Capacity Building Training Needs Assessment of...
Transcript of Capacity Building Training Needs Assessment of...
Karve Institute of Social Service
DRAFT
Conducted by
NGO Resource Centerof
Capacity Building Training Needs
Assessment of NGOs
Karve Institute of Social ServiceKarvenagar, Pune - 411 052
Supported by
Tec Mahindra Foundation Pune
Capacity Building Training Needs Assessment of NGOs - 2014
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CONTENTS
Chapter
Title
Page No.
1 List of Abbreviations
2 List of Tables and List of Figures
3 Executive Summary 6
4 Background and Introduction 12-16
5 Methodology
• Objectives
• Sample
• Tools for data collection
8
6 Data analysis 20-31
7 NGO training needs 33-36
8 Organizational Training needs
9 Capacity Building training programmes
• Training needs as per the 7 deadly sins
• Training need as per the job descriptions
38-44
10 Findings 46-48
11 Conclusions and Recommendations
Capacity Building Training Needs Assessment of NGOs - 2014
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12 NGOs Capacity Building Training Calendar for NGOs 2014-15
13 Annexure
Questionnaires used in study
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List of Graphs
Sr. No Graphs No. Particulars Page No.
1 1 Organizational Level Training and Registration of
NGOs
2 2 Staff Level Training and Registration of NGOs
3 3 Years of Existence and Training Needs
4 4 Years of Existence and Staff Training Needs
List of Tables
Sr. No Table No. Particulars Page No.
1 1 Working Area
2 2 Having E-mail Id
3 3 Year of Existence
4 4 Registered as
5 5 Certification
6 6 Areas of Training at Organizational Level
7 7 Areas of Training at Staff Level
8 8 NGOs Capacity Building Training Calendar for
NGOs 2014-15
Capacity Building Training Needs Assessment of NGOs - 2014
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ACKNOWLEDGEMENTS
Karve Institute of Social Service and Tech Mahindra Foundation have launched an NGO
Resource Centre, a platform where NGOs can network and build partnerships with other NGOs
and compatible organizations. The NGO Resource Centre aims to become a point of reference
which will address the needs of NGOs especially through capacity building.
To validate the needs in Capacity Building prorammes for the NGOs, training need assessment
has been conducted. Primary focus of this training need assessment/analysis has been to
determine the Training needs at organisational level, group level and personal level. Training
needs assessment was conducted through consultation with field work agencies member of
Karve Institute of Social Service. As a part of this exercise, the Training needs were identified as
per the Job descriptions of the NGOs professional, area of operation and 7 deadly sins of NGOs
management.
We have identified the major training needs and recommendation of the NGOs and have
analyzed the same in report. Under the capacity building of NGOs, TNA report will be helpful to
draw the Training calendar for and NGOs
We thank Ms. Vidya Jaykrishnan, Sr. CSR Manager and Mr. Vijay Wavare, Asst. Manager
CSR Tech Mahindra Foundation, Pune for their support and the NGOs who have shared the
related information.
With Best Wishes,
Prof. Mahesh Thakur Dr. Deepak Walokar Team Leader/ Sr. Consultant CSR Director Karve Institute of Social Service Karve Institute of Social Service
Capacity Building Training Needs Assessment of NGOs - 2014
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EXECUTIVE SUMMARY
Introduction Karve Institute of Social Service and Tech Mahindra Foundation have launched an NGO
Resource Centre, a platform where NGOs can network and build partnerships with other NGOs
and compatible organizations. The NGO Resource Centre aims to become a point of reference
which will address the needs of NGOs especially through capacity building.
To validate the needs in capacity building prorammes for the NGOs, training need assessment
has been conducted. Primary focus of this training need assessment/analysis has been to
determine the Training needs at organizational level, group level and personal level. Training
needs assessment was conducted through consultation with field work agencies member of
Karve Institute of Social Service. As a part of this exercise, the training needs were identified as
per the Job descriptions of the NGOs professional, area of operation and 7 deadly sins of NGOs
management.
The major goals of training for capacity building are consolidating existing knowledge and
developing activities as well as laying the foundation for networks to facilitate long-term
interaction and exchange of information between different organizations working in the CSR
field. In order to achieve these goals, assessment of an organization’s training needs is essential.
With this in mind, a survey of NGOs was undertaken to identify training needs. The objectives of
the survey were as follows:
• To determine the areas of training for the NGOs.
• To determine what type of training is needed for capacity building of NGOS.
• To make recommendations to NGOs regarding training of various personnelbased on their
functions.
Total 60 NGOs that had attended the capacity-building workshop conducted by the NGO
Resource Center were selected for the survey. These agencies were also among the field work
agencies of the Karve Institute of Social service. Data was collected through questionnaires
presented to NGO staff members and from secondary sources like annual reports. An observation
tool was also used during field visits.
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MAJOR FINDINGS
Quantitative Findings
• Most of the NGOs had facilities for electronic and internet communication which is important
for networking and collective effort for certain common causes.
• More than 40 % organizations are registered under the Societies Registration Act and/or the
Public Charitable Trust Act.
• Majority of the NGOs are working for the education and special school sector and most of the
organizations have experience of 10 or more years and they required training of Log frame
analysis, Fund raising – CSR fund, Documentation and reporting and Financial audit and
Management
• Majority (68%) were certified with 80 G which makes it easy to get donations because 80 G
gives tax rebate to donors and 28 % of the organizations have FCRA certification.
• The managerial staff included project director and project manager and whereas the supervisory
staff consisted of project coordinator and supervisor.
• Log frame analysis, documentation-report writing, financial auditing and fund raising have the
highest priority in felt needs for the organization whereas at individual level, team work and
communication training had the highest priority.
• Interpersonal skills are important at individual levels because NGO staff has to interact with
clients, other NGOs and other agencies as well as with the community at large.
• In NGOs registered as society or society/trust both, the staff has given priority to training in
report writing, documentation, fund-raising, resource mobilization and donor management as
well as managerial practices.
• NGOs working for more than 10 years in the field have given priority to training in log-frame
analysis, research and documentation, managerial practices, teamwork, coordination and
communication skills.
• However, participative methodology, counseling, managerial skill development and good
governance get low priority.
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Qualitative data findings
• Analysis per job descriptions shows that personnel at different levels have different training
needs. Senior people have need for governance skills, managerial and administrative skills,
whereas middle and lower cadres have need for practical field skills as well as supervisory
skills.
• NGOs working in different fields have different field specific needs as well as needs for
basic skills like communication, team building, managerial practices, monitoring, research
and documentation and so on. need are as under:
The training needs are reflected during 3 months observation and in discussion with staff under
the 7 deadly sins of NGOs are:
• Principles of management and policy formulation.
