Welcome to the PEF Capacity Development Needs Assessment Tool!

The objective of this assessment are the following:

1. To provide a benchmark data of the partner SE in terms of the 10 Social Enterprise Core Competencies;
2. To identify the level of capacity development needs of the SE based on the Core Competencies; and,
3. To recommend capacity development interventions towards achieving a certain level of readiness and
competitiveness of the Partner Organization, Social Enterprise, and the SE Leader.

This questionnaire has 3 parts:

1. Questionnaire
2. Summary Sheets
3. Capacity Development Recommendations

To guide you in accomplishing this form, there are hyperlinks to the worksheets per competency and key parts of the
CDNA Tool. Just hover over the highlighted and underlined texts and click to the hyperlink to bring you to the desired
worksheet.

CLICK TO START or use QUESTIONNAIRE NAVIGATION

QUESTIONNAIRE NAVIGATION
1 Long-term Business Planning
2 Systems Planning
3 Business-Organizational Matching
4 Quality Management/Organizing People
5 Growing the Enterprise
6 Financial Management/ Cash Flow Management
7 Product/Service Testing
8 Risk Management
9 Impact Assessment
10 Entrepreneurship

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 PAGE 2

CAPACITY DEVELOPMENT NEEDS ASSESSMENT (CDNA)

PEF CDNA Version 1.1 | July 15, 2015

1. ORGANIZATION PROFILE
Name of Organization: Coalition of Social Development Organization in South Cotabato Acronym CSDO-SC
Year Established 1994 Years in Operation 21
Registered Agency of Registration SEC
Type of Organization
State:
Type of Beneficiaries Multi No. of HH 35,991 Male 15,194 Female 20,797
Core Activity of the
Organization
(Cite other activities/projects Project/SE Project Inclusive Years Partner
different from the SE and other
SEs not funded by PEF; indicate MF and ME 2003 PEF and Cordaid
no of years doing the activity)
RESOURCEGov Project 2013 MFI and Spectrum

Citations/ Awards/ Award Year Awarding Body

Recognitions
(Local/International)

List of Board members Position Name Notes

and their positions Chairperson Perfecto S. Belo
Vice-Chairperson Dennis A. Librado
Secretary Junbard N. Mahinay
Treasurer Liza D. Hora

Organizational chart Does the Organization have an If NO, why?

Organizational Chart?
IF, YES, attach an organizational chart As Annex 1

2. SOCIAL ENTERPRISE PROFILE

Enterprise Name Upscaling Community Development Enterprises in SOCSKSARGEN
Year Established 2009 Years in Operation 6
Registered Agency of Registration SEC
Type of Organization If, For Profit

Type of Beneficiaries MPC No. of HH 35,991 Male 15,194 Female 20,797

Core Activity of the SE Wholessale Financing
Project/SE Project Inclusive Years Partner
(Cite other activities/projects
different from the SE and other
SEs not funded by PEF; indicate
no of years doing the activity)

Citations/ Awards/ Award Year Awarding Body

Recognitions
(Local/International)

List of Board members/ Position Name Notes

Investors and their Chairperson Perfecto S. Belo
positions (if applicable)
Vice-Chairperson Dennis A. Librado
Secretary Junbard N. Mahinay
Treasurer Liza D. Hora

Organizational chart Does the Organization have an If NO, why?

Organizational Chart?
IF, YES, attach an organizational chart As Annex 1
3. LEADER PROFILE
Name of Manager/ED Evren M. Managuit
Current Position Provincial Coordinator Years in position 6 months
Position Key Resposibility Inclusive Years
Other positions held in
the current
organization/SE

Positions held in Position Organization Inclusive Years

other/previous work
with organizations that
are related to the
management of the SE

