Civil society organisations working with OVC: capacity ... - K4Health

Civil society organisations working with orphans and other vulnerable children Capacity assessment tool for quality OVC responses

MINISTRY OF GENDER LABOUR AND SOCIAL DEVELOPMENT

FOREWORD The Ministry of Gender, Labour and Social Development (MGLSD) has the mandate to provide technical leadership and oversight, build capacity of implementing partners, ensure quality of service provision, monitor and provide support supervision in the implementation of the National Orphans and Other Vulnerable Children Policy (NOP) and the National Strategic Program Plan of Interventions (NSPPI). Technical and management capacity building is a cornerstone of the MGLSD’s mandate and ensures that implementing partners (mainly Civil Society Organizations) acquire the necessary competencies and strategies to improve programming and quality service delivery for Orphans and Other Vulnerable Children (OVC). Given that MGLSD has no regional management structure and has limited human resources at the national level to provide effective technical oversight and guidance, it has developed a zonal technical services approach through outsourcing and partnering with Civil Society Organizations (CSOs) to serve as regional Technical Services Organizations (TSOs) to provide a package of capacity building support to OVC CSOs and Community-Based Services Departments (CBSDs). MGLSD has developed this tool to support the capacity assessment and capacity development of national CSOs implementing OVC activities in Uganda. The tool provides structured approaches to guide the participatory identification and prioritization of capacity building gaps/needs and planning of appropriate responses. The tool enables users to generate both quantitative and qualitative baselines that can be used to track progress in the capacity building effort with national OVC CSOs. I extend my sincere appreciation to all partners from within and outside Uganda who made valuable contributions and participated in the development and finalization of this tool. I am especially grateful to CORE Initiative for spearheading the development effort and USAID for providing financial assistance. I would also like to thank the OVC Technical Working Group (TWG) resource materials development that reviewed the tool and provided technical support. I urge national CSOs implementing OVC activities at various levels to utilize this assessment tool in pursuit of quality service delivery for OVC.

Hon. Syda N.M. Bbumba Minister of Gender, Labour and Social Development

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TABLE OF CONTENTS

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Abbreviations and acronyms……………………………………………………….................

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1. Introduction…………………………………………………………………………………….

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1.1 What is this tool?...................................................................................................

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1.2 Why was the tool developed?................................................................................

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1.4 Who is the tool for? ...............................................................................................

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1.4 How can this tool be used? ...................................................................................

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1.5 How is the tool structured? ....................................................................................

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2. Understanding key concepts………………………………………………………………..

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2.1 Capacity building……………………………………………………………………….

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2.2 OVC programming technical capacity……………………………………………….

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2.3 Organizational capacity………………………………………………………………..

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2.4 Institutional capacity……………………………………………………………………

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3. Organizational profile…………………………………………………………………………

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4. Specific capacity areas to be assessed……………………………………………………

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4.1 Guidance to scoring of indicators…………………………………………………….

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4.2 OVC programming technical capacity……………………………………………….

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4.3 Organizational capacity………………………………………………………………..

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4.4 Institutional capacity……………………………………………………………………

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5. Sample questions to guide group work before scoring of indicators………………….. ..

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5.1 Competencies (knowledge, skills, attitudes)………………… …………………….

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5.2 Organizational Development /Institutional Development………………………….

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6. Capacity building plan……………………………………………………………………….