• Monitoring and evaluation as well as performance review and audit mechanism exercise.
• Good governance and leadership skills, motivation and positive management practices..
• Project Planning, log frame analysis and vision development.
• Performance, Planning and communication (PPC).
• HRM planning, Job description and KRA exercise.
• HR policy framing exercise workshop.
• Down word Communication
• Performance appraisal system/ MBO
Recommendations
Training in the following subjects is recommended:
• Log frame analysis is required to put one’s tasks / functions in a logical and sequential order so
that planning is easy and the work proceeds smoothly. Training in CPM techniques and Critical
Path methods will help in this.
• Project proposal writing as well as report writing and documentation: Putting down the efforts
taken is important so as to leave a record for presentation of one’s work as well as for future
reference is equally important. Clarity of objectives, logical planning of activities and
Capacity Building Training Needs Assessment of NGOs - 2014
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programmes and logistics are necessary things and require theoretical as well as practical
training. Training and exercises in writing skills will be useful in this.
• Fund-raising and resource mobilization and donor management are very important especially in
the face of limited resources, because NGOs function with people’s support. However, it requires
specific communication skills involving clarity of argument, logical and rational presentation for
appealing to people’ sense of responsibility and convincing people of the organization’s good
work and needs. Hence training in these skills is important.
• Project appraisal, monitoring and evaluation are necessary functions in order to continue work in
a productive manner and thus making the organization’s work sustainable. Skills for making
indicators, applying them, having clear lines of duties and responsibilities and reviewing
progress are necessary.
• Training in accounting systems and management are therefore very necessary for staff dealing
with these matters.
• Trainers’ training is necessary for field staff undertaking capacity building of stakeholders.
Before they are able to undertake capacity building activities, skills like communication, team
building, etc are necessary for the staff.
• Good governance model should be understood well and later practiced for effective functioning.
Training by of help in creating a model goes a long way in sustainability of work. Managerial
practices determine the work ethics and organizational climate of the NOG. Valid and fair
practices involve transparency, trust and fair treatment of staff and so on. This involves value
training.
• Training in team building would include building up trust, transparency, goal-oriented behavior,
clear communication and so on.
• Communication includes both verbal and non-verbal communication. Working the field, it is
necessary to recognize the thoughts that the clients express and communicate the NGOs aims,
practices etc. clearly to them. Taking note of clients’ responses, both verbal and non-verbal is
equally important. So understanding of body language, facial expressions and gestures is needed.
Training can make one aware of the significance of these things.
• Counseling is the function of utmost importance. Training is necessary to have clear
communication and also to recognize the difference between counseling and advice.
Capacity Building Training Needs Assessment of NGOs - 2014
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• Research is important to assess needs, assess the validity processes, assess impact of work, and
assess attitudes of stakeholders and so on. Training in research methodology and practice as well
as record keeping is essential.
• Using participatory methodologies should be the characteristic of NGO work, because social
work believes in helping people to help them. Training in participative techniques and skills is
therefore very important.
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BACKGROUND AND INTRODUCTION
Needs for Training
A training need is the gap between the expected and existing knowledge, skills and attitude. It
exists at all levels at all organizations. Training is the systematic and continuous development of
knowledge, skills and attitudes which will prove beneficial both to the organization and to the
individual in achieving the objectives of the organization. Training is basically a process of
changing people and their behavior, knowledge, skills and attitudes through programmes,
instruction, demonstration, practice and other planned techniques. Training is a mean of reducing
obsolesce among the employees and to keep pace with the technological and social changes
which are rapidly taking place. Training of the available human resources within the organization
ensures a pool of human power of the required levels of expertise at the right time.
The general goals of training for capacity building are
• Consolidating existing relevant and appropriate knowledge.
• Building the capacity of organization with the goal of self-sustainable training capacity
• Developing activities and lay the foundation for networks to facilitate long-term interaction and exchange of information between different organizations working in the CSR field.
• Preparing interactive training materials that can be adapted by local organizations in
order to carry on on-job training of their staff.
• Supporting the preparation of relevant case studies capturing good practice examples In order to achieve these goals, it is necessary to assess the training needs of the NGOs through a study undertaken for this purpose. The primary focus of this training need assessment has been to identify the gap in the capabilities
of NGO staff. A training need is indicated when there is a gap between what is required of a
person toper form competently and what he / she is actually capable of, with his/her knowledge
and skills. Training needs assessment is the method of determining if a training need exists and if
so, what the training requirement is, i.e. what knowledge, skills and attitudes of field and
Capacity Building Training Needs Assessment of NGOs - 2014
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administrative staff will build up the capacities of the concerned personnel to perform their
duties to the best of their abilities.
Different cadres and levels of staff have different roles and responsibilities. So, training needs
are different. Thus assessment has to be for different target groups for knowing the type training
that is required for each group. The purpose of conducting training needs assessment is to
confirm the assumption of needs with empirical evidence so as to ensure that the training
addresses the most needed subjects and effectively focuses there sources, time and effort toward
targeted needs. Through training need assessment, the gaps between the model situation and the
actual situation are determined and measures are taken to bridge them. As the gaps are identified,
they are evaluated to decide the manner in which they are dealt with.
Persons Requiring Training
There are three major areas in which people display gaps in their performance, i.e. when they are
not meeting job requirements. These are:
a. When their performance in their present position does not match with the required
standards – this could well be no fault of their.
b. When the requirements of the job change due to changing environment, and
c. When the present job ceases to exist or the job holder changes jobs, thus, creating new
‘gaps’ in a new job.
It is obvious from the foregoing, that no assessment of training need is going to be successful
without a thorough understanding of the job itself in all its aspects and a thorough knowledge of
the personal achievements of the job holder. It is the second factor where the identification of
training needs is often unsuccessful, since the investigator does not have the required facts in his
possession. The collection of necessary information about the job is fairly straightforward and
can be carried out with job analysis.
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Identification of Training Needs / Training Need Analysis
A training need analysis is basically a data-gathering process used to identify and compare an
organization’s level of actual level of performance to the projected level of performance.
The difference will identify the immediate and/or long range training needs. The ‘performance’
can be interpreted to new behavioral skills or technical skills required to do a job. Given figure
illustrates the interrelationship of these two dimensions.
Training is an integral part of any professional practice. For NGOs, training of staff, as well as
beneficiaries is equally important. Educated and qualified staff is recruited, but in order to
achieve the NGO’s aims and objectives, special skills are required; and therefore training for
building the capabilities of field staff and office staff has to be undertaken. Capacity building
training aims to understand the capacity building gaps and needs of the staff at various levels and
improve the service delivery mechanisms of the organization.
