Organisational capacity self-assessment for local NGOs
How a local NGO can run its own capacity self-assessment: choose a tool, rate honestly in groups, set targets and use the results with partners and donors.
Short answer
A capacity self-assessment is a structured discussion in which your own staff, board and sometimes community members rate how well the organisation works, then agree what to improve. Pick a tool, start with one area, rate individually, discuss in groups, agree ratings, set targets and review later. Done well, it shows donors you know your gaps and have a plan.
Key points
- A self-assessment is for your learning first; the value is in the discussion and the commitments.
- Start with one area, so the process stays manageable and people trust it.
- Rate alone first, then in groups, then together; record where views differ.
- Avoid adding up scores to compare yourself with other organisations.
- Turn each finding into a target, an owner and a date.
Why do a capacity self-assessment?
Partners and donors will assess your organisation sooner or later. If you assess yourself first, you will know your answers before they ask the questions. You will also choose your own priorities for improvement, instead of receiving a list from outside.
Self-assessment is also a process, not just a document. The Organisational Capacity Assessment Tool (OCAT) used in Myanmar was designed for "self-discovery". Its authors state a core principle: change must come from within an organisation, and it helps to hold up a mirror so that people see their organisation as others see it.
What tools can you use?
You do not need to invent a tool. Two openly available examples:
| Tool | What it is | Notes |
|---|---|---|
| OCAT (ActionAid Myanmar copy) | Worksheets for several organisational components, rated on a letter scale | First developed in Cambodia in 1997, later adapted for Sri Lanka and Myanmar; translate worksheets into local languages |
| Aidsfonds capacity assessment guide | A three-day participatory workshop for civil society organisations and community-led networks | Built around a 5c model; days cover milestones, leadership, structures, results, context and relationships |
Both documents say their content can be adapted. The OCAT warns that it reflects a certain Western model of a well-functioning organisation, so decide which criteria are relevant for your type and size of organisation.
How do you run the assessment?
This method follows the steps described in the OCAT guidance, with a few practical notes.
- Decide the purpose and the people. Is it for your own planning, a partner discussion, or both? Invite board members, management, programme and support staff, and, if suitable, community members.
- Choose how much time you have. Spread the work over several sessions where possible. Cover one worksheet or area first, so everyone becomes comfortable.
- Rate individually. Each person reads the worksheet and marks where the organisation sits. Give people time. Private reflection leads to commitment to change.
- Discuss in groups. Form groups such as board, management, programme staff and admin staff. Each group agrees a rating and writes down its reasons.
- Compare across groups. Bring groups together. Listen to why others rated differently. Agree where you can, and record real differences.
- Plot the agreed ratings. A simple bar chart or table shows strengths and gaps at a glance.
- Pick priorities and set targets. Choose a few aspects to work on in the next period. Write the target, the owner and the date.
- Plan the support needed. Decide what you can do alone and where you need help from a partner or trainer.
- Repeat later. Using the same criteria over time lets you see what improved and what slipped.
Which areas should you look at?
Different tools use different headings, but donors' partner assessments often ask about similar areas. Use this as a starting list:
- Governance and leadership: board, decision-making, conflicts of interest
- Finance: records, budgets, procurement, controls
- Human resources: recruitment, job descriptions, staff care
- Programme quality: planning, monitoring, feedback from communities
- Safeguarding and accountability: policies, reporting channels, training
- External relations: partnerships, coordination, communication
For deeper reading on two of these areas, see financial policies every NGO needs and board governance basics for NGOs.
What should you avoid?
The OCAT authors give several cautions that are worth repeating.
- Do not add up scores to compare organisations. The tool uses letters instead of numbers to discourage this. The tool is subjective, and totals are not meaningful across organisations.
- Do not focus on the organisation and forget the programme. If organisational changes do not lead to better results for communities, question them.
- Do not let one voice dominate. A facilitator's skill matters. A senior person rating first can silence others.
- Do not hide differences. Where board and staff rate differently, that gap is useful information.
How do you use the results with partners and donors?
Share a short summary rather than the full sheet: three strengths, three priority gaps, and your improvement plan with dates. This shows maturity and gives the partner a basis for targeted support, instead of a general training offer.
The same assessment also helps when you face partner due diligence. Our guide to passing partner due diligence as a local NGO explains what partners usually ask to see. If a partner insists on its own tool, you can still bring your self-assessment as supporting evidence and ask the partner to avoid repeating questions you have answered.
In Myanmar, where staff may work remotely or across several locations, plan sessions in a way that includes field staff, with Burmese-language worksheets and low-bandwidth options if some people join by phone.
How EMPO can help
EMPO is a reliable, Myanmar-based training and consultancy provider, and one of the country's leading names in practical training for NGOs and CSOs, with 1,200+ people trained and 15 partner organisations. Our Yangon team works in English and Burmese, online and in person across Myanmar. We can help facilitate a self-assessment and turn the findings into a plan. See our services or contact us.
Sources
- Organisational Capacity Assessment Tool (OCAT) — ActionAid Myanmar
- Capacity development: organisational capacity assessment guide — Aidsfonds, 2021
Questions people ask
Should we use an external facilitator?
For a first assessment, it helps. The Aidsfonds guide recommends an external facilitator the first time, then allows organisations to run later sessions themselves once a capacity development strategy exists.
How long does a self-assessment take?
It depends on the tool. The ActionAid Myanmar OCAT notes that one worksheet can take up to half a day, longer if there is much debate. The Aidsfonds guide is designed as a three-day workshop.
Can we share the results with a donor?
You can choose what to share. A summary of strengths, gaps and your improvement plan is often more useful to a donor than a raw rating sheet.