Minimum standards

49.Has made efforts  to reflect on its past successes and challenges.

This could take the form of a review workshop a staff meeting dedicated to a programme  or organisational evaluation, or a Board  meeting to evaluate past performance.

50. Is able to identify  and has documented  how it (or its membership) has learnt and responded from past challenges and successes.

The NGO can identify how lessons have been drawn and used to improve on practice and  policy. This could have been through revised plans, revised mission, changes in implementation practices, etc. This documentation  could include review or evaluation repor ts, workshop minutes, annual repor ts, etc

Standards for improvement

51. Has made efforts to reflect on its past successes and challenges as an organisation  with input from other  stakeholders including beneficiaries.

This might include participator y programme reviews external evaluations of a programme  or of the entire organisation. The NGO can show how these processes have led to changes in its policies, mission and practices.

52. Has actively tried to learn from other (re)sources available in its operating environment.

The NGO is actively learning  from  other  development organisations such as local government and other NGOs (through  joint visits, collective activities, attending conferences, etc)  and  can  show how it is using this to improve.

53. Has undertaken regular events to reflect on its core business and rationale for existence.

The NGO regularly undertakes reflection events to review its mission/goal and core activities, to ensure its continuing relevance as a development organisation.

54. Has learning practices  that involve its Board, members, and/ or staff.

The NGO has put in place learning practices across the organisation, that  are  in regular  use. This may include par ticipator y reflection events, retreats,  and reviews that involve a cross-section of organisational stakeholders.

55. Has developed a staff development system (where relevant), which is in use.

Where  the  NGO employs  staff,  it  has  developed  and implements  a  staff  development  policy that  promotes individual staff learning. This might include suppor t for fur ther studies, exchange visits, encouragement  to reading, study tours, etc.

56. Has developed and is using its own learning system.

The NGO has developed, documented and is using a set of policies and practices that make it a ‘learning organisation’. The NGO is able to track and document the impact of its learning on its practice.

57. Has identified, documented and shared its best practices.

The NGO is able to document its best practices and to build on such strengths. Best practices might include a programme deliver y method, an effective collaborative mechanism, an innovation leading to greater  impact, etc. Best practices are shared internally and promoted with other NGOs working in the same area,  relevant government institutions, etc. This might be as part of an advocacy initiative or other influencing work.

58. Has undertaken and makes use of organisational development/ review processes.

The NGO has periodically engaged  in a  comprehensive organisational development (OD) process and has implemented agreed  recommendations arising from it, in a timely fashion.

59. In the case of an  NGO network, additionally to the above, it can demonstrate support to learning across its membership.

This  may include joint documentation initiatives, suppor t to M&E  systems amongst  members, promotion of specific learning and reflection events for groups of members.

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