………….11
1.2. GCA’s Capacity Improvement Plan……………………………………………………………………….……………..13
2. Social Development Alliance Association (SODA)………………………………………………………….…….……..13
2.1. Summary of key findings…………………………………………………………………………………………….….……13
2.1.1. Strategic Planning, Programme Development, Mgt & Service Delivery Assessment………….13
2.1.2. Good Governance and Accountability Assessment…………………………………………………………..14
2.1.3. Participatory Monitoring and Evaluation Assessment……………………………………………….……..14
2.1.4. Gender and Social Inclusion Assessment……………………………………………………………..…………..14
2.1.5. Finance Compliance and Financial System Assessment…………………………………………………….14
2.1.6. Human Resource and Logistics Management Assessment………………………………………….…….14
2.1.7. Findings…………………………………………………………………………………………………………………………....15
2.2. SODA’s Capacity Improvement Plan……………………………………………………………………………….……17
VII. Conclusion and Recommendations………………………………………………………………………………………………..….17
o Transparency……………………………………………………………………………………………………………………….18
o Participatory……………………………………………………………………………………………………………………..…18
o Feedback mechanism…………………………………………………………………………………………………………..18
o Monitoring and Evaluation (M&E)………………………………………………………………………………….……18
o Empowerment…………………………………………………………………………………………………………………….18
Annex 1: List of participants participated in this assessment
3. Page | 3
NARRATIVE REPORT OF PARTNER’S PARTICIPATORY CAPACITY
ASSESSMENT WITH TWO CIVIL SOCIETY ORGANISATIONS
By Phetsoulaphonh N. Choulatida, project manager
I. Background and Rationale
The Partner’s Participatory Capacity Assessment (PPCA) tool is one of the pioneering initiatives in the field of
civil society strengthening within CARE International in Lao PDR for increased rights and voice of marginalized
people within ethnic minorities in the Lao PDR. In line of program quality team, strengthening capacity of
partner is very crucial to ensure that we reach wider impacts and quality of partnership engagement. CARE
International in Lao PDR develops the partnership strategy for 2012-2016 (Henry Braum, 2010) aims
collaborating through partnership approaches that achieve significant and lasting change for marginalized
groups. Second objective is to strengthen the capacity of partners in quality development actions.
The good forest governance (GOFOGO) project has since its inception with consortium partners in April 2014
with the cooperation of different forms of consortium partners classified as implementing partner (including
INGOs, CSOs, CBOs, and networks) and government of Lao PDR at all levels which classified as advocacy
partner. The GOFOGO project aims at: Improved capacity of civil society organisations to engage in dialogue on
forest governance (Right to Lands, Indigenous People Rights, Right to adequate food, and Gender Rights).
Therefore, there are two CSOs namely Green Community Alliance Association (GCA) and Social Development
Alliance Association (SODA) initially start doing this PPCA tool in early stage before giving any assignment.
Expected outcomes from this Partner’s Participatory Capacity Assessment
Had an understanding the reality that leads to mutual learning.
Knew clearly strengths, weaknesses, and opportunities that promote quality of partnership roles
Completed the agreed partner’s capacity development plan for two years.
Capacity strengthening is not a strange terminology to CSOs in Lao PDR at all but developing a plan for
partner’s capacity strengthening is supposed to be quite new to GCA and SODA as nascent CSOs. Both of them,
therefore, under the partnership grant agreement of GOFOGO project, CARE International in Lao PDR is using
MELI
+
document (CARE Lao PDR, June 2014) to emphasize the additional focus on activity tracking/getting the
basic right and together with integration of gender that will ensure GCA and SODA partners to achieve their
goals.
II. Assessment objectives
Explore strengths, gaps, and opportunities in capacity building activity of CSOs;
Develop Instituitional development and organizational strength mapping and list of capacity
building activities for two organizations of SODA and GCA;
Assess on six key areas of partners regarding program development, good governance and
accountability, M&E, gender and social inclusion, financial system, and human resource.
