Online NGO Assessment Tool Step 1 of 18 5% Welcome to the NGO Assessment ToolThe value of this assessment lies in both the DOING of the assessment and what you do with your insights from answering each question. You do need to keep in mind the maturity of your organization and not expect that a newly formed NGO have in place many of the mechanisms and structures mentioned in the assessment form. But this does give the interested NGO leader, a way to monitor your NGO’s development and also to take note of various aspects of NGO work that might be implemented in the coming months. After you have completed the survey, you will be sent an email or pdf copy of the your completed sections (those you do not complete, will be excluded from the email.) This will provide you perspectives of your NGO and where it is at this time in the overall 3 main stages of development: Stage 1: The NGO has core capacities built around the founding mission but still needs to develop core areas of competency to ensure the NGO will have staying power. Stage 2: The NGO has growing capacities, areas of strength and weakness, but is well positioned for ongoing growth and sustainability. Stage 3: The NGO has a high level of capacity, is serving its constituents, its staff and the larger community. 1. PROGRAMSTo what extent do the NGO’s programs reflect the real needs of the community or constituency it serves? Program development is largely donor driven. Programs are developed within an overall strategic plan. Constituents are recognized as partners and regularly involved in comprehensive program design, implementation, and evaluation. Who is involved in designing, implementing, and monitoring program activities? The founder(s) designs, implements, and monitors program activities. Constituents’ role is usually as recipient. Certain influential members of the constituency may be consulted and/or invited to participate in some programming discussions. Lessons learned are applied to future programming activities. How do NGO programs advocate for constituents as well as provide program services to them? The NGO views constituents as worthy, but passive, beneficiaries of the services, not as potential partners. Demand for the NGO’s programs is increasing. Full-scale advocacy and lobbying functions are in place. Is there a demand for expansion of the NGO’s programs? The demand for the NGO’s programs has not been determined. There is some awareness of the need for legislative and/or institutional changes and support for constituents. NGO strives for continuous quality improvement of programs. NGO’s services are often requested by constituents. TECHNICAL SECTOR EXPERTISEWhat are the technical strengths of the NGO’s programs? NGO has a limited track record in the sector and area of service delivery but has some good ideas for meeting the needs of target constituencies. NGO is recognized as having significant experience in sector and contributing to sector growth. NGO is able to adapt programs to changing needs of constituency and to extend service delivery to additional constituencies. Does the NGO have access to technical sector experience when required? NGO has a limited track record in the sector and area of service delivery but has some good ideas for meeting the needs of target constituencies. Improved targeting of clients and redefined service/technical package. NGO is recognized for sector expertise and asked to consult on similar projects. How well is the NGO performing technically in comparison with similar NGOs? NGO has a limited track record in the sector and area of service delivery but has some good ideas for meeting the needs of target constituencies. NGO has ability to access additional sector expertise when required. NGO is recognized for sector expertise and asked to consult on similar projects. PROGRAM EVALUATION/ASSESSMENTWhat changes in people’s lives occurred as a result of the NGO’s programs? The NGO has not determined impact indicators or established baseline measurements. The NGO is aware of the value of evaluating its programs and is exploring how to measure impact. Measurable indicators of success and impact have been determined for each program goal. How is the NGO’s impact and performance measured? The NGO has not determined impact indicators or established baseline measurements. The NGO is aware of the value of evaluating its programs and is exploring how to measure impact. Studies are done that provide baseline measures, and these data are regularly confirmed and used. What information has been gathered to verify that the NGO’s programs are meeting the community’s/ client’s needs? Members of the NGO can recount stories of how individuals have been helped by the NGO’s programs. Program objectives may or may not be measurable; they may be tangible or intangible. Monitoring and evaluation system are in place; conducted by staff on regular basis. How is the NGO performing in comparison with other NGOs? Currently Unknown Program objectives may or may not be measurable; they may be tangible or intangible. NGO shares lessons learned and programming evaluation practices with other NGOs. How cost-effective are the benefits of the NGO’s programs? Not applicable at this stage The NGO can determine cost per client served. Cost-benefit data are maintained. Trends are analyzed and used in decision making. 