civil society pakistan assessment

8/9/2019 Civil Society Pakistan Assessment

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NGO Resou rc e Cent reCapac i t y Deve lopmen t Depa r tm en t

Self-Assessment Toolfor

Local Support Organisations

inNorthern Areas and Chitral

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July 2007

Aga Khan Foundation



NGO Resource Centre of 30 July 2007

Self-Assessment Tool for Local Support Organisations in Northern Areas & Chitral

Facilitators Guide

This self-assessment tool addresses the following qualities expected of a good LocalSupport Organisation, which were developed previously with input from representatives

of existing Local Support Organisations, Aga Khan Rural Support Program and otherCivil Society Organisations in Northern Areas and Chitral.

1. Visionary and Focused2. Credible and Reliable3. Efficient and Effective4. Representative and Participatory5. Non-partisan and Non-communal6. Independent and Professional7. Responsive and Relevant8. Transparent and Accountable9. Effective Resource Mobiliser and Sustainable10. Entrepreneurial Catalyst

For more information about the AKDN Civil Society Programme, please seehttp://www.akdn.org/civil_society.asp

http://www.akdn.org/civil_society.asp

http://www.akdn.org/civil_society.asp





Main and Sub-components of a Successful LSO

1. Visionary and Focussed1.1. Vision, Mission, and Objectives1.2. Constituency

1.3. Constituency shares vision and mission1.4. Programmes and projects aligned with vision and mission

2. Credible and Reliable2.1. Registration and recognition2.2. Clear image with stakeholders2.3. Local resources2.4. Alliances with local CSOs2.5 Alliances with Local Government

3. Efficient and Effective

3.1. Adequate premises3.2. Adequate equipment3.3. Resource fit priorities3.4. Constituencies priorities guide programmes3.5. Constituency is involved in programme implementation3.6. Monitoring and evaluation system is in place

4. Representative and Participatory4.1. LSO General Body comprises VO and WOs4.2. General body meets regularly4.3. Governing Body involves VO/WO input4.4. Key stakeholders involved in decisions4.5. Women are represented on General Body and Management Committees4.6. Women are active in LSO work

5. Non-partisan and Non-communal5.1. LSO membership is open to all5.2. LSO’s work is non-discriminatory

6. Independent and Professional6.1. LSO takes decisions independently6.2. LSO shares resources with VOs and WOs6.3. LSO has clearly defined organisational structure6.4. LSO has policies and procedures manual6.5. Policies and procedures are regularly reviewed6.6. Competent staff





Purpose of the LSO Assessment Tool

The LSO tool is designed to:

1. Help stakeholders and staff of LSO to self assess their strengths and weaknesses.

2. To educate and enhance organizational management and understanding of management systems.3. To build mutual trust and respect as barriers of communication are overcome.4. To identify specific capacity gaps.5. To prioritize and mobilize social development plans and resources.6. To build consensus amongst stakeholders.

The LSO assessment tool is divided into 10 - key capacity areas, which are furtherdivided into 46 sub-capacities. The key capacity areas are:

1. Visionary and Focused2. Credible and Reliable3. Efficient and Effective4. Representative and Participatory5. Non-partisan and Non-communal6. Independent and Professional7. Responsive and Relevant8. Transparent and Accountable9. Effective Resource Mobiliser and Sustainable10. Entrepreneurial Catalyst

This is a discussion oriented self-assessment tool. It is highly recommended that theassessment exercise is carried out by expert facilitation so as to enable the group to makeinformed judgments about their capacities. Since the exercise encourages people to behonest and express their opinions during discussions, it can get ugly and tempers can runwild. Hence, it is crucial that an expert and experienced facilitator lead the discussion andact as moderator while ensuring that every body gets a fair chance to participate in thediscussions and contribute towards a consensus amongst varied stakeholders/referencegroup.





What you will need:

1. A spacious room to accommodate 15-20 people.2. Pencils x number of people3. copies of the LSO tool x number of people

4. A copy of the LSO scoring sheet5. Some one to facilitate the exercise and document important issues.

How to conduct the assessment exercise:

1. The Facilitator introduces the exercise, its objective and methodology.2. Each member present gets a copy of the assessment tool and a pencil/pen.3. The Facilitator initiates the exercise, taking the group along through each capacity

and sub-capacity.4. To ensure that the members are making informed decisions on their scoring sheet,

the facilitator asks simple questions which generate discussions and sharing of the

work, challenges, and shortcomings of the organization before each memberscores each sub-capacity area on his/her sheet. This becomes a platform foreducation and information for all present.