III. Role of involved parties
CARE Lao PDR: is facilitator and do not make any decision on the content of assessment;
GCA and SODA partners: to decide the content of assessment.
IV. Assessment methodology, agenda, and participants
Approach: Assessment process is a participatory process via discussions. All participants are free to
express and listen to different points of view and come up with mutual conclusion. The Program Quality
Team and CARE Lao PDR’s staff just plays a facilitator role and to record all the comments, feedbacks
4. Page | 4
given, discussed by GCA and SODA partners and to document suammaries of the results for sharing with
a broader consortium partners.
Method: method used is group discussion, individual brain storming, and Self-assessment will not be
Critical, Constructive, and Consensus (3C). Each session of the day will discuss on a different content,
those are applied various ways of assessment. Those are:
Use of pictures to illustrate the meaning of partnership during capacity assessment was found to be
attractive & convincing :
- CARE Lao PDR facilitates a self introduction of participants who is who by giving pictures and try
to give message of each pictures that hidden meaningful partnership topic
- Setting the scene of partnership and capacity assessment
Doctor references :
- Most of partcipants are familiar with this given example, it’s easy/simple to picture it out
- Gradually goes into real case of GCA and SODA
PPCA tool introduction:
- Slowly introduce content by content
- Together review, improve, and customize the standard of the PPCA tool according to
organizational partner type
Partners take lead process as doctor to do X-ray their own CSOs:
- CARE Lao PDR takes the role as facilitator
- GCA and SODA take lead to decide the content of assessment
Critical, constructive and consensus aspect employ all sessions:
- Facilitation of CARE Lao PDR way is to give question and question in order to investigate deeper,
push participants generating critical thinking, and find agreed conclusion point
Sector expertise involvement:
- Invite human resource person, financial officer, manager, coordinators, field staff and gender
advisor to help the process that participants can decide the content of assessment
Reflection of whole process for two days program:
- CARE Lao PDR and partners conduct the reflection on what went well, what are challenges, what
did we learned, and what we can do differently for next time.
- Mutual learning
- Apply what we have learned so far
The detailed discussion of the PPCA process is conducted by the following steps:
Step Content Facilitation question/ Analysis templates on
Step 1 Strategic Planning, Programme
Development, Management &
Service Delivery
Strategic plan / Programme development/design,
planning;
Program Management & service delivery;
Coordination and communication with concerned
stakeholders;
Coordination with provincial / central (and District)
authorities / organizations;
Advocacy / working together for impacts at scale.
5. Page | 5
Step 2 Good Governance and
Accountability
Standard organisational systems, policies and
procedures exist;
Inclusive leadership exists;
Decisions are made in a participatory way;
Accountability policy/system or mechanism exist and
is functional;
Zero tolerance policy exist and operationalized;
Clarity on roles and responsibility of staff and board
members.
Step 3 Participatory Monitoring and
Evaluation
Monitoring and evaluation policy/mechanism exists;
Monitoring and evaluation policy/mechanism
operationlized;
Documentation and dissemination practice exists
including M&E reports are shared with concerned
stakeholders.
Step 4 Gender and Social Inclusion Policy exist and operational;
Putting women's issues at the centre of our work.
Step 5 Finance Compliance and Financial
System
Policy;
Accounting System and Financial Report;
Bank Account;
Cash Management;
Procurement;
Internal Control;
Shared Program Costs.
Step 6 Human Resource and Logistics
Management
Qualified project staff (finance plus programme)
recruited through competitive/transparent process;
Staff Personal file maintained (appointment letter,
salary provision, leave, performance);
Proper mechanism/system for procurement exists
and practiced;
Staff Skills and Competences.
