DOC

Organisational Assessment Tool

By Peggy Simpson,2014-10-17 13:56
10 views 0
Organisational Assessment Tool

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

Section 1: Governance

1.1 Please rate the effectiveness of your organisation’s Board, should you have one – if there is no established Board, please rate yourself at level 1.

    1.2 Does your organisation have a clear overall strategy/vision/mission/values? If so, please rate the extent to which this strategy drives the work of

    the organisation. If no strategy as yet, please rate at level 1 and comment on what work has been done towards establishing a strategy 1.3 Please rate the extent to which staff work efficiently across teams. If you have too few staff to answer this question please rate yourself at level 1.

    1.4 To what extent are staff involved in decision-making? 1.5 Does your organisation have legal status? Please rate according to the examples provided. Please provide supplementary info as appropriate. 1.6 Does your organisation have office premises?

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING ACTIONS

    Clear need for increased Basic level of capacity in Moderate level of capacity in High level of capacity in

    capacity place place place

    1.1 No established board, or no Clear role; reviews finances Functions well; reviews Board / managers work well Board clear function; no financial & occasionally sets finances/audits/tax; together; defines targets and

    role; no formal procedures; direction / targets; no nominated; co-defines targets; holds DG accountable;

    low direction/support regular review of Director annual review of DG’s empowered; periodically

    General’s performance; performance; direction evaluated; strong direction

    1.2 Strategy non-existent, unclear Strategy exists but not Coherent strategy, linked to Multi-annual strategy that is Overall or incoherent; no influence clearly linked to mission or mission and vision but not both actionable & linked to

    Strategy/ Vision over day to day; little shared lacks coherence; rarely fully acted upon; strategy vision & prime goals; /Mission/ understanding; no written directs activities; known & drives activities, strategy widely known and /Values/ mission; used to direct actions & set drives activities;

     priorities;

    1.3 Little or no team working; Basic level of team work in Variety of team working Variety of practices; formal Team Working work is individually focused place; team meetings; few practices; team review & regular team /

    No team review systems exist structures to promote team systems in operation (e.g. organisation review

    working; limited monitoring peer review; feedback from systems; team appraisal,

    stakeholders etc.); peer review

    1.4 Participation low; largely ad Appropriate decision Clear, largely formal systems, Clear, formal systems that Participation/ hoc, by one person or makers known; process well but decisions not always involve as broad Decision whomever accessible; highly established & generally appropriately implemented; participation as practical & Making informal followed; but often becomes could improve appropriate, with sharing of Processes informal communication of decisions decisions

    1.5 No legal status Some work on finding out Application to the appropriate Legal status approved by Legal status about procedures to get authorities pending approval appropriate authorities

    legal status

    1.6 Office No premises Basic premises, on short Good standard of premises Fully functioning and premises lease sufficient office space

     1

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

Section 2: Management Practices

    Please rate in the table below the current level of your organisation, in response to the following questions:

    2.1 How formal is the structure of the organisation? Is the organisational chart, where it exists, up to date? Please provide a copy if possible. 2.2 What thought has been given to the information systems available within the organisation?

    2.3 Are administrative procedures formalised and documented? Please rate 1 where none exist

    2.4 What is the staffing situation of your organisation? Please rate 1 also where staffing largely voluntary, and note this in comments column. 2.5 Does your organisation plan in a comprehensive way on a regular basis? 2.6 How does your organisation design or establish programmes? 2.7 How is reporting (both internal and external) undertaken within your organisation?

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING

    Clear need for increased Basic level of capacity in Moderate level of capacity in High level of capacity in place ACTIONS

    capacity place place

    2.1 No organisational chart; Organisational chart complete Organisational chart complete Organisational chart up to date; Organisational but outdated; structure but outdated; appropriate org. structure appropriate

    Structure historic, no analysis structure.