5. The LSO team members select one of the three options given for eachcapacity/sub-capacity.

6. Each member must select only one option out of the three based on what theythink reflects the true picture of the LSO in that particular sub-capacity.

7. At the end of each key capacity, members write a specific capacity gap/s that theyfeel needs immediate attention.

8. After the assessment of the first key capacity is completed, the second one istaken up and the whole process is thus completed.

9. Each sub-capacity is scored as follows: a=1, b=2, c=3

What to do after the scoring is complete. Some guidelines :

1. Plot all scores on the LSO’s score sheet. The column on the left shows the sub-capacity (1.1,1.2, 1.3 etc) and the letters (A, B, C, D, ETC) depict the members.Write score of one member under one letter only.

2. Add up scores of all the members and write the sum total on the right handcolumn under ‘SUM’

3. Calculate the average capacity by dividing the sum total of each sub-capacity withthe number of members to get the average score for each sub-capacity and write iton the column next to the sum column under ‘Average’.

4. You will get a sum total for each capacity as well as for each sub-capacity area.The maximum score for each capacity could be 3 x number of participants and theminimum score will be 1 x number of participants.

5. Also calculate the average capacity score for each key capacity by adding theaverage sub-capacities, see sample below. The score should range between 4 and12. The average for key capacity area-Visionary and Focused is 7 which suggests





that there are some gaps in the capacity and we need to look into the ‘specific’gaps listed in the individual assessment sheets.

6. Jot down ‘specific’ capacity gaps written by members from individual scoringsheets and prioritize.

7. A brief report at the end that documents the results and identifies the areas that

need attention and suggests ways to address them.

Sample- Scoring Sheet:

Capacity Area:Visionary andFocused

Q's A B C D E F G H I J K L M N O P Q R S T SUM Average1.1 2 1 2 2 2 1 1 2 1 2 1 1 18 1.51.2 2 2 2 3 2 2 3 3 3 3 2 3 30 2.51.3 1 1 2 2 2 1 2 1 2 1 1 2 18 1.51.4 2 1 1 2 2 2 1 1 1 2 2 1 18 1.5

Total 84 7

Interpreting the Results

Each sub-capacity has 3 options. The options are developed so that they demonstratedifferent levels of organizational capacity, such that:

a. – The LSO has very little or no capacity and needs immediate attention.

b. – The LSO has some capacity, but not to an acceptable level. Some areas need

attention.

c. The LSO’s capacity is satisfactory.

Analyzing the Results of Capacities & Sub-Capacities

• If the average score in the sub-capacity is more than 2 and tilted towards 3 theLSO is doing well and can feel happy with their efforts.

• If the average score is 2 or 1, then that is a sign of concern. We need to probefurther.

• Go back to the score sheet and list the capacity gaps written by members atbottom of each key capacity.

• Compile the ‘specific’ capacity gaps written by members at bottom of eachkey capacity and prioritize them after thorough discussion on each capacitygap listed.





• Share the findings with the group and develop a plan to address the issues andgaps identified in the assessment exercise.

Note : The tool can be administered on a Microsoft excel spread sheet or manually.Copies of the assessment tool and LSO score sheet can be printed out and used manually.





Self-Assessment Sheets





Can you highlight some specific capacity gaps related to “vision and focus”in your Local Support Organisation?

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2. Credible and Reliable

2.1 Registration and recognition a b c

a. The Local Support Organisation is not registered with requisite government

authorities and is still trying to establish itself in the constituency.b. The Local Support Organisation is registered with requisite government

authorities but is not fully supported by the constituency.c. The Local Support Organisation is registered with requisite government

authorities and enjoys full support of its constituency.

2.2 Clear image with stakeholders a b c

a. Key stakeholders and the constituency of the Local Support Organisation do nothave a clear and distinct image of the Organisation.

b. Some stakeholders and constituency members of the Local Support Organisation

have a clear and distinct image of the Organisation but not everyone.c. All key stakeholders and the constituency of the Local Support Organisation have

a clear and distinct image of the Organisation.

2.3 Local resources a b c

a. The Local Support Organisation is not able to attract any resources from within itsconstituency.

b. The Local Support Organisation is able to attract some resources from within itsconstituency but it is still struggling to establish itself as a credible resource.

c. The Local Support Organisation is able to attract adequate resources from within

and outside of its constituency.

