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

1

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


2

12 NGOs Capacity Building Training Calendar for NGOs 2014-15

13 Annexure

Questionnaires used in study


3

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


4

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


5

EXECUTIVE SUMMARY


6

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.


7

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.


8

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


9

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.


10

• 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.


11

BACKGROUND AND INTRODUCTION


12

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


13

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.


14

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


15

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


16

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


17

METHODOLOGY


18

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


19

DATA ANALYSIS

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%


20

CHAPTER-6

DATA ANALISYS



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



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.


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 %


21

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


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


22

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


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


23

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.



administrative staff. All NGOs did not have all these categories of staff. The professional staff


director, project manager, project coordinator and supervisor.

0% organizations information about their educational qualifications was not



milar number in case of coordinators and 14.9% supervisors. In case of field staff,


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



s of staff. The professional staff


0% organizations information about their educational qualifications was not



milar number in case of coordinators and 14.9% supervisors. In case of field staff,


educational qualifications of clerical staff ranged from higher secondary to P.G; and those of

Not

mentione

d

10.0

16.7


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%


24


Log Frame Analysis, Fund Raising, Resource Mobilization and Donor Managem



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


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


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%


Log Frame Analysis, Fund Raising, Resource Mobilization and Donor Management, Financial



nding order:

Log frame analysis is required to put one’s tasks / functions in a logical and sequential


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


Trainers’

Training

Good

Governa

nce

Model

25%

25%


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.


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%


26

Training for capacity building

Capacity building training included training in Managerial Skills, Managerial practices,



Responses to these questions are given below in a descending order:

Graph no 7

Title: - Training areas for the staff


. These mostly involve practices and methods.



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,






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%


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.


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.


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.


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.


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.


32

TRAINING NEED AS PER THE JOB DESCRIPTION


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


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


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


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.


37

IDENTIFICATION BASED ON SEVEN

DEADLY SINS


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


38



management. This was observed during the survey of NGOs. These practices and work

systems/methods can be called the seven deadly sins of management.


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



the survey of NGOs. These practices and work


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


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


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.


• 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.


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.


• Project Planning.

• Log frame Analysis and Vision development.

• Institutional /Organizational development and administration.


• 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.



42





• 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


• Staff development and management



• 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.


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.


• Supervision, human resource management

• HRP- Human resource planning, recruitment and selection policy.

• Employee salary revision and job satisfaction systems.


• 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.


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.


• Performance review and audit mechanism exercise.


• 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.


45

FINDINGS


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.


47

• Project Planning.

• Log frame Analysis and Vision development.






• 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


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


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

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