Page 2
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RATING GUIDE
SCORE DESCRIPTION
EXPERT (Recognized Authority)
1 related to this area of expertise and the field where the skill is used.
ADVANCED ( Applied Theory)
2 organization is recognized as "an organization to ask" when dealing with this particular industry.
INTERMEDIATE (Practical
3 Application)
BASIC/NOVICE (Basic knowledge The organization has a common knowledge or an understanding of basic techniques and
4 and Limited Experience)
Organization is a known expert in this area. It can provide guidance, troubleshoot and answer questions
• Focus is strategic;
• It has a demonstrated consistent excellence in applying this competency across multiple projects and/or
organizations;
• It is considered the “go to” organization in this area among similar outside organizations;
• It can create new applications for and/or lead the development of reference and resource materials for
this competency;
• It is able to diagram or explain the relevant process elements and issues in relation to organizational issues
and trends in sufficient detail during discussions and presentations, to foster a greater understanding among
internal and external colleagues and constituents.
The organization can perform the actions associated with this skill without assistance. The
• Focus is on broad organizational/professional issues;
• You have consistently provided practical/relevant ideas and perspectives on process or
practice improvements which may easily be implemented;
• You are capable of coaching others in the application of this competency by translating
complex nuances relating to this competency into easy to understand terms;
• You participate in senior level discussions regarding this competency;
• You assist in the development of reference and resource materials in this competency.
Organization is able to successfully complete tasks in this competency as requested. Help from
an expert may be required from time to time, but it can usually perform the skill independently.
• Focus is on applying and enhancing knowledge or skill;
• People managing the organization have applied this competency to situations occasionally
while needing minimal guidance to perform successfully; They understand and can discuss the
application and implications of changes to processes, policies, and procedures in this area.
concepts. It has a level of experience gained in a classroom and/or experimental scenarios or as
a trainee on-the-job. The organization is expected to need help when performing this skill.
• Focus is on learning and developing organizational skills through on-the-job experience;
• People managing the organization has an understanding and can discuss terminology,
concepts, principles, and issues related to this competency; utilize the full range of reference and
resource materials in this competency.
GLOSSARY OF COMMON TERMS
Environmental scanning Ability to carefully monitor an organization's internal and external environments for
detecting signs of opportunities and threats that may influence its current and future
plans; ability to update or upgrade organizational/strategic plans
Communication The organization has specific programs and initiatives to convey information to their
partners and contituents effectively and efficiently. Officers, managers and staff have
good verbal, non verbal and written communication skills that help facilitate the sharing
of information between people within the organization for their benefit.
Analytical Skills The organization is able to visualize, articulate concepts, and solve both simple and
complex problems and make sensible decisions based on available information. They
demonstrate logical thinking in gathering and analyzing information, designing and
testing solutions to problems, and formulating plans.
Monitoring and Evaluation The organization has installed a system for review and assessment to determine
whether they are operating according to plan so they achieve their intended goals. This
includes presence of reporting system and submission or preparation of regular reports.
The organization is also able to track its effectiveness and efficiency through a
systematic assessment of their policies, programmes, practices, partnerships and
procedures.
Planning The skills that allow the organization to look ahead and accomplish its goals or avoid or manage
problems and risks. Related to this skill is the ability of the organization to make and implement
decisions.
Ability to define work processes helping the staff/ personnel to accomplish their tasks
Work Process Management and to be productive.
 PAGE 3
CSDO-SC
COMPETENCY: LONG-TERM BUSINESS PLANNING
In Not RATING PROFICIENCY
KRA CAPACITY INDICATORS Present ORGANIZATIONAL CAPABILITY/SKILLS SET NOTES/REMARKS
Progress Present LEVEL
ORGANIZATION Presence of organizational Strategic Environmental scanning 3 Advanced
or Program plan Analytical Skills 3 Advanced
∕ Communication 3 Advanced
Strategic Planning
Monitoring and Evaluation 3 Advanced
Average 3.00 Advanced
ENTERPRISE (pls Operational/ Business Plans (For Operational Planning 3 Advanced
see Business org each business) Managing and coordination skill 2 Intermediate
∕
matching) Communication 2 Intermediate
Monitoring and Evaluation 3 Advanced
Average 3 Intermediate
COMPETENCY LEVEL: LONG-TERM BUSINESS PLANNING 2.75 Intermediate