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ABBREVIATIONS AND ACRONYMS AIDS

Acquired Immuno-Deficiency Syndrome

CPA

Core Program Areas

CSO

Civil Society Organization

CBO

Community Based Organization

HIV

Human Immunodeficiency Virus

IGA

Income Generating Activity

M&E

Monitoring and Evaluation

MGLSD

Ministry of Gender, Labor and Social Development

NOP

National Orphans and Other Vulnerable Children Policy

NSSPI

National Strategic Program Plan of Intervention for Orphans and Vulnerable Children

OD/ID

Organizational Development/Institutional Development

OVC

Orphans and Other Vulnerable Children

TOT

Training Of Trainers

TSO

Technical Services Organizations

UNCRC

United Nations Convention of the Rights of the Child

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1. INTRODUCTION 1.1 What is this tool? This tool can be used to analyze the capacity of national Civil Society Organizations (CSOs) that implement Orphans and Other Vulnerable Children (OVC) activities. Specifically, the tool can be used to identify capacity building needs, plan technical support interventions, and monitor and evaluate the impact of capacity building support. 1.2 Why was the tool developed? The tool was developed to enable the use of participatory processes to assess capacity gaps/needs of national OVC CSOs in a number of areas. The tool also enables the development of capacity building action-plans to address the identified gaps/needs. 1.3 Who is the tool for? This tool is primarily intended for use by individuals and organizations that support national CSOs responding to OVC protection, care and support activities at national, district and community levels. These include CSO support organizations, training institutions and individual trainers. It is important that people using the tool are competent in OVC programming and Organizational Development/Institutional Development (OD/ID). They should have basic facilitation skills to guide large discussions and small group activities. 1.4 How can this tool be used? The tool is designed to facilitate group discussions in a workshop situation between representatives of various national CSOs and external facilitators providing capacity building support. Alternatively the tool may be self administered by the implementing CSO. For each capacity area to be assessed, participants generate relevant information concerning their organization during group discussions that are guided by specific questions. Sample questions are included within this tool. The information generated is then analyzed through participatory activities. Individually, each participant then scores their organization on a scale of 15 for each indicator provided. Individual scores are computed to obtain average scores for each capacity area and a composite score for the entire organization. Based on capacity strengths and gaps/needs identified, capacity building action-plans are prepared stipulating the gaps/needs identified, action needed to address the gaps/needs, time frame, responsibility and resources required. The capacity assessment workshop utilizing the tool is expected to last 1-2 days.

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1.5 How is the tool structured? The following sections are included within the tool: Introduction This section introduces the tool by describing what the tool is about, its aims, users, how the tool will be used and how the tool is structured. Understanding key concepts This section defines key concepts of capacity building, OVC programming technical capacity, organizational capacity and institutional capacity. Organizational profile This section documents information about the CSO in terms of strategy and structure, resources, achievements, challenges, lessons learnt and future plans. Specific capacity areas to be assessed This section assesses qualitatively and quantitatively the level of OVC programming technical, organizational and institutional capacities among OVC CSOs in a number of areas. Sample questions to guide group discussions This section contains sample questions to guide group discussions before scoring of indicators. The capacity building plan The capacity building plan section documents actions to be taken by the OVC CSO to address the prioritized gaps/needs, time frame, by who and resources required. The Capacity Building Plan is prepared at the end of the capacity assessment exercise based on gaps/needs identified.

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2. UNDERSTANDING KEY CONCEPTS The following working definitions were developed and adopted during the process of developing the capacity assessment tool: 2.1 Capacity building Efforts to strengthen abilities of individuals, organizations and institutions to either singly or in cooperation with others to perform appropriate tasks and meet their stated purpose. 2.2 OVC programming technical capacity Existence of appropriate competencies (knowledge, skills, attitudes), tools/frameworks, mechanisms and processes for meeting the needs and aspirations of OVC in various Core Program Areas (CPAs). 2.3 Organizational capacity Existence of systems, strategies, structures and culture in organizations for effective and sustainable organizational functioning and performance. 2.4 Institutional capacity Ability of organizations to effectively establish, sustain linkages and partnerships with other development actors and respond appropriately to their operating environment.

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3. ORGANIZATIONAL PROFILE Use the following checklist to document information about the CSO. Answer questions as fully as possible, with examples and quotes if possible. The information should be used as a checklist so not all questions may be relevant. Any relevant additional information that is available that does not fit with this document should be documented separately and attached to the organizational profile.

