gtf capacity needs assessment tool

Governance and Transparency Fund (GTF) Capacity needs assessment tool

Written by Tracey Keatman, Building Partnerships for Development in Water and Sanitation, on behalf of the GTF

August 2012

Cover photo: FANSA/SATHEE

About the GTF programme

The GTF programme is funded by the Department for International Development (DFID) andaims to improve the accountability and responsiveness of duty bearers for equitable andsustainable WASH services for the poorest and most marginalised people in Africa, Asiaand Central America. The programme operates in 16 countries (Burkina Faso, Ethiopia,Ghana, Kenya, Madagascar, Malawi, Mali, Nigeria, Uganda, Bangladesh, India, Costa Rica,Guatemala, Honduras and Nicaragua) with 31 partners working at different levels.

Acknowledgements

Thanks to the following people for their contribution to this publication: Venkatesh Aralikatty (Regional Coordinator GTF, Freshwater Action Network SouthAsia region), Ken Caplan (Director, Building Partnerships for Development in Waterand Sanitation), Papa Diouf (Head of PEU and Programmes Support & SystemsManager, WaterAid in the UK), Jean Eugène Injerona (Institutional DevelopmentOfficer, WaterAid in Madagascar), Lourdes Garcia (National Focal Point FANCA,Grupo de Promoción de Agricultura Ecológica), Gudeta Gelelcha (ExecutiveDirector, HOPE2020), Saheed Mustafa (Policy & Partnerships Officer, WaterAid in Nigeria).

1 How to use the capacity needs assessment tool. . . . . . . . . . . . . . . . . . . . 3

2 GTF capacity needs assessment tool –for local government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

3 GTF capacity needs assessment tool –for civil society organisation networks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

4 GTF capacity needs assessment tool –for civil society organisations and non-governmental organisations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Annex The capacity needs assessment tool categories . . . . . . . . . . . . . . . . 62

Running head

1Capacity needs assessment tool

Contents

2 Capacity needs assessment tool

Guidance notes

Background to the capacity needs assessment toolThe Governance and Transparency Fund (GTF) programme aims to increase thecapacity and resources of civil society in 16 targeted countries (across Africa, Asiaand Central America) and 31 civil society organisations (CSOs) and CSO networks.This increased capacity should allow these organisations to participate moreeffectively in evidence-based dialogue with decision-makers in the water andsanitation sector and build pressure for securing pro-poor service delivery.

The first objective of the GTF programme is to develop ‘strong and well-functioningCSOs and CSO networks capable of influencing the design, implementation andevaluation of effective water, sanitation and hygiene (WASH) policies at all levels’.To identify and support partners’ capacity needs, a GTF working group has beenestablished to develop a systematic capacity needs assessment (CNA) tool thatcan be used by GTF partners and others.

Running head


1How to use the capacity needs assessment tool

Photo: FANCA/Lourdes García

Structured around the McKinsey Capacity Assessment Grid1 and grounded in theexperiences of GTF stakeholders, the resulting CNA tool is designed to be useddirectly with CSOs, CSO networks or local government partners; a separate versionexists for each target audience, tailored to their specific needs. The tool isavailable in English, French and Spanish.

These guidance notes provide an overview of how to use the CNA tool in a groupsetting, explaining some of its key features and highlighting key considerations forleading the assessment process. In some contexts, it may be more appropriate tohave one-to-one discussions. In other cases, an anonymous survey may workbetter. In all cases, assure those participating that their views will be keptconfidential.

The tool is presented as a form of cumulative Likert scale with ‘grades’ one to four2

representing a progression in thinking and practice. Implicit in the text of eachgrade are the kinds of governance activities and skills that GTF partners need tohave in place to increase the likelihood of creating a robust, sustainable,influential and well-functioning organisation or network.

In brief, the idea is to read through and consider each section and sub-sectionand to use the grades to determine where the organisation actually fits. There isno ‘right’ or ‘wrong’ in terms of ‘answering’ the sub-sections and the grades donot represent an indicator of performance. The aim is that partners use the gradesto identify where they are now and to stimulate debate around what a realistic butideal set of skills might be and what improvements could usefully be made to getthe organisation to that point.

Once potential changes have been identified, the additional columns (Why wasthe grade chosen? What actions are required and by whom to reach a highergrade? Timeframe and budget implications) should be completed by those beingassessed. The information captured in these three columns can then be used todevelop and prioritise action plans based on what is feasible and achievablegiven available resources.

The tool is not set in stone; it is intended to be used as a flexible set of discussionprompts among the staff (or members) and management of a specific group (CSO, network, etc). The GTF recognises that contexts differ considerably acrossthe programme and that organisational and governance structures vary. Bearingthis in mind, the tool can be adapted to local contexts, used in part (as opposedto using all sections) and suited to specific needs.

How to use the capacity needs assessment tool


1 See Annex for a full list of the CNA tool categories and sub-sections. Please note: the sectionsare inter-related.

2 Level four is not presented as an ultimate wish-list but is based on actual practice drawn fromthe experiences of GTF partners who took part in the working group. Although the gradingsystem may imply that improvements are required and those being assessed want to ‘moveup’ the scale, in reality this may not be necessary or indeed desired. Rather, the tool providesan opportunity for reflection, for discussing a group’s own standards (or those they would besatisfied with) and for prioritising capacity building activities.

Hints and tips for completing a capacity needs assessmentThe tool was piloted with different GTF partners in the first quarter of 2012 in CentralAmerica, South-East Asia, and West and Southern Africa. The facilitators responsiblefor those pilot exercises learned a lot about the process of using the tool. This nextsection captures the approaches they used and their key recommendations.

Where to start?Before the assessment takes place, clear communication to all involved is vital –email, phone, fax or write to those being assessed in advance to inform them ofthe purpose of the exercise and to get their cooperation.

To manage expectations, be clear upfront about how long the assessment willtake, who needs to be involved (eg all staff, the senior management team, theBoard and CEO), what happens next and who will support any capacitydevelopment activities in the longer-term.

Based on the available resources, propose different options (if possible) forundertaking the exercise:• Would those being assessed prefer to do a self-assessment? • Should it take place with external support, eg with an external facilitator?

If so, who should that facilitator be? (Another GTF partner? A neutral, credible facilitator?)

Determine what best suits your needs too (related to the purpose of theassessment) and what is possible given existing resources and any time constraints.

Who is the target of the CNA?As noted, there is a CNA tool specifically tailored for each of the three differenttypes of GTF partner:• Non-governmental organisations (NGOs)/civil society organisations (CSOs)• CSO networks• Local government



Process pointer: If a self-assessment option is chosen, make sure there is anagreed way to collect the results and feedback.

CNA in practice: For GTF, only WaterAid in Madagascar has a specific local governmentpartner. In this case, they are using the GTF mechanism to help local governmentidentify their change needs in relation to improving their relationships with CSOs. They are exploring how to involve CSOs better in decision-making, data collection andmonitoring and evaluation.

Each type of partner has different organisational functions and structures and willtherefore require different approaches to assessment. CNA practitioners shouldconsider:• For CSO networks: How many members must be present for the assessment?

Who agrees that number? Longer lead-in times to gain support for the processand answer the questions may be required if the consultation is to take placeacross the network.

• For local government: How much impact can the CNA have in terms of changinglocal government structures and strategies in the first place? What is thepurpose – determine where civil society could best support or bolster the localgovernment? Consideration of where the CNA could have the most impact is a good starting point (depending on the context). It is vital to understand thedifferences in local government structures, the influence of decentralisation(and therefore levels of financial and general autonomy) and the potential needto overcome personal and political agendas of local government representatives.

A further objective of the GTF programme is to create more ‘accountablegovernment’ so there is an incentive for GTF to support some kind of localgovernment development. Clearly this must be determined on a case by casebasis with willing local goverment representatives that might be interested and able to be involved.



CNA in practice: Different groups can undertake the assessment together. In Nicaragua,two different groups began the CNA at the same time: one NGO (ADEMNORTE) and oneCBO (a water and sanitation committee from Sebaco Municipality).

Photo: WaterAid/Saheed Mustafa

Why do a CNA? Defining the purposeThere are different reasons for undertaking a capacity needs assessment. Thepurpose will influence the process of using the tool in terms of: participants’involvement; determining who collects the data; the facilitation style; how openand comfortable those being assessed will feel; and organisational monitoring ifthe tool is used to assess ongoing changes.

Before starting, make sure it is widely acknowledged whether the tool is for:• Decision-making about whether to support a new/existing partner (or not).• Extending or expanding support to existing partners or shifting their role and

responsibilities.• Use in response to partner demand for assessment or capacity support. • Compliance with programmatic needs or reporting; either as a monitoring and

evaluation exercise, to fulfil new programme requirements, or to deal withunderperformance or a skills shortage. Beware, however, that colleagues mighthave a motive to agree to capacity building activities for each new programmejust because they are available!

• Determining an exit strategy – for ending a relationship with a partner, eitherbecause they no longer fulfil the required purpose or they are strong, well-capacitated and can stand on their own (ie using the tool to determine ifcapacity has been successfully and satisfactorily built).

When and where?Planning the CNAAlthough the CNA tool is relatively straightforward it covers a lot of informationand it is an intensive process. Issues to consider when planning a CNA include:• Timeframe: On average, it takes two hours per category. Therefore to complete

the whole tool, 14 hours (two days) are required. The local government tool isshorter, taking one day.

• Location: An external venue provides a more neutral space for assessmentdiscussions and ensures participants are not too distracted by their day-to-daytasks. If resources allow, consider reserving a venue where groups can also networkand do other team-building activities during lunch time or at the end of the day.

• Timing: It may not be possible to do the CNA during regular working hours,especially for CBOs and networks. Consider after-work or even weekendsessions to accommodate this.

• Seeking alignment: As much as possible, aim to align the CNA with partnerstrategic planning (and ensure that the assessment does not interrupt existingactivities, eg planned capacity building events). Building on existingprocedures and reporting mechanisms makes the process more practical,applicable and meaningful for participants.



Process pointer: Understanding and communicating the spirit of the exercise will help address people’s ‘fear factor’ in relation to the intention of the assessment.

• Understanding the context: if an external facilitator is used, before starting theassessment, ensure they have background information on theorganisation/network, including any sensitivities that might need to behandled carefully.