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COMPETENCY: SYSTEMS PLANNING AND CONTROL
KRA CAPACITY INDICATORS
ORGANIZATION General Operations Manual
Administrative Manual (Includes
HR/Personnel policies); Minimum of
: recruitment and hiring,
termination, salary and benefit
administration, code ofand
Financial Management
conduct/disciplinary
Accounting Manual guidelines, and
staffManagement
Risk training Manual (Includes
DRR-CCA and Internal Control)
Compliance to basic regulatory
standards
ENTERPRISE Separate manual for SE Operations
(ideally for each business)
Compliance to basic regulatory
standards
Certifications/ accreditations for
specific industry/ business sector
requirements
PAGE 4
CSDO-SC
In Not PROFICIENCY
Present ORGANIZATIONAL CAPABILITY/SKILLS SET Rating REMARKS
Progress Present LEVEL
∕ Policy Development 4 Expert
Policy Implementation/ Enforcement
General Administration 3 Advanced
∕
Monitoring and Evaluation of policies and procedures 2 Intermediate
Communication (Writing, Speaking) 3 Advanced
Financial Management 3 Advanced
∕
Risk Management (RM) 1 Basic/Novice
∕
Disaster Risk Reduction Management (DRRM) 1 Basic/Novice
∕
Documentation for regulatory requirements for compliance to legal 3 Advanced
and regulatory policies and agencies.
Average 2.50 Intermediate
Communication (Writing, updating, innovating Manual of Operations 1 Basic/Novice
∕
for the SE).
Policy Implementation/ Enforcement 2 Intermediate
∕
Monitoring and Evaluation 3 Advanced
∕
Documentation for regulatory requirements for compliance to legal 3 Advanced
and regulatory policies and agencies.
Average 2.00 Intermediate
COMPETENCY LEVEL: SYSTEMS PLANNING ( 2.75) Intermediate
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COMPETENCY: BUSINESS - ORGANIZATIONAL MATCHING
KRA CAPACITY INDICATORS
ORGANIZATION Presence of Clear Vision-Mission-
Goal Statement*
Presence of Policy or a
program/project that expresses the
organization's thrust for social
enterprise development and
management
ENTERPRISE Clear or defined social mission
A separate SE organization or a
mandated and defined
organizational structure and systems
for SE within the mother
organization
* Some skills are subsumed under "Long-term Business Planning" competency.
PAGE 4
CSDO-SC
In Not PROFICIENCY
Present ORGANIZATIONAL CAPABILITY/SKILLS SET Rating REMARKS
Progress Present LEVEL
Strategic thinking 4 Expert
∕
Ability to see the "big picture" and able to situate organization its 3 Advanced
role vis-à-vis the "big picture"; Organization is a "visionary" or able to
∕ predict/foresee possible scenarios
Communication (Writing, updating, innovating VMGO). 3 Advanced
Average 4 Expert
∕ Communication (Writing, updating, innovating SE Social Mission). 2 Intermediate
∕ Planning 3 Advanced
Organizing (including developing or designing organizational systems 2 Intermediate
and structures appropriate for SE)
Leading and Supervision
Controlling the Organization (Policies) 2 Intermediate
Average 2.25 Intermediate
COMPETENCY LEVEL: BUSINES-ORGANIZATION MATCHING 3.125 Advanced
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 PAGE 5
CSDO-SC
COMPETENCY: QUALITY MANAGEMENT/ORGANIZING PEOPLE
KRA In Not PROFICIENCY
CAPACITY INDICATORS Present ORGANIZATIONAL CAPABILITY/SKILLS SET Rating REMARKS
Progress Present LEVEL
ORGANIZATION Presence of a working and active Decision-making 4 Expert
∕
Board
Setting Policy on criteria and Planning 4 Expert permits and licenses
∕
selection process
Defined board development Organizing (Board level) 4
∕
program
Defining roles and functions of board ∕ Leading and Supervision
Controlling the Organization (Policies defining board roles, functions, 4 Expert
sactions, etc.)
Average 4.00 Expert
Presence of dedicated SE Hiring (defining job quialifications) Intermediate
ENTERPRISE ∕ 2
Management Team Operating manuals (policies, systems and procedures) improved and updated
Adequate and competent staff ∕ Hiring (defining job specifications) 2 Intermediate
Career and succession planning 1 Basic/Novice
Management/ Supervision 2 Intermediate
Performance Evaluation 1 Basic/Novice
Managing a program for staff training and development 1 Basic/Novice
Average 1.50 Basic/Novice
COMPETENCY LEVEL: QUALITY MANAGEMENT & PEOPLE ORGANIZATION 2.75 Intermediate