During an NGO’s developmental graph it is always noticed that the human resources deployed
for service delivery as well as monitoring, supervision and management, often do not keep pace
Current desired level of performance
Discrepancy
Actual level of performance
Discrepancy
Projected desired level of performance
Immediate training
needs
Long range training needs
Reveals
Reveals
Capacity Building Training Needs Assessment of NGOs - 2014
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with the developments and rapid scale-up of services. Thus, there exists a gap in training and
capacity building of staff at all levels.
Ways and methods of assessing training needs:
Training needs can be accessed through organizational analysis or individual analysis. In the
present study, they are assessed from the study of individual opinions, gathered through
interviews and questionnaires. Information about the training needs, related to knowledge, skills
and abilities was collected.
ASSESSMENT OF TRAINING NEEDS
Organizational Analysis
• Training needs are identified on the basis of organizational analysis, job analysis
and man-power analysis.
• Training programmes, training methods and course contents have to be planned
in keeping with the training needs.
• Training needs are those aspects necessary to perform the job in an organization
in which executive is lacking attitude/aptitude of knowledge and skills.
• Organizational analysis seeks to examine the goals of the organization (short
term and long term goal) and the trends that are likely to affect org goals.
• Is the sufficient supply of people
• How to attract, retain and motivate diverse work-force
• How do employees make the org more competitive
• Which jobs are target jobs
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Group or Organizational Analysis
1. Organizational requirements and
weaknesses
2. Departmental
requirements/weaknesses
3. Job specifications and employee
specifications
4. Identifying specific problems
5. Anticipating future problems
6. Management’s request
7. Observation
8. Exit Interviews
9. Group conferences
10. stakeholders Surveys
11. Tests or examinations
12. Check lists
Individual Analysis
1. Performance appraisal
2. Interviews
3. Questionnaire
4. Attitude survey
5. Training progress
6. Rating Scales
Task and KSA Analysis
1. It is necessary to assess and
identify what tasks are
needed on each job and
which
2. K-knowledge
3. S-skills
4. A-Abilities are necessary to
perform the task
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CHAPTER - 5 METHODOLOGY
The NGO Resource Center has conducted the TNA for the NGOs with following objectives
Sample for the survey: - Total 60 NGOs were selected for conducting the survey from the field
work agencies of the Karve Institute of Social service and selected those NGOs who have
attended the capacity building training programme of NGO resource center.
Methodology
The descriptive study design has been used for the survey and the qualitative and quantitative
data is interpreted in the data analysis section.
Tools for data collection
Primary data:- questioner for the NGOs staff and Interview guide for the organisation head was
used for the data collection.
Secondary data
Annual report and NGO profile
Observation Tool
The seven deadly sin of the organization has been observed by the MSW students over the period
of 6 months and their observation under each sin has helped in drawing the needs at
organizations level.
Limitations
The NGOs and their staff were reluctant to share the detail information about their organizations. The NGOs were not ready for sharing training details too.
• To determine whether any training is needed for capacity building of
NGOS
• To determine the areas of training for the NGOs
Capacity Building Training Needs Assessment of NGOs
Data was collected from Sixty (60) NGOs through questioner and personal interviews of the
NGOs director and supervisory field staff for the TNA. The quantitative data has been analyzed
through SPSS and their insights are included in this chapter to meet th
• Communication technology is important for the functioning of NGOs.
15% of NGO functionaries claimed that their offices do not have telephones. This could
be due to the fact that usually
present age of cell-phone use, landline telephones are becoming redundant.
women
7%
disablity
35%
Community
Development
10%
Capacity Building Training Needs Assessment of NGOs - 2014
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CHAPTER-6
DATA ANALISYS
Data was collected from Sixty (60) NGOs through questioner and personal interviews of the
NGOs director and supervisory field staff for the TNA. The quantitative data has been analyzed
through SPSS and their insights are included in this chapter to meet the objectives of the study.
Graph no-1
Communication technology is important for the functioning of NGOs.
of NGO functionaries claimed that their offices do not have telephones. This could
be due to the fact that usually individuals working in the NGO have cell phones. In the
phone use, landline telephones are becoming redundant.
Education
30%
Health
10%
employablity
8%
women
7%
disablity
NGOs are working in the area
Data was collected from Sixty (60) NGOs through questioner and personal interviews of the
NGOs director and supervisory field staff for the TNA. The quantitative data has been analyzed
e objectives of the study.
However, nearly
of NGO functionaries claimed that their offices do not have telephones. This could
individuals working in the NGO have cell phones. In the
phone use, landline telephones are becoming redundant.
Capacity Building Training Needs Assessment of NGOs
Yes
92%
No
8%
NGOs with email ID
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
Below 5
Year of Establishment Feq
Year of Establishment %
Capacity Building Training Needs Assessment of NGOs - 2014
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Graph No-2
Graph no 3
Years of existence
NGOs with email ID
Below 5
Years
6 to 10
years
11 to 15
years
16 to 20
years
21 to 25
years
More
than 26
years
1.0 7.0 23.0 8.0 4.0 15.0
1.7 11.7 38.3 13.3 6.7 25.0
Most had e-mail ids. Efastest way of establishing communication and is fast taking the place of the post. 50% NGOs don’t have their own websites for dissemination of information about their work. This becomes important for networking when different NGOs are working for different kinds of clients and need to consult one another for various issues.
More
than 26
Not
Mentio
ned
2.0
3.3
mail ids. E-mail is the fastest way of establishing communication and is fast taking the
50% NGOs don’t have their own websites for dissemination of information about their work. This becomes important for networking when different NGOs are working for different kinds of clients and need to
another for various
Capacity Building Training Needs Assessment of NGOs
The sample included NGOs who were in the field for less than
in the sample were working in the field for more than 26
training needs could be identified at different levels.
Most of the organizations were regist
than the company section 25 (Amended*
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
Society Public
Trust
Frequency 17.0 11.0
% 28.3 18.3
Capacity Building Training Needs Assessment of NGOs - 2014
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The sample included NGOs who were in the field for less than 5 years as well as those working
ng in the field for more than 26 years. With such variation, different
training needs could be identified at different levels.
Graph no 4
NGOs Registered as
registered both as a society and trust as easy to register the NGO
25 (Amended* sec 8 as per the new Company Act 2013)
Public
Trust
Company
Section
25
Society &
Trust
both
all the
above
Trade
union act
11.0 3.0 24.0 2.0 1.0
18.3 5.0 40.0 3.3 1.7
years as well as those working
years. With such variation, different
ered both as a society and trust as easy to register the NGOs
s per the new Company Act 2013) .
Not
Mentione
d
2.0
3.3
Capacity Building Training Needs Assessment of NGOs
Since most NGOs are dependent on contributions and donations for effective survival, having these certifications is crucial. Majority were certified with 80 G which makes it easy to get donations because 80 G gives tax rebate to donors.