OVC civil society organizations capacity analysis tool: Organizational profile 1. Name/title of CSO Include the full name of the CSO and abbreviation/acronym if there is one

2. When established When was the CSO established? 3. Contact details Include the name of the Director and contact details for the CSO, including physical address, postal address, telephone/fax numbers, e-mail address and website address if applicable

4. Locations where the CSO works Include contact details of branch/regional offices if applicable

5. Strategy & structure The CSO vision, mission and objectives; basic organizational structure; lines of responsibility and reporting

6. Human resources Number of full/part time paid staff; full/part time volunteers

7. Financial resources Approximate annual income/turnover; major donors

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8. Support Existing sources of external technical support

9. Project activities Activities carried out and details – e.g. Who does the CSO work with? What is the focus of project activities? Are other projects implemented besides OVC work? If so, what?

10. Achievements and challenges What are the key successes and challenges that the CSO has faced over the past year?

11. Lessons learned What would the CSO do differently or more of based on their experiences?

12. Future plans What are the immediate needs/priorities of the CSO?

13. Date and name of person completing the profile Include the date when the CSO profile was written and by whom. This is useful so that others know how up-to-date the information is and who to contact for any clarifications.

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4. SPECIFIC CAPACITY AREAS TO BE ASSESSED 4.1 Guidance to scoring of indicators1 Rating scale DK 1 2 3 4 5

Description Don’t know or not applicable Needs urgent attention Needs major improvement Satisfactory, but room for improvement Good, but a few small things could be improved Exemplary- cannot be improved

Explanation of the assessment score (with an illustration) Indicator: The office is adequately equipped 1. Needs urgent attention

There is substantial lack of essential equipment such as desks, chairs, computers and telephones. Staff are unable to carry out their work properly as a result

2. Needs major improvement

Most essential equipment is available, but is either old, of poor quality and/or in insufficient quantity

3. Satisfactory, but room for improvement

All essential equipment is there but several items need replacing, and staff sometimes need to share equipment

4. Good, but a few small things could be improved

All the essential equipment is there but a few items need replacing and the office would benefit from more equipment such as desks and computers

5. Exemplary cannot be improved

The office has everything it requires and the equipment is of a high standard. There is no way in which the office equipment could be improved

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Adapted from: International HIV/AIDS Alliance (2008). Intermediary Organizations Capacity Analysis—A Toolkit for assessing and building capacities for high quality responses to HIV.

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4.2 OVC programming technical capacity 4.2.1 Psychosocial support (Assistance given to OVC and families with OVC to positively and meaningfully affect the psychological and social situation that impacts on their mental function and social behavior in relation to their family and to the society in which they live)2 Psychosocial Support

DK

1

2

3

4

5

Reasons for the score

1. Programme staff have knowledge and skills in psychosocial support 2. Programme staff have learning/skills development opportunities in psychosocial support 3. Psychosocial support is reflected in the overall strategy and plan of the organization 4. The organization has specific psychosocial support frameworks, tools & activities (e.g. memory books, wills, recreation and psychosocial counselling) 5. Lessons and best practices in psychosocial support are documented and shared with key stakeholders. 4.2.2 Child participation (Making OVC and their families part of the solution by seeking their opinions at every stage during planning, implementation and monitoring and evaluation of policies and programs. Child Participation

DK

1

2

3

4

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1. Programme staff have knowledge and skills in child participation 2. Programme staff have learning/skills development opportunities in child participation 3. Child participation is reflected in the overall strategy and plan of the organization 4. The organization has policies, procedures and guidelines on child participation 5. Lessons and best practices in child participation are documented and shared with key stakeholders.

