Oak 2 - Assessing Capacity Strengthening in Organizations

The outermost layer of the organizational onion model, representing the physical and financial resources needed for an organization to function.

The second layer of the onion model, encompassing the people (staff and volunteers) who possess the skills and competence to carry out the organization's work.

The third layer of the onion model, which consists of systems and structures required for effective performance, such as financial systems, HR policies, and monitoring and evaluation systems.

The fourth layer of the onion model, emphasizing the overall direction and priorities of an organization, including its vision, mission, objectives, and strategy.

The core of the onion model; it represents an organization's essence, encompassing its identity, values, culture, leadership, and relationships.

The concept that all layers of an organization are interconnected and interdependent, with changes in one layer impacting the entire structure.

The principle that the core of an organization, its 'soul,' is the source of its vitality and creative energy.

A model that visualizes the interconnected layers of an organization, emphasizing the importance of a strong core and diverse elements for effective performance.

Capacity strengthening is most effective when driven by a genuine need felt by the organization itself, rather than imposed by external forces.

A good diagnosis of organizational capacity needs involves understanding the core issues or opportunities, and ensuring the organization itself takes ownership of the assessment process.

The 'to do, to be, and to relate' model is a simple way of understanding organizations by focusing on their key aspects: What they do (activities), what they stand for (values), and how they interact (relationships).

Organizations are complex systems with many interacting elements, including individuals, processes, and environments. This complexity makes it challenging to understand their needs and dynamics.

Non-profit organizations are often harder to assess than for-profit businesses because they lack easily quantifiable bottom lines, rely on volunteer contributions, and serve beneficiaries who may not be their primary funders.

Models and frameworks, despite simplifying reality, can be valuable tools for understanding and analyzing complex organizational structures.

The concept that all models, while imperfect, can still be useful in providing insights and understanding.

The process of enabling organizations to identify their own capacity strengthening needs and develop solutions through self-reflection and analysis.

The effectiveness of an organization depends on the strength of its core values, leadership, and culture, much like an onion that's rotten from the inside cannot be salvaged.

Organizations are influenced by their surrounding environment just as plants grow differently in various climates. These influences can affect various aspects, including recruitment and decision-making.

Organizations should actively create and manage their own culture to mitigate negative influences from the external environment.

Funders play a significant role in shaping the environment in which grantees operate. Their actions can either support or hinder the grantees' growth and development.

Instead of 'capacity development' or 'capacity strengthening,' it is more appropriate to refer to 'cultivating capacity.' This emphasizes the organic and gradual process of growth, just like cultivating a plant.

Organizations operate within a network of interconnected relationships that influence their behavior and performance.

NGOs are open systems, meaning they are constantly interacting with their environment and are affected by external influences.

The underlying values and beliefs that influence an organization's actions, often not explicitly stated.

The patterns of power and influence within an organization, often related to gender, ethnicity, and seniority.

The process of assessing an organization's strengths and weaknesses to identify areas for improvement.

Formal tools used by grant-makers to assess organizations' capacity, typically involving questionnaires and surveys.

The ability of an organization to carry out its mission and achieve its goals.

The hidden aspects of an organization that influence its behavior, such as relationships, power dynamics, and culture.

Using the same assessment tool for different purposes, which can lead to misleading or inconsistent results.

The quality of information gathered through assessment tools can be limited, especially when respondents have language barriers or interpret questions differently.

Questions that encourage detailed answers and prevent simple 'yes' or 'no' responses.

Methods that actively engage participants in the interview process using visual aids or structured activities.

A visual representation of an organization's history plotted on a timeline, highlighting significant events and turning points.

A visual representation of an organization's history depicted as a river, illustrating key moments and challenges with symbols like twists, rapids, and obstacles.

A technique to analyze the relationships within an organization, identifying key connections and areas where trust might be lacking.

A method where participants evaluate various options against predefined criteria, using visual voting methods to reveal group consensus.

Using visual aids like sticky notes, bottle-tops, or thumbs-up icons to facilitate group interaction and feedback.

Techniques that encourage participants to use various thinking processes to uncover hidden aspects of their organization's reality.

Helping an organization to identify its own problems and areas for improvement without imposing external judgments.

A skilled individual who guides an organization through a self-assessment process, facilitating open dialogue and encouraging self-reflection.

Like a mirror reflecting back an organization's strengths and weaknesses, helping it see itself as others do.

The process of determining the most urgent and impactful areas for improvement within an organization, focusing on key issues and potential quick wins.

The ability to act swiftly and effectively on identified problems, avoiding getting stuck in analysis and indecision.

Questions designed to provoke critical thinking and self-reflection among grantee partners.

Connecting grantee partners with local facilitators who can guide them through a self-assessment process.