INTERNAL ASSESSMENT;

A FRAMEWORK FOR
ORGANIZATIONAL
DIAGNOSIS
What is ICAE?
The International Council for
Adult Education is an
international partnership of
individuals and organizations
interested in adults learning
and adult education.
 INTERNAL ASSESSMENTS:
A FRAMEWORK FOR
ORGANIZATONAL DIAGNOSIS

10 LEVELS OF INTERNAL
ASSESSMENT
 10 LEVELS OF INTERNALS
ASSESSEMENT
FIRTS LEVEL OF ASSESSMENTS:
-Evaluating Performance Outputs
and Outcomes
SECOND LEVEL OF ASSESSMENT:
-Evaluating Organizational
competencies and capabilities
THIRD LEVEL OF ASSESSMENT:
-Evaluating Utilizations of
Resources
FOURTH LEVEL OF ASSESSMENT:
-Evaluating Management Process
FIFTH LEVEL OF ASSESSMENT:
-Evaluating The Four Management
Function
SIXTH LEVEL OF ASSSESSMENT:
-Evaluating Terms of Individuals
SEVENTH LEVEL OF
ASSESSMENTS:
-Evaluating Physical Facilities
and Set Up, Working Conditions
and Environmental Surroundings
EIGHT LEVEL OF ASSESSMENT:
-Organizational Affiliations,
Alliances and Linkages
NINTH LEVEL OF ASSESSMENT:
-Evaluating Top Management,
Board Members and Leadership
TENTH LEVEL OF ASSESSMENT:
-Evaluating Strategic Fit or VSOP
Consistency
 FIRST LEVEL:
Evaluating Performance
Output and Income
Products or services that
OUTPUTS the education unit
produce and delivers.

Desired end results identified

by the organizational unit to
OUTCOMES serve as a guide for evaluating
the overall performance of the
unit.
 Example of Output and Outcome
OUTPUT
1. Health services delivered and
medicine given.
2. Number of students who have
been graduated from a school.
3. Number of dresses made
4. Strict safety measures
implemented preventive
maintenance of machines.
Workers forced to follow safe
production methods.
OUTCOME
1. Patient paid good money for
services and medicines given.
Patient got cured.
2. High level of skills and
competencies learned. Job in
chosen field is found by students
who have been graduated.
3. Sales of dresses. Highly satisfied
customers who give repeat
business.
4. Zero accidents.
EFFCIENCY MEASURES
• Throughput Ratio
- The processing of the products or services over a period
of time. It can be measured in terms of cycle time.
• Input – Throughput Ratio
- A machine input, a long with its technological
characteristics, can be assessed as to how long it takes to
process a specified quantity products.
• Throughput – Output Ratio
- The organizations can be measures how many outputs
are produced over one processing hour (or anytime
period).
 EXAMPLE
INPUTS PROCESSING OUTPUTS OUTCOMES
SYSTEM

Skilled Design of
motivated, production Products GOAL
happy and services Delighted
employees customers
Production of Services REPEAT
Customers products Customers BUSINESS
requirements needs met
Delivery of Financial
Raw service results
materials

Capital
ECONOMY MEASURES
• COST BENEFIT RATIO – Comparing the
costs producing product or rendering
service to the benefits it generates.
• INVESTMENT RETURN RATION –
Comparing programs or projects
investments t economic returns.
EFFECTIVENESS MEASURES
• The organization can then assess
and relate the overall efforts it
exerts and the resources its
spends (in terms of people, pesos,
and physical assets) to the
performance indicators or
outcomes it is achieving.
EFFICACY MEASURES
•It can be measured from
the customers’ or
beneficiaries’ point of
view.
 SECOND LEVEL:
Evaluating Organizational
Competencies and
Capabilities
• Enterprises and Organizations
endeavor to craft the best strategies,
programs, activities and tasks.
• It is the basis for evaluating organizational
competences and skills because the SPAT
represents what the organization must do
and implement well in order to achieve its
outputs and outcomes.

• Other ways of evaluating organizational

competencies and capabilities directly is......
- to monitor and evaluate the performance
outputs and outcomes very well in level 1.
- to go down to individual or team level.
• STRATEGIES
- Top Management

• PROGRAM
- Middle Management

• ACTIVITIES
- First Line Management
 THIRD LEVEL:
Evaluating the Utilization
of Resources
• It examines where the resources of the
enterprise or organization have been allocated
to, and whether or not they have been
efficiently, economically and effectively utilized.
 THREE MEASURES OF
ENTERPISE SUSTAINABILITY

