Devised as a self-administered assessment, DATEX's OCA is applied to evaluate grantworthiness and capacity building/training needs for an NGO. Each organization rates themselves on the following aspects:

• Governance/Leadership

  To be successful, an organization needs direction. This may come from several sources– its mission, its board of directors, and/or its senior staff. An organization typically grows from an informal status to a formal status, especially if it intends to grow in its impact with the constituents and communities it serves. The Governance/Leadership checklist looks at three primary characteristics: legal status, board leadership, and senior management leadership.

• External Relations

  A more effective organization recognizes the key influences on it and the constituents they serve, and has the ability to advocate for change of those elements that are constraining. An organization must communicate with its external stakeholders, whether government, donors, constituents or general public, to assure its work and results are understood. The External Relations checklist looks at three primary characteristics: ability to identify and deal with external influences; credibility as expert to external stakeholders; ability to communicate results.

• Administration and Operations Management

  An effective organization has administrative systems that facilitate the organization's operations, and material/equipment resources sufficient to handle the work of the organization. In addition, an annual operating plan, consistent with the organization's mission and strategy, is available to guide the staff in its day-to-day activities. The Administration and Operations Management checklist looks at four primary attributes: operating plan, administrative procedures, management information system, and material/equipment resources.

• Human Resources Management

  It is the human resources that are the essence of an organization. Their skills, knowledge, and attitudes shape what the organization is able to do. How well these resources are managed will reflect in the effectiveness of the organization's programs. The Human Resources checklist reviews three key factors: personnel manual and meeting applicable labor standards in county(ies) of operations; utilization and development of staff; quality and sufficiency of staff.

• Financial Resources Management The area most often of concern to donors of NGO activities is the management of financial resources. Organizations that have rigorous and transparent procedures tend to develop credibility with external financial sources, in addition they often have more effective program results. Organizations with a fund raising strategy are more often able to handle fluxuations in sources of funding. The Financial Resources Management checklist reviews four aspects of financial management: financial/accounting manual meeting international standards; budgeting, including key concerns for donors, (e.g. indirect costs and matching funds); fund raising; and grants management.

• Program Management An organization exists to fulfill exists to fulfill its mission through the services it offers. Many organizations use "managing for results" to describe their approach to successful program design and implementation. One looks at both the impact of activities on the targeted constituents, as well as the long term sustainability of these efforts by them. Documentation of results helps to communicate the effectiveness of program efforts. The Program Management checklist looks at four aspects: planning, impact sustainability, and credibility of the organization's expertise.

Based upon the total points, the OCA is designed to determine whether an organization is a "Startup Operation," "Developing Operation," "Stable, Self-managing Operation," or a "Mature Operation" for each section. Taking as a whole, the results of the OCA assists DATEX capacity building staff to identify areas of organizational weakness so that proper training is received.

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