Hist or y of th e NGO CAPACITY PROFILE

Several versions of this useful organizational development tool have emerged to assist NGOs in assessing their capacity and formulating strategies for strengthening their organizations. The current Peace Corps version has its origins in the NGO Characteristics Assessment for Recommended Development (NGO CARD) designed and tested with the cooperation of over 2 NGOs in Slova!ia in "##$%#& 'y The (oundation for a Civil Society. )n the summer of "##&* Peace Corps +Slova!ia ac,uired for Peace Corps world wide the rights to use* modify* and translate the NGO C-./ into local languages. On modified or translated versions* The (oundation for a Civil Society should 'e given credit for developing the NGO C-./. Peace Corps +Slova!ia used the NGO C-./ as the center piece of their "##& PST technical training for 0usiness and 1nvironmental 2olunteers who were assigned to NGOs. The staff concluded it is important to include community entry* interviewing +listening* facilitation* and presentation training to ena'le 2olunteers to use the tool effectively. 3i!e any tool users 'ecome proficient only as they have opportunities to practice. - 2olunteer 4s understanding of the nature of NGOs and how they function locally is enhanced through discussions of the role of NGOs in a civil society and information on the local NGO environment. )n spring of "##5* the NGO C-./ was introduced to Peace Corps staff at two NGO wor!shops* one and in .omania and one in Thailand. The staff was enthusiastic a'out the C-./4s potential and advised simplifying the tool to ma!e it more users friendly. )n early "###* a program specialist in the Center for (ield -ssistance and -pplied .esearch simplified the C-./ and disseminated it to Peace Corps posts worldwide. )n 6arch of 2 * the name was changed to 'etter reflect the purpose of the tool7 it is now called the NGO Capacity Profile. The NGO Capacity Profile reflects Peace Corp 4s commitment to using asset and capacity 'uilding approaches in our development efforts. 8se of this organizational tool is now more straightforward. The first column contains ,uestions to as! concerning the si9 functional components of an NGO. The remaining three columns contain indicators to determine the organization 4s capacity and provide a guide for development wor!ers and NGO sta!eholders in strengthening the organization.

Usin g th e NGO CAPACITY PROFILE

8se the NGO Capacity Profile participatively and appreciatively to identify the NGO 4s strengths and help esta'lish a vision of what an NGO can 'e. The NGO Capacity Profile is more effective when it is translated into the local language. The profile provides a visual picture of where the organization is and can help those wor!ing with the NGO :'oard mem'ers* staff* donors* clients* and development wor!ers; decide which functional areas need to 'e strengthened and how to go a'out strengthen them. <hen gathering information on an NGO it might 'e 'est to have only a copy to the ,uestions column* so participants are not influenced 'y typical answers in each capacity level. 3ater you can analyze the capacity level most closely appro9imating participants4 responses. The The following is a partial list of ways the NGO Capacity Profile has 'een used 'y Peace Corps staff* 2olunteers* and their NGO community partners. NGO Capacity Profile can= -ssist programming staff during site development in determining the types of tas!s a 2olunteer might perform at an NGO. 0e used as a training outline for 2olunteers who are wor!ing with NGOs in their primary or community outreach pro>ects.

NGO CAPACITY PROFILE

Serve as a language + comm unications tool when the counterpart has a local translation and the 2olunteer has an 1nglish version. ?elp the 2olunteer identify areas where his or her s!ills can 'e used to 'uild the NGO 4s capacity. Provide a picture of how a well%run NGO operates 'y loo!ing at the @)ndicators of an NGO with a ?igh 3evel of Capacity. A Suggest to the 2olunteer and their NGO colleagues items that should 'e included in the organization 4s operating and + or strategic plan:s;. Provide a mechanism to determine 'aseline data and indicators for monitoring and evaluation. /emonstrate to donors and potential donors the capa'ilities of the NGO.

