Farmer-to-Farmer Organizational Development Index

February 2014

This simplified Organizational Development Index (ODI) is a tool for evaluating the organizational capacity development of Farmer-to-Farmer (F2F) hosts over time. This tool is especially important for tracking the impacts of organizational assignments (as opposed to economic, financial, or environmental assignments). For hosts that do not have sales or income, this tool may be the most important way to determine status and progress before and after the F2F assignment.

F2F can have a significant impact on a host’s organizational capacity in many different ways. Volunteers may work directly with hosts to develop their capacities (e.g, on organizational assignments). F2F staff may work with hosts directly on these capacities as well, for example in following up on assignments specifically focused on improved governance, management, HR, financial management, or sustainability. F2F staff and volunteers also model good business practices and expose hosts to international business norms and practices as they work with the hosts on other topics. Participating in the F2F scope of work development and M&E processes encourages hosts’ planning and strategy development, as well as good record-keeping practices. As hosts adopt volunteer recommendations and improve in other capacity areas and as their activities develop, their needs for more complex organizational capacity should expand and become clearer as well.

The ODI tool serves to track these organizational capacity improvements, and also as a useful opportunity to discuss the host’s capacity development goals, challenges and opportunities, as part of the assignment planning process. The ODI score is a useful measure of the host’s baseline and organizational capacity development over time through F2F assistance, in an easily quantifiable way that allows comparison across different hosts; the assessment and action planning, however, is the critical point of the tool. It should be used with every host that receives F2F assistance.

The ODI evaluates host performance through rating sub-elements of five different organizational capacity categories. These ratings are then “rolled-up” to give the host a 0 to 4 score in each capacity category, and ultimately, a score on the host’s organizational capacity as a whole. This stratified approach allows for easy identification of areas in which the host is struggling, facilitating targeted solutions. The organizational capacity categories include:

1.  Governance – how well is the host organized

2.  Management – how well does the host operate

3.  Human Resources – how well does the host manage its human capital (members/workers)

4.  Financial Management – how well does the host manage its finances/how financially healthy is the host

5.  Sustainability – how well has the host prepared for the future

The simplified ODI is designed to facilitate information-gathering as part of the regular reporting process and to be robust enough to be used across a wide range of host types. ODI interviews and ratings are conducted by F2F field staff, in collaboration with at least one host representative. It is important that the host representative(s) understand the different capacity categories and sub-elements, to ensure that they are able to share the most relevant information. Relevant volunteers may also participate or offer input and updates to ODI baselines and follow up scoring.

The initial rating is completed as part of the baseline information survey with the host, or during/immediately following the first volunteer assignment with the host. Follow-up ratings to determine change (presumed impact from F2F assistance) are conducted at regular intervals, after allowing a reasonable period for volunteer recommendations to be implemented and take effect. ODI scores are required as part of regular impact reporting, for F2F Program Mid-term Reports (October 2016) and Final Reports (September 2018).

F2F field staff should engage in conversation with the host representative(s) on each sub-element in the Scoring Sheet below, making sure that the sub-element is clearly understood before a rating is given. Each sub-element should be rated as part of a collaborative process between the host representative(s) and F2F field staff (and any relevant volunteers), although the final rating is determined by the field staff. Sub-elements which do not apply to the host should be rated “not applicable” (N/A), according to the specific “not applicable” criteria for that sub-element. Ratings should be justified in the conversation, with reference to the host’s documents or practices. A section for notes is included for each sub-element; this is not part of the official rating but may be helpful in explaining a rating or in follow up with the host.

Once the rating process is complete, F2F staff should add the two sub-element scores within each capacity category to compute the category’s average score. (Sub-elements that were rated “n/a” should not be included in the score averages.) The average score for each capacity category should be written in the rating column next to that category. Once all of the capacity areas have been scored, these five scores also should be averaged. This final averaged score should be written in the “Overall Score” section, next to “Organizational Capacity” at the top of the Scoring Sheet. This final number represents the host’s ODI score.

Farmer-to-Farmer
Simplified Organizational Development Index
Name of Host Organization:
Date of Assessment:
Conducted by:

* Unless otherwise noted, “stakeholders” includes workers, members, investors, suppliers, clients, etc, as appropriate

** Please note: An N/A rating is different from a 0 rating. Sub-elements that receive an N/A rating should not be included in the calculations.

