OCAT Self Assessment Tool

Organisational Capacity
Assessment Tool
CSO Self Assessment Tool

July 2012
Organisational Capacity Self Assessment Tool
Copyright Management Sciences for Health 2012

This work is copyright. Apart from any use under fair use provisions no part may be reproduced by
any process without prior written permission from Management Sciences for Health - FANIKISHA
Project.
Revision History
Date
July 2012
Author
Tony Abbott
FANIKISHA Institutional Strengthening Project
Version
Draft
Authorised By
Page |2
Table of Contents
Table of Contents .................................................................................................................................... 3
Introduction ............................................................................................................................................ 4
Use of this Tool ....................................................................................................................................... 6
Scoring Guidelines................................................................................................................................... 7
Category 1: Governance ......................................................................................................................... 8
Category2: Organisational Planning & Resource Mobilisation ............................................................. 12
Category 3: Financial Planning & Management.................................................................................... 16
Category 4: Grants & Sub-Grant Management..................................................................................... 22
Category 5: Human Resource & Change Management ........................................................................ 25
Category 6: Communication, Information & Records Management .................................................... 31
Category 7: Project Management ......................................................................................................... 37
Category 8: Advocacy, Networking & Alliance Building........................................................................ 41
Category 9: Institutional Strengthening................................................................................................ 44
Category 10: Monitoring & Evaluation, Reporting & Knowledge Management .................................. 46
Page |3
Introduction
This Organisational Capacity Assessment Tool (OCAT) has been developed by the FANIKISKA
Institutional Strengthening Project. It draws from and builds upon existing institutional
strengthening tools such as the Management Control Assessment Tool (MCAT), Management and
Organizational Sustainability Tool (MOST), Financial Management Assessment Tool (FINMAT),
QUICKSTART, Kenya Civil Society Organisations Capacity Assessment Tool by VIWANGO, the
Southern Africa Building Local Capacity Civil Society Organisation (BLC CSO), OCAT by Pact Inc, OCAT
by AED-Capable Partners; and others.
The FANIKISHA OCAT aims to assist national Civil Society Organisations (CSOs) in Kenya to identify
the areas where they require institutional support using a participatory approach thereby enhancing
their ability to achieve their organisational goals. It also aims to provide baselines for the major
institutional capacity areas on which measurement of the impact of institutional strengthening
programs can be anchored.
The FANIKISHA OCAT is best used in self assessment scenarios where an external facilitator leads the
various stakeholders in the organisation to assess their own institution against the global
organisational or process standards that have been accepted as critical to overall effectiveness. The
evaluator also triangulates the responses based upon a pre-workshop onsite system review process.
The administration of this OCAT is a first step in FANIKISHAs institutional strengthening framework
and forms the baseline for its technical assistance programs.
The assessment is conducted through a triangulated approach combining a review of background
documents (desk review), interviews, onsite organisational systems review and focus group
discussions to collectively provide scores for the various capacity areas through consensus of the
CSO participants with input from the FANIKISHA facilitator based upon the findings from the reviews.
The assessment is generally conducted in the following steps;
Desk Review: This is done both onsite and offsite. The offsite review is done first as part of the
engagement process. The CSO are requested to share any preliminary information that they have
with the assessor with a view to assist the assessor to learn as much as possible as they can about
the CSO beforehand. The assessor requests the CSO to only submit documents that are relevant to
the capacity assessment and that the CSO is comfortable sharing electronically. The assessor then
conducts an onsite review of documents that the CSO may have deemed too confidential or are too
bulky to send. This exercise also provides the assessor with the opportunity to observe the
availability of documents as well as their usage and application.
Onsite System Review: The assessor observes and reviews the relevant organisational systems
against the technical benchmarks provided in the respective systems and documents checklist. The
assessor also conducts key informant reviews with staff and stakeholders who have been identified
during the initial assessment process. These interviews are informed by the checklist.
OCAT Workshop Forum: The assessor and the CSO organise a forum to be attended by the staff and
key stakeholders on the second day of the site visit. During the forum the assessor facilitates the
stakeholders to score the organisation using the OCAT. The results are captured and projected on an
ongoing basis with the participants. The use of dashboards which display the ongoing scores in real
time is encouraged.
Page |4

Reporting: The assessor compiles a report on all of the elements of the assessment. The report
specifically focuses on the capacity gaps identified and is shared with the CSO for consensus and
verification.
Page |5
Use of this Tool

This assessment tool is offered for the use of CSOs as a tool for a self assessment of the CSOs own
institutional capacity.
When used in this manner outside of the normal FANIKISHA review framework the CSO is
encouraged to attempt to follow the steps outlined in the introduction above as a part of their own
internal review process.
Once this tool has been used for self assessment by a CSO gaps in organisational practices may
become apparent. The CSO is encouraged to use the knowledge base and forums available on the
Kenya Civil Society Portal for Health (KCSPH) or to contact FANIKISHA project staff for guidance.
An online version of this tool is available on the Kenya Civil Society Portal for Health. Use of the
online version will compute reference scores for the assessment and will store these for future
reference. CSOs are encouraged to use this document to conduct their own in-house assessments
and to then update their results within the KCSPH portal.
This tool and its online version will change for time to time as FANKISHA standards for institutional
capacity assessment change and evolve.
Page |6
Scoring Guidelines
Score
1
2
Criteria
Documentation and/or function: Absence of expected function in reference or no
documented policies or guidelines
Documentation and/or function: Expected function exists but requires
improvement, document or guideline exists but requires improvement.
Quality: Expected minimum technical quality standard wanting.
Application: The policy or guideline and/or the function based on current function
that requires improvement.
Documentation and/or function: Documentation is present and/or the expected
function exists.
Quality: The function or documentation has the relevant or expected minimum
standard and all key elements of the function or documentation are present.
Application: The policy or guideline and/or the function has not been fully
operationalised and is not adhered to due to lack of systems to enhance compliance
or lack of staff awareness of the function, policy, guideline in reference.
Documentation and/or function: Documentation is present and/or the expected
function exists.
Quality: The function or documentation has the relevant or expected minimum
standard and all key elements of the function or documentation are present.
Application: The policy or guideline and/or the function has been fully
operationalised and is adhered to. This is due to the existence of systems to
enhance compliance and staff awareness of the function, policy, guideline in
reference.
Page |7
Category 1: Governance
Governing Body Formation
Q1. How was the current governing body formed?
1
Current governing
body was formed
by the founding
members with no
consultation.
2
Current governing
body was formed
by the founding
members with
limited
consultation.
3
The current
members of the
governing body
were selected by
the founding
members after a
transparent and
wider consultative
process.
Score
The current
governing body
members were
identified and
recruited by the
previous nongoverning body
after completion of
tenure of office.
Comments:
Q2. Does the organisation have a functional governance manual?
1
The organisation
does not have a
manual for the
governing body.
2
The organization
has an incomplete
manual for the
governing body.
The organisation
has a complete
manual for the
governing body and
it is being partially
used.
The organisation
has a manual for
the governing body
that incorporates
policy and
procedures; and it
is used as a point of
reference for all
decisions. Manual is
also updated from
time to time
Score
Comments:
Page |8