QUESTIONS TO ASK ABOUT SERVICE DELIVERY

Indi !tors of !n N"O #ith Li$ited C!%! ity

Indi !tors of !n N"O #ith "ro#ing C!%! ity

Indi !tors of !n N"O #ith ! High Le&e' of C!%! ity

NGO CAPACITY PROFILE

(rogr!$s To what e9tent do the NGO4s programs reflect the real needs of the community or constituency it servesB <ho is involved in designing* implementing* and monitoring program activitiesB ?ow do NGO programs advocate for constituents as well as provide program services to themB )s there a demand for e9pansion of the NGO4s programsB Te hni !' Se tor E)%erien e <hat are the technical strengths of the NGO4s programsB /oes the NGO have access to technical sector e9perience when re,uiredB ?ow well is the NGO performing technically in comparison with similar NGOsB (rogr!$ E&!'*!tion+Assess$ent <hat changes in people4s lives occurred as a result of the NGO4s programsB ?ow is the NGO4s impact and performance measuredB <hat information has 'een gathered to verify that the NGO4s programs are meeting the community4s +client4s needsB ?ow is the NGO performing in comparison with other NGOsB ?ow cost effective are the 'enefits of the NGO4s programsB Program development is largely donor driven. The (ounder:s; design* implement* and monitor program activities. Constituents are viewed 'y the NGO as worthy 'ut passive* 'eneficiaries of the services* not as potential partners. The demand for the NGO4s programs has not 'een determined. Programs are developed within an overall strategic plan. Constituents4 role is usually as recipient. Certain influential mem'ers of the constituency may 'e consulted and + or invited to participate in some programming discussions. /emand for the NGO4s programs is increasing. There is some awareness of the need for legislative and + or institutional changes and support for constituents. NGO is recognized as having significant e9perience in sector and contri'uting to sector growth. )mproved targeting of clients and redefined service+technical pac!age. NGO has a'ility to access additional sector e9pertise when re,uired. The NGO is aware of the value of evaluating its programs and is e9ploring how to measure impact. Program o'>ectives may or may not 'e measura'le7 they may 'e tangi'le or intangi'le. The NGO can determine cost per client served. Constituents are recognized as partners and regularly involved in comprehensive program design* implementation* and evaluation. 3essons learned are information applied to future programming activities. (ull%scale advocacy and lo''ying functions are in place. NGO strives for continuous ,uality improvement of programs. NGO4s services are often re,uested 'y constituents. NGO is a'le to adapt programs to changing needs of constituency and to e9tend service delivery to additional constituencies. NGO is recognized for sector e9pertise and as!ed to consult on similar pro>ects.

NGO has a limited trac! record in the sector and area of service delivery 'ut has some good ideas for meeting the needs of target constituencies.

Occasional program evaluations are conducted* usually at re,uest of donors. The NGO has not determined impact indicators or esta'lished 'aseline measurements. 6em'ers of the NGO can recount stories of how individuals have 'een helped 'y the NGO4s programs.

6easura'le indicators of success and impact have 'een determined for each program goal. Studies are done that provide 'aseline measures and this data is regularly confirmed and used. 6onitoring and evaluation system are in place7 conducted 'y staff on continuous 'asis. Cost%'enefit data is maintained. Trends are analyzed and used in decision ma!ing. NGO shares lessons learned and promising programming evaluation practices with other NGOs.

NGO CAPACITY PROFILE

NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT "OVERNANCE
Bo!rd of Dire tors ?ow does the 'oard provide overall policy direction for the NGOB ?ow does the 'oard provide oversight of the NGO4s managementB ?ow does the 'oard provide fundraising leadershipB ?ow does the 'oard assist with pu'lic relations activitiesB ?ow often does the 'oard meetB <hat is the e9pertise and e9perience of 'oard mem'ersB ?ow are 'oard mem'ers selectedB Vision+,ission /oes the NGO 6ission Statement accurately reflects its vision + missionB <as the vision + mission determined through a participatory processB )s it possi'le for the NGO to realize its missionB ?ow do the NGO4s programs help achieve the stated missionB Le!dershi% <ho ta!es leadership responsi'ility in the NGOB