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Definitions of CPAs have been adopted from the NSPPI

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4.2.3 Child protection (Immediate response to circumstances and conditions that create gross violation of the rights of children, subjecting them to serious risks and hazards) Child Protection

DK

1

2

3

4

5


1. Programme staff have knowledge and skills in child protection 2. Programme staff have learning/skills development opportunities in child protection 3. Child protection is reflected in the overall strategy and plan of the organization 4. OVC activities are guided by policy frameworks at national and international level (e.g. UNCRC, Children’s Act) 5. The organization has child protection policies, procedures and guidelines (e.g. reporting child abuse & neglect; child protection policy; birth & death registration) 6. Lessons and best practices in child protection are documented and shared with key stakeholders. 4.2.4 Socio-economic security (The ability and capacity of OVC and households with OVC to sustain their livelihood over the medium and long term with or without short term emergency assistance) Socio-Economic Security

DK

1

2

3

4

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1. Programme staff have knowledge and skills in micro-enterprise development and management 2. Programme staff have learning/skills development opportunities in microenterprise development and management 3. OVC socio-economic security is reflected in the overall strategy and plan of the organization 4. The organization has specific economic strengthening activities (e.g. IGAs, vocational training) targeting OVC and their households 5. The organization supports OVC and their households to access available microfinance and credit services 6. OVC and their households are trained in crop and animal husbandry and entrepreneurship development 7. OVC and their households are linked to existing development programs 8. Lessons and best practices in socioeconomic security for OVC are documented and shared with key stakeholders.

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4.2.5 Health (State of physical, mental and emotional well being that provides an opportunity for individuals to be as productive as possible and achieve their greatest potential) Health

DK

1

2

3

4

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1. Key staff have knowledge and skills in basic health care for OVC 2. Programme staff have learning/skills development opportunities in basic health care for OVC 3. Basic health care for OVC is reflected in the strategy and plan of the organization 4. OVC are referred to health units to access preventive, curative, palliative and rehabilitative services 5. OVC and care-givers are trained in sanitation and good nutrition 6. Lessons and best practices in provision of health care to OVC are documented and shared with key stakeholders 4.2.6 Food security and nutrition (The process by which individuals and households are able to access through either primary production or secondary acquisition, adequate and appropriate foods that guarantee their short and long term nutritional needs) Food Security and Nutrition

DK

1

2

3

4

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1. Key staff have knowledge and skills in food security and nutrition 2. Programme staff have learning/skills development opportunities in food security and nutrition 3. Food security and nutrition is reflected in the overall strategy and plan of the organization 4. OVC and their households are provided with knowledge and skills on improved crop and animal husbandry and agro-inputs to improve food security and nutrition 5. The organization procures and distributes agro-inputs to OVC and their households 6. OVC and their households are supported to set up kitchen gardens 7. Lessons and best practices in food security and nutrition are documented and shared with key stakeholders.

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4.2.7 Education (Formal and informal systems of information acquisition, skills building and technical experiences that are made available during childhood, but may involve adults who are seeking to acquire new skills) Education

DK

1

2

3

4

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1. Programme staff have knowledge and skills in educational support for OVC 2. Programme staff have learning/skills development opportunities in educational support for OVC 3. Educational support is reflected in the overall strategy and plan of the organization 4. OVC at risk of dropping out of school are provided with psychosocial counselling 5. OVC are provided with scholastic materials, tuition, school uniforms and other needs 6. Factors hindering children with disabilities from attending school are identified and addressed 7. Special efforts are made to ensure that OVC (esp. girls) attend and remain in school 8. Lessons and best practices in provision of education support to OVC are documented and shared with key stakeholders. 4.2.8 Care and support (The provision of basic commodities, such as food, clothing, beddings and/or shelter to an orphan, other vulnerable child or institution, taking care of orphans and other vulnerable children) Care and Support

DK

1

2

3

4

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1. Key staff have knowledge and skills in care and support for OVC 2. Programme staff have learning/skills development opportunities in care and support for OVC 3. Care and support is reflected in the overall strategy and plan of the organization 4. OVC and their households are provided with basic domestic items (e.g. food, clothing, water, beddings, sanitation equipment) 5. OVC households are provided with lowcost housing/shelter 6. Alternative foster care is provided for OVC without adult supervision 7. OVC care-givers are trained in homebased and psychosocial care for chronically ill children 8. Lessons and best practices in care and support are documented and shared with key stakeholders

