FNV Mondiaal 5-C ORGANISATIONAL CAPACITY ASSESSMENT WORKSHOPS FNV MONDIAAL.

5-C

ORGANISATIONAL CAPACITY ASSESSMENT

WORKSHOPS

FNV MONDIAAL

THE 5-C MODEL (1)5 Capabilities:

1. Capacity to Act and Commit

2. Capacity to Achieve (deliver on object)

3. Capacity to Relate

4. Capacity to Adapt and Renew

5. Capacity to Achieve Coherence

OBJECTIVES 5-C WORKSHOP

• FNV-partners have conducted a 5-C capacity assessment of which they feel ownership and which is of good and reliable quality;

• FNV-partners have decided upon the most important priorities for capacity development activities in the future and they are prepared to engage in a dialogue on these priorities with their FNV Mondiaal contacts.

CAPACITY DEVELOPMENT IS CORE IN TUCP 2013-2016

• Result area 2 (out of 6) in the TUCP is entirely focusing on capacity development. Ministry of Foreign Affairs as donor of TUCP has demanded sound planning and close monitoring in Capacity Development

• Two frameworks are used:• 5 – Capabilities model (organisational level)• Civicus Civil Society Index (institutional level)

CAPACITY DEVELOPMENT ELEMENTS IN TUCP

In Planning• In Proposal Development

In Implementation• Capacity Development Action Plans

In Monitoring & Evaluation1. Baseline Assessments: 2013 (begin)2. Mid-Term Assessments: 2014 (end)3. End Assessments: 2016

And external evaluation exercises!

SEE1. Capability to commit and act

1.1. Organisational strategy and related planning

1.2. Resource base of the organisation

1.3. Description of tasks and responsibilities and staffing capacity

1.4. Democratic governance

1.5. Involvement of membership in organisation

2. Capability to Achieve

2.1. Planning, Monitoring and Evaluation

2.2. Needs-based service delivery

2.3. Policy influencing

3. Capability to relate

3.1. Information dissemination

3.2. Strategic alignment and cooperation

3.3. Application of context analysis

3.4. Transparency

3.5. Positioning in tri-partite social dialogue

4. Capability to adapt and renew

4.1. Orientation towards organisational learning

4.2. Orientation towards outcomes and outcome measurement

4.3. Membership orientation and satisfaction

4.4. Orientation towards organisational innovation

4.5. Orientation towards exploring new partnerships

5. Capability to achieve coherence

5.1. Organisational synergy and effectiveness

5.2. Organisational efficiency

5.3. Organisational autonomy

5.4. Organisational diversity

5.5. Orientation towards trade unions’ unity

See scoring guide

CAPACITY DEVELOPMENT LEVELS: THE 4-POINTS SCALE

1 2 3 4

BASIC DEVELOPING MATURING LEADER

See assessment guide

EXAMPLE OF SCORING

FNV Mondiaal 5-C Assessment Scoring Analisys ToolAverage scores

Standard Deviation part 1 part 2 part 3 part 4 part 5 part 6 part 7 part 8 part 9 part 10 part 11 part 12 part 13 part 14 part 15 part 16 part 17 part 18 part 19 part 20

1. Capability to commit and act 2,30                                          

1.1. Organisational strategy and related planning 1,70 0,56 2,00 1,00 1,00 1,30 1,00 1,80 2,00 2,00 2,10 1,00 2,00 2,50 2,00 1,00 1,50 2,80 2,50 1,50 1,00 2,00

1.2. Resource base of the organisation 2,11 0,54 3,00 2,00 2,00 1,80 2,00 2,60 1,00 2,50 2,30 1,20 3,00 2,20 1,50 1,50 2,50 2,30 2,80 2,10 2,00 1,80

1.3. Description of tasks and responsibilities and staffing capacity 2,30 0,63 3,00 3,00 3,00 2,40 2,00 3,00 2,00 2,50 2,30 1,00 1,00 2,50 2,00 1,50 2,20 3,00 2,80 2,80 1,50 2,50

1.4. Democratic governance 2,75 0,86 3,00 2,00 3,50 2,60 2,00 4,00 3,00 3,50 1,30 1,20 3,00 3,00 2,50 1,20 2,90 3,20 3,60 3,50 2,00 4,00

1.5. Involvement of membership in organisation 2,63 0,70 3,00 2,00 3,30 2,50 1,00 3,50 3,00 2,50 2,30 1,20 3,00 3,10 4,00 2,10 2,90 2,10 3,00 2,50 2,50 3,00

2. Capability to Achieve 2,41                                          

2.1. Planning, Monitoring and Evaluation 2,32 0,56 2,00 2,00 2,30 2,20 2,00 2,30 2,00 2,50 3,20 3,00 2,00 2,90 2,50 1,70 2,00 3,00 2,20 2,00 1,00 3,50