Indi !tors of !n N"O #ith Li$ited C!%! ity

0oard mem'ers are identified. 0oard does not yet differentiate 'etween oversight and management roles. 0oard is not active in= )nfluencing pu'lic opinion* )nfluencing legislators* or raising funds for the NGO. 0oard meetings are infre,uent or irregular. The NGO4s constituency is not represented on 'oard. 0oard mem'ers are founders or selected 'y founders. The vision + mission is generally understood 'y the NGO4s founder:s;. Staff may perform functions that support the mission 'ut there is no systematic design of >o' functions 'ased on the mission. There may 'e activities conducted 'y the mem'ers of the NGO that seem unrelated to the mission. <ithin the NGO there are one or a few dynamic individual:s; controlling most functions.

Indi !tors of !n N"O #ith "ro#ing C!%! ity

Indi !tors of !n N"O #ith ! high Le&e' of C!%! ity

0oard composition includes leaders in the field of the organization4s mission as well as those capa'le of providing policy direction* fund% raising* pu'lic relations* and lo''ying. 0oard has mechanisms in place for o'taining appropriate input from constituency* for monitoring organizational planning and functioning in relation to mission. 0oard terms are defined. Procedures are in place for selecting and orienting new 'oard mem'ers.

0oard mem'ership is sta'le or improving. 0oard differentiates 'etween 'oard4s role and that of NGO4s management. 0oard is aware of responsi'ilities to provide oversight. 0oard is 'eginning to influence pu'lic opinion and + or legislators* fund% raise* and perform pu'lic relations activities. 0oard mem'ership represents some community diversity.

The mission is clear to 'oard and staff7 strategies* goals* and o'>ectives are 'ased on the mission. Operational planning is conducted 'y management and lin!ed to vision + mission 'ut without staff or constituents4 input. Pro>ects that do not relate to NGO4s mission are sometimes underta!en to secure funding. 6ost decisions made 'y the 'oard and management with some input from select staff.

The mission is clear to 'oard* staff* constituents* and interested parties outside the NGO. Operation plans grows out of the mission and translate into a set of clear program o'>ectives supported 'y a realistic 'udget.

0oard and management have clear understanding of their leadership roles and actively encourage new mem'ers to ta!e on leadership roles. Staff is routinely involved in direction and policy development and not >ust consulted on occasion. Constituents are encouraged to 'ecome involved in leadership roles.

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QUESTIONS TO ASK ABOUT ,ANA"E,ENT
Infor$!tion ,!n!ge$ent ?ow does the NGO gather* disseminate* save* and retrieve client* program* and financial informationB ?ow is collected information used for planning and decision% ma!ingB

Indi !tors of !n N"O #ith Li$ited C!%! ity

No organized system:s; e9ist:s; for the collection* analysis* or dissemination of data in the NGO. )nformation is usually collected randomly and manually

Indi !tors of !n N"O #ith "ro#ing C!%! ity

- rudimentary electronic data'ase system to manage information :6)S; is in place. 6)S is used primarily for word% processing and 'oo!!eeping7 some staff understand data'ase capa'ility. There is no mechanism for integrating 6)S%generated information into the NGO4s planning process. There may 'e some input from staff and constituents 'ut they are not involved in decision% ma!ing. -nnual operating plans are developed and reviewed throughout the year primarily 'y management 'ut without connection to review of previous year or analysis of resource availa'ility. Staff !nows how to participate in meetings and is aware of how decisions are made. 6echanisms e9ist for vertical and horizontal communication. - meeting agenda and minute record !eeping are standard operating procedures.