6. Page | 6
Agenda: designed for two days with the detailed contents as follows:
AGENDA
Date & time Program details Facilitators
Day One: Wenesday 3 September (GCA), and Monday 8 September (SODA)
8:00-8:30 Register and welcome
8:30-9:30 Introduction with an activities Bharat (PQ)
9:30-9:45 Purpose of Partner's Participatory Capacity Assessment Bharat (PQ)
9:45-10:00 Introduction of two days schedule Phetsoulaphonh
10:00-10:15 Tea/Coffee break
10:15-11:00 Structure of tool and capacity assessment areas Bharat (PQ)
11:00-11:15 Discussion All
11:15-12:00 Practice tool - program Phetsoulaphonh
12:00-13:00 Collective lunch
13:00-14:30 Continue to practice tool - program Phetsoulaphonh
14:30-14:45 Tea/Coffee break
14:45-16:00 Continue to practice tool - governance, M&E Phommachanh
16:00-16:30 Review day 1 Phetsoulaphonh
Day Two: Thursday 4 September (GCA), and Tuesday 9 September (SODA)
8:00-8:30 Welcome and review day-1
8:30-10:00 Continue to practice tool -finance Tity & Bualaphanh
10:00-10:15 Tea/Coffee break
10:15-12:00 Continue to practice tool - HR Tity & Bualaphanh
12:00-13:00 Collective lunch
13:00-14:30 Analyze findings Bharat (PQ)
14:30-14:45 Tea/Coffee break
14:45-16:00 Action plan Phetsoulaphonh
16:00-16:30 Review the whole process of capacity assessment Bharat (PQ)
7. Page | 7
Implementation schedule:
Green Community Alliance (GCA) : 3-4 September 2014
Social Development Alliance (SODA) : 8-9 September 2014
Participant:
- GCA and SODA organisation’s leader/director/board member (1- 2 people);
- 2-3 Representatives are project responsible staff;
- Staff in charge of GOFOGO project;
- Financial/admin staff (1-2 people).
(List of all participants is attached under annex 1)
Implementing agency: CARE International in Lao PDR
- PQ team (1-2 people);
- Gender expertise (1 person);
- Manager (1 person);
- Financial/admin staff (1-2 people).
V. GENERAL RESULTS OF THE PROCESS
1. Use of the Picture of partnership
Use of pictures to illustrate the meaning of partnership during capacity assessment was found to be
attractive & convincing. This is good practice by CARE that contributed to strengthening the
partnership.
When we illustrated and gave these pictures to GCA and SODA partners, they were able to
communicate messages very well unexpectedly. Following given meaning of each picture by both
partners of GCA and SODA, those are:
Picture 1: First mechanical wheel as partner 1 and second as partner 2 have different strengths and
gaps, since both have mutual objective and benefit, they can share and help to fill gaps by other
8. Page | 8
strengths. If strength and strength it will be broken, gap and gap cannot work. Strength and gap are
matching and move to the same direction as partner.
Picture 2: different types of organisation, country, political regime, economic growth, race, religion,
sex, and age can be a partner as long as we have same purpose, share resource (fund and
knowledge), and have accountability.
Picture 3: Partners are willing to help, share, and support each other if needed. Both put materials,
resources, skills, experience, challenges, lessons learned, and new idea for mutual learning to
identify ways to go.
Picture 4: Partner cannot stay alone; we have to work as network and set a flatform to build up
lasting change and long term impacts. We cannot achievelarge scale impact by alone organisation.
Picture 5: the partners knew well their role and responsibility, and also have strengths and
weaknesses. Each has to accept own gaps and willing to receive other strengths from partner to fill
our gaps as alignment with partnership capacity building. Help when see firend hopeless.
Picture 6: Working together, clear role identified as leader and follower, leader has to understand
partner’s skills, knowledge, and attitude to step faster or slower but make sure our follower step
with happiness in the same as we take lead them. Always give signal and right communication
because follower cannot see vision like you stay in front.
Picture 7: When we’re the partner, doesn’t mean we located office near by and that’s it. We have
to jump and break barrier to go and see each other regularly. We can see real situation of partners
and partner understand our circumstance. Only eamail and telephone call, it doesn’t work enough.
Picture 8: We share role, responsibility, resource, office (sometime), documents, problems,
impacts, and benefit equally among partners.
Picture 9: Since we work in same direction and same objective in order to achieve of goals, we have
agreed and clear roles among partners (leader, and implementors) we support and encourage each
other. Since ones can give feedback, learn, and apply.