How to use the toolEach person has their own facilitation style and will approach the tool in differentways. Based on the GTF pilot, here are some practical suggestions for using thetool in a group setting:

• Provide a simple introduction to the GTF programme and the CNA tool itself –highlight the purpose of the exercise, who should participate, the time it willtake to complete, and then explain how the tool works (the seven categories,the grades, the anticipated discussions, how to fill in the empty columns, levelsof support available, and next steps).

• Encourage open and honest discussions – remind participants that it is aninteractive and participative process. The facilitator will not be grading them; it is their grade that counts.

• Visual aids – provide a printed copy of the tool for each person in the room.Maps, flipcharts and pictures can support comprehension and demonstratehow much progress is being made. Take photos or film sessions if it helps tocapture the process.

• Ensure comprehension – some terms and phrases may be unclear, unknown or not relevant in the context. Take time to introduce each category so thateveryone in the room understands, and talk through the description of eachsub-section with its different grades. If the grade does not make sense in aparticular context, change the wording and revise the grading to make it morerelevant and/or precise. Make sure changes still show an objective progressionfrom one level to the next.

• Allow for debate – ensure there is time for discussion to enable understandingof the different features/elements involved in each sub-section and allow forreaching consensus on which grade to choose. Go slowly and encourageparticipation by all. Be patient, listen more and speak less! Discussions canalso embed a greater understanding of different aspects of organisationaldevelopment – the discussion can be a means to an end in terms of reaching a joint understanding of visions and missions for example.



Process pointer: If a two-day CNA workshop is unfeasible, consider splittingup the tool and organising shorter, half-day sessions over a couple of weeks.However, beware of losing commitment or participants.

Process pointer: If an external venue is too expensive, consider swappingoffice space/meeting rooms with another organisation.

• Dealing with disagreements – sometimes discussions become contentious andconsensus cannot be reached. Although the tool is a participative exercise andconsensus is preferred, disagreements may reveal more than first assumed.Consider why there are disagreements, maybe it reveals a major organisationalchallenge or perhaps no-one has considered the issue before. Externalfacilitators can be useful here to tease out the issue and may intervene topropose a grade based on what they heard.

• Managing difficult dynamics – the tool covers some sensitive topics, especiallyfor senior management. If appropriate, re-order the categories and start withthe less-contentious or most obvious elements first. Highlight that there will besome difficult and politically sensitive discussion ahead; reiterating that theaim is to support organisational development, not to create divisions. If sometopics are too contentious, consider leaving them for anonymous grading at alater time through a questionnaire or other data collection method.

• Capturing the outcomes – once the grade has been agreed and noted in the‘Why was the grade chosen?’ column, add information that justifies why thegrade was chosen. Next, review the column ‘What actions are required and bywhom to reach a higher grade?’. Those being assessed should identify whichgrade they would reach in an ideal world (this may be where they have alreadyplaced themselves). This highlights where they would want to be, what changesneed making, what actions are required to get there, who can support theprocess, etc. The last column requests information on ‘Time frames and budgetimplications’– Are there costs involved? When can any required change takeplace? From these columns, a calendar of actions can be developed.



Process pointer: As an opening ice-breaker exercise, consider askingparticipants to draw what a good organisation looks like. This helps toengage those being assessed, develops rapport with the facilitator and putsparticipants more at ease. At this stage, some of the category areas shouldbegin to emerge naturally. Don’t expect more of others than you expect ofyourself or your own organisation!

Process pointer: Reading the sections aloud can be done by those beingassessed not just a facilitator. Rotate the task among the group – not onlywill they become more familiar with the tool it may also assist them in takingownership and staying engaged!

Process pointer: Request that participants agree a way of dealing with anydisagreements at the start. Ask how they intend to compromise or whetherthey are happy to disagree.

Process pointer: Taking too long? Consider having cross-organisational,representative groups focus on different elements of the tool at the sametime. Each group can present their findings and rationale in plenary and getagreement from the rest.



What next? Dealing with the data and expected outcomesAfter a CNA has been completed, there has to be a process in place to consolidateand analyse the findings, to prioritise the capacity needs and to create a capacitydevelopment plan to respond to the prioritised needs. The process for this shouldbe agreed with those being assessed once the CNA is completed.

Prioritisation: A ‘spidergram’ is a useful and engaging way of showing the results of a CNA to those participating in the assessment; it can also be used as a discussion focus and be captured for use in subsequent assessments asa reference to show progress. Draw seven ‘spiders’ with several legs, eachcorresponding to one of the questions within each of the categories. Along each leg, draw the grades one to four, with four being near the end of the leg.Participants can then grade themselves for each question, ultimately building upa picture of where they are in relation to each category and visually noting whereany gaps exist.

Next steps: Developing a capacity development plan with a budget can help linkthe CNA to practical next steps. It also demonstrates that the CNA process wasworthwhile, shows commitment on the part of decision-makers and management,and maintains momentum.

Data collection

Analyse dataand prioritise

Disseminatefindings

Find resources Take action

Photo: FANSA/SATHEE

Assessment as an ongoing process: The tool can be used to assess baselinecapacities and it can be used periodically to show movement/progress towardsbuilding better capacity. Agree with participants if this will be an annual or aregular programme of review. The focus of the CNA may shift from one year to thenext, eg it may begin as an assessment of organisational governance but moveover time to focus more on capacity to influence. In this way, the tool can be usedas a monitoring and evaluation tool for tracking cumulative progress.



Photo: FANSA/SATHEE

GTF capacity needs assessment tool – for local government

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easu

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and

prog

ress

part

ially

trac

ked

thro

ugh

regu

lar

colle

ctio

n of

dat

a on

prog

ram

me

activ

ities

and

outp

uts

and

data

used

inte

rnal

ly o

noc

casi

onal

bas

is

1) P

erfo

rman

cem

easu

red

and

prog

ress

trac

ked

usin

g va

rious

indi

cato

rs fo

rta

ngib

le a

ndin

tang

ible

impa

cts;

2)

occ

asio

nally

benc

hmar

ked

agai

nst o

ther

sim

ilar

loca

l gov

ernm

ent

agen

cies

II. O

rgan

i-sa

tion

alsk

ills

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) P

erfo

rman

cem

easu

red

and

prog

ress

trac

ked

usin

gva

rious

indi

cato

rs

for t

angi

ble

and

inta

ngib

le im

pact

s in

mul

tiple

way

s;2)

ben

chm

arke

d w

ith o

ther

loca

lgo

vern

men

t ag

enci

es re

gula

rly;

3)lo

ng-t

erm

eval

uatio

n pl

an in

plac

e fo

r rev

iew

by

exte

rnal

ass

esso

rs

II. O

rgan

isat

iona

l ski

llsM

any

type

s of

ski

lls o

r apt

itude

s ar

e re

quire

d to

run

an o

rgan

isat

ion

effe

ctiv

ely,

rang

ing

from

fund

rais

ing

and

finan

cial

man

agem

ent t

oad

voca

cy a

nd n

etw

ork

mem

bers

hip

mai

nten

ance

, etc

. It i

s im

port

ant t

o id

entif

y w

hat s

kills

are

requ

ired

to fu

lfil t

he s

trat

egy

and

to e

nsur

eth

at th

e or

gani

satio

n ha

s ac

cess

to th

em e

ither

thro

ugh

exis

ting

staf

f or e

xter

nal s

uppo

rt.W

ith a

dequ

ate

skill

s in

pla

ce, a

n or

gani

satio

nca

n al

so d

evel

op a

n un

ders

tand

ing

of h

ow it

is fu

lfilli

ng it

s st

rate

gy a

nd b

e ab

le to

mea

sure

its

own

perf

orm

ance

bas

ed o

n its

ski

lls-s

et.

Bei

ng a

ble

to u

nder

stan

d th

e co

ntex

t the

org

anis

atio

n w

orks

in a

s w

ell a

s m

appi

ng k

ey s

take

hold

ers

is a

lso

vita

l.


Und

erst

and

cont

ext a

ndco

ntri

buti

on o

fre

leva

ntst

akeh

olde

rs

Ove

rall

stra

tegi

cpl

anni

ng(f

inan

cial

,op

erat

iona

lan

d hu

man

reso

urce

s)

Part

ners

hips

/al

lianc

esde

velo

pmen

tan

d nu

rtur

ing

Litt

le k

now

ledg

e an

dun

ders

tand

ing

ofot

herp

laye

rs a

ndlo

cal c

onte

xt

Lim

ited

abili

tyan

dte

nden

cy to

deve

lop

plan

s, a

nd if

they

exis

t, th

ey a

re n

otst

rate

gic,

use

ful

or g

o be

yond

the

shor

t-te

rm

Lim

ited

use

ofpa

rtne

rshi

ps

and

allia

nces

w

ith d

iffer

ent

orga

nisa

tions

1) B

asic

know

ledg

eof

pla

yers

and

loca

lco

ntex

t but

lim

ited

abili

ty to

adap

tbe

havi

our

1) S

ome

abili

ty a

ndte

nden

cy to

dev

elop

high

-leve

l str

ateg

icpl

ans

that

onl

ypa

rtia

lly d

irect

budg

et, h

uman

reso

urce

s (H

R)

and

oper

atio

nal

deci

sion

s

1) E

arly

sta

ges

ofbu

ildin

gre

latio

nshi

psan

dco

llabo

ratin

gw

ithot

her r

elev

ant

orga

nisa

tions

1) S

olid

know

ledg

eof

play

ers

and

loca

l con

text

; 2)

with

som

e ab

ility

to a

dapt

beha

viou

r

1) S

ome

abili

ty a

ndte

nden

cy to

dev

elop

high

-leve

l str

ateg

icpl

ans;

2)

str

ateg

ic p

lan

clea

rly d

irect

s at

leas

t one

of t

hefo

llow

ing:

bud

get,

HR

and

oper

atio

nal

deci

sion

s

1) E

ffect

ivel

y bu

iltan

d le

vera

ged

som

eke

y re

latio

nshi

ps;

2) w

ith re

leva

ntpa

rtie

s

1) E

xten

sive

know

ledg

e of

pla

yers

and

loca

l con

text

; 2)

with

ana

lysi

sca

rrie

d ou

t reg

ular

ly;

