Tearfund Organisational assessment
Briefing paper No 2
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Tearfund Organisational assessment Briefing paper No 2 |
Internal Organisational This is the core of any organisation and is about what does the organisation want to be. This is expressed through its purpose, vision, mission,values and identity which are hopefully reflected in the similarly reflected the straegies,sysytems, structures of the organisation.
Linkages This focuses on how the organisation wants to relate to others.Linkages are a feature of capacity building which refers to strengthening the range of informal and formal relationships a partner needs to have with organisations or groups of people in order to gain additional resources and support for being effective in their mission.
Projects This relates to what the organisation actually does and how well it performs and whether or not it is having an impact on those it is trying to serve.
The projects can vary in type from provision of services (Welfare) through to mobilising communities and local organisations to access greater resources (Social transformation).The critical factor is that the projects are consistent with the overall purpose and vision of the partner.
Context refers to the need for any capacity building initiative to be appropriate to the local culture, traditions and history of the people the partner is trying to serve.This not accounts for regional and cultural differences accross the world but also the context of complex emergencies and prolonged civil conflict in which the apprach to capacity building will require careful timely planning.
Centrality of vision, values and identity
.The following diagram illustrates the importance of the core vision, values, and identity and how they shape and determine the nature of the rest of the organisation.
According to this model, first principles for a healthy Partner would be to clear about its identity and attitude to the world, which in turn shape its vision of society and its purpose in it, which in turn shapes its strategies to be adopted and tasks carried out, which in turn defines the structures and systems that need to be in place and the staff employed, the skills and abilities they need and the whole is supported by adequate resourcing. Capacity building aims to ensure coherency between the core values and how they are outworked in the rest of the organisation. Key indicators for what makes up a healthy organisation Tearfund has used these models to identify the key indicators which reflect the qualities of a healthy organisation which can be used with the partner to assess their capacity and needs for further strengthening and support. This frame work has been adapted in Briefing paper No 6 for assisting partners to carry out their own self assessment.
| Key indicators for assessing the health of an organisation |
| INTERNAL ORGANISATION |
| Values |
| The vision is underpinned by clearly stated values that come from an exploration of the Christian faith and understanding of the churches’ role in justice and development |
| The policies and strategies of the organisation are both empowering to staff and to the target group |
| Staff are committed to showing respect to those they are seeking to serve |
| There is committment to integrating other marginalised people into the activities of the organisation |
| Activities are culturally sensitive to the needs of the target group |
| Staff show awareness of accountability to both line management and beneficiaries |
| There is care and concern shown shown to each other throughout the organisation |
| There is integration of prayer with activities |
| The christian message is proclaimed through the way activities are run and developed |
| There is committment to integrating children and youth sensitivity into the activities of the organisation |
| It is a learning organisation, learning from experience and others - including those they seeking to serve |
| There is committment to integrating gender sensitivity into the activities of the organisation |
| Vision |
| There is a clear and defined vision of the role and purpose of the organisation |
| The vision is based on a serious analysis of the root causes of problems facing people in the area |
| Vision and values are formed by the stakeholders affected by the work |
| Vision and values can be expressed and understood in a local language and can be articulated by all staff |
| Strategies |
| There are both long term and short term strategies which reflect the vision and values of the organisation |
| There are policies and strategies which advocate and promote the needs of the poor |
| The policies and strategies of the organisation are empowering to the target group |
| The strategies reflect a realistic understanding of the capacity of the organisation and the context in which they are operating |
| There is a implemented strategy for involvement of the staff in short and long term planning |
| There is an openness to adapt and change strategies according to changing needs |
| Structure |
| There is skilled leadership which is empowering of others |
| The governing body of the organisation is well balanced between expertise and representation |
| The role and responsibilities of the governing body of the organisation are clearly laid out |
| There are forums which represent and are owned by the staff |
| Children's and youth's opinions are heard and acted on |
| Women's opinions are heard and acted on |