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 PAGE 6
CSDO-SC
COMPETENCY: GROWING ENTERPRISE
KRA CAPACITY INDICATORS Present In Not Rating PROFICIENCY REMARKS
ORGANIZATIONAL CAPABILITY/SKILLS SET
Progress Present LEVEL
ORGANIZATION Presence of projects or Financial Management 3 Advanced
organizational or program activities ∕
funded by the proceeds from SE
Increase in number of projects ∕ Project Management 1 Basic/Novice
Presence of external Funders ∕ Resource Mobilization 1 Basic/Novice
Average Organizational Competency 1.666666667 Basic/Novice
ENTERPRISE Growth in Assets/ Equity; The SE has Managing investments 2 Intermediate
recorded growth in assests in the last ∕
three (3) consecutive years.
Ability to leverage for equity or Leveraging for investments 2 Intermediate
∕
working capital
SE has positive or cash flow surplus Managing Cashflows 2 Intermediate
∕
for re-investment
SE is liquid to pay off debts ∕ Business Modeling/ Development 2 Intermediate
Defined market (local/ International) ∕ Identifying and defining markets 2 Intermediate
SE has developed a market branding Developing markets 2 Intermediate
∕
and recognition
New enterprises are developed ∕ Product Development 2 Intermediate
Business development 2 Intermediate
Average Enterprise Competency 2 Intermediate
COMPETENCY LEVEL: GROWING ENTERPRISE 2.00 Intermediate

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 PAGE 6
CSDO-SC
COMPETENCY: FINANCIAL MANAGEMENT/ CASH FLOW MANAGEMENT
In Not PROFICIENCY
KRA CAPACITY INDICATORS Present ORGANIZATIONAL CAPABILITY/SKILLS SET Rating REMARKS
Progress Present LEVEL
ORGANIZATION - Finance committee/appointed body Policy development and Governance 4 Expert
SE focus or person to decide on Financial ∕
matters
Permanent audit committee/ body ∕ Organizing and managing committees 3 Advanced
Presence of FPRS* (Financial Financial Decision-making 4 Expert
∕
Planning and Reporting System)
Complete and auditable financial Bookkeeping and Accounting 4 Expert
records (books of accounts, income
∕
and loss statement, financial
statement, etc.)
Presence of automated accounting Information technology 4 Expert
∕
system
Average Organization Competency 3.8 Advanced
ENTERPRISE Sufficient funding for SE Cash Flow Management and Reporting 2 Intermediate
∕
sustainability (Gap Analysis)
SE has positive or cash flow surplus Forecasting and Trending 2 Intermediate
∕
for re-investment
SE is liquid to pay off debts ∕ Fund Management 2 Intermediate
Ability to leverage for equity or Leveraging 1 Basic/Novice
∕
working capital
Average Enterprise Competency 1.75 Basic/Novice
COMPETENCY LEVEL: CASH FLOW MANAGEMENT 1.88 Basic/Novice

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COMPETENCY: PRODUCT/SERVICE TESTING
In
Not ORGANIZATIONAL PROFICIENCY
KRA CAPACITY INDICATORS Present Progres Rating REMARKS
Present CAPABILITY/SKILLS SET LEVEL
s
ORGANIZATION 0RATE THIS
Average Organization Competency 0.00 RATE THIS
ENTERPRISE Presence of a Marketing Plan ∕ Understanding product/service-market mix 1 Basic/Novice
Programs for Product Development and Research and Development (for specific Basic/Novice
Innovation ∕ product/service) 1