Governing Body Operations
Q1. Does the governing body and the management have clear roles and responsibilities?
There are no
defined roles
between the
governing body and
the management
structure.
The governing body

and the
management roles
are overlapping.
The roles of the

governing body and
the management
are clear but they
are not being
adhered to.
The governing
body and the
management have
clear roles and
responsibilities and
also have clear
insights on shared
responsibilities.
They are adhered
to full extent in
practice.
Score
Comments:
Q2. Does the governing body have the capacity to mobilise resources?
The governing
body's capacity to
mobilise resources
is unknown.
The governing body

has members with
skills and some
experience in
resource
mobilisation but
not utilised.
The governing
body has members
with skills and
opportunities that
have resulted in
some resource
mobilisation for
the CSO.
The governing body

possesses key skills,
knowledge, and
networks for
fundraising and
members with
significant results in
mobilising
resources for the
organisation.
Score
Comments:
Page |9

Q3. Does the governing body address conflict of interest, legal requirements, and organisational
ethics?
No documented
evidence of the
governing body's
function in
addressing conflict
of interest, legal
requirements, or
organisational
ethics.
The governing
body's role in
addressing conflict
of interest , legal,
and ethical issues is
only documented in
the policy
document.
The governing body

has demonstrated
some guidance to
relevant
organisational
ethics and policy
documents in
addressing conflict
of interest, legal,
and organisational
ethics in the past.
The governing body

always adheres to
conflict of interest,
legal, and ethical
policies. It also
regularly evaluates
them in line with
the organisation's
fundamental
mission and
purpose.
Score
Comments:
Governing Body Development

Q1. Does the organization have a plan to develop the skills and competencies of its governing body
members ?
The organisation
does not have any
plan for the
learning and skills
development of the
members of the
governing body.
The organisation
has an incomplete
plan for developing
capacities for the
governing body.
The organisation
has a complete
development plan
for the governing
body members that
is partially funded.
The organisation
has a development
plan for the
governing body
members that has a
budget with
sufficient allocation
of funds.
Score
Comments:
P a g e | 10

Q2. Does the governing body have operational learning and skills development opportunities?
1
The organisation
does not have any
learning and skills
development
opportunity for
members of the
governing body.
2
The organisation
has unstructured
opportunities for
developing
capacities for the
governing body.
The organisation
has an operational
development plan
for the governing
body members that
is inconsistently
applied.
The organisation
has a fully
implemented
governing body
development plan.
It conducts
governing body
capacity needs
assessments,
orients and inducts
members, educates
them on roles and
responsibilities,
encourages their
development
through seminars,
workshops, and
exchanges.
Score
Comments:
P a g e | 11
Category2: Organisational Planning &

Resource Mobilisation
Organisational Planning
Q1: Does the organisation have clear mission and vision statements?
1
No mission and
vision statements
exist for the
organisation.
2
The mission and
vision statements
are defined.
The mission and

vision statements
are defined but not
fully internalised
(practised).
The mission and

vision statements
are defined and are
fully internalised
(practised).
Score
Comments:
Q2: Does the organisation have a strategic plan?
1
There is no
strategic plan.
There is a strategic
plan but it is not
updated.
There is a current
strategic plan but it
is only partially
operational.
There is an up-todate strategic plan

with explicit links to
the mission and
vision, and it is
costed. The plan is
developed in a
participatory
manner. The CSO
makes reference to
it and reviews it
regularly.
Score
Comments:
P a g e | 12

Q3: Does the organisation have a current annual operational plan that supports the strategic plan?
1
No annual
operational plan
exists.
2
There is an annual
operational plan
but it has no
linkage to the
strategic plan.
3
The organisation
has an annual
operational plan
that has a linkage
to the strategic
plan but it is not
adhered to.
Score
The annual
operational plan is
complete and it is
adhered to with a
clear linkage to the
strategic plan.
Comments:
Q4: Does the organisation involve stakeholders meaningfully in the making of the strategic plan?
Stakeholders are
not involved in the
planning process.
A few stakeholders
are involved in the
planning process.
3
The organisation
carries out
participatory
planning by
involving staff and
other relevant
stakeholders.
Score
The organisation
involves all the key
stakeholders in the
planning process.
The board, staff,
service recipients,
donors, partners
and affiliates
participate in the
strategic planning
process at all levels.
Comments:
P a g e | 13

Resource Mobilisation
Q1: Does the organisation have an operational and current resource mobilisation plan?
No resource
mobilisation plan is
in place.
The existing
resource
mobilisation plan is
incomplete.
There is a written
plan that guides the
resource
mobilisation
process and that is
partially used.
A well documented
resource
mobilisation plan
detailing potential
donors, methods of
fund-raising and an
action plan for
resource
mobilisation exists,
is used, understood
by staff, monitored
and documented.
Score
Comments:
Q2: Does the organisation have a team or a person with competency and skills who is specifically
mandated to carry out resource mobilisation?
1
The organisation
has neither a team
nor a staff
dedicated to
resource
mobilisation.
2
Resource
mobilisation is
done arbitrarily by
the CEO and a few
staff members on
an ad hoc basis.
The organisation
has a team of board
members and
competent staff
employed with a
clear mandate to
help in resource
mobilisation.
The organisation
has skilled board
members and
competent staff
who assist in and
are well trained in
resource
mobilisation. Their
terms of references
(TORs) and job
descriptions clearly
stipulate their roles
and responsibilities
in mobilising
resources for the
organisation and
their performance
is measured on the
same.
Score
Comments:
P a g e | 14