| Other marginalised opinions to be heard and acted on |
| Systems |
| There is an effective monitoring and reporting system |
| There are appropriate accounting systems and auditing controls |
| There are long and short term planning procedures |
| There is a management system that responds to information and learning |
| Staff are aware of their own monitoring indicators |
| Resources |
| There is a clear funding strategy that fits with the vision, values and strategy of the organisation |
| There is a funding capacity to support staff training and development |
| There is creative problem solving throughout the organisation |
| There is a competent enough range of skills and understanding in the organisation to implement the core activities |
| Staff training enhances competency and effectiveness |
| LINKAGES |
| Broad issues |
| There is regular networking with other agencies in order to learn and influence the local and national development sector |
| There is regular networking with other agencies in order to learn and influence on local and national advocacy issues |
| There is influence on the local media |
| Church |
| Activities strengthen and support the wider role and mission of the local church |
| There is accountability to the local church |
| NGOs |
| There a membership of a local or national NGO network (Christian and/or Secular) |
| There is working together with other NGOs from across the sector |
| Learning and information flows to and from other NGOs |
| Government |
| There are influential relationships being developed with local government agencies |
| There is an ability to access resources and support from local government |
| Plans are well communicated and the activities take into account Government initiatives in the area |
| Private |
| Positive relationships are being developed with local private sector organisations |
| There is an ability to access resources and support from local private sector organisations |
| Donors |
| Positive relationships are being built with donors |
| There is influence on the donor partnership and shaping of donor policy and thinking |
| There is an ability to access funds from broad spectrum of donors and manage a range of multi- partnerships |
| PROJECTS |
| Project design and planning |
| The project is consistent with the vision, values, strategy and resources of the organisation |
| The project supported can be linked to a distinct model or approach of good practice |
| The project has objectives which are SMART and objectives which are based on clearly identified needs |
| A baseline was undertaken which formed the basis of the planning |
| The project is appropriate to the social, economic and political context of the local area |
| Design and planning takes into account the major assumptions and constraints facing the project |
| Project management |
| The activities of the project are directly contributing to the fulfillment of the objectives |
| The achievement of the objectives of the project is directly contributing to the fulfillment of the wider objectives/long-term aims |
| A clearly identified target group exists who are benefiting from the project. This group includes the poorest and the most vulnerable |
| The beneficiaries are involved in all stages of the project cycle |
| There is sensitivity to the marginalised in the way the project is managed |
| Project objectives are achieved at a reasonable cost |
| The project builds on existing livelihood and coping strategies |
| Monitoring and evaluation |
| There is an effective system for the gathering and analysis of information which feeds into decision-making |
| Long term sustainable impact on the target group is being monitored |
| The beneficiaries are involved in the monitoring and measurement of the progress of the project |
| Appropriate evaluations are undertaken as part of the project cycle |
| Sustainability |
| There is a sensitivity of the project to local advocacy issues |
| The project activities are increasing the ability of the beneficiaires to sustain the benefits of the project |
| There is a transfer of benefits beyond the original target group |
| Project practices are environmentally sustainable |
| Impact on beneficiaries |
| There is a priority on relationships and interdependence on each other |
| There is vision and hope for the future |
| There is care and respect shown for each other and outsiders |
| There is transparency and accountability in group use of resources |
| Local leaders are effective and have a committment to others before themselves |
| People are empowered to make their own choices and are agents of change |
| There is participation in group decision-making, including the marginalised |
| Personal and community change will continue to exist without the intervention of outside assisstance |
| People speak out on behalf of the poor and powerless |
| There is co-operation and linkages with other groups and communities |
| There is an integration of prayer with activities |
| There is integration with the local church |
| There is material well-being |
| There is good physical health |
| There is economic security |
Please note that these indicators form the basis of the organisational self assessment checklist for use with partners which can be found in Tearfund briefing paper No 6.
Related Pages: Other Briefing Papers | Tear Fund
For more information please contact: Webpage@gamos.org
© Copyright SJ Batchelor 2000-date Updated 27th March 2001
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