Staff details
The managerial staff included project director and project manager and whereas the supervisory
staff consisted of project coordinator and supervisor. Then there was field staff and clerical or
administrative staff. All NGOs did not have all these categorie
giving directions to and monitoring the functioning of the organizations included project
director, project manager, project coordinator and supervisor.
In more than 30% organizations information about their educational qualifications was not
available. The presence of MSW personnel in these categories is as follows: In 17%
organizations, the project directors were MSWs, in 27.7% NGOs, the project managers were
MSWs, similar number in case of coordinators and 14.9% supervisors. In case of field staff,
only 36.2% respondents mentioned MSWs. These were professional social workers. The
educational qualifications of clerical staff ranged from higher secondary to P.G; and t
support staff, from primary to graduate.
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
80 G 12 A
Frequency 24.0
% 40.0
Capacity Building Training Needs Assessment of NGOs - 2014
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Graph no-5
Title: - NGOs Certification
Since most NGOs are dependent on contributions and donations for effective survival, having these certifications is crucial. Majority were certified with 80 G which makes it easy to get donations because 80 G gives tax rebate to donors.
The managerial staff included project director and project manager and whereas the supervisory
staff consisted of project coordinator and supervisor. Then there was field staff and clerical or
administrative staff. All NGOs did not have all these categories of staff. The professional staff
giving directions to and monitoring the functioning of the organizations included project
director, project manager, project coordinator and supervisor.
0% organizations information about their educational qualifications was not
available. The presence of MSW personnel in these categories is as follows: In 17%
organizations, the project directors were MSWs, in 27.7% NGOs, the project managers were
milar number in case of coordinators and 14.9% supervisors. In case of field staff,
only 36.2% respondents mentioned MSWs. These were professional social workers. The
educational qualifications of clerical staff ranged from higher secondary to P.G; and t
support staff, from primary to graduate.
12 A FCRA 80G &
12A
80G &
FCRA
All above
1.0 1.0 2.0 17.0 5.0
1.7 1.7 3.3 28.3 8.3
Since most NGOs are dependent on contributions and donations for effective survival, having these certifications is crucial. Majority were certified with 80 G which makes it easy to get
The managerial staff included project director and project manager and whereas the supervisory
staff consisted of project coordinator and supervisor. Then there was field staff and clerical or
s of staff. The professional staff
giving directions to and monitoring the functioning of the organizations included project
0% organizations information about their educational qualifications was not
available. The presence of MSW personnel in these categories is as follows: In 17%
organizations, the project directors were MSWs, in 27.7% NGOs, the project managers were
milar number in case of coordinators and 14.9% supervisors. In case of field staff,
only 36.2% respondents mentioned MSWs. These were professional social workers. The
educational qualifications of clerical staff ranged from higher secondary to P.G; and those of
Not
mentione
d
10.0
16.7
Capacity Building Training Needs Assessment of NGOs
Training Needs
a. At organizational level
Employees’ training needs have many aspects. They are as follows: Project Proposal Writing,
Log Frame Analysis, Fund Raising, Resource Mobilization and Donor Managem
Management and Accounting System, Trainers Training, Project Appraisal, Monitoring and
Evaluation, Report Writing and Documentation and Good Governance Model. The training
needs expressed by the number of employees are given below in a desce
Title:- Areas of Training at Org
• Log frame analysis is required to put one’s tasks / functions in a logical and sequential
order so that planning is easy and the work proceeds smoothly. This is also important in
anticipating and averting or solving problems. Therefore it has received high
Training in CPM techniques and Critical Path methods will help in this.
• Second priority is given to report writing and documentation. People may work hard and
methodically, but putting down the efforts taken so that there is a record for pre
of one’s work as well as for future reference is equally important. Report writing requires
0%
10%
20%
30%
40%
50%
60%
70%
Log
Frame
Analysis
Report
Writing
and
Docume
ntation
Fund
Raising
% 65% 62% 59%
65% 62%
Capacity Building Training Needs Assessment of NGOs - 2014
24
Employees’ training needs have many aspects. They are as follows: Project Proposal Writing,
Log Frame Analysis, Fund Raising, Resource Mobilization and Donor Managem
Management and Accounting System, Trainers Training, Project Appraisal, Monitoring and
Evaluation, Report Writing and Documentation and Good Governance Model. The training
needs expressed by the number of employees are given below in a descending order:
Graph no 6
Areas of Training at Organizational level
Log frame analysis is required to put one’s tasks / functions in a logical and sequential
order so that planning is easy and the work proceeds smoothly. This is also important in
anticipating and averting or solving problems. Therefore it has received high
Training in CPM techniques and Critical Path methods will help in this.
Second priority is given to report writing and documentation. People may work hard and
methodically, but putting down the efforts taken so that there is a record for pre
of one’s work as well as for future reference is equally important. Report writing requires
Fund
Raising
Project
Appraisa
l, Monito
ring and
Evaluati
on
Resourc
e
Mobiliza
tion and
Donor
Manage
ment
Financial
Manage
ment
and
Accounti
ng
System
Project
Proposal
Writing
Trainers’
Training
59% 55% 52% 50% 49% 32%
59%55% 52% 50% 49%
32%
Employees’ training needs have many aspects. They are as follows: Project Proposal Writing,
Log Frame Analysis, Fund Raising, Resource Mobilization and Donor Management, Financial
Management and Accounting System, Trainers Training, Project Appraisal, Monitoring and
Evaluation, Report Writing and Documentation and Good Governance Model. The training
nding order:
Log frame analysis is required to put one’s tasks / functions in a logical and sequential
order so that planning is easy and the work proceeds smoothly. This is also important in
anticipating and averting or solving problems. Therefore it has received highest priority.
Second priority is given to report writing and documentation. People may work hard and
methodically, but putting down the efforts taken so that there is a record for presentation
of one’s work as well as for future reference is equally important. Report writing requires
Trainers’
Training
Good
Governa
nce
Model
25%
25%
Capacity Building Training Needs Assessment of NGOs - 2014
25
assessing what is of significant, the order of presentation and highlighting the salient
features of one’s work. Training and exercises in writing skills will be useful in this.
• Fund-raising is another important function for someone working in an NGO, because
NGOs function with people’s support. However, it requires specific communication skills
involving clarity of argument, logical and rational presentation for appealing to people’
sense of responsibility and convincing people of the organization’s good work and needs.
Hence training in these skills is important.
• Project appraisal, monitoring and evaluation are necessary functions in order to continue
work in a productive manner, problem solving processes, identifying and resolving
difficulties, ascertaining that everyone is doing their assigned work and thus making the
organization’s work sustainable. Skills for making indicators, applying them, having
clear lines of duties and responsibilities and reviewing progress are necessary.
