Village Development Committee - Capacity Assessment Tool

VILLAGE DEVELOPMENT

COMMITTEE

CAPACITY ASSESSMENT TOOL

VILLAGE DEVELOPMENT COMMITTEE


Developed by:

CARE International in Nepal Kathmandu

Nepal

August, 1999 F\Archive\Partner\VDC\English

TABLE OF CONTENT Content Page No.

1. Background 1

2. Objectives of the assessment 1

3. Components and Indicators 1

4. Interview

Group Interviews 2

Personal Interviews 3

Capacity assessment Process

5. Before the interview 3

6. During the Interview 4

7. Scoring 4

8. After the Interview 5

9. Tips for the Facilitator 5

Annexes:

1. VDC Assessment Report Preparation Outline Annex - 1

2. VDC Assessment Summary Sheet & Spider Web Annex - 2

VDC Assessment Tool

VDC ASSESSMENT SUMMARY SHEET

1. PROGRAM PLANNING, IMPLEMENTATION, MONITORING EVALUATION & COORDINATION

G

1.1 All wards prepare & submit annual plans. 1.2 VDC executive committee prepares annual VDC plans are based on

assessments, needs, and, priorities of ward plans.

1.3 VDC assembly takes place as stipulated in the Local Governance Act and regulation with involvement of all stakeholders.

1.4 VDC prepares implementation, monitoring, and reporting plans. 1.5 VDC maintains active coordination and collaboration with other stakeholders.

Program Planning, Implementation, Monitoring, Evaluation & Coordination 2. ORGANIZATIONAL STRUCTURE & MANAGEMENT I* Interviewee's score

A B C D E F 2.1 Female and other minority caste are represented in VDC. 2.2 Regular monthly meetings are held and all VDC members

participate in decision making process. Decisions are implemented.

2.3 VDC members and staff understand their roles, responsibilities, and authorities.

2.4 Efficient accounting and administrative systems (procurement & inventory) exist and practiced.

2.5 Human resources management systems exist & practiced. Organizational Structural & Management

3. RESOURCE MOBILIZATION G 3.1 VDC has mobilized internal resources. (House tax, land revenue,

market/pond/forest lease etc.)

3.2 VDC has fully utilized VDSRF fund. 3.3 VDC has mobilized external resources. 3.4 VDC maintains transparency of activities and financial transactions.

Resource Mobilization 4. PUBLIC SERVICE G 4.1 VDC resolves conflicts promptly and is regarded unbiased. 4.2 VDC provides effective and timely service (recommendations for passports,

citizenship certificates, personal incidence registration, passports, relationship certification) to its people.

4.3 VDC monitors the performance of VDC level service institutions such as schools, health post/sub-health post, agriculture, livestock, and post office etc.

4.4 VDC responds appropriately and timely to natural disasters, epidemics, and famine.

Public Service

G*: Scores to be provided by the group of interviewees. I*: Scores to be provided by the interviewer.

BACKGROUND: In March 1998, SNV organized a two days workshop to share experiences and review and refine the NGO and CBO assessment tools and to develop similar tools to assess capacity of DDCs and VDCs. Representatives from eight organizations were present in the workshop. The participants were divided into three groups to discuss review and recommend on NGO Assessment Tool, CBO Assessment Tool, and VDC/DDC Assessment Tool. On the basis of the groups recommendations and incorporating the roles, responsibilities, and authorities provided by the currently introduced Local Governance Act 1999, CARE Nepal has developed this VDC Capacity Assessment Tool.

OBJECTIVES OF THE VDC CAPACITY ASSESSMENT: The tool serves the following four purposes:

1. To find strengths and weaknesses of VDCs.

2. To establish the baseline data for monitoring the progress of the VDC.

3. To make the VDC officials, members, and staff aware in the various facts of organizational development process.

4. To facilitate the preparation of an action plan for the organizational development of VDCs.

FOUR COMPONENTS AND THEIR INDICATORS: The tool consists of four main components. Each component is divided into different indicators. The component 1 and 2 have 5 indicators, and components 3 and 4 components have four indicators. To facilitate discussions and collect information from respondents ideal situations are described for each indicator.

1. PROGRAM PLANNING, IMPLEMENTATION, MONITORING, EVALUATION, AND CO-ORDINATION.

1.1 All wards prepare and submit annual plans incorporating lessons learned in the previous year.

1.2 VDC executive committee prepares annual VDC plan based on needs, priorities, and assessments of ward plans.

1.3 VDC assembly takes place as stipulated in the Local Governance Act and regulation with involvement of all stakeholders and VDC members.