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4.2.9 Mitigation of the impact of conflict (Individuals, households and communities in collaboration with society, government and private sector actors work to secure an environment in which essential social services can reach vulnerable populations affected by conflict) Mitigation of the Impact of Conflict

DK

1

2

3

4

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1. Programme staff have knowledge and skills in conflict resolution and management 2. Programme staff have learning/skills development opportunities in conflict resolution and management 3. Conflict resolution and management is reflected in the overall strategy and plan 4. There is psychosocial counselling for OVC affected by armed conflict 5. The organization ensures that displaced OVC are traced and re-integrated within families and society 6. Lessons and best practices in conflict resolution and management is documented and shared with key stakeholders.

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4.3 Organizational capacity 4.3.1 Indicators of M&E, OVC Programme/Project Management and Reporting Monitoring and Evaluation (M&E)

DK

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1. There is a clearly documented and functioning M&E system: x Accurate monitoring data is collected and submitted quarterly and on time x Collected data is summarized, analyzed and produced in reports at specific times x There is a system for data storage and management x Monitoring data is utilized by project staff and managers to review and update work-plans 2. There is an M&E framework (e.g. Performance Monitoring Plan, log frame) in place 3. The M&E system was developed based on the overall organizational strategy and plan 4. Indicators (Specific; Measurable; Adequate; Reliable and Time bound) are developed at the project design stage of each project 5. Data collection tools are in place 6. The M&E system of the organization contributes to the district and national M&E system 7. The target beneficiaries are clearly identified and defined 8. All necessary project reports and data are completed and submitted to relevant stakeholders on time 9. The organization conducts an evaluation during implementation and at the end of every project 10. Baseline data/information is generated at the beginning of each project 11. Best practices from previous programmes are documented, shared with stakeholders and inform further programming 12. Programme staff have knowledge and skills in M&E 13. Project beneficiaries actively participate in M&E activities.

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OVC Project Management

DK

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1. All projects follow all stages of the project cycle: x needs assessment x project design & indicator development x project planning & budgeting x project implementation x regular monitoring and evaluation x re-planning of projects based on evaluation outcomes 2. All stages of the project cycle are conducted in consultation with relevant stakeholders 3. Projects and programmes are developed in line with the organizational vision, mission, values, goals and objectives 4. All projects are implemented in line with documented work-plans and budgets 5. Work-plans and budgets are reviewed periodically based on emerging needs 6. Programme staff have knowledge and skills in project planning and management 4.3.2 Indicators of Governance, Structure, Systems and Procedures Governance and Structure

DK

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1. The organization has an independent board governed by a documented and approved constitution 2. The organization is properly registered according to local regulations 3. The organization has a documented organizational structure with clearly defined roles and responsibilities 4. There is clear separation of duties between the management and policy makers (Board) 5. The Board, staff and volunteers share the organizational vision, mission and values of the organization 6. There are systems for information sharing in the organization.

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Human Resource Development

DK

1

2

3

4

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DK

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2

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1. There are documented staff/volunteer recruitment policies and procedures 2. The organization has well qualified and motivated staff 3. Job descriptions for staff are clearly defined, documented and regularly reviewed 4. Policies on staff remuneration, promotion and grievance handling are well documented 5. The organization has a documented system for reviewing and managing performance of staff and volunteers 6. The organization has a documented policy for staff training and development 7. The organization has an HIV/AIDS workplace policy in place 8. Programme staff have knowledge and skills in Human Resource Development. Financial Management 1. All financial transactions are recorded with relevant receipts and other supporting documentation 2. Systems are in place to prevent fraud such as: x two signatures required for every cheque x regular audits of stock/inventory x strict procedures for purchase of goods and services 3.All staff clearly understand the procedures for: x how funds are requested and accounted for x how goods and services are procured x how staff claim expenses 4.There is a clear procedure for preparing and managing of: x project budgets x overall organizational budget 5. An external audit is conducted at least once a year and recommendations implemented 6. The organization has the capacity to prepare financial reports for various stakeholders 7. Programme staff have knowledge and skills in financial management.