Indi !tors of !n N"O #ith ! High Le&e' of C!%! ity

6)S operational and data integrated into operational planning and decision% ma!ing. There is improved pro>ect planning 'ased on analysis of information provided through the system. 6)S information is readily availa'le to staff management and 'oard. The NGO learns from 6)S information and shares these learnings with sta!eholders and other NGOs. NGO4s leadership conducts short% term strategic planning. The 'oard decides on program priorities and the use of availa'le resources. 1ach NGO program has an annual operating plan that reflects the mission and is developed with staff and constituent input. There is a regular review of long%term plans 'ased on previous achievements. Staff is increasingly a'le to shape the way they participate in decision ma!ing. Communications are open and transparent. Client and other sta!eholder input is included at staff meetings when appropriate.

('!nning /oes the NGO have a long% term strategic planB /oes the NGO do short% term operational planningB ?ow are staff and constituents involved in the planning processB -re all plans directed toward achievement of the NGO4s missionB Co$$*ni !tion ?ow often does the staff meetB /o staff meetings have an agendaB -re minutes ta!en at staff meetings and availa'le for future referenceB

Planning is ad hoc with limited participation from staff and constituents. /ecisions and plans are made without reference to the mission or the agreed% upon strategies to achieve the mission. Staff is responsi'le for plan implementation and clients are not involved in planning. No assessment of needed resources is included in planning. 6eetings are irregular* dominated 'y interests of a few. There is no predetermined agenda* and meetings often do not reach concrete conclusions. Staff provides technical input only and are not involved in or informed of decisions. No systematic procedure for recording or storage of minutes of staff meetings.

NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT ,ANA"E,ENT

(ersonne' ,!n!ge$ent /oes the organizational chart show the most significant units or functions of the NGOB )s wor! organized individually or teamsB -re >o' tas!s and >o' descriptions consistent with the mission of the NGOB )s there a written employee manualB )s hiring a systematic* open processB -re salaries 'ased on performance and mar!et value of the >o'sB

Indi !tors of !n N"O #ith Li$ited C!%! ity

Supervisors organize wor!. There is little understanding of the necessity to organize wor! 'eyond issuing directives. (ocus is on individual achievement7 there is little understanding of need :or what it means; to wor! as a team. ?iring is 'ased more on personal connections than applicant4s >o' s!ills. Some essential tas!s are not carried out* 'ecause they are not assigned or 'ecause the tas!s are 'eyond the e9pertise of the staff. Salaries are not determined on the 'asis of the mar!et value of the wor! done or performance of individuals.

Indi !tors of !n N"O #ith "ro#ing C!%! ity

Organizational chart e9ists to e9plain relationships of wor! units. There is recognition of the need to foster a colla'orative wor! environment. <or! plans are developed 'ut not coordinated across positions* functions* or e9pertise. Staff is recognized as 'eing a'le to ma!e useful suggestions a'out how their own wor! should 'e organized. 0asic personnel administration systems e9ist 'ut informal employment practices persist. Salary and 'enefit reward system rewards staff according to >o' title* not wor! performed. Salaries are not necessarily competitive with those in mar!et.

Indi !tors of !n N"O #ith ! High Le&e' of C!%! ity

There is a formal mechanism in place for inter%team lin!ages and intra% team planning* coordination* and wor! review. Teams are self%directed in that they organize their own wor! around clear understanding of the organization4s mission and the team4s role in achieving the mission. 2olunteers and constituents are included as active participants in the NGO4s wor! plan. -ll personnel systems are formalized and understood 'y staff* and staffs4 opinions are part of policies and procedures. <ritten employment practices are used and reviewed so they support the NGO4s mission* strategies* and policies. ?iring procedures are transparent.