• Resource mobilization and donor management are very important especially in the face
of limited resources. The skills required for this are similar to those for fund raising.
Additionally, helping people to identify and use their indigenous resources also requires
skills. Training in these is important.
• Financial management and accounting system are essential for making good use of the
organization’s limited financial resources and keeping the financial system transparent.
Training in accounting systems and management are therefore very necessary for staff
dealing with these matters.
• Project proposal writing is one of the basic skills needed for anyone wishing to undertake
any work in a community or in a group. Clarity of objectives, logical planning of
activities and programmes and logistics are necessary things and require theoretical as
well as practical training.
• Trainers’ training is necessary for field staff undertaking capacity building of
stakeholders. Before they are able to undertake capacity building activities, skills like
communication, team building, etc are necessary for the staff.
• Good governance model should be understood well and later practiced for effective
functioning. Training by of help in creating a model goes a long way in sustainability of
work.
Capacity Building Training Needs Assessment of NGOs
b. Training for capacity building
Capacity building training included training in Managerial Skills
Coordination, Team Work, Counseling, Communication, Using Participatory Methodologies,
Research and Documentation and Office Administration and Developing Different Forms.
Responses to these questions are given below in a descending
Title:
Apart from the needs mentioned earlier, the staff mentioned certain specific needs related to
capacity building of their own. These mostly involve practices and methods.
Team work is essential in any organization for achieving objectives. It is especially necessary for
NGOs because they also have to take the stakeholders along. The organization has to work as a
cohesive whole. Therefore training in team building would incl
transparency, goal-oriented behavior, clear communication and so on.
Communication includes both verbal and non
necessary to recognize the thoughts that the clients express and communi
practices etc. clearly to them. Taking note of clients’ responses, both verbal and non
0%
10%
20%
30%
40%
50%
60%
Team
work
Commu
nication
Per cent 55% 53%
Capacity Building Training Needs Assessment of NGOs - 2014
26
Training for capacity building
Capacity building training included training in Managerial Skills, Managerial practices,
Coordination, Team Work, Counseling, Communication, Using Participatory Methodologies,
Research and Documentation and Office Administration and Developing Different Forms.
Responses to these questions are given below in a descending order:
Graph no 7
Title: - Training areas for the staff
Apart from the needs mentioned earlier, the staff mentioned certain specific needs related to
. These mostly involve practices and methods.
Team work is essential in any organization for achieving objectives. It is especially necessary for
NGOs because they also have to take the stakeholders along. The organization has to work as a
cohesive whole. Therefore training in team building would include building up trust,
oriented behavior, clear communication and so on.
Communication includes both verbal and non-verbal communication. Working the field, it is
necessary to recognize the thoughts that the clients express and communicate the NGOs aims,
practices etc. clearly to them. Taking note of clients’ responses, both verbal and non
Commu
nication
Counsel
ing
Manage
rial
skills
Coordin
ating
Researc
h and
Docume
ntation
Office
Adminis
tration
and
Develop
ing
Differ…
Manage
rial
practice
s
49% 43% 43% 43% 40% 38%
, Managerial practices,
Coordination, Team Work, Counseling, Communication, Using Participatory Methodologies,
Research and Documentation and Office Administration and Developing Different Forms.
Apart from the needs mentioned earlier, the staff mentioned certain specific needs related to
Team work is essential in any organization for achieving objectives. It is especially necessary for
NGOs because they also have to take the stakeholders along. The organization has to work as a
ude building up trust,
verbal communication. Working the field, it is
cate the NGOs aims,
practices etc. clearly to them. Taking note of clients’ responses, both verbal and non-verbal is
Manage
practice
Using
Particip
atory
Method
ologies
34%
Capacity Building Training Needs Assessment of NGOs - 2014
27
equally important. So understanding of body language, facial expressions and gestures is needed.
Training can make one aware of the significance of these things.
Counseling is the function of utmost importance. Training is necessary to have clear
communication and also to recognize the difference between counseling and advice.
Research and documentation: All organizations work for fulfillment of the client’s/ group’s/
community’s needs. Research is important to assess needs, assess the validity processes, assess
impact of work, and assess attitudes of stakeholders and so on. Research-based documentation
goes a long way to assess long-term impact of the NGO’s work, difficulties encountered, ways
developed to overcome them and sustain the work. Thus training in research methodology and
practice as well as record keeping is essential.
NGOs maintain a number of forms and formats in order to record information methodically. For
this, training in office administration and developing different forms is necessary so that
information is processed in a meaningful manner.
Managerial practices determine the work ethics and organizational climate of the NOG. Valid
and fair practices involve transparency, trust and fair treatment of staff and so on. This involves
value training.
Using participatory methodologies should be the characteristic of NGO work, because social
work believes in helping people to help them. Training in participative techniques and skills is
therefore very important.
Capacity Building Training Needs Assessment of NGOs - 2014
28
Table no 1
Title:-Organizational level Training Needs and Registration of NGOs Training needs may vary according to the type of NGO that gets reflected in the type of registration. Category of Registration
Society
Public Trust
Company Section
25
Society & Trust
both
All
Together
Trade union
act
NR
Log Frame Analysis 13.3 15.0 3.3 30.0 1.7 1.7 1.7
Report Writing and Documentation
23.3 15.0 3.3 31.7 1.7 1.7 1.7
Fund Raising 25.0 15.0 3.3 28.3 1.7 1.7 1.7
Project Appraisal, Monitoring and Evaluation
13.3
10.0
-
20.0
1.7
1.7
-
Resource Mobilization and Donor Management
26.7
15.0
3.3
26.7
-
1.7
1.7
Financial Management and Accounting System
20.0 15.0 1.7 30.0 3.3 1.7 1.7
Training of trainer 10.0 5.0 1.7 15.0 - 1.7 -
Project Proposal Writing
13.3 11.7 3.3 21.7 - 1.7 -
Good Governance Model
5.0 6.7 3.3 20.0 1.7 1.7 -
In NGOs registered as society or society/trust both, the staff has given priority to training in
report writing, documentation, fund-raising, resource mobilization and donor management as
well as managerial practices.