2. GOVERNANCE: BOARD OF DIRECTORSHow does the board provide overall policy direction for the NGO? Board members are identified.e Board membership is stable or improving. Board composition includes leaders in the field of the organization’s mission as well as those capable of providing policy direction, fundraising, public relations, and lobbying. How does the board provide oversight of the NGO’s management? Board does not yet differentiate between oversight and management roles. Board differentiates between board’s role and that of NGO’s management. Board composition includes leaders in the field of the organization’s mission as well as those capable of providing policy direction, fundraising, public relations, and lobbying. How does the board provide fundraising leadership? Board is not active in influencing public opinion or legislators, or raising funds for the NGO. Board is beginning to influence public opinion and/or legislators, fundraise, and perform public relations activities. Board composition includes leaders in the field of the organization’s mission as well as those capable of providing policy direction, fundraising, public relations, and lobbying. How often does the board meet? Board meetings are infrequent or irregular. Board membership is stable or improving and meets fairly regularly. Board membership meets regularly What is the expertise and experience of board members? Board members are founders or selected by founders. Board membership represents some community diversity. Board composition includes leaders in the field of the organization’s mission as well as those capable of providing policy direction, fundraising, public relations, and lobbying. How are board members selected? Board members are founders or selected by founders. Board members are selected according to organizational procedures but are often influenced by the founder or institutional needs Board terms are defined. Procedures are in place for selecting and orienting new board members. VISION/MISSIONDoes the NGO mission statement accurately reflect its vision/mission and was the vision/mission determined through a participatory process?? The vision/mission is generally understood by the NGO’s founder(s). The mission is clear to board and staff; strategies, goals, and objectives are based on the mission. The mission is clear to board, staff, constituents, and interested parties outside the NGO. Is it possible for the NGO to realize its mission with the current institutional structure?? Staff may perform functions that support the mission, but there is no systematic design of job functions based on the mission. Operational planning is conducted by management and linked to vision/mission but without staff or constituents’ input. Operating plan grows out of the mission and translates into a set of clear program objectives supported by a realistic budget. How do the NGO’s programs help achieve the stated mission? There may be activities conducted by the members of the NGO that seem unrelated to the mission. Projects that do not relate to NGO’s mission are sometimes undertaken to secure funding. Operating plan grows out of the mission and translates into a set of clear program objectives supported by a realistic budget. LEADERSHIPWho takes leadership responsibility in the NGO? Within the NGO there are one or a few dynamic individual(s) controlling most functions. Most decisions are made by the board and management, with some input from select staff. Board and management have clear understanding of their leadership roles and actively encourage new members to take on leadership roles. Staff is routinely involved in policy development and not just consulted on occasion. Constituents are encouraged to become involved in leadership roles. 3. MANAGEMENT: INFORMATION MANAGEMENTHow does the NGO gather, disseminate, save, and retrieve client, program, and financial information? No organized system(s) exists for the collection, analysis, or dissemination of data in the NGO. A rudimentary electronic database system to manage information (MIS) is in place. MIS operation and data are integrated into operational planning and decision making. There is improved project planning based on analysis of information provided through the system. How is collected information used for planning and decision making? Information is usually collected randomly and manually. MIS is used primarily for word processing and bookkeeping; some staff understand database capability. There is no mechanism for integrating MIS-generated information into the NGO’s planning process. MIS information is readily available to staff management and board. The NGO learns from MIS information and shares these learnings with stakeholders and other NGOs. PLANNINGDoes the NGO have a long-term strategic plan? Planning is ad hoc with limited participation from staff and constituents. There may be some input from staff and constituents but they are not involved in decision making. NGO’s leadership conducts short- term strategic planning. Does the NGO do short-term operational planning? Decisions and plans are made without reference to the mission or the agreed-on strategies to achieve the mission. Annual operating plans are developed and reviewed throughout the year primarily by management but without connection to review of previous year or analysis of resource availability. The board decides on program priorities and the use of available resources. How are staff and constituents