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QUESTIONS TO ASK ABOUT HU,AN RESOURCES

Indi !tors of N"O #ith Li$ited C!%! ity

Indi !tors of !n N"O #ith "ro#ing C!%! ity

Indi !tors of !n N"O #ith ! High Le&e' of C!%! ity

NGO CAPACITY PROFILE

St!ff -re staff motivated and committed to the mission of the NGOB /o staff have the s!ills and competencies re,uired to support the achievement of the NGO4s missionB <hat are the training opportunities for staff to develop >o' related s!illsB )s staff assigned and promoted according to performanceB Constit*en y+C'ients -re constituents seen as part of the human resources of the NGOB /oes the composition of the 'oard and staff represent constituencyB -re constituents treated e,ually and fairlyB )s the NGO4s constituency growingB Staff consists of founders and +or unpaid volunteers. Staff is motivated and committed* 'ut may lac! !nowledge and s!ills to implement appropriate programs to achieve the NGO4s mission. Staff development opportunities are not yet availa'le. No system in place for performance evaluation. 3in!s with constituency are wea!. Staff and 'oard are not representative of constituents on either the 'asis of ethnicity* gender* income* religious* or sta!eholder interest. Some gaps e9ist 'etween >o' s!ills re,uired and those of e9isting staff. Staff moral is sometimes affected 'y lac! of clarity of their >o's or too much wor! for availa'le staff. Performance evaluations are ad hoc* mostly when pro'lems surface. S!ill areas are competently covered and the capacity e9ists to contract out for other s!ills as needed. )nter% personal s!ills and group training are provided as needed. Staff have opportunities to contri'ute to the organization to the fullest e9tent of their a'ilities. Staff performance is done on a regular 'asis7 evaluation criteria are understood 'y the staff. Staff moral is high.. Composition of 'oard and staff represents gender* ethnic* and religious diversity of constituents. .egular surveys of constituency needs with results integrated into planning process. NGO welcomes and see!s out new constituents.

Vo'*nteers ?ow do volunteers assist the NGOB /o volunteers have structured tas!sB ?ow are volunteers mo'ilized and trainedB )s volunteer help regular and consistentB ?ow are volunteers than!ed for their serviceB

No volunteers or small num'ers of volunteer are randomly providing services. NGO staff are unpaid volunteers due to insufficient planning and fund% raising.

<ell%defined community 'ase and constituency. There is understanding and interest among some 'oard mem'ers* management* and staff as to the value and need for representation of constituents* 'ut no policy in place. NGO serves e9isting constituents 'ut does not actively see! new constituents. 2olunteers are mo'ilized under specific programs + p ro>ects. 6anagement identifies the difference 'etween staff and volunteer duties and activities. The num'er of volunteers involved with the NGO is increasing.

?igh integration of volunteers with paid staff. 2olunteers are integrated into the planning and evaluation process of the organization. Training programs are in place for volunteers. .ecognize and than! volunteers for individual and collective achievements.

QUESTIONS TO ASK ABOUT -INANCIAL RESOURCES

Indi !tors of !n N"O #ith Li$ited C!%! ity

Indi !tors of !n N"O #ith "ro#ing C!%! ity

Indi !tors of !n N"O #ith High C!%! ity

NGO CAPACITY PROFILE

A o*nting )s the accounting system automatedB /o accounting records meet donor4s and government financial reporting re,uirementsB -re there procedures for reporting and recording in%!ind contri'utionsB ?as NGO ever had an auditB /oes NGO do a cash reconciliation on a regular 'asisB ?ow often are financial statements furnished to the NGO4s 'oard of directorsB -ccounting trac!s only increases and decreases in cash. (inancial procedures and reports are incomplete and difficult to understand. )nternal reconciliation of 'an! accounts with cash are done only when there appears to 'e a pro'lem. The NGO has not yet undergone an e9ternal accounting review or audit. - system of accounts including assets* lia'ilities* fund 'alance* revenues and e9penses is developed and operational. (inancial reports are usually timely 'ut still incomplete and with errors and tend to present an optimistic versus realistic picture. )nternal reconciliation of cash is done more often. )ndependent audits or e9ternal financial reviews are rarely conducted* usually to meet donor4s re,uirements* 'ut the NGO recognizes them as desira'le. 0udgets are developed for pro>ect activities* 'ut are often under% or overspent 'y more than 2 C. The e9ecutive director and +or accountant are the only staff who !now and understand 'udget information and do not delegate responsi'ility. /onors do not get notice of 'udget ad>ustments. (inancial systems and reports provide relia'le current information. .eports are always timely and trusted* and feed 'ac! into financial planning process. )nternal monthly or ,uarterly reconciliation of 'an! statements and accounting records are done. )ndependent audits or e9ternal financial reviews are performed with regular and appropriate fre,uency. The 'oard of directors receives summary financial reports at every regular 'oard meeting.