2. Doctor references
Giving the example to participants when you are sick and go to hospital, the doctor will need to
- Inquery (what happened, …..)
- Analyse (symptom, weight, hight, temperature, ultra sound, vedio X-ray, pathological test
including blood, urine, eyes, …)
- Make a conclusion (diarrhea, cough, dengue fever, …)
- Recommendation and medicine (take medicine 1-2 tablets before meal, three times per day
for one week, ….)
Then, go into partner’s organization. The doctor here is GCA and SODA, and patient is their
organization. The CARE is facilitating the process only.
3. X-ray the partner’s organization
Both GCA and SODA partners will have a look about
- Infrastructure
- Staff capacity, qualification, possision, human resource, …
- System: structure, administration, financial management, …
- Planning: strategy, program design, action plan, …
- Coordination: with stakeholders
- Donors, working with donors
9. Page | 9
The participants will review all aspects before making any conclusion. They work as team and more
critical, constructive, and concensus.
4. Reflection whole process of PPCA
Apply learning into action, meaning that CARE and partners conducted a reflection session after
our first capacity assessment (our practice) to extract the learning and CARE applied the learning
together by changing our approach. As a result CARE had fewer challenges during the 2
nd
capacity
assessment and partner staff said ’CARE Cares’.
VI. PARTNER’S PARTICIPATORY CAPACITY ASSESSMENT RESULTS AND FINDINGS
1. Green Community Alliance Association (GCA):
1.1. Summary of key findings
The results of GCA’s assessment are really exiting that partnership start date is April 1, 2014. There
are five projects supported in the past by different donors namely: GIZ-CliPad, UNDP-GEF, Thailand
Environment Institute (TEI), Helvetas-LIWG, Central for International Development and Training
(CIDT). And currently there are four donors supporting GCA like CARE Lao PDR, Village Focus
International-DFID, Global Withness, and IUCN. This is the first time that CARE Lao PDR is working in
partnership with GCA under project of Participation of remote ethnic groups for Good Forest
Governance (Go-FOGO) with total budget amount to be managed by the partner is 65,312.00 Euros.
After 2 days, with CARE Lao PDR’s facilitation, the GCA drew out a capacity improvement plan based
on assessment findings by team (Details in page no. 13).
1.1.1. Strategic Planning, Programme Development, Management & Service Delivery Assessment
Regarding Strategic Planning, Programme Development, Management & Service Delivery, the GCA
organization’s overall capacity assessment score came to 36 out of 84 (42.86 % of obtained, capacity
level is slightly low). The elements of Standard on Programme/ project proposal is
developed/designed in consultation / participation of impact group (right holders) (need assessment,
FGD report, Household survey) stage; Adequate capacity to implement the programme maintaining
standard quality (timely result that satisfy or exceed the beneficiarie's expecetation); There is support
and goodwill from the community for the organization; Meetings with stakeholders (partner & CARE
Lao PDR) are documented and decisions are shared with all staffs and board members; Design and
implementation of projects/programmes in coordination and collaboration with other stakeholders;
10. Page | 10
Coordination meetings with District government (e.g., DHO, DAFO…..) held regularly are all scoring 2;
The PPCA results show that the elements needing more supports and should be more focused on in
the future were Long term strategic plan; result based management; individual work plan; using the
beneficiare data management; periodic review with stakeholder, coordination with government and
UN organizations and advocacy with score of zero (0).
1.1.2. Good Governance and Accountability Assessment
The obtained the score of GCA is 40 out of 64 (62.5% of obtained, classified as midiem). The elements
of Standard that GCA got all scoring 2 there are: The roles and functions of the board are written
down and understood; General assembly held regularly in time and Board members
elected/nominated by the General Assembly; Board members are independent; professional or
known as social service or have social development background; Organization's leaders (vital
positions) have clarity on organization's vision and strategy including second line leadership exist;
Resources are appropriately utilized - no evidences of FRAUD and misappropriation of resources; No
evidences of Discrimination (gender, ethnicity etc) and Sexual Harassment in program/project team
and organization; No evidences of Exploitation and Wrongful Conduct within organization/its
staff/board members; Clarity on roles and responsibility of staff and board members. The PPCA
results show that the elements needing more supports and should be more focused on in the future
were Policy on inclusive governance and accountability tools and approaches.