Q3: Does the organisation mobilise resources from multiple sources?
1
The organisation
does not mobilise
resources from
diverse sources.
Resource
mobilisation is
done at either local
or international
levels.
Resource
mobilisation is
done both local and
international levels.
The organisation
mobilises resources
at local,
international and
internally
generated funds.
Score
Comments:
P a g e | 15
Category 3: Financial Planning & Management

Financial Policies and Procedures
Q1: Does the organisation have operational financial policies, procedures and systems?
Financial policies,
procedures not
documented.
Existing policies,
procedures and
systems are
incomplete (miss
some essential
elements, may
not be fully
compliant and
not officially
approved).
Established and
operationalised
policies,
procedures, and
systems exist but
are not
consistently used.
Established and
operationalised
policies,
procedures, and
systems exist
guiding all aspects
of financial
management,
readily available,
and consistently
practised by all
staff members
and meet
generally
accepted
accounting
practices (GAAP).
Score
Comments:
P a g e | 16

Budget
Q1: Does the organisation have budgeting and budget monitoring procedures?
1
Budgeting and
budget
monitoring
procedures do
not exist.
2
Budgeting and
budget
monitoring
procedures are in
place but are
incomplete.
3
Budgeting and
budget
monitoring
procedures are
elaborate and
availed to staff
but not
consistently
applied.
Score
Budgeting and
budget
monitoring
procedures is
available and
understood by all
staff and
application is
consistent and
monitored.
Comments:
Accounting and Record Keeping

Q1: Does the organisation have adequate accounting systems?
The accounting
records, charts of
account, payment
vouchers, receipts
do not exist.
Only the
accounting
records, charts of
account, payment
vouchers, receipts
form supporting
document.
The accounting
records, charts of
account, payment
vouchers, receipts
form supporting
documents with
clear reference
numbers to
payment, deposit,
but without
proper approvals.
The accounting
records, charts of
account, payment
vouchers, receipts
form supporting
documents with
clear reference
numbers to
payment voucher,
deposit and dully
approved, closely
monitored and
safely guarded.
Score
Comments:
P a g e | 17

Purchasing and Procurement
Q1: Does the organisation have an adequate purchasing and procurement system?
Procurement and
purchasing
practice done but
no system exists.
A procurement
and purchasing
system is in place,
but it is
incomplete(lack
certain elements,
not fully
compliant , not be
fully responsive
to needs).
A complete
functional
purchasing and
procurement
system in place,
purchases
monitored
against budget
with approval but
not consistently
applied.
The purchasing
and procurement
system exists and
consistently
applied,
purchases
monitored
against budget
and approved by
the authorised
officials.
Score
Comments:
Payroll
Q1: Does the organisation have compliant payroll systems?
1
No payroll
policies and
procedures.
Payroll policies
exist but requires
improvement.
Quality payroll
policies exist,
applied and staff
have written
terms on pay rate
and applicable
deductions but
adherence and
close monitoring
of non-payroll
benefits weak.
Written payroll
policies exist and
are applied, staff
have written pay
terms and
applicable
withholdings.
Close monitoring
of non-payroll
benefits such as
medical and
overtime. Payroll
is authorised
before all payroll
payments are
made.
Score
Comments:
P a g e | 18

Financial Reporting
Q1: Does the organisation have operational financial reporting procedures?
No financial
reporting policies
and procedures.
Written policies
and procedures
on reporting not
followed and no
financial reports
are provided to
the management.
Written policies
and procedures
on reporting
applied but not
consistently
followed and
financial reports
to management
only prepared on
request.
Written policies
and procedures
on reporting
applied
consistently and
financial reports
to management
prepared on a
regular basis with
close monitoring
of all internal and
external financial
reporting.
Score
Comments:
Cash and Bank Management

Q1: Does the organisation have adequate internal controls on cash and banking?
1
No internal
controls on cash.
2
Internal controls
on cash are
incomplete.
Internal controls
on cash exist but
not consistently
applied and
monitored.
Internal controls
on cash exist, are
monitored and
applied
consistently.
Score
Comments:
P a g e | 19

Audit
Q1: Does the organisation conduct annual audit, review the audit report and follow up on audit
recommendations?
Audit is done and

no review of the
audit report.
Audit is done and

report reviewed,
recommendations
are not
implemented.
The audit done

and report
reviewed,
recommendations
discussed by
management
with no follow-up
action.
The audit done

report reviewed
and
recommendations
implemented
with follow-up
action monitored.
Score
Comments:
Asset Management
Q1: Does the organisation have a responsive asset management system?
1
No asset
management
policies and
procedures.
2
Asset
management
policies and
procedures exist
but require
improvement.
Policies and
procedures exist
and applied
though not
consistently, and
assets are
inventoried.
Policies and
procedures exist
and applied
consistently;
assets are
inventoried and
properly
safeguarded with
periodic
monitoring of the
asset register.
Score
Comments:
P a g e | 20

Administration
Q1: Does the organisation have adequate and operational administrative procedures on office
management policies, travel and vehicle management?
1
Administrative
policies and
procedures do
not exist.
2
Administrative
policies and
procedures
developed but
not
comprehensive.
3
Comprehensive
administrative
policies and
procedures
developed but
not fully
operationalised.
Score
Comprehensive
administrative
policies and
procedures
developed,
readily available
to all staff and
fully
operationalised.
Comments:
P a g e | 21
Category 4: Grants & Sub-Grant Management

Grants Management and Planning
Q1: Does the organisation have an adequate grants management system, policies and guidelines?
1
No grants
management
system policies
and guidelines
exist.
2
Grants
management
system policies
and guidelines
exist but are
incomplete.
Grants
management
systems, policies
and guidelines
exist, reflect
donor rules and
regulations, but
not fully applied.
Grants
management
system policies
and guidelines
exist, reflect
donor rules and
regulations, and
are applied and
understood by all
staff.
Score
Comments:
Q2: Does the organisation have tools for capacity assessment of grantees?
No grants
assessment tools
exist.
Grants
assessment tools
exist but are
incomplete.
Grants capacity
assessment tools
exist but are not
consistently used.
Grants capacity
assessment tools
exist and are
updated and used
to assess the
grantees' capacity
before grants are
awarded.
Score
Comments:
P a g e | 22