B*dgeting /oes the NGO have a regular 'udget planning processB /o financial controls to prevent e9penditures in e9cess of 'udgetB -re 'udgets constructed to facilitate cost + 'enefit analysisB /o 'udgets show actual costs when !nownB

0udgets are inade,uate or if they do e9ist* are produced 'ecause they are re,uired 'y donors. 8sing 'udgets as a management tool is not understood* and the relia'ility of the pro>ections is ,uestiona'le.

0udgets are integral part of pro>ect management and are ad>usted to reflect pro>ect implementation results. 0udgeting is integrated with annual operational planning process. Pro>ect staff are responsi'le for preparation* >ustification* and management of pro>ect 'udgets. /onors are notified when 'udget ad>ustments are needed.

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NGO CAPACITY PROFILE

-in!n i!' ,!n!ge$ent -re relia'le cash flow pro>ections in place to facilitate financial planningB -re payroll* petty cash* and 'asic supplies costs paid on timeB -re restricted donor4s funds placed in separate 'an! accountsB <hat internal controls are in place to prevent theft or misappropriation of cash and other assetsB -re funds not needed currently invested to earn a return on the moneyB NGO meets its e9penses 'ut not in a timely manner. /esignated pro>ect funds and operating funds are not separated in the accounting system or in 'an! accounts. Cash flow pro>ections if done tend to 'e inaccurate. NGO meets its e9penses in a timely manner. -ccurate cash flow pro>ections assist management in ma!ing cash management decisions. -ccount categories e9ist and pro>ect funds are separated* 'ut some temporary pro>ect cross% financing may occur. (unds are regularly deposited in a 'an! account for safe!eeping. NGO is e9panding its programs and pro>ects* and pays the increased costs in a timely manner. -de,uate control e9ist to avoid cross% pro>ect financing. The NGO uses an impressed petty cash fund to trac! small e9penditures* re,uires two authorized signatures on chec!s* and a voucher system is in place to record inflows and outflows of cash. The value of insurance to protect assets is recognized and purchased when availa'le and cost effective. Cash not currently needed is prudently invested to earn interest.

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NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT -INANCIAL RESOURCES

-*nding B!se <hat are the e9isting sources of the NGO4s fundingB <hat is the long% term plan for developing financial resourcesB <hat alternative sources of funding might 'e availa'le for the NGOB <hat percent of costs are covered 'y constituentsB /oes any one source provide more than D C of the NGO4s fundingB

Indi !tors of !n N"O #ith Li$ited C!%! ity

(unds are solicited for one short% term pro>ect and only from one source. 3ocal fund% raising for any income is untried and +or unsuccessful. Pro>ect funding is insufficient to meet plans or provide pro>ected services. Constituents are not seen as an income source.

Indi !tors of !n N"O #ith "ro#ing C!%! ity

NGO4s funding is from two or more sources with no one e9ceeding $ C. There is a developing awareness of local resource possi'ilities 'ut few resources are actually mo'ilized. (unding is availa'le for short% term pro>ects* and medium% term funding strategies e9ist within a funding plan. NGO is 'eginning to develop constituent support. (ee%for% service and other cost recovery programs 'uilt into service delivery process.

Indi !tors of !n N"O #ith High C!%! ity

NGO has funding from three or more sources with no source e9ceeding D C. - long% term funding plan e9ists that results in the NGO4s self%sufficiency. -ll pro>ects have funding plans and current funds meet pro>ect needs. 0asic program delivery can continue even if there is a funding shortfall. Constituent support is evident from their willingness to pay for some services as well as their utilization of the NGO4s services.