    2.2 Limited tel./fax/modem Basic technology; accessible Solid technology accessible to Sophisticated, reliable Information facilities: effectiveness and to most staff; moderately all staff with no problems; accessible by all; increases system/technology efficiency impeded by lack of reliable / lacks certain databases & management staff effectiveness;

    technology; no web site; no features, / may not be easily reporting systems exist where comprehensive electronic

    financial tracking systems accessible to some staff necessary database and management

    reporting systems exist

    2.3 Administrative No formal procedures exist Some procedures are written Most procedures are written Staff handbook and other procedures down and implementation down, and implemented by staff, operational manuals exist and

    occasionally monitored with regular monitoring implemented / monitored

    2.4 Positions unfilled, and/or Limited turnover / attendance Almost all positions filled; few All positions filled, minor Personnel poor attendance; problems turnover / attendance problems turnover/attendance problems

    2.5 Operations run on day to day Some ability/tendency to Ability & tendency to develop Concrete, realistic & detailed Planning basis with no short or long develop operational plan, concrete, realistic operational operational plan; involves

    term planning activities; no internally/with external help; plan; access to expertise; teams to widen expertise; links

    experience in operational operational plan loosely/not planning on near regular basis; to strategic plans; staff trained

    planning linked to strategic plan linked to strategic plan in planning

    2.6 Programmes developed on an Programmes developed Programmes developed Programmes tie into strategy Programme ad hoc basis with little reactively with some attempt coherently, with some long term and relate to objectives of the Development forward planning at mid-term planning (LT) planning & link to strategy organisation and LT planning

    2.7 Reporting procedures very Reporting variable, little Reporting generally adequate, Coherent, timely reporting with Programme weak; little analysis analysis of impact or with some impact analysis analysis of impact

    Reporting challenges

     2

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

Section 3: Human Resources

    Please rate in the table below the current level of your organisation, in response to the following questions:

    3.1 Does your organisation undertake any regular HR planning? Are the appropriate administrative procedures followed? Please rate below. 3.2 Please rate to what extent you think that staff within the organisation understand their roles. Please rate below.

    3.3 How does your organisation carry out recruitment? Are the procedures basic and ad hoc, or is there a rigorous process linked to induction? 3.4 Are regular supervisions (appraisal and review) undertaken with all staff? Please rate the level to which such procedures exist. 3.5 Do any possibilities exist within the organisation for staff to develop their skills? Please rate according to the scale provided. 3.6 What skills gaps exist within the staffing of the organisation? Please provide additional information where appropriate or necessary.

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING

    Clear need for increased Basic level of capacity in place Moderate level of capacity High level of capacity in ACTIONS

    capacity in place place

    3.1 No experience in HR Some ability to develop HR plan; Concrete, realistic HR plan; Developed, concrete Human planning; few staff have contracts not always available for in-house expertise; plans realistic, integrated, detailed Resources contracts; staff; few have Job Descriptions linked to strategy; contracts plans; in-house expertise, Development (JDs) & JDs for some staff regular planning; most staff

    on contracts & JDs

    3.2 No Job Descriptions exist Limited understanding & Understanding and analysis Fully developed Staff roles analysis of roles; JDs not very of roles; JDs fully understanding of roles; JDs

    clear developed, but not always clear and up to date

    up to date

    3.3 Basic recruitment Recruitment subjective; some Recruitment rigorous; Integrated HR process to Staff practices in place formal recruiting networks are in induction + other training recruit develop and retain recruitment place staff

    3.4 No regular performance Ad hoc performance reviews Consistent performance Performance appraisal; Supervisory reviews appraisals; regular reviews

    practices

    3.5 No staff development Some development plans for Systems in place to support Training/development plans Staff plans exist; staff and provide feedback to for staff exist

    development staff

    3.6 Key staff have skills in a Some diversity, but still limited Diversity of skills, Staff have a broad range of Skills and few specific areas; to a few areas, with little experience still limited to skills and experiences

    experience of experience limited experience outside the sector carry out all organisational staff activities

     3

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

    Section 4: Financial Resources (Financial management and fund development) Please rate in the table below the current level of your organisation, in response to the following questions:

    4.1 To what extent does your organisation have experience of financial planning? 4.2 What kind of financial operational procedures exist within your organisation? Is there any formalised system for financial operations? 4.3 What kind of funding sources does your organisation currently have? Are the main sources of funding limited to a few donors or sectors? 4.4 To what extent does your organisation have the appropriate in-house capacity and skills with which to raise funds?

