Our assessment of proposals goes beyond conventional donor checklists. We look at how communities define their own priorities, the inclusivity of processes, and the ability of organisations, especially community-based and marginalised groups, to drive long-term change. This matrix is designed to amplify local agency, redistribute power in decision-making, and nurture partnerships of solidarity.
NTT’s assessment of proposals goes beyond conventional donor checklists. We look at how communities define their own priorities, the inclusivity of processes, and the ability of organisations, especially community based and marginalised groups, to drive long-term change. This matrix is designed to amplify local agency, redistribute power in decision making, and nurture partnerships of solidarity.
We prioritise communities who are the most marginalised and excluded, and whose voices are often absent in the mainstream development dialogue.
Proposal is co-created with vulnerable communities; reflects lived realities; amplifies the voices of women, youth and marginalised groups.
Communities are engaged in needs identification, but processes are partly top-down.
Proposal is designed externally with limited evidence of community participation or focus on vulnerable groups.
We seek to strengthen CSOs in underserved regions and/or communities where resources are scarce.
Strong roots in underserved/remote communities; meaningful plans to expand access where support is rarely available.
Mix of urban and non-urban work; some reach to marginalised regions.
Activities are largely concentrated in already well-served areas with no strategies for inclusion.
We value ideas that emerge from the ground, are context-driven, and go beyond project outputs to envision systemic transformation.
Concept is rooted in community priorities; innovative and adaptive; links local realities to broader struggles for justice, equity, and peace, and is sustainable through community ownership.
Concept aligns with our thematic areas but is limited in community participation or innovation.
Concept is donor-driven, unsustainable or disconnected from ground realities.
Recognising structural barriers, we intentionally channel resources to organisations with limited access to mainstream funding, especially grassroots and community-based actors.
Organisation faces barriers to funding but demonstrates strong legitimacy and trust in its community; funding would redress power imbalances.
Organisation has some donor access but struggles with sustainability; our funding would complement existing support.
Organisation already has substantial donor access; less alignment with our role in shifting resources to underserved groups.
Capacity is not a gatekeeping tool but a shared responsibility; we invest in organisations’ growth, adaptability, and sustainability.
Organisation demonstrates strong commitment to accountability, inclusivity, and learning, even if structures are evolving; clear potential to strengthen with our support.
Organisation has some systems in place but requires support for sustainability and accountability; is willing to learn and grow.
Organisation has significant capacity gaps and limited willingness to adapt or engage in learning.
We seek partners who embody equity, inclusion, human rights, and non-violence, and who see themselves as part of a larger movement for justice.
Proposal reflects participatory, rights-based, inclusive values; demonstrates solidarity beyond organisational self-interest. Governance and management are representative of vulnerable communities.
Proposal aligns in principle with NTT’s values but not fully embedded in practice.
Proposal shows little evidence of participatory or rights-based approaches.
We are committed to effective and secure management of all bank accounts, ensuring that funds are safeguarded, transactions are accurate, and accounts are regularly reconciled. Our approach emphasises compliance with internal policies and external regulations, transparency in account operations, and efficient use of banking services to support goals.
Bank accounts are managed securely, with regular reconciliations and accurate tracking of funds. Transactions are fully documented, compliant with regulations, and closely monitored. Internal controls and processes are strong, ensuring effective and efficient management of all bank accounts.
Bank accounts are generally well-managed, but occasional delays or discrepancies in reconciliations or tracking may occur. While most transactions are accurate, some improvements in internal controls or monitoring may be needed to ensure full compliance and security.
Bank account management is inconsistent, with frequent errors, missed reconciliations, or delays in updating accounts. There are gaps in documentation or compliance, and internal controls are weak or lacking, leading to inefficiencies or potential security risks.
