1. FNV Mondiaal 5-C ORGANISATIONAL CAPACITY ASSESSMENT WORKSHOPS FNV MONDIAAL

2. THE 5-C MODEL (1) 5 Capabilities: 1. Capacity to Act and Commit 2. Capacity to Achieve (deliver on object) 3. Capacity to Relate 4. Capacity to Adapt and Renew 5. Capacity to Achieve Coherence

4. OBJECTIVES 5-C WORKSHOP FNV-partners have conducted a 5-C capacity assessment of which they feel ownership and which is of good and reliable quality; FNV-partners have decided upon the most important priorities for capacity development activities in the future and they are prepared to engage in a dialogue on these priorities with their FNV Mondiaal contacts.

5. CAPACITY DEVELOPMENT IS CORE IN TUCP 2013-2016 Result area 2 (out of 6) in the TUCP is entirely focusing on capacity development. Ministry of Foreign Affairs as donor of TUCP has demanded sound planning and close monitoring in Capacity Development Two frameworks are used: 5 – Capabilities model (organisational level) Civicus Civil Society Index (institutional level)

6. CAPACITY DEVELOPMENT ELEMENTS IN TUCP In Planning In Proposal Development In Implementation Capacity Development Action Plans In Monitoring & Evaluation 1.Baseline Assessments: 2013 (begin) 2.Mid-Term Assessments: 2014 (end) 3.End Assessments: 2016 And external evaluation exercises!

7. SEE 1. Capability to commit and act 1.1. Organisational strategy and related planning 1.2. Resource base of the organisation 1.3. Description of tasks and responsibilities and staffing capacity 1.4. Democratic governance 1.5. Involvement of membership in organisation 2. Capability to Achieve 2.1. Planning, Monitoring and Evaluation 2.2. Needs-based service delivery 2.3. Policy influencing 3. Capability to relate 3.1. Information dissemination 3.2. Strategic alignment and cooperation 3.3. Application of context analysis 3.4. Transparency 3.5. Positioning in tri-partite social dialogue 4. Capability to adapt and renew 4.1. Orientation towards organisational learning 4.2. Orientation towards outcomes and outcome measurement 4.3. Membership orientation and satisfaction 4.4. Orientation towards organisational innovation 4.5. Orientation towards exploring new partnerships 5. Capability to achieve coherence 5.1. Organisational synergy and effectiveness 5.2. Organisational efficiency 5.3. Organisational autonomy 5.4. Organisational diversity 5.5. Orientation towards trade unions’ unity See scoring guide

8. CAPACITY DEVELOPMENT LEVELS: THE 4-POINTS SCALE 12341234 BASICDEVELOPINGMATURING LEADER See assessment guide

9. EXAMPLE OF SCORING FNV Mondiaal 5-C Assessment Scoring Analisys Tool Average scores Standard Deviationpart 1part 2part 3part 4part 5part 6part 7part 8part 9part 10part 11part 12part 13part 14part 15part 16part 17part 18part 19part 20 1. Capability to commit and act2,30 1.1. Organisational strategy and related planning 1,700,562,001,00 1,301,001,802,00 2,101,002,002,502,001,001,502,802,501,501,002,00 1.2. Resource base of the organisation 2,110,543,002,00 1,802,002,601,002,502,301,203,002,201,50 2,502,302,802,102,001,80 1.3. Description of tasks and responsibilities and staffing capacity 2,300,633,00 2,402,003,002,002,502,301,00 2,502,001,502,203,002,80 1,502,50 1.4. Democratic governance 2,750,863,002,003,502,602,004,003,003,501,301,203,00 2,501,202,903,203,603,502,004,00 1.5. Involvement of membership in organisation 2,630,703,002,003,302,501,003,503,002,502,301,203,003,104,002,102,902,103,002,50 3,00 2. Capability to Achieve2,41 2.1. Planning, Monitoring and Evaluation 2,320,562,00 2,302,202,002,302,002,503,203,002,002,902,501,702,003,002,202,001,003,50 2.2. Needs-based service delivery 2,210,462,003,00 1,402,002,402,102,402,302,00 2,702,001,302,001,902,602,00 3,00 2.3. Policy influencing 2,700,703,002,003,602,803,003,401,003,003,403,00 3,502,202,902,003,002,801,302,00 3. Capability to relate2,41 3.1. Information dissemination 2,180,643,002,003,001,502,002,801,001,502,302,00 3,001,002,00 3,402,602,00 2,50 3.2. Strategic alignment and cooperation 2,620,753,001,003,701,603,003,502,004,002,303,00 2,00 2,202,803,002,603,001,503,10 3.3. Application of context analysis 2,200,502,003,001,001,503,002,202,001,902,103,00 2,002,502,00 2,302,202,00 2,30 3.4. Transparency 2,360,742,003,00 1,002,103,502,001,502,301,002,302,501,502,00 3,503,00 3.5. Positioning in tri-partite social dialogue 2,680,693,00 2,502,203,004,002,003,503,202,00 3,00 2,002,203,803,00 2,001,20 4. Capability to adapt and renew2,16 4.1. Orientation towards organisational learning 2,080,592,00 3,201,203,002,602,00 2,102,003,001,902,001,801,302,902,00 1,001,50 4.2. Orientation towards outcomes and outcome measurement 1,950,731,503,003,101,202,001,803,002,003,203,002,301,00 1,601,401,901,502,001,501,00 4.3. ‘Client’ orientation and membership satisfaction 2,170,683,00 2,001,603,001,002,003,202,301,403,202,001,501,301,502,802,501,502,002,50 4.4. Orientation towards organisational innovation 2,040,623,002,00 1,202,102,001,002,502,103,002,201,901,00 2,002,202,801,802,003,00 4.5. Orientation towards exploring new partnerships 2,560,693,002,004,002,803,00 2,003,302,304,002,00 1,302,503,002,402,00 2,50 5. Capability to achieve coherence2,43 5.1. Organisational synergy and effectiveness 2,110,692,003,002,501,201,002,00 2,30 4,002,00 1,001,602,002,40 2,001,503,00 5.2. Organisational efficiency 2,230,552,00 2,701,602,202,001,002,502,102,003,002,00 2,903,002,00 3,50 5.3. Organisational autonomy 2,550,643,002,004,002,803,002,802,002,603,203,002,00 1,402,50 3,402,201,503,00 5.4. Organisational diversity 2,480,573,001,003,002,503,002,602,002,503,203,003,202,00 3,002,003,002,00 2,60 5.5. Orientation towards trade unions’ unity 2,770,583,002,003,802,803,00 2,003,903,403,002,003,00 2,102,903,00 2,00 2,50

10. HIGH SCORES IN 5-C ARE NOT THE OBJECTIVE! Allow yourself to improve!!!

11. THE 5-C MODEL (2)