Administration
Q1: Does the organisation provide an orientation for the grantees?
Orientation is not
provided for the
grantees.
Grantees'
orientation on
grants documents
and expectation is
done but on an
ad hoc basis.
Grantees'
orientation on
grants documents
and expectations
is done only if
requested by the
grantees.
Grantees'
orientation on
grants documents
and expectation is
part of grants
management
process and is
done at the start
of the project
with both parties
understanding
their deliverables
and expectations.
Score
Comments:
Q2: Does the organisation have a grants management tracking ( monitoring) system?
1
Grants
management
tracking system
does not exist.
2
A grants
management
tracking system
exists but is
incomplete.
Grants
management
tracking systems
exists but it is not
consistently used.
Grants
management
tracking systems
exist, meet
organisational
needs, and are
closely monitored
to ensure
compliance to
donor rules and
regulations.
Score
Comments:
P a g e | 23

Grant Monitoring
Q1: Does the organisation have an adequate grants reporting ?
1
Grants reporting
mechanism does
not exist.
2
An incomplete
grants reporting
mechanism
exists.
The grants
reporting
mechanism exists
but not well
complied to by all
staff and the subgrantees.
Grants reporting
mechanism exists,
is elaborated, and
is well
understood by all
the staff, and
reports are timely
and accurate.
Score
Comments:
Q2: Does the organisation provide technical assistance follow-up in response to assessment?
1
Follow-up
procedures are
not well
developed.
Technical
assistance followup based on the
assessment is not
structured and
with no clear
procedure.
Technical
assistance followup on the
assessment is
done but with no
clear procedures
that the staff use
and apply.
Technical
assistance followup on assessment
is structured, with
clear procedures
on
implementation
and monitoring.
Score
Comments:
P a g e | 24
Category 5: Human Resource & Change

Management
HR Policy and Procedures Manual
Q1: Does the organisation have HR policy and procedures manual?
1
There is no HR
policy and
procedures
manual.
2
HR policy manual
detailed enough
to support
consistent
treatment of
staff, fairness,
and transparency.
3
A detailed HR
policy manual
exists but
employees can
only access the
document from
immediate
supervisors.
Score
Comprehensive
HR policy manual
compliant with
the current
labour laws exists
and a copy is
provided to both
supervisors and
employees.
Comments:
Organisational Structure and Job Descriptions

Q1: Does the organisation have an organisational structure?
1
There is no
organisational
structure.
2
There is an
organisational
structure but
supervisory
structures and
reporting lines
are not followed
strictly.
3
There is an
organisational
structure with
strictly followed
and clear
reporting lines,
supervisory
responsibilities.
Score
There is a
detailed
organisational
structure with
staff names, job
titles, lines of
supervision, and
span of control
for each
departmental
function and
work unit. It fully
meets the current
organisation's
needs.
Comments:
P a g e | 25

Q2: Does the organisation have job descriptions prepared for each position?
No job
descriptions have
been developed.
Job descriptions
exist but they are
scanty and not
detailed enough
to support the
development of
work plans.
All staff have job

descriptions
outlining job
titles,
responsibilities,
and required
qualifications but
some require
revision.
Updated job
descriptions exist
detailing
reporting lines,
responsibilities,
deliverables,
required
competencies
and
qualifications.
Score
Comments:
HR Function and Capacity

Q1: Does the organisation have staff charged with the responsibility for HR function?
There are no staff

specifically
charged with the
responsibility for
HR function.
There is a staff
member assigned
partial
responsibility for
HR function.
There is at least
one staff member
with full-time
responsibility for
HR function.
Score
There is a fullyfledged HR
function with
more than one
full-time staff.
Comments:
Q2: Does the organisation have budget allocated for the HR function?
There is no
budget allocated
to fund HR
activities beyond
salaries and basic
legal
requirements.
There is a limited
budget ( beyond
salaries and legal
requirements) to
cover minimal
activities .
There is adequate
budget ( beyond
salaries and legal
requirements)
that is not
consistently
applied across the
organization.
There is adequate
budget ( beyond
salaries and legal
requirements)
that is
consistently
applied across the
organization.
Score
Comments:
P a g e | 26

HR Data and Personnel Files
Q1. Is HR data documented?
1
HR data is not
documented.
2
Some HR data
regularly
updated.
3
HR data is
documented,
regularly
updated, and
used to support
HR planning.
Score
HR data is
accurate,
complete and
regularly updated
to facilitate HR
planning, policy
formulation, and
to ensure
statutory
compliance.
Comments:
Q2: Does the organisation maintain personnel files?
Personnel files do
not exist.
Some personnel
files exist but they
are not regularly
updated.
Personnel files for

all staff exist and
are occasionally
updated as no
maintenance
schedule exists.
Personnel files for

all staff are
regularly updated
and used to
support decisions
on training,
transfer,
promotions,
leave, salary
progression,
among others.
Score
Comments:
P a g e | 27

Staff Training and Development
Q1: Does the organisation invest in training to strengthen staff capacity?
1
There is no
established
training strategy
and plan.
Training is offered
on an ad-hoc
basis but is not
based on
systematic
assessment of
training needs.
Training is a
formal
component of
HRM functions
and linked to staff
and
organisational
needs.
Training is part
and parcel of the
organisations
strategic plan.
Annual budget is
allocated to
upgrade
employee job
skills, improve
performance, and
ensure
achievement of
set objectives
and targets.
Score
Comments:
Q2: Does the organisation have in place a change management and leadership development
programme?
1
There is no
established
program for
developing
management
capacity and
leadership skills.
Management and
leadership
programs exist
but no proper
identification and
implementation
plan.
Formal
management and
leadership
program exists
including a proper
mechanism for
on-the-job
coaching and
mentoring.
Formal change
management and
leadership
training program
is linked to the
organisations
succession plan to
develop change
champions.
Score
Comments:
P a g e | 28