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4.3.3 Indicators of Gender Analysis and Planning Gender Analysis and Planning

DK

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DK

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1. Gender is mainstreamed into the organization’s strategic framework 2. The organization has a gender policy and strategy in place 3. The organization conducts gender sensitive OVC programming and activity implementation 4. The organization has clear procedures for handling gender based stigma and discrimination of OVC 5. The organization has resource materials and tools on gender 6. Programme staff have knowledge and skills in gender analysis and planning 7. The leadership of the organization is committed to gender issues. 4.3.4 Indicators of Leadership Leadership 1. The organizational leadership provides strategic thinking and direction 2. The organization has a well documented strategy, vision, mission and core values 3. The leadership style encourages participation, openness, teamwork and consultation 4. Staff meetings, retreats and sharing/learning sessions are held regularly 5. The organizational leadership is accountable to relevant stakeholders 6. The organizational leadership motivates, coaches and mentors staff 7. The organizational leadership creates an environment for performance improvement, accomplishment of strategic objectives and innovation 8. The management of the organization has leadership skills and experience.

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4.3.5 Indicators of Resource Mobilization and Community Mobilization Resource Mobilization

DK

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Community Mobilization, Participation and DK Involvement 1. A community mobilization strategy and plan is in place 2. Programme staff have knowledge and skills in community mobilization 3. Various mobilization mechanisms/techniques are utilized to mobilize communities 4. The community (target group) participates in project activities and decision making of the organization 5. The organization consults and seeks feedback from communities on its policies and strategy.

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1. A resource mobilization strategy and plan is in place 2. The organization has diverse funding sources including the private sector 3. Board members participate in mobilization of resources for the CSO 4. Various resource mobilization mechanisms/ techniques are utilized to mobilize resources 5. Programme staff have knowledge and skills in resource mobilization.

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4.4 Institutional capacity 4.4.1 Indicators of Advocacy, Communication and OVC Policy work Advocacy and Communication

DK

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DK

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1. An advocacy and communication strategy is in place 2. The advocacy and communication strategy is linked to the NOP and NSSPI 3. Staff responsible for advocacy and communication activities can state the overall objectives of the advocacy and communication strategy 4. Advocacy and communication materials and activities exist and are consistent with the organization’s advocacy and communication strategy 5. Advocacy and communication materials are pre-tested with intended audiences 6. Advocacy and communication messages and strategies are based on research and audience analysis 7. The organization communicates its work and activities to various stakeholders 8. Programme staff have knowledge and skills in advocacy and communication. OVC Policy Work 1. Activities of the organization are guided by the national OVC policy framework 2. The organization has a child protection policy in place 3. The organization is involved in OVC policy dissemination at district and community level 4. The organization engages policy makers and funding agencies in dialogue 5. The organization contributes to OVC policy formulation and review processes 6. The organization conducts OVC policy advocacy and lobbying activities.