involved in the planning process? Staff is responsible for plan implementation, and clients are not involved in planning. There may be some input from staff and constituents but they are not involved in decision making. Each NGO program has an annual operating plan that reflects the mission and is developed with staff and constituent input. Are all plans directed toward achievement of the NGO’s mission? No assessment of needed resources is included in planning. Annual operating plans are developed and reviewed throughout the year primarily by management but without connection to review of previous year or analysis of resource availability. There is a regular review of long- term plans based on previous achievements. COMMUNICATIONHow often are staff meetings held? Meetings are irregular and dominated by interests of a few. Staff knows how to participate in meetings and is aware of how decisions are made. Staff are increasingly able to shape the way they participate in decision making. Do staff meetings have an agenda? There is no predetermined agenda at staff meetings, and staff often does not reach concrete conclusions. Mechanisms exist for vertical and horizontal communication. Communications are open and transparent. Are minutes taken at staff meetings and available for future reference? Staff provides technical input only and is not involved in or informed of decisions. No systematic procedure for recording or storage of minutes of staff meetings. A meeting agenda and minute record keeping are standard operating procedures. Client and other stakeholder input is included at staff meetings when appropriate. PERSONNEL MANAGEMENTDoes the organizational chart show the most significant units or functions of the NGO? Supervisors organize work. There is little understanding of the necessity to organize work beyond issuing directives. Organizational chart exists to explain relationships of work units. There is a formal mechanism in place for inter-team links and intra- team planning, coordination, and work review. Is work organized individually or by teams? Focus is on individual achievement; there is little understanding of need (or what it means) to work as a team. There is recognition of the need to create a collaborative work environment. There are formal mechanisms in place for individual and team planning, coordination and work review according to the tasks at hand. Are job tasks and job descriptions consistent with the mission of the NGO? Hiring is based more on personal connections than applicant’s job skills. Work plans are developed but not coordinated across positions, functions, or expertise. There is a formal mechanism in place for work review and hiring. Is there a written employee manual? Yes No but Staff is able to make suggestions about how their own work should be organized. No, and staff have not mechanism for for input on how their work should be organized. Is hiring a systematic, open process? Yes No Basic personnel administration systems exist, but informal employment practices persist. Are salaries based on performance and market value of the jobs? Salaries are not determined on the basis of the market value of the work done or performance of individuals. Salaries are not necessarily competitive with those in market. All personnel systems are formalized and understood by staff, and staff members opinions are part of policies and procedures. Written employment practices are used and reviewed so they support the NGO’s mission, strategies, and policies. Hiring procedures are transparent. 4. HUMAN RESOURCESAre staff members motivated and committed to the mission of the NGO? Staff consists of founders and/or unpaid volunteers. Some gaps exist between job skills required and of existing staff. Skill areas are competently covered and capacity exists to contract out for other skills as needed. Do staff members have the skills and competencies required to support the achievement of the NGO’s mission? Staff is motivated and committed, but may lack knowledge and skills to implement appropriate programs to achieve the NGO’s mission. Some gaps exist between job skills required and of existing staff. Skill areas are competently covered and capacity exists to contract out for other skills as needed. What are the training opportunities for staff to develop job-related skills? Staff development opportunities are not yet available. Interpersonal skills and group training are provided as needed. Are staff members assigned and promoted according to performance? No system in place for performance evaluation. Performance evaluations are ad hoc, mostly when problems surface. Staff performance evaluation done on a regular basis; evaluation criteria are understood by the staff. CONSTITUENCY/CLIENTSAre constituents seen as human resources of the NGO? Links with constituency are weak. There is a well-defined community base and constituency. There is a well-defined community base and constituency and this is reflected in the staff and the composition of the board Does the composition of the board and staff reflect constituency? Staff and board do not represent constituents on the basis of ethnicity, gender, income, religious, or stakeholder interest. There is understanding and interest among some board members, management, and staff as to the value and need for representation of constituents, but no policy in place. Composition of board and staff