1.1.3. Participatory Monitoring and Evaluation Assessment
Regarding M&E, the GCA organization’s overall capacity assessment score came to 6 out of 30 or
equivalent of 20 % of score obtained (capacity level is low). The only one elements of Standard that
GCA received scare at 2 is Baseline report for all projects is available. The PPCA results show that the
elements needing more supports and should be more focused on M&E Policy, Strategy, Plan,
Learning and documentation.
1.1.4. Gender and Social Inclusion Assessment
The score came to 8 out of 20 or equivalent of 40 % (capacity level of GCA is low). The elements of
Standard on No sexual abuse/harrassment (no cases been heard, recorded or reported); and Partner
Organization promoted people's organizations representing Impact group are the member of district
/national women's network are both scoring 2; The PPCA results show that the elements needing
more supports and should be more focused on in the future were women's representation and
gender budgeting.
1.1.5. Finance Compliance and Financial System Assessment
The score of finance compliance and its system came to 39 out of 82 that equivalent of 47.5%
(capacity level is midiem). The elements of Standard on Bank account maintained under the name of
the organization; Payment voucher file of cheque payments including, supporting documents such
invoice receipts and other relevant information; Payment voucher to support cash payment; Pre-
numbered receipt for cash / income received; Payment voucher file of cash payments including,
supporting documents such invoice receipts and other relevant information; Payment voucher file of
cash payments including, supporting documents such invoice receipts and other relevant information;
Purchase Request (PR) to request procurement of goods and services; Request for Quotation (RfQ) to
obtain price from suppliers; Purchase Order (PO) to procure goods and services; Bank account held in
the organisation’s name with minimum two signatories; Annual external audit is undertaken by
recognised auditing firm; Compliance with tax and other local laws; and Review of actual expenditures
against budget are all scoring 2; The PPCA results show that the elements needing more supports and
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should be more focused on in the future were According Software; approval system at GCA; capacity
use accounting software; banking and authority deligation / bid analysis for pocurement / guideline /
cash management and asset management.
1.1.6. Human Resource and Logistics Management Assessment
Lastly, the GCA obtained score of human resource and logistic management came to 22 out of 46 in
equivalent of 47.8% (capacity level is midiem). The elements of Standard on staff qualification and
recruitment process are all scoring 2; The PPCA results show that the elements needing more
supports and should be more focused on in the future were Timesheet and leave record; staff
expertise capacity on financial management and technicals; communication and report writing skill
(see the chart below).
Chart 1: GCA’s total capacity score of six areas of assessment
1.1.7. Findings:
1. Strategic Planning, Programme Development, Management & Service Delivery:
Develop long term strategic plan incorporating inputs from board, members, staff,
stakeholders and beneficiary members
Initiate result based management, when we make strategic plan, GCA will conduct
beneficiary consultation to incorporate their feedbacks / opinions
Advocacy strategy and plan, this is a bit new - advocacy it self is a bit harder but GCA
could be the part of network with specefic strategy in future
It has been done with Lao furniture association which is private secor / still seeking the
plat form for sharing and networking. Need to try more in future on external relation
espcially UN and internnational organizations
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2. Good Governance and Accountability:
Try to formulate policy to improve inclusive governance and accountability. Since
concept has discussion in paper but how to reach and develop not happenning
3. Participatory Monitoring and Evaluation:
Develop systems, strategy and plan for monitoring, evaluation, learning, reflection and
continuous improvement because GCA is missing too many of things in M&E
4. Gender and Social Inclusion:
Intiate seeking women's representation at all levels of board member, decision making
position and Representations of ethnic women both at staffs and organization's level
5. Finance Compliance and Financial System:
Currently use simple systematic accounting, use excel file to do cash statement. So, we
recommened GCA to adopt and pracite user friendly accounting software
Submit to director in each day of 25th - 27th of the month, there is no written guidelines