Performance Management
Q1. Does the organisation have a functional staff supervision mechanism?
1
Lines of authority
and supervision
are not clearly
defined.
2
Supervision
support is left at
the discretion of
individual line
managers.
Supervisors are
oriented and a
system for staff
supervision and
support exists.
Compliance is
however not fully
enforced.
Supervisors
create positive
work
environment,
manage conflict,
build effective
teamwork, and
ensure that work
unit goals and
objectives are
achieved. Staff
support and
supervision
system is adhered
to by managers.
Score
Comments:
Q2: Does the organisation conduct regular performance appraisal for staff?
There is no formal
performance
planning and
review system in
place.
There is a nonparticipatory
performance
appraisal system.
There is a formal
system where
supervisor and
employee agree
on work plan and
also meet to
review
performance.
There is a formal
system in which
supervisor and
employee jointly
agree on work
plan.
Performance
reviews
incorporates 360
degree feedback
and is used for
making HR
decisions and
developing staff
capacity.
Score
Comments:
P a g e | 29

Salaries and Benefits
Q1: Does the organisation have a consistent and equitable salary and benefits structure?
1
No formal
structure for
setting staff
salaries and
benefits exists.
Formal structure
informed by the
current market
information.
Formal salary
structure exists, it
is informed by
market rates but
it is not fully
implemented.
Formal structure
for consistent and
equitable salary
and benefits
informed by
market-based
salary surveys is
in place and
followed.
Score
Comments:
P a g e | 30
Category 6: Communication, Information &

Records Management
Strategy and Planning
Q1: Does the organisation have and implement a communications policy and strategy?
1
No
communication
policy and
strategy exists.
2
A documented
communication
policy and
strategy exists
but it needs to be
updated; they
were developed
over five years
ago.
3
An up-to-date
communication
policy and
strategy exists
but they are not
being used
consistently.
Score
An up-to-date
communication
policy and
strategy exists
and are being
used consistently.
Comments:
Q2: Does the organisation have an appropriate communication staffing arrangement?
No staff assigned
the
communication
function.
There is a staff
member assigned
partial
responsibility for
communication
function.
There is one staff

member assigned
full time
responsibility for
the
communication
function
Score
There is a fully
fledged
communication
function with
more than one
full time staff.
Comments:
P a g e | 31

Publications Branding and Marking
Q1: Does the organisation have a documented publications branding, marking and production plan
(including specifications)?
The organisation
does not have a
documented
publications
branding, marking
and production
plan.
A documented
branding, marking
and production
plan exists but it
is out of date
because it was
developed more
than five years
ago.
An up-to-date
branding, marking
and production
plan exists but it
is not used
consistently.
An up-to-date
branding, marking
and production
plan exists and is
consistently used.
Score
Comments:
Q2: Are the organisational publications produced and disseminated regularly and on time?
1
No organizational
publication has
ever been
produced.
2
Occasionally
publications are
produced.
3
Most of the time
but with
challenges on
regular and
timely
dissemination.
Score
Publications are
produced
regularly and
according to the
schedule and
disseminated
appropriately.
Comments:
P a g e | 32

Internal Communications Management
Q1: Does the organisation have an operational plan for internal communication?
1
No plan for
internal
communication
exists.
2
An incomplete
internal
communication
plan exists.
3
A complete
internal
communication
plan exists but it
is not fully
operational.
Score
Yes, the
organisation has
and is using an
up-to-date and
fully operational
internal
communication
plan.
Comments:
Q2: How do staff members provide feedback and make suggestions about the organisation?
1
There is no
mechanism for
collecting staff
suggestions and
providing
feedback.
2
There is one
mechanism for
collecting staff
suggestions but
no feedback
mechanism.
3
There is more
than one
mechanism for
collecting staff
suggestions with
occasional
feedback.
Score
There are many

mechanisms
including a
suggestion box,
meetings,
Intranet, open
door policy, and
staff newsletter,
among others
with regular
feedback.
Comments:
P a g e | 33

Q3: Is there an internal communication function within the organization ?
There are no staff

specifically
assigned to
manage internal
communication.
There is assigned
partial
responsibilities on
internal
communication.
There is a fulltime staff

assigned to
perform internal
communication.
Score
There is a fulltime function

with more than
one officer
assigned on
internal
communication.
Comments:
ICT and New Media Systems

Q1: Does the organisation have relevant strategy and policy to maximize the potential of ICT and
new media systems?
1
No policy or
strategy exists.
2
A documented
policy or strategy
exists but it
requires
updating.
3
An up-to-date
documented
policy and
strategy exists
but it is not used
consistently.
Score
An up-to-date
documented
policy and
strategy exists
and it is
consistently used.
Comments:
Q2: Does the organisation maintain a functional and updated intranet and website?
1
No Intranet or
website exists.
The organisation
has a website but
no intranet.
The organisation
has both website
and intranet but
either of them
requires
improvement.
There are
functional up-todate intranet and
website; staff use
and trust them.
Score
Comments:
P a g e | 34

Q3: Does the organisation employ social media for both internal and external communication?
No social media is
used for internal
or external
communication.
One social media

tool is used (e.g.,
Facebook or
Twitter only).
The organisation
uses at least two
social media
tools.
Multiple (three or
more) social
media tools are
used (e.g. Twitter,
RSS, Facebook,
YouTube, Flickr,
etc).
Score
Comments:
Public Relations
Q1: Does the organisation have and implement a comprehensive public relations plan (covering all
the public sectors such as government, donors, community, beneficiaries, and media)?
1
There is no public
relations plan.
2
An incomplete
public relations
plan exists.
There is a current
public relations
plan but it is not
consistently used.
There is a current
public relations
plan which is
implemented
fully by a public
relations officer
working on a fulltime basis.
Score
Comments:
P a g e | 35

Records Management and Documentation
Q1: Does the organisation have an operational institutional records management and
documentation policy?
No records
management and
documentation
policy exists.
A documented
but incomplete
records
management and
documentation
policy exists.
A documented,
up-to-date
records
management
policy exists but it
is not used
consistently.
Score
A documented,
up-to-date
records
management
policy exists and
it is used
consistently.
Comments:
Q2: Does the organisation have an institutional facility (digital or physical) for storing and sharing
records, documents, etc.
1
No facility exists
for storing and
sharing records,
documents.
A facility exists on
either digital or
physical platform
only.
A facility exists on
both digital and
physical
platforms.
A facility exists for

storing and
sharing records,
documents, etc.,
on both digital
and physical
platforms and is
managed by a
professional.
Score
Comments:
P a g e | 36
Category 7: Project Management