Product Optimization ∕ Customer Service Relations 1 Basic/Novice

Market Research 1 Basic/Novice
Average Enterprise Competency 1 Basic/Novice
COMPETENCY LEVEL: PRODUCT-SERVICE TESTING 0.50 Basic/Novice

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COMPETENCY: RISK MANAGEMENT
In Not PROFICIENCY
KRA CAPACITY INDICATORS Present
Progress Present
ORGANIZATIONAL CAPABILITY/SKILLS SET Rating
LEVEL
REMARKS

ORGANIZATION Risk Management Plan ∕ Planning 1 Basic/Novice VMGO

Internal control policy and system Policy Development 0
Presence of DRR-CCA plan / project Disaster Risk Reduction Management and Climate Chance Basic/Novice
or initiative?
∕ Adaptation
1

Internal Control 3
DRR Project Implementation 0.67 Basic/Novice
Average Organization Competency
ENTERPRISE Specific implementing guidelines for Basic/Novice
every type of Business
∕ Risk Analysis 1
specific plans for RM in SE? (e.g. provisions for losses, AR)
Risk Management Policy Making 1 Basic/Novice
0 RATE THIS
Average Enterprise Competency 0.67 Basic/Novice
COMPETENCY LEVEL: RISK MANAGEMENT 0.67 Basic/Novice

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COMPETENCY: IMPACT ASSESSMENT
KRA CAPACITY INDICATORS
ORGANIZATION Benchmark/ Baseline Data
Monitoring and evaluating result
Reporting System
ENTERPRISE Clear targeted beneficiaries
Monitoring and evaluating result
Reporting System
In Not ORGANIZATIONAL CAPABILITY/SKILLS
Present Rating PROFICIENCY LEVEL REMARKS
Progress Present SET
∕ Baseline study 2 Intermediate del
∕ Monitoring and Evaluating Results 2 Intermediate
∕ Report Writing 2 Intermediate
Average Organization Competency 2.00 Intermediate
∕ Baseline study 2 Intermediate
∕ Monitoring and Evaluating Results 2 Intermediate
∕ Report Writing 2 Intermediate
Average Enterprise Competency 2.00 Intermediate
COMPETENCY LEVEL: IMPACT ASSESSMENT 2.00 Intermediate
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ENTREPRENEURIAL COMPETENCIES OF LEADER (TECHNICAL AND NON-TECHNICAL) - CORE TEAM
KEY COMPETENCIES ENTREPRENEUR SKILL SET Rating PROFICIENCY LEVEL REMARKS
Long-term Planning Strategic and operational Advanced
3
planning skills*
Evaluation skills 2 Intermediate
Average 2.5 Intermediate
Systems Planning and Manager's implementation, Advanced
control monitoring and evaluation of 3
the policies and systems
Policy and systems development 3 Advanced
Average 3 Advanced
Business Organizational Design Intermediate
Organizational 2
Matching
0 RATE THIS
Average 1 Basic/Novice
Quality Intermediate
Management/Organizi Training of second-liners 2
ng People
Managing people 2 Intermediate
Leadership competency 3 Advanced
Staff performance assessment 3 Advanced
Average 2.5 Intermediate
Growing Enterprise Business Planning 2 Intermediate
Value Chain Analysis 2 Intermediate
Average 2 Intermediate
Financial Reading and analyzing financial Intermediate
2
Management statements.
Making decisions on Intermediate
2
investments
Average 2 Intermediate
Entrepreneurship Managing a social enterprise Intermediate
2
(previous job, etc.)
Technology literacy 3 Advanced
Leading and Supervision 3 Advanced
Staff performance assessment 2 Intermediate
Manager is able to provide Advanced
realistic and credible growth 3
projections and decisions
Leading and Supervision 3 Advanced
Average 2.666666667 Intermediate
Product Service Market Analysis Intermediate
2
Testing
Developing marketing plan 2 Intermediate
Product/service technology Advanced
3
innovation
Product/service design Advanced
3
innovation
Customer relations 3 Advanced
Average 2.6 Intermediate
Risk Management Risk management planning 1 Basic/Novice
Risk Management Plan Basic/Novice
implementation, monitoring 1
and evaluation
Average 1
Impact Assessment Social Impact goal setting 2 Intermediate
Social Impact measurement 1 Basic/Novice
Average 1.2 Basic/Novice
2.162962963 Intermediate
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SUMMARY
COMPETENCY ORGANIZATION ENTERPRISE LEADER AVERAGE PROFICIENCY LEVEL
Long-term Business Planning 3 3 2.50 3 Intermediate
Systems Planning 2.50 2 3.00 3 Advanced
Business-Organizational Matching 4 2.25 1.00 2 Basic/Novice
Quality Management/Organizing People 4.00 1.50 1.00 2 Basic/Novice
Growing the Enterprise 1.666666667 2 2.00 2 Intermediate
Financial Management/ Cash Flow Management 3.8 1.75 2.00 3 Intermediate
Product/Service Testing 0.00 1 2.60 1 Intermediate
Risk Management 0.67 0.67 1.00 1 Basic/Novice
Impact Assessment 2.00 2.00 1.20 2 Basic/Novice
Entrepreneurship 0 0 0 RATE THIS
2 2 2 2 Basic/Novice
Basic/Novice Basic/Novice Basic/Novi Intermedi
ce ate

