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VILLAGE DEVELOPMENT

COMMITTEE

CAPACITY
ASSESSMENT TOOL

VILLAGE DEVELOPMENT COMMITTEE

CAPACITY ASSESSMENT TOOL

Developed by:

CARE International in Nepal


Kathmandu
Nepal

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

TABLE OF CONTENT
Content

Page No.

1.

Background

2.

Objectives of the assessment

3.

Components and Indicators

4.

Interview
Group Interviews

Personal Interviews

Capacity assessment Process


5.

Before the interview

6.

During the Interview

7.

Scoring

8.

After the Interview

9.

Tips for the Facilitator

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
1.1
1.2
1.3
1.4
1.5

All wards prepare & submit annual plans.


VDC executive committee prepares annual VDC plans are based on
assessments, needs, and, priorities of ward plans.
VDC assembly takes place as stipulated in the Local Governance Act and
regulation with involvement of all stakeholders.
VDC prepares implementation, monitoring, and reporting plans.
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

2.1
2.2
2.3
2.4
2.5

C D E F

Female and other minority caste are represented in VDC.


Regular monthly meetings are held and all VDC members
participate in decision making process. Decisions are
implemented.
VDC members and staff understand their roles,
responsibilities, and authorities.
Efficient accounting and administrative systems
(procurement & inventory) exist and practiced.
Human resources management systems exist & practiced.

Organizational Structural & Management


3. RESOURCE MOBILIZATION
3.1
3.2
3.3
3.4

VDC has mobilized internal resources. (House tax, land revenue,


market/pond/forest lease etc.)
VDC has fully utilized VDSRF fund.
VDC has mobilized external resources.
VDC maintains transparency of activities and financial transactions.

Resource Mobilization
4. PUBLIC SERVICE
4.1
4.2

4.3
4.4

VDC resolves conflicts promptly and is regarded unbiased.


VDC provides effective and timely service (recommendations for passports,
citizenship certificates, personal incidence registration, passports, relationship
certification) to its people.
VDC monitors the performance of VDC level service institutions such as
schools, health post/sub-health post, agriculture, livestock, and post office etc.
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 COORDINATION.

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.

2.3

VDC members and staff understand their roles, responsibilities, and

authorities.

3.

2.4

Efficient accounting and administrative (procurement and inventory) system


exists and practiced.

2.5

Human resource management systems exist and practiced.

RESOURCE MOBILIZATION
3.1

VDC has mobilized internal resources (such as: House tax, land revenue,

and Hat Bazaar tax, etc).


3.2

4.

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.

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.
4.4

VDC responds appropriately and timely to natural disasters, epidemics, and

famine.

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/vicechairperson, 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.
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

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

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.

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.

"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.

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.
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.

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.

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.

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.


persons interviewed in-group and in person.

List the

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


1. PROGRAM PLANNING, IMPLEMENTATION, MONITORING
EVALUATION & COORDINATION

1.1
1.2

2
2

1.3
1.4
1.5

All wards prepare & submit annual plans.


VDC executive committee prepares annual VDC plans are based on
assessments, needs, and, priorities of ward plans.
VDC assembly takes place as stipulated in the Local Governance Act and
regulation with involvement of all stakeholders.
VDC prepares implementation, monitoring, and reporting plans.
VDC maintains active coordination and collaboration with other stakeholders.

3
3
2.
5

Program Planning, Implementation, Monitoring, Evaluation & Coordination 2


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

2.1
2.2

2.3
2.4
2.5

Female and other minority caste are represented in VDC.


Regular monthly meetings are held and all VDC members
participate in decision making process. Decisions are
implemented.
VDC members and staff understand their roles,
responsibilities, and authorities.
Efficient accounting and administrative systems
(procurement & inventory) exist and practiced.
Human resources management systems exist & practiced.

A
2

B C D E F
1 3 2 3 4

1 2 2

4 3

3 4 1

4 2

3 1 3

2 1

2 3 4

1 3

Organizational Structural & Management 3


3. RESOURCE MOBILIZATION

G*

3.1

3.2
3.3
3.4

VDC has mobilized internal resources. (House tax, land revenue,


market/pond/forest lease etc.)
VDC has fully utilized VDSRF fund.
VDC has mobilized external resources.
VDC maintains transparency of activities and financial transactions.

3
2
4

Resource Mobilization 2
4. PUBLIC SERVICE

G*

4.1
4.2

3
2

4.3
4.4

VDC resolves conflicts promptly and is regarded unbiased.


VDC provides effective and timely service (recommendations for passports,
citizenship certificates, personal incidence registration, passports, relationship
certification) to its people.
VDC monitors the performance of VDC level service institutions such as
schools, health post/sub-health post, agriculture, livestock, and post office etc.
VDC responds appropriately and timely to natural disasters, epidemics, and
famine.

2
1

Public Service 2
G*: Scores to be provided by the group of interviewees. I*: Scores to be provided by the
interviewer.

CAPACITY ASSESSMENT TOOL

KITS

1.

PROGRAM PLANNING, IMPLEMENTATION,


MONITORING EVALUATION &
COORDINATION

1.

1.1

PROGRAM PLANNING, IMPLEMENTATION, MONITORING EVALUATION & COORDINATION

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.

1.2

PROGRAM PLANNING, IMPLEMENTATION, MONITORING EVALUATION & COORDINATION


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.

1.3

PROGRAM PLANNING, IMPLEMENTATION, MONITORING EVALUATION & COORDINATION


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 Nongovernmental organizations are


invited in the village council.

1.

1.4

PROGRAM PLANNING, IMPLEMENTATION, MONITORING EVALUATION & COORDINATION

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.

PROGRAM PLANNING, IMPLEMENTATION, MONITORING EVALUATION & COORDINATION

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. ORGANIZATIONAL STRUCTURE AND MANAGEMENT

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. ORGANIZATIONAL STRUCTURE AND MANAGEMENT

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, subcommittees, & staff.

In the absence of VDC Chairperson, the


Vice-chairperson or any other members
are adequately authorized to dispense
VDC's regular work.

2. ORGANIZATIONAL STRUCTURE AND MANAGEMENT

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. ORGANIZATIONAL STRUCTURE AND MANAGEMENT

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. RESOURCE MOBILIZATION

3. RESOURCE MOBILIZATION

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. RESOURCE MOBILIZATION

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. RESOURCE MOBILIZATION

3.3

VDC has mobilized external resources.


VDC has implemented program with

financial support form local level NGOs,


INGOs, and other agencies.

VDC has implemented program with

financial support form, district level line


agencies.

VDC has implemented program with

financial support form central level line


ministries and departments.

3. RESOURCE MOBILIZATION

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 :
recommendation for citizenship

certificate
recommendation for passport
provides certificate for birth/death/

marriage/migration
relationship certification (nata pramanit)
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

Program Plannig, Implementation, Monitoring,


Evaluation, and Coordination
4
3
2
1
Public Service

Resource Mobilization and Trancparancy

Organizational Structure and Management