3) re

fined

abi

lity

and

syst

emat

ic te

nden

cyto

adap

t beh

avio

ur

1) A

bilit

y an

dte

nden

cy to

dev

elop

and

refin

eco

ncre

te,

real

istic

plan

s;2)

inte

rnal

exp

ertis

ein

all

plan

ning

are

as;

3) re

gula

r str

ateg

icpl

anni

ng c

arrie

d ou

t,w

hich

gui

des

budg

et,

HR

and

oper

atio

nal

deci

sion

s

1) B

uilt,

leve

rage

dan

d m

aint

aine

dst

rong

, hig

h-im

pact

,re

latio

nshi

ps;

2)w

ith v

arie

ty o

fre

leva

nt p

artie

s;3)

and

rela

tions

hips

anch

ored

in s

tabl

e,lo

ng-t

erm

,mut

ually

bene

ficia

lco

llabo

ratio

n



Loca

lco

mm

unit

ypr

esen

ce a

ndin

volv

emen

t

Volu

ntee

rs

Pres

ence

eith

erno

tre

cogn

ised

or

gene

rally

not

rega

rded

as

posi

tive

Lim

ited

abili

ty to

(or

inte

rest

in) a

ttra

ctin

gin

-kin

d su

ppor

t or

mak

ing

use

ofvo

lunt

eers

1) P

rese

nce

som

ewha

tre

cogn

ised

and

gene

rally

rega

rded

as

posi

tive

with

in th

eco

mm

unity

1) A

d ho

c us

e of

vol

unte

ers

1) R

easo

nabl

y w

ell-

know

nw

ithin

com

mun

ity o

r sec

tor;

2) m

embe

rs o

f lar

ger

com

mun

ity (s

ome

prom

inen

t)co

nstr

uctiv

ely

enga

ged

in lo

cal

gove

rnm

ent

foru

ms/

reco

urse

mec

hani

sms

1) S

omew

hat c

lear

use

of v

olun

teer

s;

2) a

t diff

eren

t lev

els

(com

mun

ity p

roje

cts,

offic

e su

ppor

t,ou

trea

ch) t

o su

ppor

tw

ider

aim

s

1) W

idel

ykn

own

with

in la

rger

com

mun

ity;

2) p

erce

ived

asac

tivel

y en

gage

d an

dex

trem

ely

resp

onsi

ve;

3) m

any

mem

bers

of

larg

er c

omm

unity

activ

ely

and

cons

truc

tivel

yen

gage

d in

loca

lgo

vern

men

tfo

rum

s/re

cour

sem

echa

nism

s

1) C

lear

str

ateg

y an

d gu

idan

ce a

roun

dus

e of

vol

unte

ers;

2)

at d

iffer

ent l

evel

s;

3) tr

ansl

ates

into

aro

bust

con

trib

utio

nto

war

ds th

e w

ork




III. S

yste

ms

and

infr

astr

uctu

reTh

ese

are

the

proc

esse

s, p

roce

dure

s an

d sy

stem

s in

pla

ce fo

r run

ning

an

orga

nisa

tion

in a

coh

eren

t and

con

sist

ent m

anne

r. Th

is in

clud

esta

ngib

le a

sset

s an

d in

fras

truc

ture

(suc

h as

off

ice

spac

e, c

ompu

ters

, leg

al in

sura

nce,

etc

) as

wel

l as

mor

e in

tang

ible

sys

tem

s fo

r mak

ing

deci

sion

s an

d m

anag

ing

dele

gatio

n in

tern

ally

. Man

y of

the

cate

gorie

s in

this

sec

tion

are

inte

r-lin

ked.

Dec

isio

n-m

akin

gfr

amew

ork

Fina

ncia

lop

erat

ions

man

agem

ent

Dec

isio

ns m

ade

larg

ely

on a

nad

hoc

and

info

rmal

bas

is b

yon

epe

rson

and

/or

who

ever

isac

cess

ible

Basi

c fin

anci

alac

tiviti

es u

nder

take

n

1) D

ecis

ion-

mak

ing

proc

ess

fairl

y w

ell

esta

blis

hed

buto

ften

brea

ks d

own

and

beco

mes

info

rmal

1) F

inan

cial

act

iviti

estr

ansp

aren

t, c

lear

lyan

dco

nsis

tent

lyre

cord

ed,

docu

men

ted

and

trac

ked

toap

prov

ebu

dget

1) C

lear

, lar

gely

form

al li

nes/

syst

ems

for d

ecis

ion-

mak

ing;

2)

dis

sem

inat

ion

ofde

cisi

ons

gene

rally

good

but c

ould

be

impr

oved

1) F

orm

al in

tern

alco

ntro

ls g

over

ning

all

finan

cial

ope

ratio

ns(f

ully

trac

ked,

supp

orte

dan

dre

port

ed);

2) a

tten

tion

paid

to

cas

hflo

wm

anag

emen

t

III. S

yste

ms

and

infr

a-st

ruct

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

lear

, for

mal

lines

/sys

tem

s fo

rde

cisi

on-m

akin

g;

2) in

volv

ing

as b

road

part

icip

atio

n as

prac

tical

and

appr

opria

te;

3) d

isse

min

atio

n/in

terp

reta

tion

ofde

cisi

on

1) R

obus

t sys

tem

san

d co

ntro

ls in

plac

ego

vern

ing

all

finan

cial

oper

atio

ns;

2) in

tegr

atio

n w

ithbu

dget

ing,

dec

isio

n-m

akin

g an

dor

gani

satio

nal

obje

ctiv

es/g

oals

;3)

cas

h flo

wm

anag

ed


Know

ledg

em

anag

emen

t

Exte

rnal

com

mun

icat

ion

Infr

astr

uctu

re(o

ffic

e sp

ace

and

loca

tion

,IC

T –

com

pute

rs,

soft

war

e,em

ail,

data

base

syst

ems,

etc

)

No

form

al s

yste

ms

toca

ptur

e an

ddo

cum

enti

nter

nal

know

ledg

e

No

form

al s

yste

ms

to c

omm

unic

ate

prog

ress

and

mes

sage

s to

wid

erau

dien

ce/c

omm

unity

Inad

equa

te p

hysi

cal,

data

col

lect

ion

and

com

mun

icat

ions

infr

astr

uctu

re,

resu

lting

in c

lear

loss

of e

ffect

iven

ess

and

effic

ienc

y w

ithim

pact

on

repu

tatio

nan

d st

aff m

oral

e

1) S

ome

syst

ems

exis

t in

a fe

w a

reas

but e

ither

not

us

er-fr

iend

ly, o

r not

com

preh

ensi

ve o

rkn

own

enou

gh to

have

an

impa

ct

1) S

ome

syst

ems

exis

t (su

ch a

sw

ebsi

te, l

ocal

new

spap

er, e

tc)

but n

ot w

idel

ydi

ssem

inat

ed a

ndon

ly p

artia

llyta

rget

ed

Phys

ical

spa

ce(lo

catio

n, o

ffic

e si

ze,

etc)

, dat

a co

llect

ion

(to

supp

ort r

epor

ting

and

know

ledg

ege

nera

tion)

and

com

mun

icat

ions

are

basi

c bu

t wor

k w

ell

enou

gh to

mee

t mos

tim

port

ant a

ndim

med

iate

nee

ds

1) S

yste

ms

exis

t in

mos

t are

as a

nd q

uite

user

-frie

ndly

and

com

preh

ensi

ve;

2) b

ut s

yste

ms

know

n by

onl

y a

few

peo

ple

oron

lyoc

casi

onal

ly u

sed

1) S

yste

ms

exis

t, a

reus

ed a

nd ta

rget

ed;

2) s

trat

egy

in p

lace

to

com

mun

icat

e w

ithw

ide

audi

ence

and

rece

ive

som

efe

edba

ck

With

min

orim

prov

emen

ts to

equi

pmen

t, lo

gist

ics,

etc,

phy

sica

l spa

ce,

data

col

lect

ion

and

com

mun

icat

ions

infr

astr

uctu

rege

nera

lly w

ork

wel

len

ough

to s

uit l

ocal

gove

rnm

entn

eeds

1) W

ell-d

esig

ned,

com

preh

ensi

ve

user

-frie

ndly

sys

tem

sin

mos

t are

as;

2) s

yste

ms

are

know

n by

man

ype

ople

with

in th

eor

gani

satio

n;3)

and

oft

en u

sed

1) S

yste

ms

exis

t,

are

wel

l use

d an

d ta

rget

ed;

2) s

trat

egy

in p

lace

to

com

mun

icat

e w

ithw

ide

audi

ence

and

to

rece

ive

feed

back

;3)

abl

e to

fully

tailo

rm

essa

ges

to a

udie

nce

Fully

ade

quat

eph

ysic

al, d

ata

colle

ctio

n an

dco

mm

unic

atio

nsin

fras

truc

ture

clea

rlyco

ntrib

utes

to

loca

l gov

ernm

ent

effe

ctiv

enes

s an

def

ficie

ncy




IV. O

rgan

isat

iona

l str

uctu

reTh

is la

ys o

ut h

ow th

e va

rious

uni

ts o

f an

orga

nisa

tion

inte

ract

with

eac

h ot

her a

t all

leve

ls. A

n or

gano

gram

, for

exa

mpl

e, c

aptu

res

visu

ally

how

the

units

are

link

ed a

nd c

larif

ies

inte

rdep

ende

ncie

s. In

pra

ctic

e, th

ere

shou

ld b

e cl

ear r

oles

and

resp

onsi

bilit

ies

for e

ach

unit

toen

sure

coo

rdin

atio

n an

d sy

nerg

y. I

ndiv

idua

ls fi

t int

o th

is s

truc

ture

and

sho

uld

have

cle

ar fu

nctio

ns a

nd jo

b de

scrip

tions

.

