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.
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 most marginalised and excluded, and whose voices are often absent in mainstream development.
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 designed externally with limited evidence of community participation or focus on vulnerable groups.
NTT seeks to strengthen CSOs working 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 largely concentrated in already well served areas without strategies for inclusion.
We value ideas that emerge from the ground, are context driven, and go beyond project outputs to envision systemic transformation.
Concept rooted in community priorities; innovative and adaptive; links local realities to broader struggles for justice, equity, and peace, and are sustainable through community ownership.
Concept aligns with NTT’s 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.
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 largely concentrated in already well served areas without strategies for inclusion.
Capacity is not a gatekeeping tool but a shared responsibility; NTT invests 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 NTT’s support.
Organisation has some systems in place but requires support for sustainability and accountability. Organisation is willing to learn and grow.
Organisation has significant capacity gaps with 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. Vulnerable communities represented in org’s board/staff/community etc.
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 emphasizes 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.
5 – Transformative: Strongly demonstrates the principle in practice; rooted in community realities; high alignment with NTT’s ethos.
3 – Moderate: Shows potential and some evidence but could be strengthened with support.
1 – Low: Limited evidence of alignment; proposal appears externally driven or disconnected from NTT’s approach.