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4.4.2 Indicators of Networking, Linkages and Collaboration Networking, Linkages and Collaboration

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1.There is a networking and collaboration strategy in place 2. The organization has working relationships with other CSOs, government, media and private sector 3. The organization collaborates on joint projects with other organizations 4. The organization is a member of a national/district network of HIV/AIDS and OVC organizations 5. Project staff participate in exchange visits with other organizations 6. The organization engages regularly with other organizations in a forum for sharing lessons and experiences 7. The organization shares information with other organizations/stakeholders 8. The organization’s goals and objectives are appreciated by relevant stakeholders 9. Programme staff have knowledge and skills in networking and collaboration. 4.4.3 Indicators of Grant making to CSOs/CBOs Sub-granting to CSOs/CBOs

DK

1. The organization has a documented subgrantee selection procedure which is systematically applied 2. The organization has a legally binding contract or Memorandum of Understanding (MOU) between the organization and the sub-grantee which meets the requirements of relevant donors 3. The lead agency has prepared a work-plan and budget that identifies activities of each sub-grantee and the corresponding budget 4. Sub-granting to CSOs/CBOs is conducted in consultation with relevant stakeholders (e.g. district technical staff, CSO Networks, District OVC Coordination Committees) 5. Procedures/modalities and responsibilities for making major procurements, addressing human resource issues, registration of subgrantees, reporting etc have been clearly defined 6. Funds have always been disbursed to the sub-grantee accurately and on time

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7. The financial management capacity of the sub-grantee was assessed at the start 8. The grant monitoring system ensures that reliable financial and programmatic data is quickly available from sub-grantees 9. All contractual obligations have been fulfilled by the sub-grantees in time 10. Any problems regarding sub-grantee accountability and reporting have been quickly identified and addressed 11. The criteria for re-granting has been documented and shared with the subgrantees 12. The sub-grantees have been visited at least once every six months 13. Programme staff have knowledge and skills in grant making and management.

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5. SAMPLE QUESTIONS TO GUIDE GROUP WORK BEFORE SCORING OF INDICATORS 5.1 Competencies (knowledge, skills, attitudes) o o o o

What are the key functions/tasks of technical and management staff? What competencies do they require to effectively accomplish their technical and managerial tasks? What competencies exist/are in place? What competences need to be strengthened?

5.2 Organizational Development /Institutional Development Organizational structure o What is your organizational structure? o How does it function in terms of roles and responsibilities of different organs? o What challenges and questions are faced/experienced? Policies and procedures o What policies, procedures and systems exist in your organization? o How are your policies, procedures and systems developed and operationalised? o What challenges and questions are faced/experienced? Human resource development o How do you recruit, induct and appraise your staff and volunteers? o How do you remunerate, motivate and develop your staff and volunteers? o What challenges and questions are faced/experienced? Project management, monitoring and evaluation o How do you plan, implement, monitor and evaluate your programmes/activities? o Who participates in planning, implementation, monitoring and evaluation of your programmes/activities? o What challenges and questions are faced/experienced? Resource mobilization o How do you mobilize your resources? o How do you ensure effective utilization of mobilized resources? o What challenges and questions are faced/experienced? Gender analysis & planning o What gender issues have you identified in supporting OVC work? o How have you addressed the identified issues? o What challenges and questions are faced/experienced? Advocacy and communication o What key issues increase vulnerability of OVC and their households in your area of operation? o How have you engaged the relevant stakeholders in addressing these issues? o What challenges and questions are faced/experienced? OVC policy work o What policies, frameworks and protocols guide your OVC work? Explain how. o What challenges and questions are faced/experienced?

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Networking and collaboration o Whom does your organization collaborate with? o What is the nature/benefit of the collaboration? o What challenges and questions are faced/experienced? Beneficiary participation and involvement o Who are your target beneficiaries/clients? o How are they involved in activity implementation, needs identification, planning and decision-making? o What challenges and questions are faced/experienced? 6. CAPACITY BUILDING PLAN Capacity area

Need Gaps identified

What? Action needed

When? Now/soon/la ter (Month)

Who? On our own/with others

Resources required

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Published by: Ministry of Gender, Labour and Social Development P.O. Box 7136 Kampala, Uganda

Tel: 256-41-347-854 Fax: 256-41-257-869 E-mail: [email protected]

© Uganda Ministry of Gender, Labour and Social Development, 2008.

This material may be freely used as long as the Ministry of Gender, Labour and Social Development is acknowledged.