Professional Documents
Culture Documents
COMMITTEE
CAPACITY
ASSESSMENT TOOL
Developed by:
August, 1999
F\Archive\Partner\VDC\English
TABLE OF CONTENT
Content
Page No.
1.
Background
2.
3.
4.
Interview
Group Interviews
Personal Interviews
6.
7.
Scoring
8.
9.
Annexes:
1.
Annex - 1
2.
Annex - 2
A B
2.1
2.2
2.3
2.4
2.5
C D E F
Resource Mobilization
4. PUBLIC SERVICE
4.1
4.2
4.3
4.4
Public Service
G*: Scores to be provided by the group of interviewees. I* : Scores to be provided by the
interviewer.
BACKGROUND:
In March 1998, SNV organized a two days workshop to share experiences and review and
refine the NGO and CBO assessment tools and to develop similar tools to assess capacity
of DDCs and VDCs. Representatives from eight organizations were present in the
workshop.
The participants were divided into three groups to discuss review and recommend on NGO
Assessment Tool, CBO Assessment Tool, and VDC/DDC Assessment Tool. On the basis of
the groups recommendations and incorporating the roles, responsibilities, and authorities
provided by the currently introduced Local Governance Act 1999, CARE Nepal has
developed this VDC Capacity Assessment Tool.
1.
1.1
All wards prepare and submit annual plans incorporating lessons learned in
the previous year.
1.2
VDC assembly takes place as stipulated in the Local Governance Act and
regulation with involvement of all stakeholders and VDC members.
1.4
1.5
2.
2.2
Regular monthly meetings are held and all VDC members participate in
decision making process. Decisions are implemented.
2.3
authorities.
3.
2.4
2.5
RESOURCE MOBILIZATION
3.1
VDC has mobilized internal resources (such as: House tax, land revenue,
4.
VDC has fully utilized Village Development and Self-reliance Fund (VDSRF) .
3.3
3.4
PUBLIC SERVICE
4.1
4.2
famine.
INTERVIEWS:
Group Interviews:
Establish a group norm, such as equal participation, respect for others opinion,
short and clear information, etc. Facilitate in such as way that all members of the
group get equal opportunity to express their views for issues at hand. Try to arrive
at consensus as far as possible and limit the discussion within the objectives of the
tool. The occasion should not be used to defame the VDC chairperson.
Component #1, 3, and 4 are regarded as neutral for which the interviews can be
conducted in a group. There are a total of 13 indictors in the three components.
The group interview can be completed in about 4 to 5 hours depending upon the
number and activeness of group members. Interviews conducted in a group also
provide opportunity for cross checking of information among the group members.
Personal interviews:
Assure confidentiality of information and encourage openness from the
respondents. Set a time limit for the interview and keep the discussions focussed.
The component #2, organizational structure and management can be sensitive in
many organizations. Therefore, interview for this component should be taken
individually, keeping the confidentiality of the information provided by the individuals.
In this component, there are 5 indicators. For each interview, it would take about 1
hour to complete the interview. If we select at least five persons, then it would take
about 5 hours.
Thus, the whole interview can be completed in about 9 to 10 hours. Hence, it will be too
rush to complete the whole interview with in one day. If possible, plan to complete the
interviews in two days. This matter should be discussed with VDC Chairperson before the
interview process.
about the objectives of the assessment and determine the methodology and
expectation of the assessment.
3. Select the participants for the interview. For the group interview the recommended
size of the group may be 6-7 persons. The group member should include the
representatives from the different level and positions. (VDC Chairperson/vicechairperson, Secretary, Ward Chairperson, Women member, lower-caste and minority group
member.)
4. Select participants for the personal interview. VDC Chairperson and the Secretary
must be included for the individual interview. There should be other three
participants in personal interview among them women member must be included for
this component.
5. Schedule a date, time and place for the interview and inform the selected persons.
The interview will take about 9 to 10 hours.
6. Assure the VDC members and staff, on confidentiality of information provided by
them. Also, assure that CARE will not use the collected information for other
purposes without prior authority of the concerned VDC.
7. Inform the VDC Chairperson and other staff/members about the confidentiality of
information and the report of capacity assessment will not used as a legal
document.
8. Inform the VDC in advance about the documents that the facilitator would like to
refer during the course of the interview. Such as: Audit Report, Progress Reports,
Village Profile, and Meeting Minutes etc.
SCORING
After completing the narrative comments for each indicator, the respondents (individuals
and group) should be asked to give score for each indicator.
The score will be in a scale of 1 to 4, 1 being the undesirable level and 4 being the ideal
situation. There are different numbers of indicators under different components, as
shown in the summary sheet.
For component # 1,3 and, 4 the group should be asked to give overall score for the
component after scoring for the indicators.
There are five indicators in Component No. 1 after discussing the indicator
1.1 the group should be asked to score on this indicator. Similarly, the
group should also asked to give scores for all five indicators.
After scoring all indicators, the group should be asked to give overall score
on the Component No.1
For indicator #2, the facilitator should give the overall score based on the individual
scores and their comments.