Project Design, Initiation and Planning
Q1: Are the organisation's project informed by needs assessments?
Organisation does
not conduct
needs
assessments.
Organisation
relies on
secondary,
unverified
sources for needs
assessment.
Findings hardly
inform the
project design at
all.
Organisation
conducts needs
assessment but
the findings dont
consistently
inform the
project design.
Organisation
conducts needs
assessments and
the findings
consistently
inform the
project design.
Score
Comments:
Q2: Are the staff familiar with the organisation's contractual obligations to donors?
1
There is no
mechanism to
orient staff on
contractual
obligations with
donors.
2
There is unclear
mechanism to
orient staff on
contractual
obligations with
donors.
3
There is a
mechanism to
orient staff on
contractual
obligations with
donors but it is
not consistently
applied.
Score
Clear mechanisms
to orient staff on
contractual
obligations with
donors exist and
is consistently
applied.
Comments:
P a g e | 37

Q3: Does the organisation have project work planning processes?
Organisation does
not conduct
institutionalised
project planning
process.
Organisation has
unclear project
work planning
process.
Organisation has
clear work
planning
processes but not
consistently
applied.
Organisation has
clear and
consistently
applied work
planning
processes.
Score
Comments:
Q4: Does the project have a documented and operational risk plan?
1
No documented
risk plan
2
Risk plan exists
but it is not
complete (lacks
mitigation plans)
3
Risk plan exists,
and is not
consistently
implemented.
Score
Risk plan exists,

but consistently
implemented,
monitored and
information used
for decision
making.
Comments:
P a g e | 38

Project Execution or Implementation
Q1: Has the organisation put in place technical program management tools, such as work plan,
budget and program reporting tools?
1
No technical
program
management
tools exist.
Technical
program
management
tools in place but
are not
comprehensive.
Technical
program tools
meet the
required
standards, but are
not consistently
adhered to.
Technical
program
management
tools such as
work plan, budget
and project
reporting meet
the required
standards, and
are consistently
adhered to.
Score
Comments:
Q2: Does the organisation involve the GOK structures and communities in the implementation of
programs?
The organisation
does not involve
the GOK
structures, and
communities in
program
implementation.
The organisation
involves either
the GOK
structures or
communities in
program
implementation.
The organisation
involves both the
GOK structures
and communities
in
implementation
of programs but
their participation
is passive.
The organisation
involves both the
GOK structures
and communities
in the
implementation
of programs and
they are actively
participating.
Score
Comments:
P a g e | 39

Q3: Does the organisation conduct internal and external program review meetings?
Program review
meetings are not
conducted.
The organisation
only conducts
internal program
review meetings.
The organisation
conducts both
internal and
external review
meetings. The
information is
however not fully
used for decision
making.
The organisation
conducts both
internal and
external review
meeting,
information is
fully and
consistently used
for decision
making.
Score
Comments:
Project Close Out

Q1: Does the organisation prepare close-out plans?
1
Close-out plans
are not prepared.
2
Close-out plans
are incomplete.
3
Close-out plans
are prepared but
not consistently
applied and
communicated.
Score
Close-out plans
are prepared ,
consistently
applied ,
communicated
and monitored.
Comments:
P a g e | 40
Category 8: Advocacy, Networking & Alliance

Building
Advocacy
Q1: Does the organisation have a skilled advocacy team or focal point?
1
None of the
organisation's
staff has been
trained in
advocacy or has
experience in
advocacy
programming.
Staff understands
a few concepts
associated with
advocacy and
have limited
exposure to
advocacy
programming.
The organisation
has staff
experienced in
advocacy
programming
including
advocacy skills
building but has
not engaged in
advocacy
mentorship.
The organisation
has experienced
staff in advocacy
programming
including
advocacy skills
capacity building
and mentorship
to partner
organisations and
stakeholders.
Score
Comments:
Q2: Does the organisation have an updated advocacy strategy and programme?
The organisation
has neither an
advocacy strategy
nor program.
The organisation
is in the process
of developing an
advocacy
strategy. Initial
drafts exist.
Advocacy
programming is
conducted on an
ad hoc basis or
guided only by
identified needs
and objectives.
The organisation
has an advocacy
strategy in place.
It is, however, not
comprehensive
and updated. An
advocacy
portfolio exists.
The organisation
has an advocacy
portfolio, a
comprehensive
and regularly
updated advocacy
strategy.
Score
Comments:
P a g e | 41

Q3: Does the organisation engage in a evidence based advocacy ?
The organisation
does not conduct
government
policy analysis to
inform advocacy
programming.
Evidence-based
advocacy is
lacking.
The organisation
implements
advocacy efforts
but not always
conducting a
government
policy gap
analysis and being
informed by the
available
evidence.
The organisation
conducts a policy
analysis,
examines
available
evidence for
advocacy and
carries out
advocacy efforts
aimed at
implementing
government
policies or urging
their formulation.
The organisation
not only conducts
a policy analysis
and calls for their
implementation
or formulation
based on
evidence, but
actively
participates in
actual policy
formulation.
Score
Comments:
Networking and Alliance Building

Q1: To what extent does the organisation participate in networking forums ?
The organisation
does not
participate in any
networking
forum.
The organisation
is only exposed to
a few networking
opportunities.
The organisation
is exposed to
many networking
opportunities.
Networking is
mainly with
affiliates and
sometimes does
not meet the
needs and
aspirations of the
organisation
The organisation
is exposed to
many networking
opportunities
beyond affiliates
to include diverse
stakeholders. The
networking meets
the needs and
aspirations of the
organisation.
Score
Comments:
P a g e | 42