Organizational Capacity / Overall Score: ______
1. Governance: / ______
a. Mission & goals provide direction and are clearly understood
0.  The host does not have defined mission or goals.
1.  The host has a somewhat defined mission, but it may not reflect what the host is actually doing. Workers/members may not know or understand the mission or host goals.
2.  The host has a defined mission or goals, which is understood and accepted by some workers/members.
3.  The host has a defined mission or goals, which reflects what the host is actually doing. The mission is understood and accepted by most workers/members.
4.  The host has a defined mission, which reflects what the host is actually doing. The mission is understood and accepted by most workers/members. It is reviewed and/or referenced regularly and updated as necessary. / ___
Notes:
b. Planning is active & strategy is being pursued
0.  The host has no plans for continuing current activities or for growth.
1.  The host has vague plans for continuing current activities or for growth, but leadership cannot articulate steps to achieve them.
2.  The host has plans for continuing current activities or for growth, but these plans may not be clear to workers/members. Leadership has identified steps to achieve these plans, but they are not being pursued actively.
3.  The host has clear plans for continuing current activities or for growth; leadership has identified steps to achieve them; these steps are being planned or tentatively pursued.
4.  The host has clear plans for continuing current activities or for growth; leadership has identified clear steps to achieve them; these steps are being actively implemented. Workers/members are aware of these plans. / ___
Notes:
2. Management: / ______
a. Leadership is clear & there are defined lines of authority
N/A The host consists of only one person.
0.  There is no clear leadership authority within the host, OR the identified leader is absent for an extended period of time (without a clear backup).
1.  The host has one person who assumes leadership authority, but this role is not well defined or accepted, and decisions and management functions are not always carried out as needed.
2.  The host has some management structure with more than one person assuming leadership functions, but roles and responsibilities are not clearly defined and/or these functions do not meet the needs of the host.
3.  The host has a clear management structure, with well-defined roles and responsibilities for those in leadership positions. Decisions and management functions are carried out as needed, but the leader(s) are in need of additional training or support to adequately fulfill their roles.
4.  The host has a clear management structure, with well-defined roles and responsibilities for those in leadership positions. The leader(s) are well trained and equipped to carry out their role(s). / ___
Notes:
b. Standard operating procedures (may be formal or informal) are clear and are being followed
0.  The host has no guidelines/policies/procedures for its operations. (Each worker/member operates as s/he wishes.)
1.  The host has some guidelines/procedures, but they are not well defined and/or workers/members cannot articulate them.
2.  The host has some guidelines/procedures in place, and workers/members can articulate them. Guidelines/procedures have not been updated and may not be relevant to current operations.
3.  The host has up-to-date guidelines/policies/procedures relevant to current operations. Workers/members understand and can articulate them.
4.  The host has up-to-date policies and procedures. These are reviewed and updated regularly. Workers/members understand and can articulate them and are informed about reviews and updates. / ___
Notes:

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3. Human Resources: / ______
a. Membership is active (for member-based hosts)
N/A. Host is not a membership organization.
0.  Members are not actively participating in any organized, collective activities. There is no structure to involve members in planning or encourage them to conduct business through the organization.
1.  The host has formal membership, but less than half of the members participate in collective activities with the host. OR, the host has formal membership, but there are no records to indicate how many members are active.
2.  The host has formal membership and maintains a list of members. Some members are involved in some planning and decision-making. About half of the members participate in collective activities with the organization.
3.  The host has formal membership and maintains records of members and member activities. Members are encouraged to participate in regular planning and decision-making activities, as well as payment of dues. More than half of the members participate actively and contribute dues to the host.
4.  The host has formal membership and maintains records of members and member activities. Most of the members participate actively, including in regular planning and decision-making activities and payment of dues. / ___
Notes:
b. Worker responsibility & accountability for performance are clear (for non-member-based hosts)
N/A. The host consists of only one person.
0.  Workers are unpaid and do not have clear job responsibilities.
1.  Only some of the workers have defined job responsibilities. There is no clear plan or strategy for how labor is organized.
2.  Most of the workers have defined job responsibilities, but their responsibilities may not reflect what they are actually doing, and individuals are not held accountable for meeting those responsibilities.
3.  All workers have defined job responsibilities which match what they are actually doing. Job responsibilities and/or payment are not often reviewed or updated. There is some staffing plan or strategy, but it is not updated to reflect the current or future needs of the host.
4.  The host has an updated staffing plan. Workers have well-defined job descriptions that are reviewed regularly and updated as necessary to reflect their current roles. Workers’ payments are adjusted as appropriate (e.g, based on good personal performance and/or business success). / ___
Notes:
c. Host has relevant expertise to create and deliver products/services
0.  The host does not have any workers/members with relevant or sufficient qualifications and experience to create and/or deliver its intended products/services.
1.  Few workers/members have relevant qualifications and experience to create and/or deliver the host’s intended products/services. The host does not have sufficient technical capacity.
2.  Many workers/members have the necessary qualifications and experience to create and/or deliver the host’s intended products/services, although more staff/members (numbers) may be needed and/or more in-depth technical capabilities may be required.
3.  Most workers /members have the necessary qualifications and experience to create and/or deliver the host’s intended products/services. Some positions may require more in-depth technical capacity and/or additional workers/members are needed. The host has some capacity to train and/or bring on additional workers as needed.
4.  Workers/members have sufficient and relevant qualifications and experience to create and/or deliver the host’s intended products/services. Few positions require more in-depth technical capacity, and the host has capacity to train workers/members as needed. The host is able to bring on short- and long-term assistance when necessary. / ___
Notes:

