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The Organizational Capacity Assessment Tool

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Mounia Msefer of John Snow, Inc. (JSI) presents on the Organizational Capacity Assessment Tool (OCA)

Publicado en: Salud y medicina
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The Organizational Capacity Assessment Tool

  1. 1. THE ORGANIZATIONAL CAPACITYASSESSMENT (OCA) TOOL Prepared by: Mounia Msefer April 5, 2019
  2. 2. Outline JSI experience implementing the OCA and lessons learned Using the OCA to monitor progress OCA tool overview: history, content, process
  3. 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. 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. 5. OCATool Snapshot
  6. 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. 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. 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. 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. 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. 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. 12. THANK YOU! For more information visit: www.jsi.com

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