Q2: How experienced is the organisation in building alliances and convening advocacy initiatives?
The organisation
has never
participated in
the founding of
any alliance or
convening
advocacy
initiatives. It has
never served as a
secretariat of any
advocacy alliance
or mentored its
affiliates.
The organisation
has participated
in establishing
alliances. It has
been involved in
convening
specific advocacy
events on behalf
of the alliance but
has not mentored
affiliates.
The organisation
has had a lead
role in facilitating
the founding of
an alliance(s). It
plays
coordination
role(s). Has
conducted
trainings without
a mentorship
component.
The organisation
has had a lead
role in facilitating
the founding of
an alliance(s). It
plays
coordination
role(s) and
conducts
mentorship to
affiliates.
Score
Comments:
Q3: Does the organisation have a networking budget?
The organisation
does not have a
networking
budget.
The organisation
does not have a
networking
budget but
utilizes activity
funds from other
projects.
The organisation
has a networking
budget but is
however limited
to a few
networking and
alliance building
activities.
The organisation
has adequate
networking
budget that fully
caters for
networking and
alliance building
needs.
Score
Comments:
P a g e | 43
Category 9: Institutional Strengthening

Organisations IS Capacity
Q1: Is there an organisational strategy or plan for the CSO's institutional strengthening, including
those of its affiliates?
1
No IS strategy or
plan exists.
2
Incomplete
strategy or plan
exists.
Organisational IS
strategy or plan
exists but not
consistently used.
The organisation
has a complete
organisational IS
plan that includes
its IS vision, role
of change leaders
timeframe and a
budget and is
consistently used.
Score
Comments:
Q2: Is the institutional strengthening strategy or plan operational?
1
IS strategy is not
operational.
Individualised
attempts to
operationalise the
IS strategy.
Formal process
but inconsistent
attempts to
follow through on
the IS strategy.
IS strategy fully
operational and
mainstreamed in
organisations
work.
Score
Comments:
Q3:Does the organisation have a budget for IS activities?
1
No allocation of
funds for IS
activities.
2
Irregular
allocation of
budget for IS.
Regular allocation
of budget for IS
and adequate
budget to meet
the IS needs.
Regular allocation
of budget for IS
but inadequate to
meet the IS
needs.
Score
Comments:
P a g e | 44
Affiliates IS Support Environment

Q1: Does the organisation conduct capacity assessment for its affiliates?
1
Capacity
assessment for
affiliates is not
done.
Capacity
assessment of
affiliates is
irregular, not
comprehensive or
systematic.
Capacity
assessment of
affiliates is
regularly done
but it is not
comprehensive or
fully systematic.
Score
Capacity
assessment of
affiliates is
regularly done
and is
comprehensive
and systematic.
Comments:
Q2: Does the organisation have a set of tools, resources for affiliates IS?
1
The organisation
has no resources
or materials and
tools for IS.
2
Some resources,
tools, and
materials exists
but are not
customised to
meet affiliate
needs.
3
Significant
resources, tools
and materials
exists and are
almost fully
customised to
meet affiliate
needs.
Score
There is an array
of affiliatetailored standard
tools, resources,
and materials for
capacity building.
Comments:
Q3: Is the CSO staff capacity to address the IS needs of affiliates identified ?
Capacity of CSO
staff to address IS
needs of affiliates
unknown .
Ad hoc informal
attempts to
gauge capacity of
CSO staff to
address IS needs
of affiliates.
Incomplete
process to gauge
capacity of CSO
staff to address IS
needs of
affiliates.
Professional
measure to gauge
and respond to
staff capacity to
address IS needs
of affiliates exists.
Score
Comments:
P a g e | 45
Category 10: Monitoring & Evaluation,

Reporting & Knowledge Management
M&E Planning
Q1: Is there a monitoring, evaluation, and reporting plan?
1
No M&E plan(s)
are in place.
2
An M&E plan(s)
are in place,
however it lacks
some key
elements.
There is an M&E
plan in place, with
clear indicators
and definitions;
however, it is not
consistently
adhered to.
There is a
complete M&E
plan in place, with
clear indicators
and definitions,
baseline
measures,
targets,
frequency of data
collection, data
sources, and
responsibilities; it
is fully used and
approved by the
donor.
Score
Comments:
Q2: Is there an M&E operations manual in place?
1
There are no
M&E operations
manual in place.
An M&E
operations
manual is in
place; however, it
is incomplete as it
lacks the key
elements.
A comprehensive
M&E operations
manual is in
place, however it
is not consistently
adhered to.
Score
There is a
complete M&E
operations
manual in place,
which is
consistently
adhered to and
regularly
updated.
Comments:
P a g e | 46

Q3: Is there an M&E action plan and a budget?
1
No M&E budget
exists no M&E
action plan.
There is either an
M&E budget or
M&E action Plan.
There is an M&E
budget and M&E
action plan but
not adhered to.
There is an M&E
budget and an
action plan and it
is consistently
adhered to.
Score
Comments:
Q4: Are there M&E staff with relevant competence and clearly assigned responsibilities?
The organisation
has no assigned
M&E staff.
The organisation
has staff member
assigned partial
M&E
responsibilities
with limited
competence.
The organisation
has a full-time
M&E staff with
relevant
competence and
clear
responsibilities.
The organisation
has fully fledged
M&E function
with more than
one competent
staff with clear
responsibilities.
Score
Comments:
Data Collection and Management

Q1: Are there relevant data collection tools?
No data collection
tools exist.
There are data

collection tools
which are not
adequate in
measuring all
program or
project indicators
and are not
consistently used.
There exist data

collection tools
which are
adequate in
measuring all
program or
project indicators
but they are not
consistently used.
There are data

collection tools
which are
adequate in
measuring all
program or
project indicators,
which are
consistently used
and are
harmonized with
the relevant
national tools.
Score
Comments:
P a g e | 47

Q2: Is data collected on routine basis or as stipulated in the M&E plan or PMP or log frame?
1
Data is not
collected.
Data is collected
but not as
stipulated in the
M&E plan or PMP
or log frame.
Data is collected
as stipulated
M&E plan or PMP
or log frame but
not consistently.
Data is collected
as stipulated
M&E plan or PMP
or log frame and
is done
consistently.
Score
Comments:
Q3: Is there a data management system (e.g. database) (Manual or computerised)?
1
A data
management
system does not
exist (manual or
computerised).
A data
management
system exists but
it is not routinely
updated.
Data
management
system exists and
is routinely
updated but no
ease of retrieval.
Data
management
system exists and
is routinely
updated and
provides ease of
retrieval.
Score
Comments:
Data Analysis and Use