2.2. Needs-based service delivery 2,21 0,46 2,00 3,00 3,00 1,40 2,00 2,40 2,10 2,40 2,30 2,00 2,00 2,70 2,00 1,30 2,00 1,90 2,60 2,00 2,00 3,00

2.3. Policy influencing 2,70 0,70 3,00 2,00 3,60 2,80 3,00 3,40 1,00 3,00 3,40 3,00 3,00 3,00 3,50 2,20 2,90 2,00 3,00 2,80 1,30 2,00

3. Capability to relate 2,41                                          

3.1. Information dissemination 2,18 0,64 3,00 2,00 3,00 1,50 2,00 2,80 1,00 1,50 2,30 2,00 2,00 3,00 1,00 2,00 2,00 3,40 2,60 2,00 2,00 2,50

3.2. Strategic alignment and cooperation 2,62 0,75 3,00 1,00 3,70 1,60 3,00 3,50 2,00 4,00 2,30 3,00 3,00 2,00 2,00 2,20 2,80 3,00 2,60 3,00 1,50 3,10

3.3. Application of context analysis 2,20 0,50 2,00 3,00 1,00 1,50 3,00 2,20 2,00 1,90 2,10 3,00 3,00 2,00 2,50 2,00 2,00 2,30 2,20 2,00 2,00 2,30

3.4. Transparency 2,36 0,74 2,00 3,00 3,00 1,00 2,10 3,50 2,00 1,50 2,30 1,00 2,30 2,50 1,50 2,00 2,00 3,50 3,00 3,00 3,00 3,00

3.5. Positioning in tri-partite social dialogue 2,68 0,69 3,00 3,00 2,50 2,20 3,00 4,00 2,00 3,50 3,20 2,00 2,00 3,00 3,00 2,00 2,20 3,80 3,00 3,00 2,00 1,20

4. Capability to adapt and renew 2,16                                          

4.1. Orientation towards organisational learning 2,08 0,59 2,00 2,00 3,20 1,20 3,00 2,60 2,00 2,00 2,10 2,00 3,00 1,90 2,00 1,80 1,30 2,90 2,00 2,00 1,00 1,50

4.2. Orientation towards outcomes and outcome measurement 1,95 0,73 1,50 3,00 3,10 1,20 2,00 1,80 3,00 2,00 3,20 3,00 2,30 1,00 1,00 1,60 1,40 1,90 1,50 2,00 1,50 1,00

4.3. ‘Client’ orientation and membership satisfaction 2,17 0,68 3,00 3,00 2,00 1,60 3,00 1,00 2,00 3,20 2,30 1,40 3,20 2,00 1,50 1,30 1,50 2,80 2,50 1,50 2,00 2,50

4.4. Orientation towards organisational innovation 2,04 0,62 3,00 2,00 2,00 1,20 2,10 2,00 1,00 2,50 2,10 3,00 2,20 1,90 1,00 1,00 2,00 2,20 2,80 1,80 2,00 3,00

4.5. Orientation towards exploring new partnerships 2,56 0,69 3,00 2,00 4,00 2,80 3,00 3,00 2,00 3,30 2,30 4,00 2,00 2,00 2,00 1,30 2,50 3,00 2,40 2,00 2,00 2,50

5. Capability to achieve coherence 2,43                                          

5.1. Organisational synergy and effectiveness 2,11 0,69 2,00 3,00 2,50 1,20 1,00 2,00 2,00 2,30 2,30 4,00 2,00 2,00 1,00 1,60 2,00 2,40 2,40 2,00 1,50 3,00

5.2. Organisational efficiency 2,23 0,55 2,00 2,00 2,70 1,60 2,20 2,00 1,00 2,50 2,10 2,00 3,00 2,00 2,00 2,00 2,00 2,90 3,00 2,00 2,00 3,50

5.3. Organisational autonomy 2,55 0,64 3,00 2,00 4,00 2,80 3,00 2,80 2,00 2,60 3,20 3,00 2,00 2,00 2,00 1,40 2,50 2,50 3,40 2,20 1,50 3,00

5.4. Organisational diversity 2,48 0,57 3,00 1,00 3,00 2,50 3,00 2,60 2,00 2,50 3,20 3,00 3,20 2,00 2,00 2,00 3,00 2,00 3,00 2,00 2,00 2,60

5.5. Orientation towards trade unions’ unity 2,77 0,58 3,00 2,00 3,80 2,80 3,00 3,00 2,00 3,90 3,40 3,00 2,00 3,00 3,00 2,10 2,90 3,00 3,00 2,00 2,00 2,50

HIGH SCORES IN 5-C ARE NOT THE OBJECTIVE!

Allow yourself to improve!!!

THE 5-C MODEL (2)