2.4 Alliances with local CSOs a b c

a. The Local Support Organisation is not aware of and does not have collaborativelinks with other Civil Society Organisations working in the same constituency.

b. The Local Support Organisation has one-off collaborations and/or infrequentcontact with other Civil Society Organisations working in the same constituency.

c. The Local Support Organisation engages other Civil Society Organisationsworking in the same constituency in a holistic manner and regularly collaborateswith them on issues of mutual interest.





2.5 Alliances with local government a b c

a. The Local Support Organisation is not able to establish any linkages with localgovernment and other line departments.

b. The Local Support Organisation has one-off collaborations and infrequent contactwith government and line departments.c. The Local Support Organisation has regular contact with government and line

departments and works in collaboration with them on issues of mutual interest.

Can you highlight some specific capacity gaps related to “credibility andreliability” in your Local Support Organisation?

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3. Efficient and Effective

3.1 Adequate premises a b c

a. No dedicated office space is available for undertaking day-to-day managementactivities of the Local Support Organisation; meetings take place at differentvenues that are taken on loan from others.

b. Dedicated office space is available for undertaking day-to-day managementactivities of the Local Support Organisation but this space is not sufficient oradequate; the space available cannot accommodate future expansion.

c. Dedicated office space is available for undertaking day-to-day managementactivities of the Local Support Organisation; this space is sufficient and adequatefor current level of operations and it can accommodate future expansion.

3.2 Adequate equipment a b c

a. The Local Support Organisation does not have its own dedicated space and,therefore, does not have office equipment of its own; facilities available at on-loan space are used.

b. The Local Support Organisation has some office equipment of its own but it isinsufficient or inadequate for effective delivery of day-to-day managementactivities.

c. The Local Support Organisation has adequate and sufficient office equipment of its own that is put to use for effective delivery of day-to-day managementactivities.

3.3 Resource fit priorities a b c

a. Formal planning for allocating and/or utilizing available resources effectively isnot undertaken.

b. Some formal planning for allocating and/or utilizing available resources isundertaken but no follow-up reviews are done to check compliance with agreedpriorities.

c. The Local Support Organisation undertakes proper and formal planning toallocate and utilize available resources and undertakes periodic reviews to check if changes are necessary.





3.4 Constituencies priorities guide programmes a b c

a. There are no systems in place to assess the needs of the constituency and theconstituency has no input in or influence over the Local Support Organisation’s

programmatic and project priorities.b. There are some systems in place to assess the needs of the constituency; theconstituency gives some input in the Local Support Organisation’s programmaticand project priorities but these inputs are not incorporated.

c. The Local Support Organisation ensures that it addresses the constituency’sneeds, invites the constituency’s input in programmatic and project priorities anddecides these priorities in light of the input received.

3.5 Costituency is involved in programme implementation a b c

a. Programmatic and project activities are implemented by the Local Support

Organisation without the involvement and/or support from its constituency.b. Programmatic and project activities are implemented by the Local SupportOrganisation with limited involvement and/or support from its constituency.

c. The Local Support Organisation implements its programmatic and projectactivities with full cooperation and collaboration of its constituency.

3.6 Monitoring and evaluation system is in place a b c

a. No system exists to define or measure indicators of the Local SupportOrganisation’s success.

b. Informal indicators of the Local Support Organisation exist but they are neither

documented nor measured.

c. A formal M&E system exists that defines indicators of the Local SupportOrganisation’s success using which the Organisation measures its progressperiodically and makes changes when and if necessary.

Can you highlight some specific capacity gaps related to “efficiency andeffectiveness” in your Local Support Organisation?

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4. Representative and Participatory

4.1 LSO General Body comprises VOs and WOs a b c

a. Local Village / Women Organisation members are less than 50% of the total

members in the general body of the Local Support Organisation.b. Local Village / Women Organisation members are less than 75% of the total

members in the general body of the Local Support Organisation.c. Local Village / Women Organisation members are 75% or more of the total

members in the general body of the Local Support Organisation.

4.2 General body meets regularly a b c

a. Meetings of the general body of the Local Support Organisation are irregular andare not attended by all members.

b. Meetings of the general body of the Local Support Organisation are held regularly

but the attendance is irregular.c. Meetings of the general body of the Local Support Organisation are held regularly

and 85% of members attend regularly as well.

4.3 Governing body involves VO/WO input a b c

a. The governing body of the Local Support Organisation takes all decisions onbehalf of the management and member Village / Women Organisations withoutconsulting or involving them.

b. The governing body of the Local Support Organisation takes all decisions byinvolving few key management staffs but without involving member Village /

Women Organisations.c. The governing body of the Local Support Organisation invites input and

suggestions from management staffs as well as member Village / WomenOrganisations before taking decisions on key matters and issues.

