Embed Size (px)
Citation preview
Food Quality and Standards Service Food and Agriculture Organization of the United Nations
Partner’s Participatory Capacity Assessment (PPCA) with CSOs Recently applied for GCA and SODA
Phetsoulaphonh N. Choulatida, Phommachanh Phothichanh, and Bharat Raj Gautam,
Participation of remote ethnic groups for Good Forest Governance (Go-FOGO)
Sayabouli, Lao PDR
28 September 2014
Reasons why we decided to do PPCA
Refer to Go-FOGO project document (LAO 171) and annual plan 2014
Expected Result 1: Improved capacity of civil society organisations to engage in policy dialogue with government on forest governance (Right to Land, Right to Adequate Food, Gender Rights)
Two CSOs will be capacitated during two years project of Go-FOGO
Green Community Alliance (GCA)
Social Development Alliance Association (SODA)
Therefore, the PPCA employs into ER1.
Objectives of PPCA
To identify the key elements for capacity needed of two CSOs namely GCA and SODA
To test the capability of our partners
To test the methods and tool
To develop the two years mutual action plan for each CSO
Target Audience
1. Civil Society Organisation officials involved in good forest governance:
Presidents/Co-president Field staffs Directors Administrative officers Coordinators Financial officers Sector experts Volunteers, etc.
2. External agency (CARE Lao PDR )and consultants (Sector expert) supporting CSO’s capacity building activities.
Program Quality team Go-FOGO team Financial team
Date, Time, and Venue
1. Date:
GCA: 3-4 September 2014
SODA: 8-9 September 2014
2. Venue:
CSO’s office for GCA
CARE Lao PDR’s office for SODA
3. Organisation:
Apply participatory and adult learning approach (3Hs)
Agenda (day-1)
Date & time Program details Facilitators
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 Phet (Go-FOGO)
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 Phet (Go-FOGO)
12:00-13:00 Collective lunch
13:00-14:30 Continue to practice tool - program Phet (Go-FOGO)
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 Phet (Go-FOGO)
Agenda (day-2)
Date & time Program details Facilitators
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 Phet (Go-FOGO)
16:00-16:30 Review the whole process of capacity assessment Bharat (PQ)
Methodology application
1. Adult learning approach (Hands, Heart, Head)
2. Partnership introduction uses pictures for setting the scene
3. Doctor references
4. PPCA tool introduction
5. Sector expertise involvement
6. Partners take lead process as doctor to X-ray their own CSOs
7. Critical, constructive and consensus aspect employ all sessions
8. Reflection of whole process for two days program
Partnership introduction
Partnership introduction
Example of health check-up
Structure of tool and capacity assessment areas
PPCA detailed format
Summary of key findings and spider
Capacity improvement plan
Guidance note
PPCA tool
Approach to identify
capacity building needs
Current
situation
Desired
future improved
situation
Capacity
building
needs
Analytical framework: levels and dimensions of capacity
Framework Level
Organization Level
Individual Level
1. Strategic Planning, Programme Development,
Management & Service Delivery
2. Good Governance and
Accountability
3. Participatory Monitoring
and Evaluation 4. Gender and Social
Inclusion
5. Finance Compliance
and Financial System
6. Human Resource and
Logistics Management
Analytical framework (2)
Level Dimensions of Capacity
1. Strategic
Planning,
Programme
Development,
Management &
Service Delivery
(84)
1.1 Strategic plan / Programme
development/design, planning (22)
1.2 Program Management & service delivery (24)
1.3 Coordination and communication with
concerned stakeholders (16)
1.4 Coordination with provincial / central (and
District) authorities / organizations (12)
1.5 Advocacy / working together for impact at scale
(10)
Analytical framework (3)
Level Dimensions of Capacity
2. Good Governance
and Accountability
(64)
2.1 Standard organisational systems, policies and
procedures exist (18)
2.2 Inclusive leadership exists (10)
2.3 Decisions are made in a participatory way (8)
2.4 Accountability policy/system or mechanism exist
and is functional (12)
2.5 Zero tolerance policy exist and operationalized
(8)
2.6 Clarity on roles and responsibility of staff and
board members (8)
Analytical framework (4)
Level Dimensions of Capacity
3. Participatory
Monitoring and
Evaluation (30)
3.1 Monitoring and evaluation policy/mechanism
exists (10)
3.2 Monitoring and evaluation policy/mechanism
operationlized (10)
3.3 Documentation and dissemination practice
exists including M&E reports are shared with
concerned stakeholders (10)
4. Gender and Social
Inclusion (20) 4.1 Policy exist and opeational (10)
4.2 Putting women's issues at the centre of our
work (10)
Analytical framework (5)
Level Dimensions of Capacity
5. Finance Compliance
and Financial
System (82)
5.1 Policy (6)
5.2. Accounting System and Financial Report (10)
5.3 Bank Account (12)
5.4 Cash Management (14)
5.5 Procurement (12)
5.6 Internal Control (24)
5.7 Shared Program Costs (4)
Analytical framework (6)
Level Dimensions of Capacity
6. Human Resource
and Logistics
Management (46)
6.1 Qualified project staff (finance plus programme)
recruited through competitive/transparent process
(8)
6.2 Staff Personal file maintained (appointment
letter, salary provision, leave, performance) (14)
6.3 Proper mechanism/system for procurement
exists and practiced (6)
6.4 Staff Skills and Competences (18)
Reflection
What we achieved
Having an appropriate tool to assess the capacity of CSO
Knew the area of strengths and gaps for each CSO
The CSOs have clear direction of their organization for future improvement
CSOs have a concreted action plan for capacity building
CSOs probably use our approach to apply with their clients and stakeholders
PPCA result of GCA
PPCA result of SODA
Benefits of use
Support formulation of short, medium, and long-terms goals and objectives.
Increase focus on CSO’s capacity building.
Identify areas for inter-agency cooperation and coordination.
Help to attract new sources of funding.
Challenges/difficulties
Participatory approach is time consuming
Language speaking is one barrier of assessment
Standard setting up should be careful and representing whole organization type
Zero score does not mean weak, that is an opportunity to improve, less attention of CSOs
Accurate information is very crucial, useless capacity building plan, if data given is not SMART
What did we learn
Ahead informing the partners is good advantage
The PPCA is good initiative and helpful
The PPCA tool could customize the standard according to organization type
It’s important and helpful to involve board, senior staff, and sector experts
Learning opportunity from partners
Better confidence to support self assessment
The PPCA itself as an opportunity for capacity building
Next steps
The Go-FOGO extensively pursues to work in close collaboration with program quality team in four key elements of missions:
Support implementation of the PPCA action plan Work on gender profile Go-FOGO baseline survey Set up M&E system
Food Quality and Standards Service Food and Agriculture Organization of the United Nations
Thank you
Contacts:
Phetsoulaphonh Choulatida
Phommachanh Phothichanh
Bharat Raj Gautam