In Component No.2, there are five components. After completing discussion on 2.1,
each individual interviewer should be asked to give her/his score on that indicator.
Similarly, each individual should be asked to give the score for all 5 indicators.
After completing all individual interviews, the facilitator should give the overall
score for component 2. The facilitator will be responsible to give over all score for
the component. The facilitator should consider the information provided by all
informants and the score given by them.
The facilitator should plot all scores in the Summary Sheet of the tool as show in Annex 2.
Therefore, the scoring of a component should not be calculated as the total scores for
the indicators, neither should it be averaged.
Be sure that one or two participants are not dominating the group exercise. In such a
situation solicit opinions from those passive participants.
Be sure that the answers reflect the general situation within the VDC and not the
situation specific to a particular aspect or/of very exceptional ones.
"VDC reported to the district health office that one staff of sub-health
post office is not attending the office regularly." However, it was
learnt that such reporting happened only once in the last three years.
This situation can not conclude that VDC monitors the management of
sup-health post regularly, feed backs and reports concerned district
line agencies.
However, bear in mind that sometimes one issue might dominant influence on another.
For example, if there VDC meetings are not held regularly, this will have implication on
the decision making process, i.e., participation of a few VDC members in decision
making, thus resulting in less acceptance of the decisions by other members.
During the interview the facilitator may face the situations where the participants may
jump into suggestions without discussing on the root causes of the problems. The
facilitator should manage this type of situation by diverting the discussion toward the
root cause of the problems.
The discussion was on "VDC able to mobilize external resources or not "In this
case some of the respondents may provide the suggestions that VDC should
mobilize external resources to implement development activities etc. However,
they do not discuss why the VDC was not able to mobilize external resources.
However, the discussion should focus on "Do VDC have capacity to mobilize the
external resources".
Ask for supporting documents or references as appropriate. Ask for a copy of sample
of activity agreements with user's groups, progress reports, etc. Ask for meeting
minutes. Conduct physical observations of documents or facts.
The facilitator should triangulate the information-collected form the VDC members. The
facilitator could visit District Development Committee and district level line agencies.
During the triangulation visits facilitator could ask about their perceptions on the VDC.
During the interview, the informants may give non-relevant information to the particular
indicators. The facilitator can manage these types of situations by two ways; i.e. the
facilitator may take note on the notebook and will not ask the same information later.
Alternatively, simply saying that we will be discussing these issues in other indicators.
Annex - 1
Introduction: Introduce the VDC being assessed and state the objective of the
assessment.
2.
List the
Part II
1. Summarize the major findings of the assessment. The summary could be categorized
in two sub headings, i.e.:
Major strengths of the VDC.
Major weaknesses of the VDC
2. Based upon the findings the facilitator should pr make recommendations for
improvement.
3. Summary of scores: Summarize the scores for the indicators of each component.
Part III
1. Detailed findings of the assessment: For each indicator describes the status of the
VDC. The reporter could use the above format, i.e.
Annex 2
1.1
1.2
2
2
1.3
1.4
1.5
3
3
2.
5
2.1
2.2
2.3
2.4
2.5
A
2
B C D E F
1 3 2 3 4
1 2 2
4 3
3 4 1
4 2
3 1 3
2 1
2 3 4
1 3
G*
3.1
3.2
3.3
3.4
3
2
4
Resource Mobilization 2
4. PUBLIC SERVICE
G*
4.1
4.2
3
2
4.3
4.4
2
1
Public Service 2
G*: Scores to be provided by the group of interviewees. I*: Scores to be provided by the
interviewer.
KITS
1.
1.
1.1
1.
1.2
villagers.
program planning.
1.
1.3
1.
1.4
VDC addresses
1.
2.
2.1
2.2
Regular monthly meetings are held and all VDC members participate in
decision making process. Decisions are implemented.
Meeting agendas are prepared in advance
and are made available to VDC members.
2.3
VDC members & staff understand their roles, responsibilities, & authorities.
VDC secretary provides orientation on
2.4
executive committee.
Administration
property.
2.5
3. RESOURCE MOBILIZATION
3. RESOURCE MOBILIZATION
3.1
(Such as
3. RESOURCE MOBILIZATION
3.2
VDC has fully utilized Village Development and Self-reliance Fund (VDSRF)
VDSRF guidelines are available and
3. RESOURCE MOBILIZATION
3.3
3. RESOURCE MOBILIZATION
3.4
4.
PUBLIC SERVICE
4. PUBLIC SERVICES
4. PUBLIC SERVICES
4.2
residents :
recommendation for citizenship
certificate
recommendation for passport
provides certificate for birth/death/
marriage/migration
relationship certification (nata pramanit)
Others
4. PUBLIC SERVICES
4.3 VDC monitors the performance of VDC level service institutions such as
schools, health post/sub-health post, agriculture, livestock, & post
office etc.
(Ex. Schools,
4. PUBLIC SERVICES
4.4
famine.
VDC acts