reflects gender, ethnic, and religious diversity of constituents. Are constituents treated equally and fairly? Yes No There are regular surveys of constituency needs with results integrated into planning process. Is the NGO’s constituency growing? No information NGO serves existing constituents but does not actively seek new constituents. NGO welcomes and seeks out new constituents. VOLUNTEERSHow do volunteers assist the NGO? No, or only a few, volunteers are providing services. Volunteers are mobilized for specific programs/projects. High integration of volunteers with paid staff. Do volunteers have structured tasks? NGO staff members are unpaid volunteers due to insufficient planning and fundraising. Management identifies the difference between staff and volunteer duties and activities. Volunteers are integrated into the planning and evaluation process of the organization. How are volunteers mobilized and trained? The staff are volunteers and get no formal training Volunteers are mobilized for specific programs/projects where the tasks are simple or can be done with some basic guidelines.. Training programs are in place for volunteers. Is volunteer help regular and consistent? Yes. NGO staff members are unpaid volunteers due to insufficient planning and fundraising. The number of volunteers involved with the NGO is increasing. Volunteers are integrated into the planning and evaluation process of the organization. How are volunteers thanked for their service? Volunteers are dedicated to the mission and don't need many overt expressions of gratitute Volunteers are acknowledged by their immediate managers with gratitude Volunteers are recognized and thanked for individual and collective achievements. FINANCIAL RESOURCES: ACCOUNTINGIs the accounting system automated? Accounting tracks only increases and decreases in cash. A system of accounts including assets, liabilities, fund balance, revenues and expenses is developed and operational. Financial systems and reports provide reliable current information. Do accounting records meet donor’s and government financial reporting requirements? Financial procedures and reports are incomplete and difficult to understand. Financial reports are usually timely but still incomplete and with errors and tend to present an optimistic versus realistic picture. Reports are always timely and trusted, and feed back into financial planning process. Are there procedures for reporting and recording in-kind contributions? No Yes Has NGO ever had an audit? The NGO has not yet undergone an external accounting review or audit. Even though NGO recognizes the value of independent audits or external financial reviews, they rarely have them done except to meet donor’s requirements. Independent audits or external financial reviews are performed with regular and appropriate frequency. Does NGO reconcile cash accounts on a regular basis? Internal reconciliation of bank accounts with cash is done only when there appears to be a problem. Internal reconciliation of cash is done more often. Internal monthly or quarterly reconciliation of bank statements and accounting records are done. How often are financial statements furnished to the NGO’s board of directors? Virtually never Financial reports are usually timely but still incomplete and with errors and tend to present an optimistic versus realistic picture. Therefore are rarely presented to the board. The board of directors receives summary financial reports at every regular board meeting. FINANCIAL RESOURCES: BUDGETINGDoes the NGO have a regular budget-planning process? Budgets are inadequate and infrequent; if they are produced it’s because donors require them. Budgets are developed for project activities, but projects often go over or under budget by more than 20 percent. Budgets are an integral part of project management and are adjusted to reflect project implementation results. Do financial controls prevent expenditures in excess of budget? No The executive director and/or accountant are the only staff members who know and understand budget information and do not delegate responsibility. Budgeting is integrated with annual operating plan. Are budgets constructed to facilitate cost-benefit analysis? There is no budget The budgets are not used for cost-benefit analysis Project staff members are responsible for preparation, justification, and management of project budgets. Do budgets show actual costs when known and therefore inform donors of changes in the budget? No Donors do not get notice of budget adjustments. Donors are notified when budget adjustments are needed. 5. FINANCIAL MANAGEMENTAre reliable cash flow projections in place to facilitate financial planning? No Yes Cash flow projections, if done, tend to be inaccurate. Are payroll, petty cash, and basic supply costs paid on time? NGO meets its expenses but not in a timely manner. NGO meets its expenses in a timely manner. NGO is expanding its programs and projects, and pays the increased costs in a timely manner. Are restricted donors’ funds placed in separate bank accounts? Designated project funds and operating funds are not separated in the accounting system or in bank accounts. Account categories exist and project funds are separated, but some temporary project cross- financing may occur. Adequate controls exist to avoid cross-project financing. What internal controls are in place to prevent theft or misappropriation