Inte

rfun

ctio

nal

coor

dina

tion

Indi

vidu

al jo

bde

sign

Diff

eren

tpr

ogra

mm

es a

ndor

gani

satio

nal u

nits

func

tion

in s

ilos;

little

ord

ysfu

nctio

nal

coor

dina

tion

betw

een

them

Lack

of p

ositi

ons

crea

ted

to a

ddre

ss

a nu

mbe

r of k

ey

role

s (e

g M

ayor

,Co

unse

llors

,Pr

ogra

mm

eM

anag

emen

t, e

tc);

uncl

earr

oles

and

resp

onsi

bilit

ies

with

man

y ov

erla

ps; j

obde

scrip

tions

do

not

exis

t

1) C

lear

def

initi

ons

of h

ow u

nits

sho

uld

be w

orki

ng to

geth

eran

d so

me

evid

ence

of th

is w

orki

ng

1) S

ome

key

posi

tions

wel

l-de

fined

and

hav

eba

sic

job

desc

riptio

ns

1) In

tera

ctio

nsbe

twee

ndi

ffere

ntpr

ogra

mm

es a

ndor

gani

satio

nal u

nits

are

gene

rally

goo

d;2)

som

e po

olin

g of

reso

urce

s

1) P

ositi

ons

exis

tfor

mos

t key

role

s, w

ithfe

w s

till m

issi

ng;

2) m

ost k

eypo

sitio

nsar

e w

ell-d

efin

ed a

ndha

ve jo

b de

scrip

tions

but s

ome

uncl

ear

acco

unta

bilit

ies

orov

erla

p in

role

s an

dre

spon

sibi

litie

s

IV.O

rgan

i-sa

tion

alst

ruct

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) A

ll pr

ogra

mm

esan

d un

its fu

nctio

nto

geth

eref

fect

ivel

y;

2) w

ith s

harin

g of

info

rmat

ion

and

reso

urce

s;3)

few

coor

dina

tion

issu

es

1) A

ll ke

y ro

les

have

asso

ciat

ed p

ositi

ons;

2) m

osti

ndiv

idua

lsha

ve w

ell-d

efin

edro

les

with

cle

arac

tiviti

es a

ndre

port

ing

rela

tions

hips

and

min

imal

over

laps

;3)

job

desc

riptio

nsar

e re

defin

ed to

allo

w fo

rde

velo

pmen

t and

indi

vidu

als’

gro

wth



V. C

ultu

reO

rgan

isat

iona

l cul

ture

com

pris

es th

e cu

stom

s, ri

tual

s an

d va

lues

sha

red

by th

e m

embe

rs o

f an

orga

nisa

tion

that

hav

e to

be

unde

rsto

odan

d ac

cept

ed b

y ne

w m

embe

rs. I

t can

rang

e fr

om c

omm

on d

ress

cod

es to

per

cept

ions

of t

ime-

keep

ing.

Org

anis

atio

nal c

ultu

re c

an b

ede

velo

ped

posi

tivel

y to

ens

ure

that

div

ersi

ty is

wel

com

ed a

nd c

omm

unic

atio

ns a

re o

pen.

Thi

s is

esp

ecia

lly v

ital f

or n

etw

ork

orga

nisa

tions

whe

re th

e in

tera

ctio

ns b

etw

een

mem

bers

are

wha

t driv

e th

e ne

twor

k an

d m

ake

it ef

fect

ive.

Shar

ed v

alue

s,re

fere

nces

and

prac

tice

s

No

com

mon

set

of

basi

c be

liefs

, val

ues,

prac

tices

or c

omm

onre

fere

nces

exi

stw

ithin

loca

lgo

vern

men

t (su

ch a

str

aditi

ons,

unw

ritte

nru

les,

sto

ries,

role

mod

els,

sym

bols

,la

ngua

ge, d

ress

, etc

)

1) C

omm

on s

et

of b

asic

bel

iefs

,re

fere

nces

and

prac

tices

exi

sts

inso

me

grou

psw

ithin

loca

l gov

ernm

ent,

but n

ot s

hare

dbr

oadl

y

1) C

omm

on s

etof

bas

ic b

elie

fs,

refe

renc

es a

ndpr

actic

es h

eld

bym

any

peop

le;

2) b

elie

fs a

re a

ligne

dw

ith lo

cal

gove

rnm

ent p

urpo

sean

d so

met

imes

use

d

V. C

ultu

re2)

Basi

c le

vel o

f ca

paci

ty in

pla

ce3)

Mod

erat

e le

vel

of c

apac

ity

in p

lace

4)H

igh

leve

l of

capa

city

in p

lace

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

omm

on s

etof

bas

ic b

elie

fs,

refe

renc

es a

ndpr

actic

es;

2) p

rovi

des

mem

bers

with

sen

se o

f ide

ntity

;3)

belie

fs a

ligne

dw

ith lo

cal

gove

rnm

ent p

urpo

sean

d ha

rnes

sed

topr

oduc

e im

pact


GTF capacity needs assessment tool – for civil society organisation networks

3 G

TF c

apac

ity

need

s as

sess

men

t too

l–

for c

ivil

soci

ety

orga

nisa

tion

net

wor

ks

I. As

pira

tion

sAs

pira

tions

incl

ude

the

mis

sion

, vis

ion

and

over

arch

ing

goal

s of

an

orga

nisa

tion.

The

se h

ighl

ight

the

spec

ific

task

s or

dut

ies

the

orga

nisa

tion

wou

ld li

ke to

per

form

or f

ulfil

and

the

visi

on o

f how

they

will

be

com

plet

ed.

The

vis

ion

capt

ures

the

stat

ed a

ims

and

obje

ctiv

es o

f an

orga

nisa

tion

and

help

s in

form

the

stat

egy.

Mis

sion

Clar

ity

ofvi

sion

No

writ

ten

mis

sion

;or

mis

sion

lack

scl

arity

or s

peci

ficity

Litt

le s

hare

dun

ders

tand

ing

of w

hat n

etw

ork

aspi

res

to b

ecom

e or

ach

ieve

bey

ond

the

stat

ed m

issi

on

1) S

ome

expr

essi

on o

fm

issi

on th

at re

flect

sva

lues

and

pur

pose

(may

lack

cla

rity

or

be ra

rely

use

d)

1) S

omew

hat c

lear

or

spe

cific

unde

rsta

ndin

g of

wha

t net

wor

k as

pire

sto

bec

ome

or a

chie

ve(b

ut la

cks

spec

ifici

tyor

cla

rity

or is

not

wid

ely

nego

tiate

dam

ong

mem

bers

)

1) C

lear

exp

ress

ion

of m

issi

on re

flect

ing

valu

es a

nd p

urpo

se;

2) u

sed

ofte

n by

som

e pe

ople

1) C

lear

and

spe

cific

unde

rsta

ndin

g of

wha

t ne

twor

kas

pire

s to

bec

ome

or a

chie

ve;

2) o

ften

use

d to

dire

ct a

ctio

ns a

nd

set p

riorit

ies

I. As

pira

-ti

ons

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

lear

exp

ress

ion

of m

issi

on re

flect

ing

valu

es a

nd p

urpo

se;

2) b

road

ly u

sed;

3)

by

who

le n

etw

ork

1) C

lear

, spe

cific

an

d co

mpe

lling

unde

rsta

ndin

g of

wha

t net

wor

k as

pire

s to

bec

ome

or a

chie

ve;

2) b

road

ly n

egot

iate

dan

d he

ld a

cros

sne

twor

k m

embe

rs;

3)an

d co

nsis

tent

lyus

ed to

dire

ctac

tions

and

se

t prio

ritie

s


Bold

ness

of

visi

on

Ove

rarc

hing

goal

s

No

clea

r vis

ion

artic

ulat

ed

Visi

on (i

f it e

xist

s)no

t exp

licitl

ytr

ansl

ated

into

sm

all

set o

f con

cret

e go

als,

thou

gh th

ere

may

be

gene

ral (

but

inco

nsis

tent

and

impr

ecis

e)kn

owle

dge

ofov

erar

chin

g go

als

and

wha

t net

wor

kai

ms

to a

chie

ve

1) V

isio

n ex

ists

but

falls

sho

rt o

fre

flect

ing

anin

spiri

ng v

iew

of

the

futu

re

1) V

isio

n tr

ansl

ated

into

a c

oncr

ete

set

of g

oals

; 2)

but

goa

ls la

ck

at le

ast t

wo

of th

efo

llow

ing

four

attr

ibut

es:

a) c

larit

y,

b) b

oldn

ess,

c) a

ssoc

iate

dm

etric

s,

d) ti

mef

ram

e fo

rm

easu

ring

atta

inm

ent

1) V

isio

n is

dist

inct

ive

alon

g on

ly o

neof

the

follo

win

g tw

o at

trib

utes

: a)

refle

cts

insp

iring

view

of f

utur

e,b)

is d

eman

ding

ye

t ach

ieva

ble

1) V

isio

n tr

ansl

ated

into

a c

oncr

ete

set

of g

oals

;2)

but

lack

s at

mos

ton

eof

the

follo

win

gfo

ur a

ttrib

utes

: a)

cla

rity,

b)

bol

dnes

s,

c) a

ssoc

iate

dm

etric

s,

d) ti

mef

ram

e fo

r mea

surin

gat

tain

men

t;3)

goa

ls a

re k

now

n

1) V

isio

n re

flect

s an

insp

iring

vie

w o

ffu

ture

that

is:

2) d

eman

ding

;3)

ach

ieva

ble

1) V

isio

n tr

ansl

ated

into

cle

ar, b

old

set o

fco

ncre

te, t

ime-

boun

dan

d m

easu

reab

lego

als

that

net

wor

kai

ms

to a

chie

ve;

2) g

oals

are

br

oadl

y kn

own;

3) a

nd c

onsi

sten

tlyus

ed to

dire

ctac

tions

and

se

t prio

ritie

s




II. S

trat

egy

An o

rgan

isat

iona

l str

ateg

y is

a g

ener

al p

lan

or s

et o

f pla

ns in

tend

ed to

ach

ieve

the

mis

sion

, vis

ion

and

goal

s of

the

orga

nisa

tion.

Stra

tegi

es a

re u

sual

ly d

evel

oped

to c

over

a n

umbe

r of y

ears

– fo

r exa

mpl

e, a

long

-ter

m s

trat

egy

outli

ning

the

advo

cacy

act

iviti

es fo

r a C

SOne

twor

k.W

ithin

the

over

all s

trat

egy,

ther

e ar

e us

ually

tim

e-bo

und,

agr

eed

and

spec

ific

goal

s or

per

form

ance

targ

ets

that

can

be

used

tom

onito

r pro

gres

s an

d ac

hiev

emen

ts.