Capacity Building Training Needs Assessment of NGOs - 2014
29
Table no 2
Title:-Staff level Training Needs and Registration of NGOs Category of registration
Society
Public Trust
Company Section 25
Society & Trust
both
all
together
Trade union act
NR
Team work 23.3 11.7 5.0 28.3 1.7 1.7 1.7
Communication 23.3 15.0 5.0 1.7 1.7 3.3
Counseling 10.0 11.7 1.7 20.0 - - 1.7
Managerial skills 13.3 13.3 5.0 20.0 1.7 1.7 -
Coordinating 21.7 15.0 5.0 31.7 1.7 1.7 1.7
Research and Documentation
20.0 13.3 5.0 31.7 1.7 1.7 3.3
Office Administration and Developing Different Forms
15.0 13.3 3.3 20.0 1.7 1.7 1.7
Managerial practices 23.3 16.7 5.0 28.3 3.3 1.7 3.3
Using Participatory Methodologies
13.3 8.3 5.0 16.7 1.7 1.7 1.7
Sustainability 20.0 16.7 5.0 31.7 3.3 1.7 1.7
Though the organizations are registered under the different act but the NGOs staffs are required
Team work, research & documentation, co-coordinating skills and managerial practices are also
considered important. This all leads to sustainability of the NGOs.
Capacity Building Training Needs Assessment of NGOs - 2014
30
Table No 3 Title:-Years of existence and training needs
Years of Existence
5years and below
6-10 years
11-15 years
16-20 years
21-25 years
26 years and more
NR
Log Frame Analysis 1.7 10 25.0
8.3 5.0 15.0 1.7
Report Writing and Documentation
1.7 11.7 30 6.7 6.7 20.0 1.7
Fund Raising
1.7 8.3 28.3 10.0 6.7 20.0 1.7
Project Appraisal, Monitoring and Evaluation
1.7 8.3 15.0
3.3 3.3 15.0
-
Resource Mobilization and Donor Management
1.73 10 30.0 8.3 6.7 16.7 1.7
Financial Management and Accounting System
1.7 10.0 23.3
6.7 6.7 21.7 3.3
Training for Trainers
1.7 1.7 10.0 5.0 3.3 11.7 -
Project Proposal Writing
1.7 10.0 16.7 5 3.3 13.3 1.7
Good Governance Model
1.7 5.0 16.7 3.3 1.7. 10.0 -
The staffs of NGOs that have been in the field for more than 10 years have given priority to
training in log-frame analysis (work planning and logistics), report writing, resource
mobilization and funding.
Capacity Building Training Needs Assessment of NGOs - 2014
31
Table No 4 Title:-Years of existence and Staff training needs
Years of Existence
5years and below
6-10 years
11-15 years
16-20 years
21-25 years
26 years and more
NR
Team work
1.7 11.7 30.0 8.3 3.3 16.7 1.7
Communication
1.7 11.7 28.3 8.3 3.3 21.7 1.7
Counseling
1.7 8.3 11.7 5.0 11.7 16.7 -
Managerial skills
1.7 6.7 18.3 5.0 5.0 16.7 1.7
Coordinating
1.7 10.0 35.0 8.3 5.0 18.3 -
Research and Documentation
1.7 10.0 30.0 11.7 5.0 16.7 1.7
Office Administration and Developing Different Forms
1.7 10.0 23.3 3.3 5.0 13.3 -
Managerial practices
1.7 10.0 35.0 10.0 5.0 16.7 3.3
Using Participatory Methodologies
1.7 8.3 18.3 3.3 3.3 13.3 -
Sustainability
1.7 10.0 31.7 8.3 6.7 18.3 3.3
Most of the NGOs Due to their experience in the field of 11 to 15 years they find Research and
Documentation, Managerial Practices, teamwork, coordination and communication skills are the
important topics for training need analysis.
However, participative methodology, counseling, managerial skill development and good
governance get low priority.
Capacity Building Training Needs Assessment of NGOs - 2014
32
TRAINING NEED AS PER THE JOB DESCRIPTION
Capacity Building Training Needs Assessment of NGOs - 2014
33
Training needs were also identified according to job descriptions and hierarchy. It is
necessary to take job specifications into consideration while assessing needs because needs differ
according to function. Needs were identified at the following levels:
• Policy makers and board members
• Senior management: executive/project director, chief executive officer and chief
operations officer (CEO/COO)
• Middle management: project coordinator, supervisor and so on
• Field and grass route level staff: field worker, facilitator, link worker and community
volunteer
Policy makers and board members
• NGO management at all levels: global/international, national and local CBO’s
perspective and management
• Orientation to the legal frame work and compliance under various acts related to
NGO establishment and management
• All aspects of organizational development policy: policy formation and
implementation
• Human resource, Operations (administration) and finance
Senior management
• Partnership/client development and management
• Business development and resource mobilization
• NGO Administration
• Project management ( planning, implementation and monitoring)
• Staff mobilization, capacity building and professional development
• In house and external communication system, crisis communication etc.
• Grants administration and monitoring
Middle management:
• Concept of Management Information System (MIS)
• Supervision and Monitoring
Capacity Building Training Needs Assessment of NGOs - 2014
34
• Interpersonal communication, behavior management and conflict resolution
• Recording, documentation and publication
• Capacity building and training components: TOT and training evaluation etc
• Accounts and financial administration
Field and grass route level staff
• Basic Communication skills and recording
• Information Education and Communication (IEC) and Behavior Change
Communication (BCC)
• Community Mobilization, event organization and rapport building
• Basic administration, skills and application
• Basic of accounting and record keeping
• Basic knowledge of Information and technology, data entry and computer application
These needs have already been discussed earlier in this assessment.
Training needs were also identified as per the themes implemented by NGOs and their
working areas. The themes and areas of work are as follows:
• Education
• Child development
• Women development and gender equality
• Health and sanitation
• Employability and vocational education
Training needs are as under:
Education
• Indian education system and current education practices
• Educational system and government policies and schemes
• Concept of pre schooling and motor and cognizance skill development in children
• Problems of school dropout, illiteracy and quality of education
Capacity Building Training Needs Assessment of NGOs - 2014
35
• Right of Education and Child right conventions
• Learning and teaching aids, soft skills development
• Child centered education
• Primary and secondary school education needs and solutions
• Adult education and distance learning
• Innovative approaches to development and best educational practices
Child development
• Child education, recreation and skill development
• Children with special needs and services for them
• Physical, mental and psychological development
• Child upbringing and parenting
• Child rights, safety and protection
• Child counseling and services
• Personality development
• Adolescent needs and education
Women empowerment and gender equality
• Concept of gender, equality, constitutional provision and gender related state policies
• Legislation and state provisions for women safety, protection, crisis and development
• Gender mainstreaming, working with men and approach development
• Dealing with issues and problems related to social, mental, financial wellbeing of
women
• Training and capacity building for women empowerment and working with individual
and families (Men, masculinity, activism etc.)