of cash and other assets? Staff are people of integrity The NGO uses an impressed petty cash fund to track small expenditures, requires two authorized signatures on checks, and uses a voucher system to record inflows and outflows of cash. Funds not currently needed are regularly deposited in a bank account for safekeeping. Are funds not currently needed invested to earn a return on the money? Designated project funds and operating funds are not separated in the accounting system or in bank accounts. Funds not currently needed are regularly deposited in a bank account for safekeeping. The value of insurance to protect assets is recognized and purchased when available and cost-effective. Funds not currently needed are prudently invested to earn interest. FUNDING BASEWhat are the existing sources of the NGO’s funding? Funds are solicited for one short- term project and only from one source. NGO’s funding is from two or more sources with no one exceeding 60 percent. NGO has funding from three or more sources with no source providing more than 40 percent. What is the long-term plan for developing financial resources? Currently there is no plan A long-term funding plan exists that results in the NGO’s self- sufficiency. What alternative sources of funding might be available for the NGO? Local fundraising for any income is untried and/or unsuccessful. There is a developing awareness of local resources, but few resources are actually mobilized. We are considering online fundraising but don't know if it would work for us. We are using an online fundraising platform. All projects have funding plans, and current funds meet project needs. What percentage of costs are covered by constituents? Constituents are not seen as an income source. NGO is beginning to develop constituent support. Fee-for-service and other cost recovery programs are built into service delivery process. Constituent support is evident from their willingness to pay for some services as well as their use of the NGO’s services. Does any one source provide more than 40 percent of the NGO’s funding? No Yes, but less than 60% Yes, more than 60% Do you use an online fundraising platform? No Yes, but less than 60% Yes, more than 60% 6. EXTERNAL RELATIONSTo what extent is the NGO known to the public? NGO is little known outside of its direct collaborators. NGO is known in its own community, but does little to promote its activities with the general public and government. NGO’s work is well known to public and policy makers and used to attract support when necessary. What materials does the NGO have that describe its mission, programs, and achievements? There are no documents or prepared statements available that provide information about the NGO. The NGO has an annual report. NGO mission, programs, accomplishments are clear and are documented. Does the NGO make of mass media to disseminate information about itself and its achievements? There is no clear image of the NGO articulated and presented to the public. There is understanding that public relations are a function of NGOs but little understanding of how to implement public relations. A public relations plan is implemented. LOCAL COLLABORATION/SUPPORTHow effective is the NGO in assessing local financial, human, and other resources? NGO sometimes views the private sector (businesses) with suspicion and distrust. Community residents begin to support NGO through volunteerism. Local agencies assist NGO in obtaining and sustaining project results. How does the NGO make an effort to engage local citizens as volunteers or individual donors? NGO does not seek human or other resources, technical expertise, or advocacy support from the private sector. NGO seeks technical assistance from private sector and government sources. Staff member serves as development officer and knows the private and public sector donor opportunities. How active is the NGO in seeking support from local businesses— donations, gifts-in-kind, and volunteers? The NGO has a limited relationship with local citizens. NGO seeks support from service agencies in the private and public sectors. Private sector and NGO cooperation is the norm, and the NGO is a full community partner. Individuals from the private and public sector are recruited to serve on board. NGO COOPERATIONDoes the NGO cooperate or partner with other local NGOs? The organization does not have experience working with other NGOs—local, national, or international. Organization is increasingly known and trusted by the NGO community but has little experience collaborating with other NGOs. NGO takes the lead in promoting project coalitions and in sponsoring and participating in a formal NGO association. Has the NGO established relationships with other international NGOs or development groups? NGO does not try to plan or deliver services in collaboration with other NGOs or see the value of partnering. NGO tries to work with other NGOs to plan services, but mostly on an ad hoc basis. NGO is fully integrated into NGO community, which develops and supports formal group advocacy mechanisms. GOVERNMENT COOPERATIONWhat is the relationship between the NGO and the local government? Relationship with government is based on a “we-they” perception. NGO cooperates occasionally with different groups in specific areas of activity. NGO performs specific project or sectoral collaboration or contacts for government. What is the relationship