GRAPHS
OVERALL COMPTENCY RATING Average
Long-term Business Planning 2.67
Systems Planning 2.50
Business-Organizational Matching 2.42
Quality Management/Organizing People 2.17
Growing the Enterprise 1.89
Financial Management/ Cash Flow Management 2.52
Product/Service Testing 1.20
Risk Management 0.78
Impact Assessment 1.73
Entrepreneurship 0.00

ORGANIZATIONAL COMPETENCY RATING Average

Long-term Business Planning 3.00
Systems Planning 2.50
Business-Organizational Matching 4.00
Quality Management/Organizing People 4.00
Growing the Enterprise 1.67
Financial Management/ Cash Flow Management 3.80
Product/Service Testing 0.00
Risk Management 0.67
Impact Assessment 2.00
Entrepreneurship 0.00

ENTERPRISE COMPETENCY RATING Average

Long-term Business Planning 2.50
Systems Planning 2.00
Business-Organizational Matching 2.25
Quality Management/Organizing People 1.50
Growing the Enterprise 2.00
Financial Management/ Cash Flow Management 1.75
Product/Service Testing 1.00
Risk Management 0.67
Impact Assessment 2.00
Entrepreneurship 0.00

LEADER COMPETENCY RATING Average

Long-term Business Planning 2.50
Systems Planning 3.00
Business-Organizational Matching 1.00
Quality Management/Organizing People 1.00
Growing the Enterprise 2.00
Financial Management/ Cash Flow Management 2.00
Product/Service Testing 2.60
Risk Management 1.00
Impact Assessment 1.20

COMPARATIVE GRAPH
ORGANIZATION ENTERPRISE LEADER SE AVERAGE
Long-term Business Planning 3.00 2.50 2.50 2.67
Systems Planning 2.50 2.00 3.00 2.50
Business-Organizational Matching 4.00 2.25 1.00 2.42
Quality Management/Organizing People 4.00 1.50 1.00 2.17
Growing the Enterprise 1.67 2.00 2.00 1.89
Financial Management/ Cash Flow Management 3.80 1.75 2.00 2.52
Product/Service Testing 0.00 1.00 2.60 1.20
Risk Management 0.67 0.67 1.00 0.78
Impact Assessment 2.00 2.00 1.20 1.73
Entrepreneurship 0.00 0.00 0.00