Q1: Is data analysed?
1
Data analysis is
not done.
2
Data analysis is
partially done.
Data is
systematically
analysed but not
regularly.
Score
Data is
systematically
and regularly
analysed .
Comments:
P a g e | 48

Q2: Is data used for decision making?
1
Data is not used
for decision
making.
2
Data is partially
used for decision
making at project
level.
3
Data is used for
decision making
at project level
and institutional
level but not
consistently.
Score
Data is used
consistently for
decision making
at all project and
institutional level.
Comments:
Data Quality
Q1: Are data quality checks conducted at all levels of the data flow cycle on routine basis?
1
Data quality
checks are not
done.
2
Data quality
checks are done
but not in an
appropriate way
or on a routine
basis and
feedback is not
provided to the
source.
Data quality
checks are done
in an appropriate
way and on a
routine basis but
feedback is not
provided to the
source.
Data quality
checks are done
in an appropriate
way and on a
routine basis at
all levels of the
data flow cycle,
and feedback is
provided to the
source sites
including subreporting entities.
Score
Comments:
P a g e | 49

Q2: Is periodic data quality assessment or audit conducted?
Data quality audit

or assessment is
not done.
Data quality audit

or assessment is
done but not
correctly or in an
appropriate
manner, not on a
regular basis and
there is no
mechanism to
address the
challenges.
Data quality audit

or assessment is
done correctly
and in an
appropriate
manner as well as
regularly but
there is no
mechanism to
address the
challenges.
Data quality audit

is done correctly
and in an
appropriate
manner and
regularly,
challenges are
identified and
mechanisms are
put in place to
address the
challenges.
Score
Comments:
Project Reporting
Q1: Does the organisation produce project reports as required?
The organisation
does not produce
project reports as
required.
The organisation
produces reports
that are
incomplete and
not timely but
only as a donor
requirement and
does not
implement
feedback from
recipients.
The organisation
produces
complete and
timely reports
and as per donor
requirements but
does not
implement
feedback from
recipients.
The organisation
produces reports
regularly, timely
and as required
and implements
feedback from
recipients.
Score
Comments:
P a g e | 50

Q2: Is the reporting system linked to the national reporting system?
Reporting system
is not linked to
the national
reporting system.
Reporting is
linked to the
national reporting
system but
reporting is not
done.
Reporting system
of the program or
project is linked
to the national
reporting system
and reporting is
done but not
regularly or on
schedule.
The reporting
system of the
program or
project is linked
to the national
reporting system
and reporting is
done regularly
and on schedule.
Score
Comments:
Knowledge Management
Q1: Does the organisation produce and document lessons learned, best practices and success
stories?
The organisation
does not produce
and document
best practices or
success stories.
The organisation
produces reports
and documents
best practices or
success stories
but they are
below expected
standard (not
appropriate) and
not shared with
relevant
stakeholders.
The organisation
produces and
documents
appropriate best
practices or
success stories
regularly but does
not share them
with relevant
stakeholders.
The organisation
produces and
documents
appropriate
success stories or
case studies and
consistently
shares with
relevant
stakeholders.
Score
Comments:
P a g e | 51

Q2: Are project reports and knowledge products shared internally and externally?
1
Project reports
and knowledge
products are not
shared.
Sharing of reports
and knowledge
products is only
done with the
donor but not
internally and to
other project
stakeholders.
Sharing of reports
and knowledge
products is done
with the donors
and internally but
no sharing with
other
stakeholders.
Sharing of reports
and knowledge
products is done
with the donors,
internally and
with other
stakeholders
including the
beneficiaries.
Score
Comments:
Q3: Are project evaluations conducted according to M&E plan?
1
Project
evaluations are
not done.
Project
evaluations are
done but not
according to M&E
plan.
Project
evaluations are
done according to
M&E plan but
findings not
disseminated.
Project
evaluations are
done according to
M&E plan and
findings are
disseminated.
Score
Comments:
P a g e | 52

M&E Oversight and Supervision of Sub Reporting Entities
Q1: Is there an operational M&E supportive supervision mechanism in place?
An M&E
supportive
supervision
mechanism does
not exist.
There is a plan for

M&E supportive
supervision plan
which is not
operational.
There is an
operational M&E
supportive
supervision
mechanism in
place but it is not
adhered to or
followed
consistently.
There is a
documented and
operational M&E
supportive
supervision
mechanism in
place.
Score
Comments:
Q2: Is there a plan for ongoing training or capacity building for M&E staff?
No training and
capacity building
plan exists for
M&E staff.
M&E training and

capacity building
is done in an ad
hoc manner and
does not meet
acceptable
standards.
There is an M&E
training and
capacity building
plan which is not
consistently
adhered to.
There is a training
and capacity
building plan for
M&E staff which
is consistently
adhered to.
Score
Comments:
P a g e | 53

Q3: Does the organisation conduct M&E capacity assessment for affiliates?
1
M&E capacity
assessment for
affiliates is not
done.
M&E capacity
assessment of
affiliates is not
comprehensively
done and is not
systematic.
M&E capacity of
affiliates is
comprehensively
assessed, but no
mechanism is in
place to address
capacity gaps.
There is a
mechanism to
assess the M&E
capacity of
reporting entities,
identify areas of
capacity building
and capacity
building plan is
put up and
adhered to.
Score
Comments:
P a g e | 54

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Organisational Capacity

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Copyright Management Sciences for Health 2012

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

Use of this Tool

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Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

Q2. Does the organisation have a functional governance manual?

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The governing body

The roles of the

The governing body

The governing body

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Organisational Capacity Self Assessment Tool

The governing body

The governing body

Governing Body Development

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FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

Category2: Organisational Planning &

The mission and

The mission and

Q2: Does the organisation have a strategic plan?

There is an up-todate strategic plan

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

Category 3: Financial Planning & Management

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Organisational Capacity Self Assessment Tool

Accounting and Record Keeping

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

Cash and Bank Management

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

Audit is done and

Audit is done and

The audit done

The audit done

FANIKISHA Institutional Strengthening Project

Organisational Capacity Self Assessment Tool

FANIKISHA Institutional Strengthening Project