A capacity assessment is an analysis of desired capacities against existing capacities which generates an understanding of capacity assets and needs that informs the formulation of a capacity development response. To support this process effectively requires identifying what key capacities already exist and what additional capacities may be needed to reach these objectives.
Some of the methods applied in the assessment of organizational capacity are as follows;
- “Self-assessment”, in which the organization mobilizes its own resources ( such as teams, tools, methods and reports) for examining and evaluating organizational capacities and competencies,
- “Assessment”, is a process which the evaluation to be outsourced for the analysis of institutional situation and competence of the organization
- “Participatory self-assessment”, in which external experts and facilitators are involved but institutional capacity is ultimately assessed by a team formed within the organization. In this method, the facilitators do not lead the process, but support it. In other words, “participatory self-assessment” can be described as a capacity building work itself.
The intervention logic provides a description to summarize how the intervention is expected to work that should lead to the intended change. An intervention is often a solution to a problem or challenge. The intervention logic is also a tool which helps to explain the different steps and actors involved in the intervention.
The Logical Framework Matrix (LFM) is a tool that demonstrates the internal consistency and integrity of the intervention with the designed project. A “logical framework matrix” presents results (encompassing Outputs, Outcomes and Impact), assumptions, indicators, targets, baselines, and sources of verification related to a project.
More information about Logical Framework Approach and Matrix, please have a look at:
- CONCORD Guideline on Logical Framework Approach
- STGM Brief Presentation on Logical Framework Approach and Matrix
- Introduction to Results And Monitoring on the EU External action Wiki website
- Project Cycle Management Guideline. European Commission, 2004
- UNDG RBM Handbook
It is recommended to use a document which covers main information regarding participants, including their signatures. You can find a sample template here.
There are several types of evaluation form formats. But, you can find a sample here (in Turkish) and revise it in accordance with your needs, if you want.
There are several types of “Pre-Event Information Note” samples or templates which can be prepared in line with your needs and the context of the event. But you can find a sample here (in Turkish) and revise it in accordance with your requirements, if you want.
Collaboration or establishing partnerships with other civil actors assist CSOs to achieve their goals, increase their influence and further strengthen their capacities by a mutual learning process.
Cooperation and partnership can be developed with civil actors such as networks/platforms at the regional, national and international level in the similar thematic area. Moreover, collaborative works can also be established with an organization which works in the same field.
For more information, please check out to the following resources;
- Partnership Resource Centre. University of Erasmus, Rotterdam School of Management, Netherlands
- A Practical Guide to Partnership: How to Make It Work. Floriana Nappini. Balkan Civil Society Development Network (BCSDN), 2016.
- Review of EU Networks for Civil Society Organizations. TACSO, 2011. The book provides brief information about more than two hundred networks and platforms in the EU member states.
- Networking and Relationship Building for CSOs Course Toolkit. Prepared by Indrani Sigamany. INTRAC, 2007
As good at working together, partnerships and collaborations can succeed and they develop meaningful relationships that create effective results. Partnerships are formed by some essentials such as collaborative mindsets, principled attitudes and relevant knowledge. In order to develop solutions and add value, some features should also be adopted such as bridging different contexts, language, working cultures to build a fit for joint.
Moreover, it should be taken into consideration that collaborations amongst CSOs often occur in an uncertain environment such as a fragile context in an unpredictable political or economic atmosphere. So, they require a high degree of flexibility, adaptability and resilience.
Therefore, development of effective partnerships and collaborations comprise of following steps;
- Work on shared ambitions,
- Respect each other’s interests,
- Pay attention to personal relationships and group dynamics,
- Organize/set up the partnership in a professional way,
- Focus on a meaningful/effective process,
- Support mutual learning,
- Sustain partnership outcomes.
For more information, please check out PrC Insight Series: Partnership Skills
Agreements are considered as a key mechanism of partnerships or collaborations, because their role is to govern interactions. They help partnerships to become more effective by allowing partners to cope with relational, performance and situational risks that characterize inter-organisational relationships. The Partnerships Resource Centre and The Partnering Initiative have developed a “Partnering Agreement Scorecard” based on insights from practice and grounded on theory. The tool will be beneficial for any organizations that contemplate setting up a new or reviewing an existing partnership. The tool can be reachable here. Also, “Partnership Agreements Insight Series” document on partnerships/collaborations agreements is available here.
Detailed information of all associations in Turkey can be found in the database of the Directorate General for Relations with Civil Society, searching by city, district and field of activity in Turkish. Additionally, information of associations in Turkey can also be reached at "Dernekara”, searching by location and field of activity.
Detailed information of all foundations in Turkey can be found in the database of the Directorate General of Foundations, searching by city and district. Additionally, information on scholarship foundations in Turkey can also be reached in the database.
ECOSOC Civil Society Network
The Economic and Social Council (ECOSOC) is one of the main bodies of the United Nations System. It consists of 54 United Nations Members elected by the General Assembly. The information regarding CSOs in the world can be reached at the ECOSOC Civil Society Network Database. In addition to the database, the web page of the network also offers areas to communicate with other civil society organizations, to reach the news about the civil society in the world, to reach good practices and success stories from the civil society, and to participate in forums on different topics.