including limits of authority. The GCA needs to draft the guideline for authorization
GCA has no Competitive Bid Analysis based on RfQ, and Procurement file including duly
signed PR, RfQ, CBA, PO and other relevant documentation. GCA has to develop the
procurement system and asset management
GCA is lack of Cash kept in a locked cash box or safe, and Surprise cash count performed
by senior staff. GCA has to create the internal policy for cash management
6. Human Resource and Logistics Management:
There is no any practices of time sheet and leave records, it needs to develop timesheet
and leave record
The finance staffs have limitation of the skills and qualifications to carry out all financial
activities. GCA has to provide financial staff on financial shoftware fit into the line of
donor
Program officers have not really good technical expertise for the relevant sectors they
work in (gender, health, climate change, M&E, etc.). Assement team recommeded GCA
for technical capacity building including climate change and gender, etc…
GCA Staffs do not possess sound basic communication skills (e.g. listening, presenting,
interviewing, feedback etc.). the GCA staff have to increase capacity on communication
and report writing skill for daily works
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1.2. GCA’s Capacity Improvement Plan
(Source of information: CARE Lao PDR 2014, PPCA for GOFOGO)
2. Social Development Alliance Association (SODA)
2.1. Summary of key findings
The results of SODA’s assessment are not big different from previous CSO. The partnership start
date is April 1, 2014. There is no any project supported in the past, it’s just emerged recently.
And currently there is only one donor supporting this CSO like CARE Lao PDR. This is the first
time that CARE Lao PDR is working in partnership with SODA under project of Participation of
remote ethnic groups for Good Forest Governance (Go-FOGO) with total budget amount to be
managed by the partner is 38,842.00 Euros.
After 2 days, with CARE Lao PDR’s facilitation, the SODA also drew out its capacity improvement
plan based on assessment findings by team (Details in page no. 17).
2.1.1. Strategic Planning, Programme Development, Management & Service Delivery
Assessment
The SODA’s overall capacity assessment on this, score came to 40 out of 84 (48% obtained,
capacity level is midiem). The elements of Standard on Clear and consistent vision and mission
statements exists that provide focus and direction; Organizational values and principles exist
and have been written down; A clear long-term (3-5 years) strategic plan document is in place;
Clarity on project/programme operational strategy amongst central/district and field based
staffs, management and responsible board members; Staff is familiar with use of key tools for
community needs assessment; NPA applies participatory methods and demonstrates
community participation in planning and decision making; NPA has a good relationship and
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works together with government departments; Actively participate in coordination meeting
organized by government organizations and other stakeholders; Programmes are aligned to GOL
annual plans and programmes (or synergy with District and other stakeholders' programme) are
all scoring 2; The PPCA results show that the elements needing more supports and should be
more focused on in the future were Logframe/Indicator/Result based planning system,
individual and annual work plan for the program and staff, Humanitarian Accountability
Partnership (HAP) & Sphere standards, Participation of impact group, and developed its website.
2.1.2. Good Governance and Accountability Assessment
Regarding good governance and accountability, the SODA’s overall capacity assessment score
came to 52 out of 64 (81% obtained, capacity level is high). The elements of Standard look so
good for all scoring at 2; The PPCA results show that the elements needing more supports and
should be more focused on in the future were Social audit is conducted at least once in a year
and project information (programme details, budget and expenditure) is shared with all related
stakeholders regularly (information boards, at the end of each event, budget in hard copy
shared).
2.1.3. Participatory Monitoring and Evaluation Assessment
The score came to 5 out of 30 (17% obtained, capacity level is low). There is no any elements of
Standard is scoring 2 any more; The PPCA results show that the elements needing more
supports and should be more focused on in the future were Review and reflection M&E
mechanism, Responsible M&E focal person, Monitoring by staff, board member and community
held regularly, Specific assessment, evaluation report, final report or programme /project
completion report.