4.4 Key stakeholders involved in decisions a b c

a. Key stakeholders are not involved prior to developing and/or implementing anynew venture or project

b. Key stakeholders are involved prior to developing and/or implementing any newventure or project only if the governing body of the Local Support Organisation

feels it is important.c. Key stakeholders are actively involved throughout the planning, designing,

developing, implementation and evaluation of any new venture or project.





5. Non-partisan and Non-communal

5.1 LSO membership is open to all a b c

a. Membership of the Local Support Organisation is limited to some communities

and/or informal restrictions based on political affiliation, gender, religion, sect orethnicity exist.

b. Membership of the Local Support Organisation is open to all communities but nowritten policy statement exists to ensure that there are no restrictions based onpolitical affiliation, gender, religion, sect or ethnicity.

c. Membership of the Local Support Organisation is open to all communities andthere is a written policy statement that ensures that there are no restrictions basedon political affiliation, gender, religion, sect or ethnicity.

5.2 LSO’s work is non-discriminatory a b c

a. The programmes and projects developed and implemented by the Local SupportOrganisation are aimed at benefiting communities based on political or communalaffiliations.

b. The programmes and projects developed and implemented by the Local SupportOrganisation are aimed at benefiting the constituency as a whole but decisions aresometimes influenced by factors related to political or communal affiliation.

c. The Local Support Organisation develops and implements programmes andprojects aimed at benefiting its constituency as a whole without discriminatingamong beneficiaries based on political or communal affiliations.

Can you highlight some specific capacity gaps related to “non-partisanshipand non-communality” in your Local Support Organisation?

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6. Independent and Professional

6.1 LSO takes decisions independently a b c

a. Development and implementation of programmes and projects by the Local

Support Organisation is dictated via undue influence by key stakeholders and/ordonors.

b. Development and implementation of programmes and projects by the LocalSupport Organisation is done in consultation with key stakeholders and/or donorsand sometimes the Organisation’s activities are unduly influenced by their input.

c. Development and implementation of programmes and projects by the LocalSupport Organisation is done in consultation with key stakeholders and/or donorsbut the work of the Organisation is independent of any undue influence by them.

6.2 LSO shares resources with VOs and WOs a b c

a. Member Village / Women organisations compete amongst each other in anunhealthy manner and unduly influence the decisions of the Local SupportOrganisation on distribution of resources.

b. Member Village / Women organisations recognize the importance of equitabledistribution of resources but the Local Support Organisation still struggles tomaintain a professional relationship with them.

c. The Local Support Organisation’s professional relationship with member Village / Women Organisations is based on the spirit of participation, mutual respect andequitable distribution of resources.

6.3 LSO has clearly defined organizational structure a b c

a. No formal and/or documented organisational structure exists for the governingbody and/or management representatives of the Local Support Organisation.

b. An informal organisational structure exists within the Local Support Organisationbut reporting lines of authority and responsibility have not been formalized ordocumented for the governing body or the management representatives.

c. Clearly defined organisational structure and reporting lines of authority andresponsibility exist in documented form for both the governing body and themanagement representatives of the Local Support Organisation.





6.4 LSO has policies and procedures manual a b c

a. No Policies and Procedures Manual exists and organisational managementdecisions are taken at the discretion of the governing body of the Local Support

Organisation.b. Informal policies on organisational management decisions exist but are notdocumented in any way in the Local Support Organisation; decisions are largelytaken on a case-by-case basis.

c. A formal Policies and Procedures Manual (covering HR, Finance, Travel, etc.)exists that is used by the Local Support Organisation as a guide for decidingorganisational management matters.

6.5 Policies and procedures are regularly reviewed a b c

a. No Policies and Procedures Manual exists and organisational management

decisions are taken at the discretion of the governing body of the Local SupportOrganisation.b. Informal or formal policies and procedures exist but input from affected people is

not sought and/or these policies and procedures are not reviewed periodically.c. The Local Support Organisation periodically reviews and updates all policies and

procedures that guide its organisational management decisions with input frompeople who are affected by them.

6.6 Competent staff a b c

a. The Local Support Organisation does not have sufficient staff nor do they have

the required education and skills to carry out the work.b. The Local Support Orgnaisation has competent staff but they have a differenteducational/experience background.

c. The local Support Organisation has competent staff who have the requisiteknowledge and skills to carry out the work of the organization.

