Competency Assessment of Project Managers of a National NGO in India

Abstract

Public health projects carried out by non-government organisations (NGOs) are considered a critical contributor in the provision of health services to rural population in India. But there is clear lack of documented evidence that describes the capacity and competency of the NGO project managers to successfully design and implement a new project. This article presents findings of an exploratory case study using outreach model of family planning service delivery as an example to understand the steps and actions taken by senior managers throughout the project’s life cycle and competencies required by them to execute the project. Focus group discussion followed by paper-based survey using sections of Management Competency Assessment Tool was conducted with senior managers of the chosen NGO. The results indicate that the strategies developed by the NGO managers are consistent with the existing literature on project management. However, not all managers have the same level of confidence in demonstrating the competencies of (a) knowledge of healthcare environment; (b) evidence informed decision making; and (c) interpersonal, communication qualities and relationship management. The organisation needs to invest in human resource development using mixed approach of providing training, team building activities, mentoring, and support.

Competencies and Capabilities for the Management of Sustainable Rural Development Projects in the Value Chain: Perception from Small and Medium-Sized Business Agents in Jauja, Peru

“…The evaluation of project managers from NGOs, entities specialised in the implementation of development projects, showed variable results, with a recommendation for further training at team level [124]. We must understand that each project is unique and always tests the project manager and his or her management team, but it is also a learning opportunity.…”