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NGO CAPACITY PROFILE

QUESTIONS TO ASK ABOUT E.TERNAL RELATIONS

(*/'i Re'!tions To what e9tent is the NGO !nown to the pu'licB <hat materials does the NGO have that descri'e its mission* programs* and achievementsB <hat use does the NGO ma!e of mass media to disseminate information a'out itself and its achievementsB Lo !' Co''!/or!tion+S*%%ort ?ow effective is the NGO in accessing local financial* human* and other resourcesB ?ow does the NGO ma!e an effort to engage community citizens in the NGO as volunteers or through individual giftsB ?ow active is the NGO in see!ing support* monetary* gifts%in%!ind and volunteers from local 'usinessesB N"O Coo%er!tion /oes the NGO cooperate or partner with other local NGOsB ?as the NGO esta'lished national lin!ages with other NGOsB ?as the NGO esta'lished international lin!ages with other NGOs or development groupsB

)ndicators of an NGO with 3imited Capacity

NGO is little !nown outside of its direct colla'orators. There is no clear image of the NGO articulated and presented to the pu'lic. There are no documents or prepared statements availa'le that provide information a'out the NGO. NGO tends to view the private sector :'usinesses; as the @others*A sometimes even with suspicion and distrust. )t does not wor! in cooperation with the private sector to draw on human or other resources* technical e9pertise* or advocacy support. The NGO4s programming has a limited relationship with local citizens. Organization does not have e9perience wor!ing with other NGOs* local* national* or international. NGO does not try to plan or deliver services in colla'oration with other NGOs or see the value of partnering.

)ndicators of an NGO with Growing Capacity

NGO is !nown in its own community* 'ut does little to promote its activities with the general pu'lic and government. There is understanding that pu'lic relations is a function of NGOs 'ut little understanding of how to implement pu'lic relations. The NGO has an annual report. 0eginnings of support from community residents through volunteerism. NGO see!s technical assistance from some local private sector and government resources. NGO see!s support from service agencies in the private and pu'lic sectors.

)ndicators of an NGO with a ?igh 3evel of Capacity

NGO has a clear image and message of mission* programs* accomplishments. These are documented. NGO4s wor! is well !nown to pu'lic and policy ma!ers and it uses this to attract support when necessary. - pu'lic relations plan is 'eing implemented.

NGO4s pro>ects 'ring support from local agencies to assist pro>ect results and sustain those results. Staff mem'er serves as development officer and !nows the local private and pu'lic sector donor opportunities. Private sector + NGO cooperation is the norm and the NGO is a full community partner. Private and pu'lic sector individuals recruited to serve on 'oard. NGO plays leadership role in promoting coalitions on pro>ects and in the sponsorship and participation in a formal association of NGOs. NGO is fully integrated into NGO community that includes developing and supporting formal group advocacy mechanisms.

Organization is increasingly !nown and trusted 'y the NGO community 'ut has little e9perience with colla'oration. NGO tries to plan services in colla'oration wit other NGOs* 'ut mostly on an ad hoc 'asis.

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NGO CAPACITY PROFILE

"o&ern$ent Coo%er!tion <hat is the relationship 'etween the NGO and the local governmentB <hat is the state of the relationship 'etween the NGO and the national governmentB .elationship with government is 'ased on a @we% theyA perception. NGO has little planning with government wor!ing in same programming sectors or geographic area. NGO has little understanding of the advocacy or pu'lic policy role of the NGO. Occasional cooperation esta'lished with different groups around specific areas of activity. Some understanding that the NGO can influence pu'lic policy 'ut efforts in advocacy are ad hoc* short% term* an not sustaina'le. NGO performs specific pro>ect or sectorial colla'oration or contacts for government. NGO provides input into policy process on issues related to its program areas and sectorial e9pertise. Through pu'lic contact* NGO is seen as an advocate in its area of e9pertise.

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