Can you highlight some specific capacity gaps related to “independence andprofessionalism” in your Local Support Organisation?

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7. Relevant and Responsive

7.1 LSO has defined workplans a b c

a. No operating plans or work plans are developed to implement programmatic and

project objectives; activities are undertaken on an ad-hoc basis.b. Informal work plans exist to implement programmatic and project objectives and

activities are undertaken according to these informal plans; work plans are notdocumented.

c. Operating plans and work plans are developed, documented and shared with allrelevant personnel for achievement of the Local Support Organisation’sprogrammatic and project objectives.

7.2 Workplans derive from strategic plans a b c

a. No strategic plan for the Local Support Organisation exists.

b. Operating plans and work plans developed by the Local Support Organisation arenot aligned with the strategic plan.

c. Operating plans and work plans developed by the Local Support Organisation arein line with the strategies laid out in the strategic plan.

7.3 Consideration given to local culture and values a b c

a. The Local Support Organisation does not consider local culture and values whiledesigning and implementing its programmatic and project activities.

b. The Local Support Organisation considers local culture and values whiledesigning and implementing its programmatic and project activities but it does not

undertake activities that promote local culture.c. The Local Support Organisation incorporates local culture and values into the

design of programmatic and project activities and undertakes activities thatpreserve and promote local culture.

7.4 Programmes are evaluated and this is shared withstakeholders

a b c

a. Programmes and projects are not evaluated after their completion and/or nomechanism exists to seek feedback from key stakeholders on them.

b. Informal systems exist to evaluate programmes and projects and to seek

stakeholder feedback; no formal mechanisms exist to seek or incorporate these.c. Programmes and projects are formally evaluated after completion, feedback from

key stakeholders is sought; results of the evaluation and inputs from stakeholdersare integrated into new programmes and projects.





7.5 Conflict resolution procedures are in place a b c

a. No system exists to resolve grievances within or among general body membersand the governing body.

b. An informal system exists to resolve grievances within or among general bodymembers and the governing body; conflicts are resolved on an ad-hoc basis.c. A formal system / Conflict Resolution Committee exists to resolve grievances and

conflicts that may arise within or among general body members and the governingbody of the Local Support Organisation.

Can you highlight some specific capacity gaps related to “responsiveness andrelevance” in your Local Support Organisation?

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8. Transparent and Accountable

8.1 Information on progress is shared with stakeholders a b c

a. Progress against projects and activities are not recorded or documented.

b. Progress against projects and activities are recorded and documented but theLocal Support Organisation does not share these results with key stakeholders.

c. Progress against projects and activities are not only recorded and documented butthe Local Support Organisation also shares the results with key stakeholders.

8.2 Transparent and adequate financial systems are in place a b c

a. There is no system to record financial transactions made by the Local SupportOrganisation and no Finance Committee exists to oversee financial matters.

b. A Finance Committee exists that oversees financial matters and a manualbookkeeping system records financial transactions made by the Local Support

Organisation but these books of accounts are not audited periodically by anexternal third-party auditor.

c. The Local Support Organisation maintains a proper financial management system,its books are audited by an external third-party auditor every year and auditedbooks are available for inspection by key stakeholders.

8.3 Bank accounts exist and surplus cash is invested a b c

a. The Local Support Organisation does not have a bank account in theorganisation’s name and cash is held on site or in an individual’s bank account.

b. The Local Support Organisation has a bank account in the organisation’s name

and all cash is regularly banked in this account but excess cash is not invested.c. The Local Support Organisation has a bank account in the organisation’s name,

all cash is regularly banked in this account and excess cash is invested in a waythat generates optimal returns.

8.4 Financial reports are produced and shared with stakeholders a b c

a. No financial reports are produced by the Local Support Organisation.b. Some financial reports are produced by the Local Support Organisation but they

are irregular and/or inaccurate.c. The Local Support Organisation produces regular and accurate financial reports

and shares them with key stakeholders.





8.5 Strategic plan exists a b c

a. No current and documented strategic / 3-5 year plan exists for the Local SupportOrganisation.

b. A current and documented strategic / 3-5 year plan for the Local SupportOrganisation exists but it is either not followed or progress against this plan is notmonitored.

c. The Local Support Organisation has a current and documented strategic / 3-5 yearplan and it not only monitors its progress against this plan but also periodicallyreviews the strategic plan to see if changes are needed.

Can you highlight some specific capacity gaps related to “transparency andaccountability” in your Local Support Organisation?