Such

goa

ls m

ay b

e am

bitio

us a

nd fa

r-re

achi

ng; o

ther

s m

ay b

e fo

cuse

d on

mai

ntai

ning

the

stat

usqu

o. A

cle

ar s

trat

egy

info

rms

the

activ

ities

of a

n or

gani

satio

n an

d th

e po

tent

ial f

or g

row

th.

Ove

rall

stra

tegy

Stra

tegy

is e

ither

non-

exis

tent

or

inco

here

nt (l

arge

lyse

t of s

catt

ered

initi

ativ

es)

1) S

trat

egy

exis

ts a

ndis

som

ewha

t lin

ked

to m

issi

on, v

isio

nan

d ov

erar

chin

ggo

als

but l

acks

cohe

renc

e or

is n

otea

sily

act

iona

ble

1) C

oher

ent s

trat

egy

has

been

dev

elop

edan

d is

link

ed to

mis

sion

and

vis

ion

but i

s no

t ful

ly re

ady

to b

e ac

ted

upon

; 2)

str

ateg

y is

m

ostly

kno

wn

II. S

trat

egy

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

lear

, coh

eren

tm

ediu

m- t

o lo

ng-

term

str

ateg

y, b

oth

actio

nabl

e an

dlin

ked

to o

vera

llm

issi

on, v

isio

n an

dov

erar

chin

g go

als;

2)

str

ateg

y is

br

oadl

y kn

own;

3)

and

con

sist

ently

help

s dr

ive

daily

beha

viou

r


Goa

ls/

perf

orm

ance

targ

ets

Prog

ram

me

rele

vanc

e an

din

tegr

atio

n

Targ

ets

are:

non

-ex

iste

nt o

r few

; too

vagu

e or

con

fusi

ng;

too

easy

or

impo

ssib

le to

achi

eve

Core

pro

gram

mes

and

serv

ices

vag

uely

defin

ed a

nd la

ckcl

ear a

lignm

ent w

ithm

issi

on a

nd g

oals

1) R

ealis

tic ta

rget

sex

ist i

n so

me

key

area

s, a

nd a

re

mos

tly a

ligne

d w

ithas

pira

tions

and

stra

tegy

but

may

la

ck a

mbi

tion,

mile

ston

es o

r be

focu

sed

on in

puts

1) M

ost p

rogr

amm

esan

d se

rvic

esge

nera

lly w

ell

defin

ed a

nd c

an

be li

nked

with

mis

sion

and

goa

lsbu

t pro

gram

mes

m

ay b

e so

mew

hat

scat

tere

d an

d no

t lin

ked

1) Q

uant

ified

,re

ason

able

but

ambi

tious

targ

ets

inm

ost a

reas

; 2)

link

ed to

aspi

ratio

ns a

ndst

rate

gy b

ut m

ainl

yfo

cuse

d on

out

puts

, ty

pica

lly a

nnua

l and

may

lack

mile

ston

es

1) C

ore

prog

ram

mes

or a

dvoc

acy

effo

rts

wel

l def

ined

and

alig

ned

with

mis

sion

and

goal

s;2)

pro

gram

me

offe

rings

fit t

oget

her

wel

l as

part

of

clea

r str

ateg

y

1) L

imite

d se

t of

quan

tifie

d, g

enui

nely

dem

andi

ngpe

rfor

man

ce ta

rget

s;2)

that

are

out

put

and

outc

ome-

focu

sed,

tigh

tlylin

ked

to a

spira

tions

and

stra

tegy

, and

incl

ude

annu

alm

ilest

ones

;3)

mem

bers

cons

iste

ntly

ado

ptta

rget

s an

d w

ork

toac

hiev

e th

em

1) A

ll pr

ogra

mm

esan

d ad

voca

cy e

ffort

sw

ell-d

efin

ed a

nd

fully

alig

ned

with

mis

sion

and

goa

ls;

2) p

rogr

amm

eof

ferin

gs a

re c

lear

lylin

ked

to o

ne a

noth

eran

d to

str

ateg

y;3)

syn

ergi

es a

cros

spr

ogra

mm

es a

rede

fined



Prog

ram

me

grow

th a

ndre

plic

atio

n

New

prog

ram

me

deve

lopm

ent

No

asse

ssm

ent o

fpo

ssib

ility

of

expa

ndin

g ex

istin

gpr

ogra

mm

es; l

imite

dab

ility

to s

cale

-up

orre

plic

ate

Litt

le a

bilit

y to

cre

ate

new

pro

gram

mes

, or

new

pro

gram

mes

crea

ted

larg

ely

inre

spon

se to

fund

ing

avai

labi

lity

1) L

imite

das

sess

men

t of

poss

ibili

ty o

fex

pand

ing

exis

ting

prog

ram

mes

and

ther

efor

e on

ly s

ome

abili

ty e

ither

tosc

ale-

up o

r rep

licat

e

1) L

imite

das

sess

men

t of a

ndab

ility

to m

odify

exis

ting

prog

ram

mes

and/

or c

reat

e ne

wpr

ogra

mm

es

1) O

ccas

iona

las

sess

men

t of

poss

ibili

ty o

fex

pand

ing

exis

ting

prog

ram

mes

;2)

abl

e to

sca

le-u

p or

repl

icat

e ex

istin

gpr

ogra

mm

es fo

r the

mos

t par

t

1) O

ccas

iona

las

sess

men

t with

mem

bers

and

dem

onst

rate

d ab

ility

to m

odify

and

fine

-tu

ne e

xist

ing

prog

ram

mes

;2)

and

cre

ate

new

prog

ram

mes

1) F

requ

ent

asse

ssm

ent o

fpo

ssib

ility

of

expa

ndin

g ex

istin

gpr

ogra

mm

es;

2) e

ffic

ient

ly a

ndef

fect

ivel

y ab

le to

lear

n fr

om e

xist

ing

prog

ram

mes

; 3)

and

grow

exi

stin

gpr

ogra

mm

es a

ndm

essa

ges

to m

eet t

hene

ed to

add

ress

oth

erpo

tent

ial a

dvoc

acy

targ

ets

and

them

es

1) C

ontin

ual

asse

ssm

ent w

ithm

embe

rs to

mee

tad

voca

cy n

eeds

and

adju

stm

ents

mad

eac

cord

ingl

y;2)

abi

lity

and

tend

ency

to c

reat

ene

w in

nova

tive

prog

ram

mes

for

curr

ent o

r new

mem

bers

;3)

con

tinuo

uspi

pelin

e of

new

idea

s



Fund

ing

mod

el

Enga

ging

gove

rnm

ent

(in a

nyco

ntex

t: lo

cal,

stat

e, fe

dera

l)

Hig

hly

depe

nden

t on

a fe

w fu

nder

s, la

rgel

yof

sam

e ty

pe (e

ggo

vern

men

t,fo

unda

tions

or

priv

ate

indi

vidu

als)

Litt

le u

nder

stan

ding

of h

ow to

wor

k w

ithan

d in

fluen

cego

vern

men

t

1) A

cces

s to

mul

tiple

type

s of

fund

ing

(eg

gove

rnm

ent,

foun

datio

ns,

corp

orat

ions

, priv

ate

indi

vidu

als)

with

on

ly a

few

fund

ers

in e

ach

type

1) S

ome

unde

rsta

ndin

g of

need

to e

mbe

dpr

ogra

mm

es in

gove

rnm

ent y

et

no c

lear

str

ateg

y fo

r how

to d

o so

1) S

olid

rang

e of

fund

ers

from

var

ying

sour

ces

with

cla

rity

arou

nd m

embe

rshi

pre

latio

nshi

p to

netw

ork

fund

ing;

2) s

ome

hedg

ing

agai

nst m

arke

tin

stab

ilitie

s (e

g so

me

rese

rves

) or s

ome

sust

aina

ble

reve

nue-

gene

ratin

g ac

tivity

1) C

lear

unde

rsta

ndin

g of

need

and

str

ateg

y to

embe

d pr

ogra

mm

esan

d/or

lear

ning

ingo

vern

men

t;2)

goo

d lin

ks o

rre

latio

nshi

ps w

ithgo

vern

men

t par

tner

s

1) H

ighl

y di

vers

ified

fund

ing

acro

ssm

ultip

le s

ourc

e ty

pes

from

acr

oss

netw

ork;

2) in

sula

ted

from

pote

ntia

l mar

ket

inst

abili

ties

and/

orha

s su

stai

nabl

ere

venu

e-ge

nera

ting

activ

ities

;3)

risk

-man

agem

ent

proc

ess

iden

tifie

scl

ear a

nd tr

ansp

aren

tex

it st

rate

gy in

ca

se m

odel

cea

ses

to w

ork

1) C

lear

, coh

eren

tan

d un

ders

tood

stra

tegy

for w

orki

ngw

ith a

nd/o

rin

fluen

cing

gove

rnm

ent;

2) g

ood/

stro

ng li

nks

or re

latio

nshi

ps

with

gov

ernm

ent

part

ners

;3)

goo

d ev

iden

ceba

se a

nd m

essa

ging




III. O

rgan

isat

iona

l ski

llsM

any

type

s of

ski

lls o

r apt

itude

s ar

e re

quire

d to

run

an o

rgan

isat

ion

effe

ctiv

ely,

rang

ing

from

fund

rais

ing

and

finan

cial

man

agem

ent t

oad

voca

cy a

nd n

etw

ork

mem

bers

hip

mai

nten

ance

, etc

. It i

s im

port

ant t

o id

entif

y w

hat s

kills

are

requ

ired

to fu

lfil t

he s

trat

egy

and

to e

nsur

eth

at th

e or

gani

satio

n ha

s ac

cess

to th

em e

ither

thro

ugh

exis

ting

staf

f or e

xter

nal s

uppo

rt.W

ith a

dequ

ate

skill

s in

pla

ce, a

n or

gani

satio

nca

n al

so d

evel

op a

n un

ders

tand

ing

of h

ow it

is fu

lfilli

ng it

s st

rate

gy a

nd b

e ab

le to

mea

sure

its

own

perf

orm

ance

bas

ed o

n its

ski

lls-s

et.