Single Electronic Data Interchange Area (SEDIA) of EC
The European Commission works on an integrated, "one-stop-shop" web-based information management system, called “SEDIA (Single Electronic Data Interchange Area)” for all European Union (EU) instruments related to EC external actions and other EU bodies. Organizations that are registered in the system can access the information of other registered organizations around the world. By "Partner Search" facility of SEDIA, organizations which were previously registered in the PADOR can make a search. Please be informed that the SEDİA is still under development.
PADOR Database
PADOR (Potential Applicant Data On-Line Registration) is the online system in which organizations, who are potential applicants to calls for proposals, register and update regularly information about their profile (legal, financial, etc.). Through the online system, organizations can be searched by using the "Search Organization" tab in the user menu on the basis of country and organization name/keyword, and access the contact information. For those who have not a PADOR registration yet, the informative videos are available under the title of “Videos for EU Supported Projects” of STGM YouTube channel. Besides, PADOR User Manual V.2.2.3 can reachable here.
Review of EU Networks for Civil Society Organizations. TACSO, 2011. The book provides brief information about more than two hundred networks and platforms in the EU member states.
European Youth Portal
In this database prepared for young people's volunteering, internship, and job searches, can be searched the basis of the country and thematic field of activity and access brief introduction and contact information of organizations.
It’s recommended to use a plain language in a policy document and following information should be provided;
- What the problem is
- Why the problem matters
- What the solution is
- What type of significant change is required in law, regulation, and government practices
In other words, a policy document consists of 4 main parts;
- The part where the problem is stated
- The part where the importance of the problem is explained-emphasized
- The part where the proposal for solution is presented
- The part where the solution is linked to the legislation
While preparing a policy document, a proper screening, analysis and in-depth research should be conducted for the problem and solution. Moreover, references should be cited so that it’s clear that the effort have been made. And the most important point is the use of headings that can briefly summarize the issue and describe the problem at once.
If the donation section of a CSO's own website is not running for a specific purpose with predetermined fixed amounts, it’s not considered as an act of "aid collection”, so it is not subject to get permission.
However, if a CSO collects revenue on its own website for a specific purpose under the name of "donation" or if amounts of revenue are determined by a CSO and the system does not allow the visitor to determine the amount of the donation, it’s considered as an act of "aid collection" and it will be subject to permission.
The Copy of the charter (statute) of the association is used for registration to the tax office, opening a bank account or establishing an economic enterprise. It is not necessary to submit the original copy of the charter (statute).
Legal entities such as associations, foundations, companies, and public institutions are required to withhold 20% income tax at the source on the rent they pay when renting a workplace from an individual. This deduction is paid to the tax office with a withholding tax return. (Income Tax Law Article 94/5-b) In other words, if the property is rented from an individual, a 20% withholding is applied; if it is rented from a company (a legal entity), no withholding is made. The company issues an invoice for the rent and declares its own corporate tax.
As stated in the press release (in Turkish) of the General Directorate of Civil Society Relations, Ministry of Interior on 09.06.2020, the amendment made in the "Law of Associations" and published in the Official Gazette, dated on 26.03.2020 allows that all kinds of processes of associations can be made electronically. In this context, the General Directorate of Civil Society Relations announced that "membership applications to associations" was put into service on the e-Government gateway in the message on its official Twitter account on 14 January 2022. The Twit and the short video in Turkish can be accessible here.
The Financial Action Task Force (FATF) is the global money laundering and terrorist financing watchdog. The inter-governmental body sets international standards that aim to prevent these illegal activities and the harm they cause to society. As a policy-making body, the FATF works to generate the necessary political will to bring about national legislative and regulatory reforms in these areas.
With more than 200 countries (including Republic of Turkey) and jurisdictions committed to implementing them. The FATF has developed the FATF Recommendations, or FATF Standards, which ensure a co-ordinated global response to prevent organised crime, corruption and terrorism.
For more information about FATF and FATF Recommendations can be reached at FATF website
Legal responsibility for administrative fines imposed on associations is regulated under Article 33 of the Associations Law No. 5253. According to this article, the president of the board of directors is personally responsible for these administrative fines imposed on the association.
However, since these sanctions are not based on a verdict rendered by judicial authorities, they are not recorded in the criminal record of the person sanctioned, which indicates that the sanction retains its administrative character.
The procedure for objecting to an administrative fine is determined by Article 27 of the Misdemeanors Law No. 5326.
An objection must be made within a peremptory period of 15 days from the date the decision is served. The application should be made by the legal representative of the NGO (the President of the Board of Directors) or their authorized attorney, by submitting a petition to the magistrate criminal court on duty (Magistrates' Court) in the jurisdiction where the administrative authority that imposed the fine is located.
Information on the Law No. 2860 on Aid Collection is available on the website of the General Directorate of Civil Society Relations of the Ministry of Interior. As stated in the Law, if the aid collection campaigns cover more than one city, the permission is obtained from the governor of the province where the association that carries out aid collection activity is located.