2.1.4. Gender and Social Inclusion Assessment
The score came to 5 out of 20 (25% obtained, capacity level is low). There is only one element of
Standard on No sexual abuse/harrassment (no cases been heard, recorded or reported) is
scoring 2; The PPCA results show that the elements needing more supports and should be more
focused on in the future were Gender policy and putting women's issues at the centre of
SODA's work.
2.1.5. Finance Compliance and Financial System Assessment
The score came to 25 out of 82 (30% obtained, capacity level is low). The elements of Standard
on Bank account maintained under the name of the organization; Written guidelines including
limits of authority; Segregation of duties in practice; Review of bank and cash reconciliation by
senior management staff; and Bank account held in the organisation’s name with minimum two
signatories are all scoring 2; The PPCA results show that the elements needing more supports
and should be more focused on in the future were Administrative and procedure policy,
accounting system and financial report, Bank account including payment record, cheque,
vouchure, filling, cash management, procurement, competitive bid analysis, internal control,
shared programcost.
2.1.6. Human Resource and Logistics Management Assessment
Regarding this, the score came to 24 out of 46 (52% obtained, capacity is midiem). The elements
of Standard on The organization has clear policies on pay and reward, which are consistently
followed; The organization identifies staffs training needs and provides opportunities for staff
development; Program officers have good technical expertise for the relevant sectors they work
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in (gender, health, climate change, M&E, etc.); Staff possesses sound basic communication skills
(e.g. listening, presenting, interviewing, feedback etc.); Majority of staff is computer literate; and
Key staff has quality report writing skill are all scoring 2; The PPCA results show that the elements
needing more supports and should be more focused on in the future were Recruitment process,
staff contract with clear job description, timesheet, physical verification of cash inventory items,
and finance staff skill (see the chart below).
Chart 2: SODA’s total capacity score of six areas of assessment
2.1.7. Findings:
1. Strategic Planning, Programme Development, Management & Service Delivery:
For the moment, there is no project yet, just accepted assignment from other INGOs and
donors, it needs to improve logframe, indicators, and result
Three permanent staff only and 30 staffs are part-time. Therefore, no any clear
individual work plan and annual work plan. Therefore, SODA has to develop annual work
plan for program and individual work plan
Humanitarian Accountability Partnership (HAP) & Sphere standards are very new to
SODA. So that SODA needs to learn about it. Adopt HAP and sphare standard for
humanitarian development
SODA limks impact groups to other level of organisations of advocational training center,
consuling center of LWU, etc. SODA has to practice participatory program design
involving impact groups
Develop the SODA's website
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2. Good Governance and Accountability:
No social audit yet, Partners need to develop a joint social audit procedure / guideline.
Social audit should conduct in each year to share with all stakeholder
3. Participatory Monitoring and Evaluation:
No target yet about responsible M&E focal person, need to train key person to take lead
and the PPCA team recommended SODA could create a Participatory Monitoring and
Evaluation
4. Gender and Social Inclusion:
SODA takes lead on this and it has a wrtten policy paper, but do not implement yet. It
needs to disseminate gender policy and practice
5. Finance Compliance and Financial System:
Financial policy is written and need to practice, it needs to revise policy and implication
Simple accounting system in excel and start practicing, SODA has to improve
adminstrative and accounting system
SODA asking BCEL bank statement at the end of the month, need to develop reconciled
form, SODA needs to improve cash management
No competitive form, and no any file system set up yet, it needs to improve
procurement and logistic management system sooner.
6. Human Resource and Logistics Management:
SODA applies volunteery approach, it needs to improve and develop recruitment
process and transparentcy
There is not clear staff contract letter with job description provided to/accepted by
staffs since now SODA cannot provide salary. It needs to improve staff contract
There is no time sheet and leave records yet, SODA has to create staff timesheet
Conduct physical verification of cash inventory items
Train finance staff to enhence their skill and competency
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2.2. SODA’s Capacity Improvement Plan
(Source of information: CARE Lao PDR 2014, PPCA for GOFOGO)
VII. CONCLUSION AND RECOMMENDATIONS
All the two organizations have had the chance to review, and evaluate all their resources in order to
envisioning their dreams in the two to fice years to go regarding institutional development area.