1.4 VDC prepares implementation, monitoring, and reporting plans.

1.5 VDC maintains active co-ordination and collaboration with stakeholders.

2. ORGANIZATIONAL STRUCTURE & MANAGEMENT

2.1 Women and other minority caste are represented in VDC.

2.2 Regular monthly meetings are held and all VDC members participate in decision making process. Decisions are implemented.


2.4 Efficient accounting and administrative (procurement and inventory) system exists and practiced.

2.5 Human resource management systems exist and practiced.

3. RESOURCE MOBILIZATION

3.1 VDC has mobilized internal resources (such as: House tax, land revenue, and Hat Bazaar tax, etc).

3.2 VDC has fully utilized Village Development and Self-reliance Fund (VDSRF).

3.3 VDC has mobilized external resources.

3.4 VDC maintains transparency of activities and financial transactions. 4. PUBLIC SERVICE

4.1 VDC resolves conflicts promptly and is regarded unbiased.

4.2 VDC provides effective and timely services (recommendations for passport, citizenship certificates, personal incidence registration certificate, and relationship certification etc.)

4.3 VDC monitors the performance of VDC level service institutions such as schools, health post/sub-health post, agriculture, livestock, and post offices, etc.


INTERVIEWS:

Group Interviews:

Establish a group norm, such as equal participation, respect for others opinion, short and clear information, etc. Facilitate in such as way that all members of the group get equal opportunity to express their views for issues at hand. Try to arrive at consensus as far as possible and limit the discussion within the objectives of the tool. The occasion should not be used to defame the VDC chairperson.

Component #1, 3, and 4 are regarded as neutral for which the interviews can be conducted in a group. There are a total of 13 indictors in the three components. The group interview can be completed in about 4 to 5 hours depending upon the number and activeness of group members. Interviews conducted in a group also provide opportunity for cross checking of information among the group members.

Personal interviews:

Assure confidentiality of information and encourage openness from the respondents. Set a time limit for the interview and keep the discussions focussed.

The component #2, organizational structure and management can be sensitive in many organizations. Therefore, interview for this component should be taken individually, keeping the confidentiality of the information provided by the individuals. In this component, there are 5 indicators. For each interview, it would take about 1 hour to complete the interview. If we select at least five persons, then it would take about 5 hours.

Thus, the whole interview can be completed in about 9 to 10 hours. Hence, it will be too rush to complete the whole interview with in one day. If possible, plan to complete the interviews in two days. This matter should be discussed with VDC Chairperson before the interview process.

CAPACITY ASSESSMENTS PROCESS:

Before the interview starts:

1. Before selecting VDC discuss with VDC Chairperson, about the assessment tool, objectives of the assessment, and the methodology of the assessment, also discuss on the consequences of the process. If the VDC Chairperson convinced then select the VDC.

2. Organize preparatory meeting with the representatives of the selected VDC and brief about the objectives of the assessment and determine the methodology and expectation of the assessment.

3. Select the participants for the interview. For the group interview the recommended size of the group may be 6-7 persons. The group member should include the representatives from the different level and positions. (VDC Chairperson/vice-chairperson, Secretary, Ward Chairperson, Women member, lower-caste and minority group member.)

4. Select participants for the personal interview. VDC Chairperson and the Secretary must be included for the individual interview. There should be other three participants in personal interview among them women member must be included for this component.

5. Schedule a date, time and place for the interview and inform the selected persons. The interview will take about 9 to 10 hours.

6. Assure the VDC members and staff, on confidentiality of information provided by them. Also, assure that CARE will not use the collected information for other purposes without prior authority of the concerned VDC.

7. Inform the VDC Chairperson and other staff/members about the confidentiality of information and the report of capacity assessment will not used as a legal document.

8. Inform the VDC in advance about the documents that the facilitator would like to refer during the course of the interview. Such as: Audit Report, Progress Reports, Village Profile, and Meeting Minutes etc.

During the interview:

1. Organize a briefing to all members and staff of the VDC. In the briefing, explain the objectives, methodology, and expectation of the assessment.

2. The facilitator should conduct the group and personal interview on the basis of the ideal situation as explained in each indicator.

3. Assure the VDC members and staff, on confidentiality of information provided by them. Also, assure that the CARE will not use the collected information for other purposes without prior consent of the concerned VDC.