between the NGO and the national government? NGO cooperates little with government working in the same programming sector or geographic area. Some understanding that the NGO can influence public policy, but efforts in advocacy are ad hoc, short-term, and not sustainable. NGO provides input into policy process on issues related to its program areas and sector expertise. What is the relationship between the NGO and the international community? NGO has no relationship with international NGOs, regional organizations or the United Nations NGO aspires to international engagement but has no real knowledge of what we could contribute or how we could benefit. NGO provides input into global policy process through consultative status with the UN's ECOSOC and/or association with DPI. What policy objectives does the NGO have? NGO has little understanding of its advocacy or public policy role. NGO has some understanding that it has a role but has not clarified this yet Through public contact, NGO is seen as an advocate in its area of expertise at the local and/or national levels NGO is an advocate in its area of expertise at the UN and/or regional organizations Next StepsSelf-Assessment—A Powerful Tool—It's Yours Free Our main reason for putting this Assessment Tool online was to encourage NGOs to make a practice of engaging in self-assessment. This tool is free and we are happy to forward you a pdf of this Assessment Tool for your ongoing reference free also. Stage 1 Assessment—Additional Help When Sought However, if you do wish to have us to provide a more personalized and profiessional Stage 1 Assessment based upon the information we received and that which you add below, we will prepare this and send it to you. It will include specific recommendations for your NGO. Because real people with many years of experience with non-profits and NGOs will review your submission and make recommendations, we will charge a small one-time non-refundable fee of $97. The report will be sent to you within a week of receiving your submission. Please make sure that you complete the additional information below. And feel free to contact us at any time using the contact options we provide on this site.Doing the survey helped me gain perspective on the status of my NGO. Strongly Agree Agree Disagree Strongly Disagree Our NGO provides key innovations in our field of expertise that we believe have relevance to global policy. Strongly Agree Agree Disagree Strongly Disagree I would like a pdf version of the survey for my reference Yes please No thank you Upon submission of this form you will receive a pdf file of this survey if you request it here. If you want the file, you will need to add your email address below.I would like to schedule a free 20 minute consultation to better understand our NGO's options for strategic engagement at the United Nations Yes please No thank you Email Name First Last AssessmentPlease chooseFREE PDF as ReferencePersonalized AssessmentWe offer a one-hour personalize strategy session to add perspective and help you better structure next steps. It will be based upo the information you submit plus that you provide during the online "face-to-face" consultation.Name & Address of Your Organization Website Address Street Address Address Line 2 City State / Province / Region ZIP / Postal Code AfghanistanAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBonaire, Sint Eustatius and SabaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCabo VerdeCambodiaCameroonCanadaCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos IslandsColombiaComorosCongoCongo, Democratic Republic of theCook IslandsCosta RicaCroatiaCubaCuraçaoCyprusCzechiaCôte d'IvoireDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEswatiniEthiopiaFalkland IslandsFaroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuamGuatemalaGuernseyGuineaGuinea-BissauGuyanaHaitiHeard Island and McDonald IslandsHoly SeeHondurasHong KongHungaryIcelandIndiaIndonesiaIranIraqIrelandIsle of ManIsraelItalyJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKorea, Democratic People's Republic ofKorea, Republic ofKuwaitKyrgyzstanLao People's Democratic RepublicLatviaLebanonLesothoLiberiaLibyaLiechtensteinLithuaniaLuxembourgMacaoMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMartiniqueMauritaniaMauritiusMayotteMexicoMicronesiaMoldovaMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorth MacedoniaNorthern Mariana IslandsNorwayOmanPakistanPalauPalestine, State ofPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalPuerto RicoQatarRomaniaRussian FederationRwandaRéunionSaint BarthélemySaint Helena, Ascension and Tristan da CunhaSaint Kitts and NevisSaint LuciaSaint MartinSaint Pierre and MiquelonSaint Vincent and the GrenadinesSamoaSan MarinoSao Tome and PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint MaartenSlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia and the South Sandwich IslandsSouth SudanSpainSri LankaSudanSurinameSvalbard and Jan MayenSwedenSwitzerlandSyria Arab RepublicTaiwanTajikistanTanzania, the United Republic ofThailandTimor-LesteTogoTokelauTongaTrinidad and TobagoTunisiaTurkmenistanTurks and Caicos IslandsTuvaluTürkiyeUS Minor Outlying IslandsUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUruguayUzbekistanVanuatuVenezuelaViet NamVirgin Islands, BritishVirgin Islands, U.S.Wallis and FutunaWestern SaharaYemenZambiaZimbabweÅland Islands Country Δ