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4. Financial Management: / ______
a. Financial accounting & reporting procedures and controls are in place and are being followed
N/A. The host does not have any finances, OR finances are not managed internally.
0.  The host does not keep financial records.
1.  Some financial records are kept, but these are not organized or regularly reviewed. It may be unclear who should be responsible for keeping the financial records.
2.  Some financial records are kept, although they may be incomplete. The host has some procedures or makes attempts to keep the records organized and to review them periodically. At least one person clearly has been given responsibility for keeping the financial records.
3.  The host’s financial records are mostly complete, organized and periodically reviewed. At least one person clearly has been given responsibility for keeping the financial records. There are written (or otherwise well-defined) procedures for keeping these records, although they may not always be followed.
4.  The host’s financial records are complete, organized and regularly reviewed. At least one person is trained in record-keeping and clearly has been given responsibility for keeping the financial records. There are written (or otherwise well-defined) procedures for keeping these records, and these procedures are followed regularly. / ___
Notes:
b. Records are accurate and inform business decisions
N/A. The host does not have any finances, OR finances are not managed internally.
0.  The host does not attempt to keep records for revenues, expenses or costs.
1.  The host attempts to keep some records for revenues, expenses and/or costs, but not all three. Records are incomplete and/or not reviewed for accuracy.
2.  The host has records for revenues, expenses and costs. There is some attempt to review the records, but they still may be incomplete and/or inaccurate.
3.  The host has written (or otherwise well-defined) records for revenues, expenses and costs. The records are reviewed and corrected for accuracy.
4.  The host has written (or otherwise well-defined) records. The records are reviewed for accuracy and reconciled to bank statements or confirmed by an external source (external audit). The records are used to inform business decisions. / ___
Notes:
5. Sustainability: / ______
a. Market/beneficiary needs and demand drive production & service delivery decisions
0.  The host has no concept of how market opportunity/demand or client needs should influence its product/service delivery decisions.
1.  The host produces products or prepares services with no or little attention to recipient/client need, market opportunity or demand.
2.  The host uses some research, market information, or discussion with buyers/clients when making product/service delivery decisions.
3.  Most decisions for products/services are made through research, market information, or detailed discussions with buyers/clients to respond to opportunity and/or demand.
4.  The host conducts market research and engages its buyers/clients regularly; the information gained is used to drive all product/service delivery decisions. The host regularly updates its product/service delivery strategy to respond to opportunity and/or demand. / ___
Notes:
b. Supportive external linkages are created and maintained
0.  The host does not share information about its products/services with external stakeholders, including potential suppliers/buyers/clients/sources of funding.
1.  The host shares some information about its products/services with some active stakeholders, including suppliers/buyers/clients/sources of funding. The host may have made arrangements with these stakeholders, but agreements are informal and subject to change.
2.  The host regularly shares information about its products/services with some active or potential stakeholders, including suppliers/buyers/clients/sources of funding. The host has informal arrangements with some of these stakeholders, but no formal agreements.
3.  The host has an active strategy to share information about its products/services with active or potential stakeholders, including suppliers/buyers/clients/sources of funding. The host has at least one formal agreement with a supplier/buyer/client/source of funding.
4.  The host is actively engaged with a range of relevant stakeholders, including suppliers/buyers/clients/sources of funding. Leadership communicates decisions, plans and updates about its products/services to these stakeholders. The host has formal agreements with multiple suppliers/buyers/clients/sources of funding. / ___
Notes:

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