Bei

ng a

ble

to u

nder

stan

d th

e co

ntex

t the

org

anis

atio

n w

orks

in a

s w

ell a

s m

appi

ng k

ey s

take

hold

ers

is a

lso

vita

l.

Perf

orm

ance

mea

sure

men

t/an

alys

is a

ndpr

ogra

mm

ead

just

men

ts

Very

lim

ited

mea

sure

men

t and

trac

king

of

perf

orm

ance

, and

mai

nly

base

d on

tang

ible

out

puts

or

anec

dota

l evi

denc

e

1) P

erfo

rman

cepa

rtia

lly m

easu

red

and

prog

ress

part

ially

trac

ked

thro

ugh

regu

lar

colle

ctio

n of

dat

a on

prog

ram

me

activ

ities

and

outp

uts,

and

data

use

d in

tern

ally

with

in n

etw

ork

onoc

casi

onal

bas

is

1) P

erfo

rman

cem

easu

red

and

prog

ress

trac

ked

usin

g va

rious

indi

cato

rs fo

rta

ngib

le a

ndin

tang

ible

impa

cts;

2) o

ccas

iona

llybe

nchm

arke

dag

ains

t oth

er s

imila

rne

twor

ks

III. O

rgan

i-sa

tion

alsk

ills

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) P

erfo

rman

cem

easu

red

and

prog

ress

trac

ked

usin

g va

rious

indi

cato

rs fo

rta

ngib

le a

ndin

tang

ible

impa

cts

in m

ultip

le w

ays;

2) b

ench

mar

ked

with

oth

er n

etw

orks

regu

larly

;3)

long

-ter

mev

alua

tion

plan

inpl

ace

for r

evie

w b

yex

tern

al a

sses

sors


Und

erst

and

cont

ext a

ndco

ntri

buti

on o

fre

leva

ntst

akeh

olde

rs

Ove

rall

stra

tegi

cpl

anni

ng(f

inan

cial

,op

erat

iona

lan

d hu

man

reso

urce

s)

Fund

rais

ing

and

reve

nue

gene

rati

ng

Litt

le k

now

ledg

e an

dun

ders

tand

ing

ofot

her p

laye

rs a

ndlo

cal c

onte

xt

Lim

ited

abili

ty a

ndte

nden

cy to

dev

elop

plan

s, a

nd if

they

exis

t, th

ey a

re n

otst

rate

gic,

use

ful

or g

o be

yond

the

shor

t-te

rm

Gen

eral

ly w

eak

fund

rais

ing

skill

s an

d la

ck o

f exp

ertis

e.Fu

ndra

isin

g pr

actic

esan

d bu

dget

s no

tlin

ked

to re

al c

osts

of

act

iviti

es

1) B

asic

kno

wle

dge

of p

laye

rs a

nd lo

cal

cont

ext b

ut li

mite

dab

ility

to a

dapt

beha

viou

r

1) S

ome

abili

ty a

ndte

nden

cy to

dev

elop

high

-leve

l str

ateg

icpl

ans

that

onl

ypa

rtia

lly d

irect

budg

et, S

ecre

taria

t,hu

man

reso

urce

s(H

R) a

nd o

pera

tiona

lde

cisi

ons

1) M

ain

fund

rais

ing

need

s co

vere

d by

som

e co

mbi

natio

n of

mem

bers

’ ski

lls a

ndac

cess

to s

ome

exte

rnal

fund

rais

ing

expe

rtis

e

1) S

olid

kno

wle

dge

of p

laye

rs a

nd lo

cal

cont

ext;

2)

with

som

e ab

ility

to a

dapt

beh

avio

ur

1) S

ome

abili

ty

and

tend

ency

tode

velo

p hi

gh-le

vel

stra

tegi

c pl

ans;

2) s

trat

egic

pla

ncl

early

dire

cts

atle

ast o

neof

the

follo

win

g:

a) b

udge

t,b)

HR,

c) o

pera

tiona

lde

cisi

ons

1) R

egul

arfu

ndra

isin

gne

eds

adeq

uate

lyco

vere

d by

wel

l-de

velo

ped

mem

ber

fund

rais

ing

skill

s;2)

occ

asio

nal a

cces

sto

som

e ex

tern

alfu

ndra

isin

g ex

pert

ise

1) E

xten

sive

know

ledg

e of

pla

yers

and

loca

l con

text

; 2)

with

ana

lysi

sca

rrie

d ou

t reg

ular

ly;

3) re

fined

abi

lity

and

syst

emat

ic te

nden

cyto

ada

pt b

ehav

iour

1) A

bilit

y an

dte

nden

cy to

dev

elop

and

refin

e co

ncre

te,

real

istic

pla

ns;

2) in

tern

al e

xper

tise

in a

ll pl

anni

ng a

reas

;3)

regu

lar s

trat

egic

plan

ning

car

ried

out

that

gui

des

budg

et,

HR

and

oper

atio

nal

deci

sion

s

1) H

ighl

y de

velo

ped

mem

bers

’fu

ndra

isin

gsk

ills

to c

over

all

regu

lar n

eeds

;2)

acc

ess

to in

tern

alan

d/or

ext

erna

lex

pert

ise

for

addi

tiona

lex

trao

rdin

ary

need

s;3)

inno

vativ

e re

venu

ege

nera

tion

met

hods



Net

wor

kde

velo

pmen

tan

d nu

rtur

ing

Loca

lco

mm

unit

ypr

esen

ce a

ndin

volv

emen

t

Influ

enci

ngpo

licy-

mak

ing

Net

wor

k co

mpr

ises

few

and

/or w

eak

mem

bers

hip

with

little

com

mun

icat

ion

acro

ss th

e ne

twor

k

Pres

ence

eith

er n

otre

cogn

ised

or

gene

rally

not

rega

rded

as

posi

tive

Litt

le a

bilit

y or

unaw

are

ofpo

ssib

ilitie

s fo

r inf

luen

cing

polic

y-m

akin

g

1) V

arie

ty o

fm

embe

rs w

ith s

ome

good

com

mun

icat

ion

acro

ss n

etw

ork

tobr

ing

in o

ther

s an

dm

aint

ain

com

mitm

ent

1) P

rese

nce

som

ewha

tre

cogn

ised

and

gene

rally

rega

rded

as

posi

tive

with

in th

eco

mm

unity

1) A

war

e of

poss

ibili

ties

inin

fluen

cing

pol

icy-

mak

ing

and

som

esk

ill to

par

ticip

ate

inpo

licy

disc

ussi

on

1) V

arie

ty o

fm

embe

rs a

ttra

cts

othe

rs to

join

or

unde

rtak

esm

embe

rshi

p dr

ive

to re

crui

t hig

h qu

ality

mem

bers

;2)

cro

ss-le

arni

ng

is e

ncou

rage

d

1) R

easo

nabl

y w

ell-

know

n w

ithin

the

com

mun

ity o

r sec

tor;

2) m

embe

rs o

f la

rger

com

mun

ity(s

ome

prom

inen

t)co

nstr

uctiv

ely

invo

lved

1) F

ully

aw

are

ofpo

ssib

ilitie

s in

influ

enci

ng p

olic

y-m

akin

g;2)

one

of s

ever

alne

twor

ks a

ctiv

e in

polic

y di

scus

sion

s on

sta

te o

r nat

iona

lle

vel

1) H

igh

qual

ity a

ndco

nsis

tent

mem

bers

;2)

abl

e to

com

mun

icat

e an

dle

arn

acro

ss n

etw

ork;

3) re

spon

sive

tom

embe

r nee

ds

1) W

idel

y kn

own

with

in la

rger

com

mun

ity;

2) p

erce

ived

as

activ

ely

enga

ged

and

extr

emel

yre

spon

sive

;3)

man

y m

embe

rs

of la

rger

com

mun

ityac

tivel

y an

dco

nstr

uctiv

ely

invo

lved

(eg

thro

ugh

stee

ring

com

mitt

ee,

cam

paig

ns)

1) P

ro-a

ctiv

e an

def

fect

ive

influ

ence

on

pol

icy-

mak

ing

on s

tate

and

na

tiona

l lev

els;

2) re

ady

for a

nd o

ften

calle

d to

par

ticip

ate

in s

ubst

antiv

e po

licy

disc

ussi

on;

3) a

t tim

es in

itiat

esdi

scus

sion

s




IV. H

uman

reso

urce

sCl

ear a

nd e

ffect

ive

gove

rnan

ce s

truc

ture

s ar

e vi

tal t

o th

e in

tern

al fu

nctio

ning

of a

n or

gani

satio

n. T

his

mea

ns th

at s

taff

ing

leve

ls a

resu

ffic

ient

and

that

key

func

tions

are

fulfi

lled.

It a

lso

mea

ns th

at s

enio

r man

agem

ent a

nd d

irect

ors

are

in p

lace

, com

pete

nt a

nd s

uppo

rtiv

eof

the

staf

f tea

m. ‘

Hum

an re

sour

ces’

are

the

peop

le w

ho m

anag

e or

wor

k fo

r an

orga

nisa

tion

plus

the

proc

esse

s de

velo

ped

for s

uppo

rtin

gan

d de

velo

ping

them

to fu

lfil t

heir

func

tions

wel

l and

to p

rogr

ess

both

per

sona

lly a

nd p

rofe

ssio

nally

.