Health and sanitation
• Medical and Psychiatric social work practice and system
• Concept and training on health, diseases and illness and services-
o Maternal, Newborn and Child Health and Nutrition (MNCHN)
o Communicable diseases
Capacity Building Training Needs Assessment of NGOs - 2014
36
o Infectious diseases/ water, air and vector borne diseases
o Non communicable diseases: Diabetes, Hypertension, obesity and cancer
o Life threatening diseases- HIV/AIDS and STD
o First aid and preventive health care
o Occupational health, hazards and illness
o Environmental health, hygiene and sanitation
o Reproductive health and family planning
o Immunization and vaccination
• Training and orientation on public health infrastructure and systems in India
• Aspects of global health and Millennium Development Goal (MDG)
• Public health research, publication and innovation in India
Employability and vocational education:
• Concept and development of employability and employment creation
• Vocational education, training and skill development
• Small scale entrepreneur development
• Industrial and domestic resource development, networking and partnership for
employability
Newly formed NGOs have different training needs than NGOs working in the field for many
years. Developmental needs of NGOs require different kind of training, like basic practices, need
assessment skills, communication skills, entry point skills and so on. Established NGOs need
refinement of techniques, deeper insight into problems, staff development and so on.
Capacity Building Training Needs Assessment of NGOs - 2014
37
IDENTIFICATION BASED ON SEVEN
DEADLY SINS
Capacity Building Training Needs Assessment of NGOs
Sometimes training needs arise out of certain management and professional practices that lack
positive reinforcement of professional principles. In fact they are the antithesis of professional
management. This was observed during
systems/methods can be called the seven deadly sins of management.
As per the observation based on the 7 deadly sins are observed and understood in the
organizations during period of 3 months and the following a
for the staff.
Seven deadly sins Pyramid of the Organisations
Capacity Building Training Needs Assessment of NGOs - 2014
38
Sometimes training needs arise out of certain management and professional practices that lack
positive reinforcement of professional principles. In fact they are the antithesis of professional
management. This was observed during the survey of NGOs. These practices and work
systems/methods can be called the seven deadly sins of management.
As per the observation based on the 7 deadly sins are observed and understood in the
during period of 3 months and the following areas were identified as training needs
Seven deadly sins Pyramid of the Organisations
Deadly Sin 1- Weak Governance, Leadership
and Management
Deadly Sin 2- Abusive Leadership and
Management symptoms are
Deadly Sin 3 -Vague Strategic Decision are
taken in the organisation
Deadly Sin 4-Unclear Roles and
Responsibilities
Deadly Sin 5 -Unclear Expectations from the
authority
Deadly Sin 6- Square pegs, Round Tables
Deadly Sin 7- Forgiveness Confused with
Accountability
Sometimes training needs arise out of certain management and professional practices that lack
positive reinforcement of professional principles. In fact they are the antithesis of professional
the survey of NGOs. These practices and work
As per the observation based on the 7 deadly sins are observed and understood in the
reas were identified as training needs
Weak Governance, Leadership
Abusive Leadership and
Vague Strategic Decision are
Unclear Expectations from the
Square pegs, Round Tables
Forgiveness Confused with
Capacity Building Training Needs Assessment of NGOs - 2014
39
Deadly Sin 1- Weak Governance, Leadership and Management
This is characterized by lack of firmness in adhering to work-ethics, decision-making, leading
the staff towards surmounting difficulties and goal-achievement, and, lacking in positive
management practices. Here, the lines of authority are not clearly drawn, there is no clarity in
documentation and there are no valid measurement criteria for assessing performance of staff.
Observations made over period of three months
• Quantitative measurements for assessing performance were adopted, but qualitative
assessment of the performance was not defined and practiced
• Meeting reports were inadequately documented
• Hierarchy was not clearly defined
• Vesting of decision-making authority was not clear
• There was poor management of staff and monitoring was inadequate
• Reporting mechanism is unclear
• No monitoring mechanism, no monitoring tools or indicators were found
Training needs identified
• Strategic management and policy formulation
• Monitoring and evaluation
Expected outcomes of training in the long run:
• Staff will have greater satisfaction in performing their duties and they will have more
clarity about the organization’s programmes, projects and activities
• Quality and effectiveness of service delivery will be enhanced
• Of Staff and volunteers will experience greater personal fulfillment
• Employee turnover will be less
Capacity Building Training Needs Assessment of NGOs - 2014
40
Deadly Sin 2- Abusive Leadership and Management
This is characterized by overconfidence, constant interference in and discouragement the work of
staff, manipulation and forcing of personal agendas on the entire group.
Observations made over period of three months
• Interference in the field activity by the coordinator/social worker/principal/supervisor.
• Frequent unresolved conflicts among staff.
• Baseless decisions lacking in organizational vision.
• Discrimination, lobbying and isolation.
• Staff laden with unplanned and additional responsibility without the skills and Job
description.
• Lack of encouragement to staff members.
• Preconceived and biased notions about staff members.
• Discouragement of junior staff and councilors.
• Abusive relationship with the staff.
• Poor work coordination and lack of understanding of the need for effective coordination
and management
• Poor retention of staff
Training needs identified:
• Motivation and positive management practices.
• Good governance and leadership skills.
• Team building.
Expected outcomes of training in the long run:
• Individual rights will be respected and will be get protected.
• People will feel motivated and we -feelings will be generated among them.
• Organization will successfully retain good people.
• Accountability will increase among the people and work effectiveness will be better.
• Good organizational culture will develop.
Capacity Building Training Needs Assessment of NGOs - 2014
41
Deadly Sin 3 -Vague Strategic Decisions are taken in the organization
This is characterized by lack of statement of values, vision or mission. If it exists, it is outdated,
unknown and/or without ownership. The organization’s future depends on ‘chance events’
instead of ‘careful planning’.
Observations made over period of three months:
• Lack of vision in terms of current changing scenario.
• Percolation of vision at the middle and junior management staff lacking.
• Outdated goals and vision.
• Lack of trust on the staff by management.
Training needs identified:
• Project Planning.
• Log frame Analysis and Vision development.
• Institutional /Organizational development and administration.
Expected outcomes of training in the long run:
• The CEO will assume strategic direction and will convey it to all the staff members.
• Staff energy will be channelized towards plan action and there will be no confusion
and/or disagreement of purpose and priorities set by the top authority.
• Resources will be fully utilized for the set purpose.
Deadly Sin 4-Unclear Roles and Responsibilities
This is characterized by lack of clarity about authority and responsibilities, no current job
description, reliance on precedent and tradition rather than present reality and different
assumptions by different people.
Observations
• There is no HR Policy in the company
• Need for reviving and relearning of roles and responsibilities
• Lack of awareness about job description on the part of the supervisors
• Junior staff members have been pressurized to take on additional responsibility
• Decisions are based on precedence and tradition and lack rational thought.
