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Capacity Assessment Tool - Village Development Committee
Capacity Assessment Tool - Village Development Committee
Developed by:
August, 1999
F\Archive\Partner\VDC\ English
1. PROGRAM PLANNING, IMPLEMENTATION,
MONITORING EVALUATION &
COORDINATION
2. ORGANIZATIONAL STRUCTURE &
MANAGEMENT
3. RESOURCE MOBILIZATION
4. PUBLIC SERVICE
TABLE OF CONTENT
Content Page No .
1. Background 1
4. Interview
Group Interviews 2
Personal Interviews 3
7. Scoring 4
Annexes:
KITS
VDC ASSESSMENT SUMMARY SHEET
1. PROGRAM PLANNING, IMPLEMENTATION, MONITORING G
EVALUATION & COORDINATION
1.1 All wards prepare & submit annual plans.
1.2 VDC executive committee prepares annual VDC plans are based on
assessments, needs, and, priorities of ward plans.
1.3 VDC assembly takes place as stipulated in the Local Governance Act and
regulation with involvement of all stakeholders.
1.4 VDC prepares implementation, monitoring, and reporting plans.
1.5 VDC maintains active coordination and collaboration with other stakeholders.
Program Planning, Implementation, Monitoring, Evaluation & Coordination
2. ORGANIZATIONAL STRUCTURE & MANAGEMENT I*
Interviewee's score
A B C D E F
2.1 Female and other minority caste are represented in VDC.
2.2 Regular monthly meetings are held and all VDC members
participate in decision making process. Decisions are
implemented.
2.3 VDC members and staff understand their roles,
responsibilities, and authorities.
2.4 Efficient accounting and administrative systems
(procurement & inventory) exist and practiced.
2.5 Human resources management systems exist & practiced.
Organizational Structural & Management
3. RESOURCE MOBILIZATION G
3.1 VDC has mobilized internal resources. (House tax, land revenue,
market/pond/forest lease etc.)
3.2 VDC has fully utilized VDSRF fund.
3.3 VDC has mobilized external resources.
3.4 VDC maintains transparency of activities and financial transactions.
Resource Mobilization
4. PUBLIC SERVICE G
4.1 VDC resolves conflicts promptly and is regarded unbiased.
4.2 VDC provides effective and timely service (recommendations for passports,
citizenship certificates, personal incidence registration, passports, relationship
certification) to its people.
4.3 VDC monitors the performance of VDC level service institutions such as
schools, health post/sub-health post, agriculture, livestock, and post office etc.
4.4 VDC responds appropriately and timely to natural disasters, epidemics, and
famine.
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.
The tool consists of four main components. Each component is divided into different
indicators. The component 1 and 2 have 5 indicators, and components 3 and 4
components have four indicators. To facilitate discussions and collect information from
respondents ideal situations are described for each indicator.
1.1 All wards prepare and submit annual plans incorporating lessons learned
in the previous year.
1.2 VDC executive committee prepares annual VDC plan based on needs,
priorities, and assessments of ward plans.
1.3 VDC assembly takes place as stipulated in the Local Governance Act and
regulation with involvement of all stakeholders and VDC members.
1.4 VDC prepares implementation, monitoring, and reporting plans.
3. RESOURCE MOBILIZATION
3.1 VDC has mobilized internal resources (such as: House tax, land revenue,
and Hat Bazaar tax, etc).
3.2 VDC has fully utilized Village Development and Self-reliance Fund
(VDSRF).
4. PUBLIC SERVICE
4.1 VDC resolves conflicts promptly and is regarded unbiased.
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.
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 discussin g 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
informa nts 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.
After the interview
The facilitator should prepare one report after the interview. On that report, the facilitator
should also plot the spider web diagram (See Annex 2) for the graphical presentation
based on the score given by the participants. Format for the report is shown in Annex
1.
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
Part I
1. Introduction: Introduce the VDC being assessed and state the objective of the
assessment.
2. Methodology: Briefly describe the methodology of the assessment. List the
persons interviewed in-group and in person.
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.
Strengths of each indicator
Weaknesses of the each indicator
Recommendations for the improvements
Part IV
1. Next step: State the steps to be taken by the VDC and the organization
conducting the interview.
2. Conclusion
A B C D E F
2.1 Female and other minority caste are represented in VDC. 2 1 3 2 3 4
2.2 Regular monthly meetings are held and all VDC members 3 1 2 2 4 3
participate in decision making process. Decisions are
implemented.
2.3 VDC members and staff understand their roles, 3 3 4 1 4 2
responsibilities, and authorities.
2.4 Efficient accounting and administrative systems 2 3 1 3 2 1
(procurement & inventory) exist and practiced.
2.5 Human resources management systems exist & practiced. 2 2 3 4 1 3
Organizational Structural & Management 3
3. RESOURCE MOBILIZATION G*
3.1 VDC has mobilized internal resources. (House tax, land revenue, 2
market/pond/forest lease etc.)
3.2 VDC has fully utilized VDSRF fund. 3
3.3 VDC has mobilized external resources. 2
3.4 VDC maintains transparency of activities and financial transactions. 4
Resource Mobilization 2
4. PUBLIC SERVICE G*
4.1 VDC resolves conflicts promptly and is regarded unbiased. 3
4.2 VDC provides effective and timely service (recommendations for passports, 2
citizenship certificates, personal incidence registration, passports, relationship
certification) to its people.
4.3 VDC monitors the performance of VDC level service institutions such as 2
schools, health post/sub-health post, agriculture, livestock, and post office etc.
4.4 VDC responds appropriately and timely to natural disasters, epidemics, and 1
famine.
Public Service 2
G*: Scores to be provided by the group of interviewees. I*: Scores to be provided by the
interviewer.
1.1 All wards prepare & submit annual plans.
Ward level meetings are held to discuss
problems and needs of the ward and to
formulate ward plans.
guidelines.
3.3 VDC has mobilized external resources.
VDC has implemented program with
2 Others