Staf

fing

leve

ls(r

elev

ant f

orne

twor

ks w

ith

Secr

etar

iats

)

Boar

d/St

eeri

ngCo

mm

itte

e:co

mpo

siti

onan

dco

mm

itm

ent

NB:

Net

wor

kse

lect

ion

proc

esse

sus

ually

bas

edon

sel

f-se

lect

ion/

volu

ntee

rs/

mem

ber v

otin

g

Man

y po

sitio

nsun

fille

d or

inad

equa

tely

fille

d;hi

gh tu

rnov

er a

nd/o

rpo

or a

tten

danc

e

Lim

ited

dive

rsity

of

field

s of

pra

ctic

e an

dex

pert

ise

and

mee

tings

infr

eque

ntan

d/or

poo

rat

tend

ance

.U

nabl

e to

avo

idhi

erar

chie

s an

dpo

wer

gra

bs b

yla

rger

, mor

ein

fluen

tial o

r bet

ter-

fund

ed n

etw

ork

mem

bers

1) M

ost c

ritic

alpo

sitio

ns fi

lled

1) S

ome

dive

rsity

infie

lds

of p

ract

ice

with

regu

lar,

purp

osef

ulm

eetin

gs a

ndge

nera

lly g

ood

atte

ndan

ce

1) P

ositi

ons

alm

ost

all s

taffe

d;2)

few

turn

over

,at

tend

ance

or

mor

ale

prob

lem

s

1) G

ood

dive

rsity

infie

lds

of p

ract

ice

and

expe

rtis

e;2)

regu

lar,

purp

osef

ul m

eetin

gsar

e w

ell-p

lann

ed

and

atte

ndan

ce is

cons

iste

ntly

goo

d

IV. H

uman

reso

urce

s2)

Basi

c le

vel o

f ca

paci

ty in

pla

ce3)

Mod

erat

e le

vel

of c

apac

ity

in p

lace

4)H

igh

leve

l of

capa

city

in p

lace

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) P

ositi

ons

fully

staf

fed;

2) n

o tu

rnov

er o

rat

tend

ance

prob

lem

s;3)

goo

d m

oral

e an

dm

otiv

atio

n to

sta

y

1) M

embe

rshi

p w

ithbr

oad

rang

e of

func

tiona

l and

prog

ram

con

tent

-re

late

d ex

pert

ise

incl

udes

hig

h-pr

ofile

nam

es;

2) h

igh

will

ingn

ess

and

prov

en tr

ack

reco

rd o

f add

ress

ing

the

issu

es o

f the

netw

ork;

3) m

eet i

n pe

rson

regu

larly

, goo

dat

tend

ance

, fre

quen

tm

eetin

gs o

f foc

used

subc

omm

ittee

s


Boar

d/St

eeri

ngCo

mm

itte

e:in

volv

emen

tan

d su

ppor

t

Dire

ctor

/M

anag

emen

tCo

mm

itte

e:pa

ssio

n an

dvi

sion

,in

terp

erso

nal

skill

s,an

alyt

ical

,st

rate

gic

judg

emen

tN

B: D

epen

dson

nat

ure/

role

of S

ecre

tari

ator

Com

mit

tee

Prov

ide

little

dire

ctio

n an

dsu

ppor

t to

lead

ersh

ip

(eg

Secr

etar

iat/

Coor

dina

tor)

and

larg

ely

repr

esen

ts‘fe

el-g

ood’

sup

port

Low

leve

l of

com

mitm

ent a

nden

ergy

, fai

ls to

sho

wre

spec

t for

oth

ers

and

unco

mfo

rtab

lew

ith c

ompl

exity

and

ambi

guity

1) In

form

ed a

bout

all

‘mat

eria

l’ m

atte

rs in

a tim

ely

man

ner a

ndre

spon

ses/

deci

sion

sac

tivel

y so

licite

d to

supp

ort d

irect

ion

1) V

isib

leco

mm

itmen

t and

ener

gy a

nd a

ble

toan

alys

e if

not

gene

rate

str

ateg

y

1) P

rovi

de d

irect

ion

and

supp

ort t

opr

ogra

mm

atic

lead

ersh

ip;

2) fu

lly in

form

ed o

fal

l maj

or m

atte

rsw

ith in

put a

ndre

spon

ses

activ

ely

valu

ed

1) In

spiri

ngly

ener

getic

,co

mm

itted

, exc

ites

othe

rs a

nd s

how

scl

ear c

omm

itmen

t to

pers

onal

gro

wth

;2)

qui

ckly

assi

mila

tes

com

plex

info

rmat

ion

tode

velo

p ro

bust

stra

tegi

es fo

rfin

anci

al a

nd o

ther

impa

ct

1) P

rovi

de s

tron

gdi

rect

ion

and

supp

ort t

ole

ader

ship

and

enga

ged

as re

sour

ce;

2) c

omm

unic

atio

nbe

twee

n bo

ard

and

lead

ersh

ip re

flect

sm

utua

l res

pect

and

appr

ecia

tion

for

role

s/re

spon

sibi

litie

s;3)

sha

red

com

mitm

ent t

o be

stin

tere

sts

of n

etw

ork

1) C

onta

giou

sly

ener

getic

, com

mitt

ed,

mot

ivat

iona

l,ou

tsta

ndin

g ‘p

eopl

e-pe

rson

’ (or

team

);2)

com

pelli

ngly

artic

ulat

es p

ath

toac

hiev

ing

visi

on;

3) d

evel

ops

finan

cial

ly s

ound

stra

tegi

c al

tern

ativ

esan

d id

entif

ies

asso

ciat

ed re

war

ds,

risks

, and

act

ions

tolo

wer

risk

s



Expe

rien

ce a

ndst

andi

ng

Man

agem

ent

Team

and

sta

ff:

depe

nden

ce o

nCE

O/D

irect

orN

B: N

etw

ork

lead

ersh

ipus

ually

not

vest

ed in

one

indi

vidu

al

Lim

ited

expe

rienc

e in

man

agin

g ne

twor

ks

Very

str

ong

depe

nden

ce o

nCE

O/E

xecu

tive

Dire

ctor

(net

wor

k w

ould

ceas

e to

exi

stw

ithou

t his

/her

pres

ence

)

1) S

ome

rele

vant

expe

rienc

e in

net

wor

km

anag

emen

t or

som

e re

leva

ntca

pabi

litie

s fr

omot

her f

ield

(s)

1) H

igh

depe

nden

ceon

CEO

/Exe

cutiv

eD

irect

or

(net

wor

k w

ould

cont

inue

to e

xist

with

out h

is/h

erpr

esen

ce, b

ut li

kely

in a

ver

y di

ffere

ntfo

rm)

1) S

igni

fican

tex

perie

nce

inne

twor

km

anag

emen

t;2)

man

y re

leva

ntca

pabi

litie

s fr

omot

her f

ield

(s)

1) L

imite

dde

pend

ence

on C

EO/E

xecu

tive

Dire

ctor

;2)

net

wor

k w

ould

cont

inue

in s

imila

rw

ay w

ithou

t his

/her

pres

ence

but

are

assu

ch a

s fu

ndra

isin

gor

ope

ratio

ns w

ould

likel

y su

ffer d

urin

gtr

ansi

tion

perio

d

1) H

ighl

yex

perie

nced

inm

anag

ing

netw

orks

with

com

preh

ensi

vean

d de

epun

ders

tand

ing

of th

ese

ctor

;2)

man

y di

stin

ctiv

eca

pabi

litie

s fr

omot

her f

ield

(s);

3) re

cogn

ised

natio

nally

as

a le

ader

in p

artic

ular

sec

tor

1) R

elia

nce

but n

otde

pend

ence

on

CEO

/Exe

cutiv

eD

irect

or;

2) s

moo

th tr

ansi

tion

to n

ew le

ader

cou

ldbe

exp

ecte

d w

ithfu

ndra

isin

g an

dop

erat

ions

like

ly to

cont

inue

with

out

maj

or p

robl

ems;

3) s

ever

al m

embe

rsof

net

wor

k co

uld

pote

ntia

lly ta

ke

on C

EO/E

xecu

tive

Dire

ctor

role

or f

ill

in d

urin

g tr

ansi

tion



Seni

orM

anag

emen

tTe

am/N

etw

ork

Stee

ring

Com

mit

tee

Secr

etar

iat

staf

f:ab

ility

tofu

lfil v

ario

usro

les

that

cove

r all

aspe

cts

ofop

erat

ions

Volu

ntee

rs

Dra

wn

from

a n

arro

wra

nge

ofba

ckgr

ound

s an

dex

perie

nces

with

abili

ties

limite

d to

pres

ent j

ob

Lim

ited

abili

ties,

may

be u

nrel

iabl

e or

hav

elo

w m

otiv

atio

n,co

mm

itmen

t and

mor

ale

Lim

ited

abili

ty to

(or

inte

rest

in) a

ttra

ctin

gin

-kin

d su

ppor

t or

mak

ing

use

ofvo

lunt

eers

1) S

ome

varie

ty o

fba

ckgr

ound

s an

dex

perie

nces

repr

esen

ting

adeq

uate

rang

e of

skill

s

1) S

taff

have

adeq

uate

abi

litie

san

d ar

e m

ostly

relia

ble

and

loya

l

1) A

d ho

c us

e of

volu

ntee

rs

1) G

ood

varie

ty o

fba

ckgr

ound

s an

dex

perie

nces

repr

esen

ting

a go

odra

nge

of s

kills

;2)

sol

id tr

ack

reco

rdof

lear

ning

an

d pe

rson

alde

velo

pmen

t

1) V

ery

capa

ble

set

of in

divi

dual

s;2)

relia

ble,

loya

l and

high

ly c

omm

itted

tone

twor

k’s

succ

ess

1) S

omew

hat c

lear

use

of v

olun

teer

s;2)

at d

iffer

ent l

evel

s(c

omm

unity

pro

ject

supp

ort,

Boa

rd o

rof

fice

supp

ort)

tosu

ppor

t wid

er a

ims

1) D

raw

n fr

omdi

vers

e ba

ckgr

ound

san

d ex

perie

nces

repr

esen

ting

a br

oad

rang

e of

ski

lls;

2) m

ost a

re h

ighl

yca

pabl

e, e

nerg

etic

and

com

mitt

ed to

mis

sion

and

str

ateg

y;

3) e

ager

to le

arn,

deve

lop

and

assu

me

incr

ease

dre

spon

sibi

lity

1) E

xtre

mel

y ca

pabl

ese

t of i

ndiv

idua

ls;

2) re

liabl

e, lo

yal,

high

ly c

omm

itted

tone

twor

k’s

succ

ess

and

ofte

n go

bey

ond

call

of d

uty;

3) v

olun

teer

sm

anag

ed v

ery

wel

lan

d co

ntrib

ute

tosu

cces

s of

net

wor

k

1) C

lear

str

ateg

y an

dgu

idan

ce a

roun

d us

eof

vol

unte

ers;

2) a

t diff

eren

t lev

els;

3) tr

ansl

ates

into

aro

bust

con

trib

utio

nto

war

ds th

e w

ork




V. S

yste

ms

and

infr

astr

uctu

reTh

ese

are

the

proc

esse

s, p

roce

dure

s an

d sy

stem

s in

pla

ce fo

r run

ning

an

orga

nisa

tion

in a

coh

eren

t and

con

sist

ent m

anne

r. Th

is in

clud

esta

ngib

le a

sset

s an

d in

fras

truc

ture

(suc

h as

off

ice

spac

e, c

ompu

ters

, leg

al in

sura

nce,

etc

) as

wel

l as

mor

e in

tang

ible

sys

tem

s fo

r mak

ing

deci

sion

s an

d m

anag

ing

dele

gatio

n in

tern

ally

. Man

y of

the

cate

gorie

s in

this

sec

tion

are

inte

r-lin

ked.