4. Inform the VDC that the report of capacity assessment will not used as a legal document.

SCORING

After completing the narrative comments for each indicator, the respondents (individuals and group) should be asked to give score for each indicator.

The score will be in a scale of 1 to 4, 1 being the undesirable level and 4 being the ideal situation. There are different numbers of indicators under different components, as shown in the summary sheet.

For component # 1,3 and, 4 the group should be asked to give overall score for the component after scoring for the indicators.

For indicator #2, the facilitator should give the overall score based on the individual scores and their comments.

The facilitator should plot all scores in the Summary Sheet of the tool as show in Annex 2.

Therefore, the scoring of a component should not be calculated as the total scores for the indicators, neither should it be averaged.

There are five indicators in Component No. 1 after discussing the indicator 1.1 the group should be asked to score on this indicator. Similarly, the group should also asked to give scores for all five indicators.

After scoring all indicators, the group should be asked to give overall score on the Component No.1

In Component No.2, there are five components. After completing discussion on 2.1, each individual interviewer should be asked to give her/his score on that indicator. Similarly, each individual should be asked to give the score for all 5 indicators.

After completing all individual interviews, the facilitator should give the overall score for component 2. The facilitator will be responsible to give over all score for the component. The facilitator should consider the information provided by all

informants and the score given by them.

After the interview

The facilitator should prepare one report after the interview. On that report, the facilitator should also plot the spider web diagram (See Annex 2) for the graphical presentation based on the score given by the participants. Format for the report is shown in Annex 1. SOME TIPS FOR THE FACILITATOR Be sure that one or two participants are not dominating the group exercise. In such a

situation solicit opinions from those passive participants.

To ensure the correct understanding of participants asks for examples.

Be sure that the answers reflect the general situation within the VDC and not the situation specific to a particular aspect or/of very exceptional ones.

However, bear in mind that sometimes one issue might dominant influence on another.

For example, if there VDC meetings are not held regularly, this will have implication on the decision making process, i.e., participation of a few VDC members in decision making, thus resulting in less acceptance of the decisions by other members.

During the interview the facilitator may face the situations where the participants may

jump into suggestions without discussing on the root causes of the problems. The facilitator should manage this type of situation by diverting the discussion toward the root cause of the problems.

"VDC reported to the district health office that one staff of sub-health post office is not attending the office regularly." However, it was learnt that such reporting happened only once in the last three years. This situation can not conclude that VDC monitors the management of sup-health post regularly, feed backs and reports concerned district line agencies.

The discussion was on "VDC able to mobilize external resources or not "In this case some of the respondents may provide the suggestions that VDC should mobilize external resources to implement development activities etc. However, they do not discuss why the VDC was not able to mobilize external resources. However, the discussion should focus on "Do VDC have capacity to mobilize the external resources".

Ask for supporting documents or references as appropriate. Ask for a copy of sample of activity agreements with user's groups, progress reports, etc. Ask for meeting minutes. Conduct physical observations of documents or facts.

The facilitator should triangulate the information-collected form the VDC members. The

facilitator could visit District Development Committee and district level line agencies. During the triangulation visits facilitator could ask about their perceptions on the VDC.

During the interview, the informants may give non-relevant information to the particular

indicators. The facilitator can manage these types of situations by two ways; i.e. the facilitator may take note on the notebook and will not ask the same information later. Alternatively, simply saying that we will be discussing these issues in other indicators.

During the interview process the informants told that "VDC has taken action on the recommendation made by the auditor" While reading the audit report the report does not include the recommendations, it contents the financial data only.

Annex - 1

VDC ASSESSMENT REPORT PREPARATION OUTLINE

Part I

1. Introduction: Introduce the VDC being assessed and state the objective of the assessment.

2. Methodology: Briefly describe the methodology of the assessment. List the persons interviewed in-group and in person.

Part II

1. Summarize the major findings of the assessment. The summary could be categorized in two sub headings, i.e.:

Major strengths of the VDC. Major weaknesses of the VDC

2. Based upon the findings the facilitator should pr make recommendations for improvement.

3. Summary of scores: Summarize the scores for the indicators of each component. Part III

1. Detailed findings of the assessment: For each indicator describes the status of the VDC. The reporter could use the above format, i.e.

