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7.SWOT Exercise

7.SWOT Exercise

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Published by Lapnd

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Published by: Lapnd on Feb 19, 2013
Copyright:Attribution Non-commercial


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NGO Self-assessmentthrough a SWOT exercise
Step 1:
Analyse your NGO’s Capacity
> page 2
Step 2:
 Do the SWOT Exercise
> page 5
Step 3:
 Make a Strategic Plan
> page 8
Step 4:
 Implement, Monitor, Evaluate
> page 11
NGO Sel-assessment through a SWOT exercise–  –
Before you begin…
Think whether this is something you need to do
From time to time, your NGO has to take stock o how it is doing. Probably yourorganisation is strong in some ways and weak in others, with a strong/weak bal-ance that can change over time. I you identiy the weak parts, you can make aplanned, conscious eort to improve them with a Strategic Plan.
I you are an HIV/AIDS NGO:
we recommend a manual written by the InternationalHIV/AIDS Alliance, “NGO Capacity Analysis” (80 page PDF). It has a purpose simi-lar to this one but written especially or HIV/AIDS NGOs. It can be downloaded atthis address:www.aidsalliance.org/sw7443.asp 
Step 1: Analyse your NGO’s Capacity
What is Capacity and what is Capacity Building?
Capacity means ability to do the job. An organisation has capacity i it can do whatit needs to do to reach its objectives. Capacity in dierent areas may be goodenough, or patchy, or poor.I it is patchy or poor, some capacity building is needed. The NGO may need anumber o dierent strategies. Perhaps the Board, the Director or the sta – or allo them – need to gain new understanding – perhaps new skills. Perhaps the NGOneeds a new way or people to work with each other or the community. Perhaps itneeds more people or more money.
If your pipes spring a leak — Mend themIf your NGO has a problem — Fix it
That is why you need to look critically at your own NGO, to see which are thestrong and the weak parts; and then to make a good plan or improving things.What areas do you need to look at? Every NGO has to have some capacity inour areas:
The firsT area of CapaCiTy:
Managing the vision, the uture,the projects and programmes
The Vision o the NGO is what you all hope your NGO could be like in the uture;The Mission o your NGO is the guiding principles and values that should makeyou dierent rom other NGOs in the same eld. Your Strategy is how you putyour Vision and Mission into practice and they should be clearly expressed in thekind o projects and programmes you run. I your projects are appropriate, suc-cessul and ecient your NGO must have good capacity. I not…
NGO Sel-assessment through a SWOT exercise–  –
Questions to consider
Is there a clear line that joins your Vision to your Mission, then runs throughyour strategies, and then comes out clearly in your Projects?
Do the leaders o your NGO have good skills – did they, or example, usestrategic planning when beginning the projects? Do they know how to mon-itor and evaluate?
Are gender issues well incorporated into the NGO?
Is there a clear plan or keeping the NGO and its projects sustainable?
The seCond area of CapaCiTy:
Managing people
People are the best resource o any NGO. An organisation with the capacityto manage people well has enough people with the necessary skills to do thejob. The employees and volunteers eel that their skills are being well used,that they are well appreciated, well supervised and appropriately paid.
Questions to consider
Does each employee have the support o job descriptions, supervision,eedback? Are pay and conditions adequate?
Is the NGO using the skills o every worker to the best o their ability?
Is there a programme o continuing education?
The Third area of CapaCiTy:
Managing the ofce
A good oce keeps everyone in touch through emails, letters, memos etc; it actsas the hub o the wheel so that when sta members are out working they knowthey have back-up. It make sure that sta gets paid on time. It keeps correspond-ence, condential les and nancial records led, sae and accessible.
Questions to consider
How are you doing in managing your oce?
Is it ensuring that inormation and communication fows to everyoneinvolved?
Do you have a clear ramework to use when looking at the oce –the di-erent sectors and tasks –the skills that are already present and the skillsneeded in each sector, e.g. nancial accounting, nancial reporting, trans-parency, computer skills?

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