    4.5 Does your organisation have a financial strategic plan, incorporating ideas for the short, medium and long term?

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING

    Clear need for increased Basic level of capacity in place Moderate level of capacity High level of capacity in ACTIONS

    capacity in place place

    4.1 No or very limited Limited financial plans; Solid financial plans; budget Very solid financial plans; Financial financial planning; periodic budget monitoring reflects organisational needs; integrated into operations as Planning/ performance against regular monitoring strategic tool; close Budgeting budget not monitored monitoring

    4.2 Grants deposited and Financial activities transparent; Formal internal controls Robust system/controls in Financial acknowledged; bills paid; clearly and consistently governing all financial place; cash flow actively Operations supporting documentation recorded and documented; operations fully tracked, managed; financial manual Management colleted/retained; no include appropriate checks and supported and reported; exists; clear segregation of

    manual exists balances annual audit; attention to duties

    cash flow management

    4.3 Highly dependent on a few Access to multiple types of Solid base of funders; some Highly diversified funding Funding funders largely of same funding; limited range of income generating activity across multiple sources; Approach type (e.g. government or funders; income-generating activities

    foundation or private) fully developed;

    4.4 Generally weak fund-Fund-raising needs covered by Fund-raising needs Highly developed fund- Fund Raising raising skills and lack of combination of internal skills adequately covered by well raising skills/expertise in all (FR) expertise (either internal or and expertise, and access to developed internal fund-source types to cover needs;

    access to external some external fund-raising raising skills, occasional access to external expertise

    expertise) expertise access to external expertise for additional extraordinary

    needs

    4.5 No systems in place for Recognize need to develop Some systems in place for Well developed system for Fund long term (LT) planning systems for LT planning; LT planning; such as draft LT planning; multi-pronged

    Development and diversification of FR strategy FR strategy is proactive and Planning sources; FR reactive integrated

     4

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

Section 5: External Relations

    Please rate in the table below the current level of your organisation, in response to the following questions:

5.1 What kind of approach does your organisation have in relation to its external communications, in terms of planning?

    5.2 What kind of relationship does your organisation have with donors? 5.3 What kind of contact does your organisation have with other NGOs? 5.4 Similarly, what kind of working relationship does your organisation have with the government? Please provide additional information 5.5 What kind of collaboration does your organisation have with the media?

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING

    Clear need for increased Basic level of capacity in Moderate level of capacity in High level of capacity in ACTIONS

    capacity place place place

    5.1 No communications plan No communication plan but Consistent, systematic Consistent approach; reviews Communicatioexists; Relations initiated key messages are defined & approach; key messages are & renegotiates relationships; ns plan in a sporadic ad hoc stakeholders are identified defined and stakeholders consistent communication.

    manner identified;

    5.2 Funds accepted - limited Developing dialogue with Good, well-managed Strong relationships based on Relationship dialogue or donors on respective goals, relationships based on mutual trust and with Donors understanding of low level of trust; developing trust and transparency; well respected

    respective goals; little organisation has little transparency; able to influence by donors (professional,

    accountability, low level recognition of need for donor agenda; donor respect accountable, & able to

    of mutual trust; donor -accountability or donor for the organisation is growing deliver), able to influence

    driven management.

    5.3 Little or sporadic contact Regular contact and sharing Regular contact and info Close working relations; Collaboration and / or collaboration of information with other sharing with others; good regular collaboration on with NGOs with other NGOs NGOs; few collaborative working relations with several; activities / issues of common

    joint activities. some joint activity interest; broad alliances

    5.4 Minimal or no working Good relationships developed Good relationships developed Well respected / accepted by Government relations with relevant with some relevant Govt with many relevant Govt all relevant Govt agencies; Relationships Govt. agencies; little agencies; limited lobbying agencies; organisation has exerts strong influence on

    participation in official skills developed but not developed lobbying skills and policy through good working

    events always influential is listened to by Govt relationships at all levels.

    5.5 No systematic Up to date info on key media Up to date info on key media Extensive contacts with Media identification of media contacts / interests. Regular contacts; regular proactive media, which are nurtured, collaboration contacts; ad hoc contacts; contacts and limited nurturing contacts, and relationship maintained and exploited to

    lack of understanding of of personal relationships; nurturing; contacts are not fully achieve goals; organisation is

    the importance of the understand requirements of exploited to achieve goals; used regularly as a respected

    media and of their media, limited capacity to sometimes used as a source of source of information.

    requirements. respond. information.

     5

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

    Section 6: Programme design, implementation and evaluation Please rate in the table below the current level of your organisation, in response to the following questions:

    6.1 How does your organisation set about designing its programmes? Are appropriate stakeholders involved at the appropriate moments? Are appropriate tools regularly used? Please rate your level and note any additional comments in the appropriate column.

    6.2 How does your organisation measure its performance? Is there any indication of level of impact achieved through procedures put into place? 6.3 Are your organisation’s programmes relevant to the context? How do they link in with the organisation’s strategy, where it exists? 6.4 Does your organisation regularly monitor the external environment and ensure that its programmes are the most appropriate for the context? 6.5 Is any regular assessment made of the areas for potential growth and possible replication of your organisation?