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9. Effective Resource Mobiliser and Sustainable

9.1 LSO has range of financial resources a b c

a. The Local Support Organisation relies on a single source for financial support for

its programmes and projects.b. The Local Support Organisation relies on a few sources for financial support for

its programmes and projects but lacks a comprehensive approach to resourcemobilization.

c. The Local Support Organisation has a diverse array of sources from where itseeks and receives financial support for its programmes and projects.

9.2 LSO has resource mobilization strategy a b c

a. A resource mobilisation strategy has not been prepared or followed; fund-raisingactivities are held whenever the Local Support Organisation faces financial

constraints.b. An informal strategy to mobilise resources exists but the Local Support

Organisation lacks a coordinated effort to plan and implement it’s resourcemobilisation activities.

c. A formal and documented resource mobilisation strategy exists and is followed bythe Local Support Organisation.

9.3 LSO’s constituency support it financially a b c

a. The constituency of the Local Support Organisation does not financially supportor contribute towards the Organisation’s programmes and projects.

b. The constituency of the Local Support Organisation supports or contributesfinancially towards the Organisation’s programmes and projects but greaterefforts of community mobilisation are needed.

c. The constituency of the Local Support Organisation contributes financiallytowards the Organisation’s programmes and projects and takes ownership of thebenefits that these programmes and projects bring to them.

9.4 LSO attracts and retains staff and volunteers a b c

a. There is a high turnover rate among the Local Support Organisation’sprofessional staffs and there are very few volunteers who are willing to take the

Organisation’s work forward.b. The Local Support Organisation is able to retain its professional staffs but it is not

able to attract large number of volunteers who are willing to take theOrganisation’s work forward.

c. The Local Support Organisation is not only able to retain its professional staffsbut it is also able to attract large number of dedicated volunteers who take theOrganisation’s work forward.





9.5 LSO develops capacity of VOs and WOs a b c

a. There is no plan or system to build capacities of member Village / WomenOrganisations and key beneficiary groups to enable them to progress on their ownin the medium- to long-term future.

b. The Local Support Organisation plans to build capacities of member Village / Women Organisations and key beneficiary groups but it lacks the technical and/orfinancial resources to do so.

c. A well-resourced and formal system exists and is followed to build capacities of member Village / Women Organisations and key beneficiary groups to enablethem to progress on their own in the medium- to long-term future.

Can you highlight some specific capacity gaps related to “effective resourcemobilisation and sustainability” in your Local Support Organisation?

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10. Entrepreneurial Catalyst

10.1 LSO promotes enterprises a b c

a. The Local Support Organisation does not undertake any activities to promote

enterprise development in its constituency.b. The Local Support Organisation has initiated some activities to promote

enterprise development in its constituency but these activities are infrequent andirregular; no formal enterprise development strategy exists.

c. The Local Support Organisation has developed and follows a formal enterprisedevelopment strategy to facilitate economic opportunities and promote enterprisedevelopment in its constituency.

10.2 LSO successfully creates enterprises a b c

a. No new micro enterprises have been formed in the constituency that can trace

their creation to active involvement and contribution from the Local SupportOrganisation.

b. There are some new micro enterprises in the constituency that have been createdthrough active involvement and contribution from the Local Support Organisationbut the Organisation is still struggling to facilitate enterprise development in itsconstituency.

c. There are many micro enterprises that have been created through activeinvolvement and contribution from the Local Support Organisation; theOrganisation is popularly credited as a major facilitator of economic opportunitiesin the constituency.

Can you highlight some specific capacity gaps related to “facilitation of economic opportunities and enterprise development” in your Local SupportOrganisation?

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Scoring Sheet

Capacity Area: Visionary and Focused

Q's A B C D E F G H I J K L M N O P Q R S T SUM Average1.11.21.31.4

Total

Capacity Area: Credible and Reliable

Q's A B C D E F G H I J K L M N O P Q R S T SUM Average2.12.22.32.42.5

Total

Capacity Area: Efficient and Effective

Q's A B C D E F G H I J K L M N O P Q R S T SUM Average3.1

3.23.33.43.53.6

Total

Capacity Area: Representative and Participatory

Q's A B C D E F G H I J K L M N O P Q R S T SUM Average

4.14.2

Total




Capacity Area: Effective Resource Mobiliser and Sustainable


9.19.29.39.49.5

Total

Capacity Area: Entrepreneurial Catalyst


10.110.2Total

civil society pakistan assessment

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