Strengths of each indicator Weaknesses of the each indicator Recommendations for the improvements

2. Graphical presentation of the score: Spider web. Part IV

1. Next step: State the steps to be taken by the VDC and the organization conducting the interview.

2. Conclusion

3. Annex: interview notes, graphical representation, organization profile, and other relevant documents.

Annex 2

VDC ASSESSMENT SUMMARY SHEET


G

1.1 All wards prepare & submit annual plans. 2 1.2 VDC executive committee prepares annual VDC plans are based on

assessments, needs, and, priorities of ward plans. 2

1.3 VDC assembly takes place as stipulated in the Local Governance Act and regulation with involvement of all stakeholders.

3

1.4 VDC prepares implementation, monitoring, and reporting plans. 3 1.5 VDC maintains active coordination and collaboration with other stakeholders. 2.

5 Program Planning, Implementation, Monitoring, Evaluation & Coordination 2

2. ORGANIZATIONAL STRUCTURE & MANAGEMENT I* Interviewee's score

A B C D E F 2.1 Female and other minority caste are represented in VDC. 2 1 3 2 3 4 2.2 Regular monthly meetings are held and all VDC members

participate in decision making process. Decisions are implemented.

3 1 2 2 4 3


3 3 4 1 4 2

2.4 Efficient accounting and administrative systems (procurement & inventory) exist and practiced.

2 3 1 3 2 1

2.5 Human resources management systems exist & practiced. 2 2 3 4 1 3 Organizational Structural & Management 3

3. RESOURCE MOBILIZATION G*

3.1 VDC has mobilized internal resources. (House tax, land revenue, market/pond/forest lease etc.)

2

3.2 VDC has fully utilized VDSRF fund. 3 3.3 VDC has mobilized external resources. 2 3.4 VDC maintains transparency of activities and financial transactions. 4

Resource Mobilization 2 4. PUBLIC SERVICE G* 4.1 VDC resolves conflicts promptly and is regarded unbiased. 3 4.2 VDC provides effective and timely service (recommendations for passports,

citizenship certificates, personal incidence registration, passports, relationship certification) to its people.

2

4.3 VDC monitors the performance of VDC level service institutions such as schools, health post/sub-health post, agriculture, livestock, and post office etc.

2


1

Public Service 2

G*: Scores to be provided by the group of interviewees. I*: Scores to be provided by the interviewer.


KITS

1. PROGRAM PLANNING, IMPLEMENTATION,

MONITORING EVALUATION & COORDINATION


1.1 All wards prepare & submit annual plans.

Ward level meetings are held to discuss

problems and needs of the ward and to

formulate ward plans.

Women, lower-caste and minority groups

are involved in ward level meetings.

Needs and interests of children, women,

and disadvantaged groups are addressed

in ward level planning.

Women, lower caste and minority people

actively participate in cluster level

meetings to identify the needs.

Ward members have knowledge and skills

in program planning.

Ward committee prioritize and prepares

ward plans according to the needs, policy,

and process.

All ward committee members participate

in ward level planning meeting.


1.2 VDC executive committee prepares annual VDC plan based on assessments, needs, and, priorities of ward plans.

Ward level plans are compiled and prioritized

according to a set criteria and process.

VDC priorities the needs for human resource

development, health and sanitation, and

education etc.

VDC prepares plan, following guidelines of

VDSRF manual and Local Governance Act.

VDC assembly endorses or amends VDC plans.

VDC informs the endorsed annual plans to

villagers.

VDC funds are not divided equally in nine wards (Fund allocated on the basis of prioritized needs).

VDC chairperson, and/or, vice-chairperson,

and/or secretary are involved in ward level

planning meetings.

VDC has prepared VDC profile, including

resource map to help planning process.

VDC members have knowledge and skills in

program planning.

VDC prioritizes and prepares plans according to

the needs of different villages under a set policy

and process.

All VDC members participate in VDC planning

meeting.


1.3 VDC assembly takes place as stipulated in the Local Governance Act and regulation with involvement of all stakeholders & VDC members.

VDC assembly held in time.

(Sharawan and Poush)

VDC assembly members are

informed of agendas of the VDC

meetings beforehand.

There is a high degree of

participation in VDC assembly. (more than 60%)

Women members attend and

participate actively in VDC

assembly.

Adequate time is given for

discussion on proposals submitted

by VDC Executive Committee.

Minutes of VDC assembly

prepared and accessible to all

members.

All Local Line Agencies and Non-

governmental organizations are

invited in the village council.