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING

    Clear need for increased Basic level of capacity in Moderate level of capacity in High level of capacity in place ACTIONS

    capacity place place

    6.1 Programme design lacks Some attempt to involve Stakeholders involved, Designed involving Programme coherence; few people stakeholders; tools used, but perhaps a little late; some stakeholders, clear impact Design involved; no knowledge of inconsistently, with unclear tools used consistently, indicators; Logframe, or other

    tools indicators indicators not clear approaches, regularly used

    6.2 Very limited tracking; based Partially measured and Measured & progress tracked Developed, comprehensive, Performance on anecdotal evidence some progress tracked; regularly in multiple ways, several integrated system; impact Measurement data collected collects solid data on times a year; considers measured based on concrete

    activities /outputs impact; data collected

    6.3 Core programme and Most well defined and Core programmes and Well defined and fully aligned Programme services vaguely defined; linked with mission and services well defined and with mission; clear link to Relevance & scattered and unrelated goals; not fully integrated linked with mission/goal; overall strategy, synergies;

    Integration into clear strategy clear fit with strategy

    6.4 Minimum knowledge of Basic knowledge but limited Solid knowledge; ability to Extensive knowledge; refined Monitoring of other players & different ability to adapt behaviour adapt, but only occasionally ability and systematic tendency Environment programme models in based on acquired carried out to adapt behaviour

    programme area understanding

    6.5 No assessment of gaps to Limited assessment of gaps; Occasional assessment of Continual assessment of gaps; New meet needs; limited ability some ability to modify gaps; demonstrated ability to adjustments always made; Programme to create new programmes existing programmes and modify existing programmes tendency to create new, truly Development or only in response to create new programmes and create new programmes innovative programmes in local

    requests from donors or other areas.

     6

     ORGANISATIONAL SELF-ASSESSMENT QUESTIONNAIRE

Section 7: Advocacy/campaigning

    Please rate in the table below the current level of your organisation, in response to the following questions:

7.1 What level of capacity does your organisation have for campaigning/advocacy at the national level?

    7.2. What level of capacity does your organisation have to become involved in high profile campaigns?

    7.3 What degree of impact do your national level campaigning/advocacy activities have?

    7.4 What level of planning does your organisation undertake for campaigning/advocacy?

    Elements LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR RATING MITIGATING

    Clear need for increased Basic level of capacity in Moderate level of capacity in High level of capacity in place ACTIONS

    capacity place place

    7.1 No campaigning or Campaign/advocacy Campaign/advocacy strategy Full campaign/advocacy Organisational advocacy activities activities are limited, with planned and implemented; strategy developed and capacity for undertaken; organisation little impact; activities activities undertaken on implemented; activities have campaigning / does not include campaigns undertaken by non specialist regular basis, with some high impact; assigned staff advocacy at within its mandate staff; activities reactive, or impact; some tools are used to within organisation for these the national not contained in a pre-measure impact activities; impact measured level planned strategy and monitored regularly

    7.2 No campaign or advocacy Interested to be involved, Some involvement in high High involvement in high Capacity for activities; organisation does but very limited staff profile campaigning activities; profile campaigning; high involvement not include campaigns capacity/resources; or further involvement limited by institutional campaigning in CI global within its mandate insufficient knowledge of resources, staffing and lack of capacity in terms of staff, campaigns issues; or capacity/interest, knowledge of issues knowledge and resources

    but yet to participate

    7.3 Outputs have no (or Outputs have some impact; Systems exist to monitor and Organisation perceived as lead Impact minimum) impact; no organisation has some assess impact; organisation in location or sector of

    systems to monitor or assess influence on national policy widely respected in location/ activity; impact assessments

    impact decision-making; systems sector of activity; has regularly occur; organisation

    for monitoring and influence over policy is highly influential

    assessing impact need decision-makers

    further development

    7.4 Activities on an ad hoc basis Sporadic activities; mostly Regular activities, with Regular activities in a Campaigning or solely reactive; no reactive; some idea of moderate degree of pro-proactive way; campaigns planning campaign / advocacy outcomes/use of tools, activity; moderate level of created as part of a thorough

    strategy minimum strategising / planning and strategising planning process; clear idea of

    planning outcomes/tools to be used

     7

Report this document

For any questions or suggestions please email
cust-service@docsford.com