Training needs identified:
Capacity Building Training Needs Assessment of NGOs - 2014
42
• Performance, Planning and communication (PPC).
• HRM planning, Job description and KRA exercise.
• HR policy framing exercise workshop.
Expected outcomes of training in the long run:
• There will be clear job description and is a significant duplication of effort.
• Some responsibilities are not covered.
• Confusion leads to disagreement and strained or broken relationships.
• Staff members are frustrated and unfulfilled.
Deadly Sin 5 -Unclear Expectations from the authority
This is characterized binuclear expectations, goals not established for strategic outcomes
or tactical outputs, goals established by the source of authority but not negotiated with
staff in proportion to available resources and potential and expectations assumed but not
expressed.
Observations
• Planning lacks reflection of overall goal and strategies.
• Feedback and opinion from the grass route level staff is lacking.
• Lack of training and inadequate orientation of staff.
• Lack of participation by junior staff in policy making.
• Misjudgment and lack of planning of existing resources
Training needs identified:
• Staff development and management
• Down word Communication
• Performance appraisal system/ MBO
• Principles of management
Expected outcomes of training in the long run
• There will be less or no variation between expected and achieved outcome.
• Staff and volunteers will know when they have succeeded in the programme and
project.
Capacity Building Training Needs Assessment of NGOs - 2014
43
• Differing expectations lead to misunderstandings, a sense of failure and
breakdown of relationships. With the help training what is expected will be more
realistic and priorities will be discussed with the staff.
Deadly Sin 6- Square pegs, Round Tables
This is characterized by no proper criteria for selection of staff, inadequate training or
orientation and skills not matching with needs of the position.
Observations:
• Recruitment and selection policy are not clear.
• Junior staff needs more handholding and refresher training.
• Poor and irregular salary.
• Lack of training and orientation of staff on job description.
• Organizing skills and documentation are the weak areas.
Training needs identified:
• Supervision, human resource management
• HRP- Human resource planning, recruitment and selection policy.
• Employee salary revision and job satisfaction systems.
Expected outcomes of training in the long run:
• Good service quality and competent staff.
• Attrition rate will be less.
• Staff and volunteers are will be given concrete task and they will get motivation to
contribute positively.
Deadly Sin 7- Forgiveness Confused with Accountability
This is characterized by poorly defined accountability mechanisms, Poor performance or
behavior and non-existent or rare annual performance reviews.
Observations:
• Accountability and correctional actions for violation not defined.
Capacity Building Training Needs Assessment of NGOs - 2014
44
• Falsified information and no validation mechanism.
• Non consistent monitoring.
• Lack of performance assessment at level of individual.
• Accountability mechanism poorly defined.
• Negligence and Humanitarian approach towards misconducts.
• No annual appraisal.
Training needs identified:
• Performance review and audit mechanism exercise.
Expected outcomes of training in the long run:
• Effectiveness and efficiency will be achieved.
• Weak staff and volunteers will get support, clear guidelines and direction.
• When forgiveness fails to produce change in unacceptable performance and
behavior, judgment and unfair dismissal may follow with accountability and
redirection never happening.
Capacity Building Training Needs Assessment of NGOs - 2014
46
Major Findings Quantitative Findings
• Most of the NGOs had facilities for electronic and internet communication. This is
important for networking and collective effort for certain common causes.
• More than 40 % organisation are registered in Society registration and as public
charitable trust act
• Majority of the NGOs are working for the education and special school sector and most
of the organisation has experience of 10 or more years
• Majority (68%) were certified with 80 G which makes it easy to get donations because 80
G gives tax rebate to donors and 28 % of the organisation has FCRA certification
• The managerial staff included project director and project manager and whereas the
supervisory staff consisted of project coordinator and supervisor.
• Majority of the NGOs have experience in the field is more than 10 years
• Log frame analysis, documentation-report writing, Financial auditing and fund raising
have the highest priority in felt needs for the organization whereas at individual level,
team work and communication training had the highest priority.
• Interpersonal skills are important at individual levels because NGO staff has to interact
with clients, other NGOs and other agencies as well as with the community at large
• Majority of the NGOs are in the field for more than 10 years and they required training of
Log frame analysis, Fund raising – CSR fund, Documentation and reporting and
Financial audit and Management
Qualitative data findings
The training needs are reflected during 3 months observation and in discussion with staff under
the 7 deadly sins of NGOs
• Strategic management and policy formulation.
• Monitoring and evaluation.
• Motivation and positive management practices.
• Good governance and leadership skills.
Capacity Building Training Needs Assessment of NGOs - 2014
47
• Project Planning.
• Log frame Analysis and Vision development.
• Performance, Planning and communication (PPC).
• HRM planning, Job description and KRA exercise.
• HR policy framing exercise workshop.
• Down word Communication
• Performance appraisal system/ MBO
• Principles of management
• Performance review and audit mechanism exercise.
Training needs according to NGO’s years of establishment are as under:
NGOs those are Below 5 years of existence must undergo training programme or deputy staff for
their organisational sustainability
• Participatory Rapid Appraisal and Need assessment
• Need based surveillance and Behavior change communication (BCC)
• Compliance, Reporting and documenting procedure towards charity commissioner
• Financial management, book keeping and accounting etc.
• Auditing and tax compliance
• Organizational system development
• Fund raising and resource mobilization including tax exemption
• FCRA registration and management
• Director /executive Board formation
• Program development and proposal writing
• Networking and partnership
• Asset management and development
Those NGO are existed in the field more than 6 years they need to thing the capacity
building of their staff as follows
• Program development and management
Capacity Building Training Needs Assessment of NGOs - 2014
48
• Application and institutionalizing organizational system
• Application and institutionalization of information & technology system
• Promotion, branding and value addition
• Research, documentation and publication
• Model development and scale up
• Sustainability and community ownership
• Community Based Monitoring (CBM)
• Short study development, publication & abstract preparation
Capacity Building Training Needs Assessment of NGOs - 2014
49
Table No. 8
NGOS CAPACITY BUILDING TRAINING CALENDAR FOR NGOS 2 014-
15
Sr. No
Area of Training
Month of Training
1
Log Frame analysis, Project Monitoring & Evaluation
June
2
Fund raising – Corporate CSR funding for the Project (Corporate NGO partnerships)
July
3
Documentation and Report writing
August
4
Financial Management – Audit and Accounting System
September
5
Communication & Team Work
October
6
HRM planning, Job description and KRA exercise. ( Based on 7 deadly sins)
November
7
Project Performance Evaluation
December
8
Short study development, publication & abstract preparation
January
Karve Institute of Social Service18-, Hill Karvenagar, Pune - 411 052
Tel. Office: 91-20-65007565 | Director: 91-20-65007566 [email protected] | www.karve-institute.org