1.4 VDC prepares implementation, monitoring, and reporting plans.

All activities of annual plans are fully

implemented.

VDC prepares and updates list of activities

implemented in the VDC.

Expenses are made according to budget

allocations.

Monitoring and evaluation plan is developed

and roles are clearly defined and executed for

VDC members, user's committees and staff.

Information from monitoring is used to improve

programs.

VDC addresses the problems encountered

during activity monitoring.

VDC reviews progress once every three months.

VDC forms appropriate users committees and

the users committees are functional.

Recording and reporting formats are

developed.

Progress reports are prepared as per

agreement with user's committees.

Authorized persons prepare Project/scheme

completion reports.


1.5 VDC maintains active coordination and collaboration with stakeholders.

VDC prepares and updates information on

CBOs, Local Line Agencies (LAs), Private

sector, (I) NGOs.

VDC involves local LAs, (I) NGOs, & other

agencies in the project cycle management.

VDC coordinates with DDC and other

development agencies for large-scale

activities, which are beyond its capacity.

VDC coordinates with neighboring VDC to

address common issues & problems. (Such

as bridges between tow VDCs)

Coordination meetings with all stakeholders

are organized and feedbacks from meetings

are used to improve VDC's performance.

VDC participates actively in VDC association.

2. ORGANIZATIONAL STRUCTURE &

MANAGEMENT

2. ORGANIZATIONAL STRUCTURE AND MANAGEMENT

2.1 Women and other minority caste are represented in VDC

Women are represented in VDC and participate in all activities.

Disadvantaged groups, minority castes are represented in VDC and participate in all activities.

The VDC council includes proportionate representation from all segments, ethnicity and minority groups of people.

VDC has organized capacity building program for women, lower-caste, and minority groups.

VDC has organized activities to raise awareness to reduce the discrimination against women, lower-caste, and minority groups.


2.2 Regular monthly meetings are held and all VDC members participate in decision making process. Decisions are implemented.

Meeting agendas are prepared in advance

and are made available to VDC members.

Monthly VDC meetings are held regularly

and all ward members attend meetings.

(on a fixed date of the month)

The duration of meetings allow sufficient

time for discussion.

Major issues are decided on the basis of

their merits, regardless of political

affiliation.

Chairperson tries to bring consensus on

issues rather than resorting to voting.

Chairperson is willing to accept majority's

decisions contrary to her/his own. (Ask for

examples).

Decisions are made, by seeking inputs

from all executive members.

VDC members and staff respect and

implement decisions made by VDC.

VDC make decisions independent of

political or individual pressures.

VDC prepares minutes of meetings and it is

easily accessible to all VDC members.


2.3 VDC members & staff understand their roles, responsibilities, & authorities.

VDC secretary provides orientation on

roles, responsibilities, and authorities of

new VDC executives.

VDC members are familiar with their

roles, responsibilities, and authorities.

VDC chairperson and members are

aware of Local Governance Act, Rules,

and state laws.

VDC chairperson delegates adequate

responsibilities and authorities to the

appropriate VDC members, sub-

committees, & staff.

In the absence of VDC Chairperson, the

Vice-chairperson or any other members

are adequately authorized to dispense

VDC's regular work.


2.4 Efficient accounting and administrative systems (procurement and inventory) exist & practiced.

Accounting

VDC funds are utilized according to the decisions of the VDC assembly and executive committee.

VDC maintains updated financial records and provides financial reports regularly to DDC.

Financial transactions are done through the bank.

VDC provides receipts for all cash transactions received from public. (e.g. recommendations and registration fees)

Authorized auditors conduct annual internal /external auditing.

VDC members have access to financial reports of VDC.

Audit comments are addressed by VDC.

Audit reports are made available to all concerned.

Administration

Procurement is done through competitive pricing emphasizing quality goods and services.

Reports, letters, files, etc are maintained regularly and easily accessible to all VDC members.

A simple inventory of all-major assets, material, and equipment is maintained.

VDC maintains updated records of common property.

Office building, equipment and vehicles are properly maintained

VDC members do not use VDC properties and equipment, for personal purpose.


2.5 Human resource management system exists and practiced.

VDC have sufficient staff in place

and are available at the office for all

the year rounds. (Check attendance

of VDC staff)

VDC have technical capacity to

support initiatives of its

development activities (such as identify, plan, design, implement and

monitor)

VDC staff are provided job

descriptions and appointment letter.

VDC has a monitoring system to

assess the performance of its

members and staff.