1.LIQUIDITY RATIO
2.ACTIVITY RATIO
3.SOLVENCY RATIO
LIQUIDITY RATIO
• Measures the firm’s ability to
meet current obligation as they
fall due.
• LIQUIDITY – Refers to the cash or
the availability of the means
payment.
ACTIVITY RATIO
• Are used to gauge the efficiency,
effectiveness and economy of the
enterprise operations by
measuring asset tour nover ratios
(cash, receivable, inventory, fixed
assets and total asset turn over.)
SOLVENCY RATIO
•Looks at long term
sustainability by calibrating the
company’s capital structure in
terms of short-term debt and
stock holders equity
 FOURTH LEVEL:
Evaluating Management
Process
• These process are the formal and informal
systems and procedures of the unit.
• In assessing management processes, the
top-most concerns is to gauge whether or
not they were crafted, carried out,
coordinated, monitored and conducted
well in terms of their effectiveness.
 FIFTH LEVVEL:
Evaluating the Four
Management Functions
(Marketing, Operations, Human
Resource and Finance)
• Most complicated of all because it strikes all
the heart of the major functions of
marketing, academic, student services,
human resources and financial management
The 7P’s to Evaluate the Marketing Function
1. Positioning – major strategic move that establishes the organization’s
unique value proposition in the education landscape
2. Product or Service – the ideal graduate that the region/division/school is
developing for the employment market
3. Package – service packages are more difficult to define since these involve
the right combination of service delivery processes and steps/ refers to the
terms and conditions attached to education services
4. Place – refers not only to location where the schools are situated but also to
the physical accessibility and availability of the education services
5. Price – includes fees, transportation expenses, living allowances
6. People – the organization who recruit students and entice parents to send
their children to school
7. Promotions and Advertising – should be evaluated in terms of the
effectiveness of promotional and advertising activities most complicated of all
because it strikes at the heart of the major functions of marketing, academic,
operations, student services, human resource and financial management also
includes an evaluation of programs and projects to achieve the organization’s
goals
Assessment of Academic and
Student Services Operations (2)

• Concerned with the Education Delivery

System (EDS) of the
region/division/school.
• The education leader should always start
with the desired end results, which are the
performance outputs and outcomes, in
order to design and execute a good EDS.
 INPUTS THROUGHPUT OUTPUTS OUTCOMES
Includes the graduates who
are the number of
teachers, the are able to find
classrooms, gyms, academic student
good jobs/
play grounds, transformation graduates who
learning materials, graduates who
processes used have learned
learning methods, are able to
by the schools. the intended enter good
the curriculum, the
lesson plans, and all skills and colleges/
other necessary competencies. graduates are
items to deliver the good, and
education services. upright moral
citizens.
The 8Rs Human Resource Management Function (3)
1. Recruitment – the proper selection and hiring of people for the organization
2. Retooling – the training, education and building up of the skills, competencies
and attitudes of individuals and teams within the unit
3. Routing – looks at the career paths of the people in the unit as well as their
potential for upward and lateral mobility and flexibility
4. Retaining – focuses on the ability of the unit to ensure that people remain very
productive and quite happy to be with the school
5. Reviewing – looks at the performance management system of the unit. The
system should essentially determine specific performance indicators for each group
of people and evaluate the individual’s potential performance and participation
levels
6. Rewarding – determines whether the unit’s compensation and incentives
package are commensurate to employees’ potential, participation and
performance levels
7. Recycling – the organization’s ability to transfer or rotate its people to other
meaningful jobs within the unit or to recycle them back to the “outside world” or
the mainstream labor market through retirement, retrenchment and outplacement
programs
8. Resonating – a two-way process where the organization leaders and managers
cascade the vision, mission, objectives and strategies of the unit to the people and
where the people elevate their personal and team aspirations to the management
The FINANCE Function (4)
F - Financing or raising the monetary resources needed to fund the
investments of the unit
I - Investing or the placement of funds in specific forms of assets (e.g.
inventory, accounts receivables, property, plant, and equipment) in
order to generate revenues and surpluses
N - Negotiating for the best deals and receiving the best terms in all
financing and investing transactions
A - Administering the people, resources and operational or control
systems and procedures of the unit assigned to the Finance and
Controllership departments
N - Numbers gathering, recording, arranging, reporting and
representing, which are translated into accounting entries, financial
reports and management control information systems
C - Cash management, meaning the trafficking and treasury of funds or
the raising, keeping and releasing of funds
E - Evaluating the past, present and future performance of the school
using diagnostic and prognostic tools and techniques
 SIXTH LEVEL:
Evaluating Terms of
Individuals
Assessment of terms and
individuals should not be • Different
conducted on an absolute potentials must
basis.
be determined.

• Evaluate terms and

individuals based on
their relative
performance
 SEVENTH LEVEL:
Evaluating Physical Facilities
And Set-Up, Working Condition
And Environment
• The competitiveness of an organization can be
determined by the state of its physical assets,
working conditions and environmental
surroundings particularly the facilities, grounds
and equipment it owns for education purposes.
 EIGHT LEVEL:
Evaluating Organizational
Affiliations, Alliances and
Linkages

• The organization's strength lies not just

within itself but the network of
stakeholders it is linked, allied, and
affiliated with.
 NINTH LEVEL:
Evaluating Top
Management, Board
Members and Leaders
• This level is the most sensitive part of
internal assessment. More often, the
evaluator of the organizational leadership
is the leader himself or herself or a
subordinate just below the leader.
 TENTH LEVEL:
Evaluating Strategic FIT or VSOP
(Vision-Mission Objectives,
Strategies, Organization and People)
CONSISTENCY
 The inter-relationships of strategies, people and
management process to achieve mission and objectives
THANKS FOR
LISTENING 
SORCES:
• https://www.slideserve.com/feng/int
ernal-assessment
• BROWN 1996
• Scribd.com
• Coursehero.com
• Wikipedia