We are committed to ensuring the accurate, timely, and secure processing of all payments, supported by thorough and transparent documentation. Our approach emphasises compliance with financial policies and regulations, as well as clear record-keeping for every payment transaction. We aim to prevent errors, fraud, and discrepancies while ensuring that all payment-related documentation is easily accessible and fully traceable.
Payments are processed promptly, accurately, and securely, with comprehensive documentation for each transaction. All records are clearly traceable, and the process complies fully with relevant policies and regulations. Internal controls are strong, ensuring transparency, and safeguarding against errors or fraud.
Payments are generally accurate and timely, with some minor delays or discrepancies. Documentation is mostly complete, but there may be occasional gaps or inconsistencies. Internal controls are in place, but improvements may be needed to strengthen security and compliance.
Payments are frequently delayed, inaccurate, or lack proper documentation. Significant gaps in record-keeping exist, and compliance with policies and regulations is inconsistent. Internal controls are weak or absent, leading to potential risks for errors, fraud, or financial mismanagement.
We prioritise transparency, consistency, and accuracy in our financial reporting and monitoring processes. We aim to provide clear, timely, and reliable financial information that reflects the true financial position of the organisation. Through regular monitoring and evaluation, we ensure that financial performance aligns with our strategic objectives and follows all regulatory requirements. We are committed to continuous improvement in our reporting systems to enhance accountability and decision-making.
Financial reports are consistently accurate, comprehensive, and produced on time. Regular monitoring ensures alignment with strategic goals and full compliance with regulatory requirements. The organisation actively uses financial data for decision-making and performance improvement.
Reports are generally accurate and timely, with some minor inconsistencies or delays. Monitoring is periodic but may not fully align with strategic goals. Compliance is mostly met, but some areas may require further attention.
Reports are often inaccurate, incomplete, or outdated, with significant delays in delivery. Monitoring is irregular or insufficient, and compliance with regulations is lacking. Financial data is not effectively used for decision-making or improvement.
We are committed to implementing a procurement process guided by principles of transparency, fairness, and efficiency. We are committed to acquiring goods and services through ethical practices that ensure value for money while fostering accountability and compliance with relevant laws and regulations. We emphasise the importance of competitive bidding, inclusivity, and integrity in all stages of the procurement cycle, from planning to contract management.
Procurement processes are fully transparent, competitive, and fair. Clear documentation exists for all decisions, ensuring value for money and compliance with relevant regulations. Contracts are managed efficiently, with regular monitoring and strong accountability.
Procurement is generally transparent and fair, but there may be occasional lapses in documentation or competitive bidding. While regulations are mostly followed, some aspects of the procurement process may lack full clarity or efficiency.
Procurement processes lack transparency and fairness, with significant gaps in documentation or competitive bidding. There may be repeated non-compliance with regulations, leading to inefficiencies and a lack of accountability in contract management.
We are committed to ensuring strong governance and a clear operational structure that fosters transparency, accountability, and effective decision-making. We aim to establish clear roles and responsibilities, encourage collaboration, and ensure that the organisation operates in a manner that aligns with its values and organisational goals. We prioritise inclusive leadership, ethical practices, and continuous improvement in organisational processes.
The organisation has a well-defined governance structure with clearly outlined roles and responsibilities. Decision-making is transparent, inclusive, and aligned with the organisation’s mission and values. Strong leadership ensures accountability, and operational processes are regularly reviewed for improvement.
The governance structure is functional, with some roles and responsibilities defined, but there may be occasional ambiguity. Decision-making is generally clear, though some areas could benefit from greater transparency or inclusivity. Leadership is effective, but some operational processes may require improvement.
The governance structure is unclear or lacking in definition, with roles and responsibilities often ambiguous. Decision-making is inconsistent or opaque, and leadership may not be fully accountable. Operational processes are inefficient or outdated, requiring significant improvement.
Because risk scoring uses a 1–6 range, the guide is calibrated to reflect proportionality, enabling support for smaller or less-resourced organisations while identifying areas needing strengthening.