VDC members and staff are trained

on program cycle management,

human resource management, and

office management.

VDC have plan to train and upgrade

skills of its members and staff.

VDC practices reward and

punishment system for its members

and staff on the basis of their

performance.


3.1 VDC has mobilized internal resources (House tax, land revenue, market/pond/forest lease etc.)

VDC collects local taxes regularly. (house tax, water tax, development tax etc)

Non-formal ways to diversify financial

resource base is practiced. (Such as investing in tree plantations, organizing circus,

and renting-out office rooms, etc.)

Local non-financial resources such as

human resources (skills) and natural

resources. (Stone, sand, and forest product)

are mobilized.

Communities significantly contribute

labor and resources in cash/kind while

implementing development activities. (Ex. labor contribution on projects, cash

contribution on users committees, construction

materials contribution such as bamboo, stone,

equipment etc)

VDC ensure that common property (forest, land, sand, stone, and temples etc.) are well documented, protected, and mobilized for common benefits.


3.2 VDC has fully utilized Village Development and Self-reliance Fund (VDSRF)

VDSRF guidelines are available and

accessible to all VDC members.

VDC submits approved plans to the DDC

to receive total VDSRF in time.

VDC allocates budgets on activities

according to VDSRF guidelines.

VDC invests 25% of its budget on human

resource development, and 5% on

community health activities and family

planning activities as per the VDSRF

guidelines.


3.3 VDC has mobilized external resources.

VDC has implemented program with

financial support form local level NGOs,

INGOs, and other agencies.


financial support form, district level line

agencies.


financial support form central level line

ministries and departments.


3.4 VDC maintains transparency of activities and financial transactions.

Approved annual plans including budget

allocations are informed to VDC residents

through public notice.

Annual audit statements clearly spell-out

community contributions in cash/kind.

Audited financial reports are available to all

concerned and discussed in VDC

assembly.

Annual audit reports are made public at

ward level and official copies are

accessible to users committees too.

VDC budget and actual expenditure are

informed to VDC residents through public

notice on a quarterly basis.

VDC conducts public audit of its

development activities including financial

reports and peoples' contribution at least

once in year.

VDC ensures that users committees

conduct public audit of its transactions.

4. PUBLIC SERVICE

4. PUBLIC SERVICES

4.1 VDC resolves conflicts promptly and is regarded unbiased.

VDC provides effective and timely supports

to resolve personal and community

conflicts. (Ex. Household conflicts, boundary conflicts, community property conflicts etc.)

Villagers feel that the role of VDC on

resolving conflicts are impartial.

VDC maintains harmony in social and

political environment regardless of gender,

caste, and political beliefs.

4. PUBLIC SERVICES

4.2 VDC provides effective and timely services (recommendations for passport, citizenship certificates, relationship certification, and personal incidence etc.).

VDC provides the following services to its

residents :

2 recommendation for citizenship

certificate

2 recommendation for passport

2 provides certificate for birth/death/

marriage/migration

2 relationship certification (nata pramanit)

2 Others

Prompt services are given for receiving

payments of land revenue, and other types

of payments.

Distribute allowance for senior citizens and

widows timely and fairly.

4. PUBLIC SERVICES

4.3 VDC monitors the performance of VDC level service institutions such as schools, health post/sub-health post, agriculture, livestock, & post office etc.

VDC is involved in the management of local

level service institutions. (Ex. Schools, agriculture, health post, livestock, schools, post office,

etc.)

VDC monitors the availability of staff and

facilities in the local level service

institutions.

VDC provides feedbacks, & reports to

concerned district line agencies.

VDC helps service institutions in organizing

development activities and addressing their

problems.

4. PUBLIC SERVICES

4.4 VDC responds appropriately and timely to disasters, epidemics, and famine.

VDC has a disaster preparedness plan.

VDC conducts activities to raise

awareness and information sharing for

natural disaster, epidemic, and famine.

VDC allocates special funds for

disasters, epidemic, and famine.

VDC responds appropriately and timely

to natural disaster, epidemics, and

famine.

VDC acts as pressure groups to support

the cause of local residents during

famine, epidemics, natural disaster etc.

VDC CAPACITY ASSESSMENT TOOL SPIDER WEB

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Program Plannig, Implementation, Monitoring,Evaluation, and Coordination

Organizational Structure and Management

Resource Mobilization and Trancparancy

Public Service

Village Development Committee - Capacity Assessment Tool

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