This is the first time, both the CSOs as GOFOGO partners developing the plan to enhance their
organisation. They have conducted this assessment to strengthen organizational capacity but mostly
focused on interal issues.
By taking this assessment process, the GCA and SODA have taken all the working areas, relations into
account. By doing that, they have seen the gaps between their dreams and current situations, and
Institutional development & organizational strengthening activity plans were born based on that.
The capacity development activity plans of two partners include short-term and long- term activities.
All these activities, within the GOFOGO project, can not be completed as the project budget is limited
and just partly support for some capacity strengthening activities only. The two partners, therefore,
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should have to combine with other resources/donors in achieving the set objective or it would be
propose to European Union and Care Denmark for further assistance or even if other potential doners
(if any).
In conclusion, all the two CSOs as GOFOGO partners have tried and being tried the best in completing
its organsations. That has been recognized and credited by local government, peer organizations and
local people.
Both partners, basically, have developed organisatoinal & working system/policies and/or procedures
almost perfect in order to responding the demand of various stakeholders. And it can be view under
the following angles:
Transparency: With this assessment, all the organizations have shown the information of
transparency, i.e.
o They do have clear vision, mission, goals and annual plans, annual reports with all
information on where, when, for how long and who is responsible for, etc.
o They have organisational structure and processes i.e. governance and decision-making
processes, Financial information detailing income and expenditure, audit reports,
resource allocation, Monitoring & evaluation policy, Project information, Criteria for
beneficiary/ target area selection
But whether all or major part of those information to be provided in a language that
stakeholders understand, and in a format that is easy accessible and understandable for them is
still a question need to be answered and acted by all the partners.
Participatory: In this regard, both partners has done a good job in ensuring the participatory of
its stakeholders in at all stages of projects/programme or activities. However the role of
stakeholders is just a listener or a “decision maker” and a “shaper” in the project/programme
and/or activities development. It is recommended that social audits, community scorecard should
be considered for using to ensure participation in the near future (if it was planned).
Feedback mechanism: All the organization is working toward the way that to provide evidences
from grass-root to policy makers at national level as well as information to decision maker at
district and/or provincial levels including internal organization with staff member. The
ability/capability of two-way information providing to national level of these organization needs
to enhance thoroughly in order to be regconised and credited by policy makers at different levels
for being registered association and recognized by law.
Monitoring and evaluation (M&E): Currently, M&E system is not existed by both organizations
which serve project/programme implementation purposes. There is no information show that
the M&E systems are planning to do in future. Monitoring satisfaction level of local people is also
very important to figure out complaints, if any, to have mechanism to place them.
Empowerment: All the both partners have been doing great job in this regard. In order to ensure
the empowerment, especially to their target groups (primary stakeholders), they have been
conduting a series of trainings in leadership, develop self-esteem of primary stakeholders,
promoting dialogue between stakeholders, social mobilisation of marginalised people, and
raising awareness.
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ANNEX1: LIST OF PARTICIPANTS PARTICIPATE IN THE ASSESSMENT
Full name Organisation Responsible of
Mr. Aod Douangphachanh GCA Director
Mr. Houmphanh GCA Administrator
Ms. Vathsana GCA Financial officer
Mr. Viengsouk GCA Financial officer
Ms. Kongphet SODA Coordinator
Miss. Kongkham SODA Financial officer
Mr. Khamkhol SODA Assistant
Mr. Saysamon SODA Board member
Mr. Phathomphone SODA Board member
Ms. Douangchit Viravongsa CARE Lao PDR Gender advisor
Ms. Phoutthasone CARE Lao PDR Financial officer
Mr. Viengphayvanh CARE Lao PDR Financial manager
Mr. Boualaphanh CARE Lao PDR Financial officer
Mr. Phommachanh Phothichanh CARE Lao PDR Information management specialist
Mr. Bharat Raj Gautam CARE Lao PDR Program quality, internatinal advisor
Mr. Phetsoulaphonh N. Choulatida CARE Lao PDR Project manager