Plan

ning

,m

onito

ring

and

eval

uati

onsy

stem

s:lin

ked

to a

ims

and

acti

viti

es,

eg a

dvoc

acy

need

s as

wel

las

bud

geti

ng

Dec

isio

n-m

akin

gfr

amew

ork

Plan

ning

, mon

itorin

gan

d ev

alua

tion

happ

ens

on a

n ad

hoc

basi

s on

ly

Dec

isio

ns m

ade

larg

ely

on a

n ad

hoc

and

info

rmal

bas

is b

yon

e/fe

w p

eopl

e on

beha

lf of

the

netw

ork

1) P

lann

ing,

mon

itorin

g an

dev

alua

tion

done

regu

larly

and

use

sso

me

syst

emat

ical

lyco

llect

ed d

ata

1) D

ecis

ion-

mak

ing

proc

ess

fairl

y w

ell

esta

blis

hed

and

cons

ulta

tive

but

ofte

n br

eaks

dow

nan

d be

com

esin

form

al

1) P

lann

ing,

mon

itorin

g an

dev

alua

tion

done

regu

larly

;2)

feed

back

mec

hani

sm e

xist

s fo

rfe

edin

g in

dat

a as

requ

ired

to im

prov

epl

anni

ng p

roce

ss

1) C

lear

, lar

gely

form

al li

nes/

syst

ems

for d

ecis

ion-

mak

ing;

2) d

isse

min

atio

n of

deci

sion

s ge

nera

llygo

od a

cros

s ne

twor

kbu

t cou

ld b

eim

prov

ed

V. S

yste

ms

and

infr

a-st

ruct

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) R

egul

ar, r

obus

t and

inte

grat

ed p

lann

ing,

mon

itorin

g an

dev

alua

tion

syst

ems

com

plem

ente

d by

ad

hoc

plan

ning

whe

n ne

eded

;2)

som

e da

taco

llect

ed

(eg

base

lines

);3)

use

dsy

stem

atic

ally

as

feed

back

mec

hani

smto

impr

ove

plan

ning

1) C

lear

, for

mal

lines

/sys

tem

s fo

rde

cisi

on-m

akin

g;2)

invo

lvin

g as

bro

adpa

rtic

ipat

ion

aspr

actic

al a

ndap

prop

riate

;3)

dis

sem

inat

ion/

inte

rpre

tatio

n of

deci

sion


Fina

ncia

lop

erat

ions

man

agem

ent

Hum

anre

sour

ces

man

agem

ent

NB:

Rel

evan

tfo

r Sec

reta

riat

staf

f,Co

ordi

nato

ret

c, if

net

wor

kha

s th

em

Know

ledg

em

anag

emen

tN

B: D

epen

dson

net

wor

kfo

cus

area

s,m

etho

ds fo

rm

embe

rdi

alog

ue,

info

rmat

ion

capt

ure

and

shar

ing

proc

esse

s

Basi

c fin

anci

alac

tiviti

es u

nder

take

n(e

g gr

ants

dep

osite

dan

d ac

know

ledg

ed,

bills

pai

d, s

uppo

rtin

gdo

cum

enta

tion

colle

cted

/ret

aine

d)

Stan

dard

car

eer

path

s in

pla

cew

ithou

t con

side

ring

staf

f dev

elop

men

t;no

or v

ery

limite

dtr

aini

ng, c

oach

ing

and

feed

back

No

form

al s

yste

ms

toca

ptur

e an

ddo

cum

ent n

etw

ork

know

ledg

e an

dex

perie

nces

1) F

inan

cial

act

iviti

estr

ansp

aren

t, c

lear

lyan

d co

nsis

tent

lyre

cord

ed a

nddo

cum

ente

d an

dtr

acke

d to

app

rove

budg

et

1) S

ome

form

alre

crui

tmen

t,de

velo

pmen

t and

rete

ntio

n of

som

est

aff i

n pl

ace

with

basi

c ap

proa

ch to

trai

ning

and

appr

aisa

ls

1) S

ome

syst

ems

exis

t in

a fe

w a

reas

but e

ither

not

us

er-fr

iend

ly, o

r not

com

preh

ensi

ve o

rkn

own

enou

gh to

have

an

impa

ct

1) F

orm

al in

tern

alco

ntro

ls g

over

ning

all

finan

cial

ope

ratio

ns(f

ully

trac

ked,

supp

orte

d an

dre

port

ed);

2) a

tten

tion

paid

toca

sh fl

owm

anag

emen

t

1) R

ecru

itmen

t,de

velo

pmen

t and

rete

ntio

n of

key

sta

ffis

prio

rity;

2) re

leva

nt tr

aini

ng,

job

rota

tion,

coac

hing

, fee

dbac

kan

d pe

rfor

man

ceap

prai

sal a

rein

stitu

tiona

lised

and

supp

ort s

taff

prog

ress

ion

1) S

yste

ms

exis

t in

mos

t are

as a

nd q

uite

user

-frie

ndly

and

com

preh

ensi

ve;

2)bu

t sys

tem

skn

own

by o

nly

a fe

wm

embe

rs o

f the

netw

ork

oron

ly o

ccas

iona

llyus

ed

1) R

obus

t sys

tem

san

d co

ntro

ls in

pla

cego

vern

ing

all

finan

cial

ope

ratio

ns;

2) in

tegr

atio

n w

ithbu

dget

ing,

dec

isio

n-m

akin

g an

d ne

twor

kob

ject

ives

/goa

ls;

3) c

ash

flow

man

aged

1) R

ecru

itmen

t,ta

ilore

d de

velo

pmen

tan

d re

tent

ion

of a

llst

aff i

s pr

iorit

y;2)

rele

vant

trai

ning

,jo

b ro

tatio

n,co

achi

ng, f

eedb

ack

and

perf

orm

ance

appr

aisa

l are

inst

itutio

nalis

ed a

ndsu

ppor

t sta

ffpr

ogre

ssio

n;3)

man

y el

emen

ts o

fin

cent

ive

syst

em in

plac

e w

ith c

lear

effe

ctin

mot

ivat

ing

staf

f

1) W

ell-d

esig

ned,

com

preh

ensi

ve u

ser-

frie

ndly

sys

tem

s in

mos

t are

as;

2) s

yste

ms

are

know

n by

man

ym

embe

rs o

f the

netw

ork;

3) o

ften

use

d by

w

ide

sele

ctio

n of

mem

bers



Exte

rnal

com

mun

icat

ion

Infr

astr

uctu

re:

(off

ice

spac

ean

d lo

cati

on,

ICT

–co

mpu

ters

,so

ftw

are,

emai

l,da

taba

sesy

stem

s, e

tc)

Man

agem

ent

of le

gal a

ndlia

bilit

ym

atte

rs

No

form

al s

yste

ms

toco

mm

unic

ate

prog

ress

and

mes

sage

s to

wid

erau

dien

ce

Inad

equa

te p

hysi

cal,

data

col

lect

ion

and

com

mun

icat

ions

infr

astr

uctu

re,

resu

lting

in c

lear

loss

of e

ffect

iven

ess

and

effic

ienc

y w

ithim

pact

on

repu

tatio

nan

d st

aff m

oral

e

Net

wor

k do

es n

otan

ticip

ate

lega

lis

sues

, but

find

s he

lpan

d ad

dres

ses

issu

es in

divi

dual

lyw

hen

they

aris

e

1) S

ome

syst

ems

exis

t (su

ch a

sw

ebsi

te, n

ewsl

ette

r,et

c) b

ut n

ot w

idel

ydi

ssem

inat

ed a

ndon

ly p

artia

llyta

rget

ed

Phys

ical

spa

ce(lo

catio

n, o

ffic

e si

ze,

etc)

, dat

a co

llect

ion

(to

supp

ort r

epor

ting

and

know

ledg

ege

nera

tion)

and

com

mun

icat

ions

are

basi

c bu

t wor

k w

ell

enou

gh to

mee

t mos

tim

port

ant a

ndim

med

iate

nee

ds

1) L

egal

sup

port

reso

urce

s id

entif

ied,

read

ily a

vaila

ble

and

empl

oyed

on

‘as

need

ed’ b

asis

1) S

yste

ms

exis

t, a

reus

ed a

nd ta

rget

ed;

2) s

trat

egy

in p

lace

toco

mm

unic

ate

with

wid

e au

dien

ce a

ndre

ceiv

e so

me

feed

back

With

min

orim

prov

emen

ts to

equi

pmen

t, lo

gist

ics,

etc,

phy

sica

l spa

ce,

data

col

lect

ion

and

com

mun

icat

ions

infr

astr

uctu

rege

nera

lly w

ork

wel

len

ough

to s

uit

netw

ork’

s ne

eds

1) L

egal

sup

port

regu

larly

ava

ilabl

ean

d co

nsul

ted

in p

lann

ing;

2) ro

utin

e le

gal

risk-

man

agem

ent

and

occa

sion

alre

view

of i

nsur

ance

1) S

yste

ms

exis

t,ar

e w

ell u

sed

and

targ

eted

;2)

str

ateg

y in

pla

ce

to c

omm

unic

ate

with

wid

e au

dien

ce a

nd

to re

ceiv

e fe

edba

ck;

3) a

ble

to fu

lly ta

ilor

mes

sage

s to

audi

ence

Fully

ade

quat

eph

ysic

al, d

ata

colle

ctio

n an

dco

mm

unic

atio

nsin

fras

truc

ture

cl

early

con

trib

utes

to

net

wor

kef

fect

iven

ess

and

effic

ienc

y

1) W

ell-d

evel

oped

,ef

fect

ive

and

effic

ient

inte

rnal

lega

l inf

rast

ruct

ure

for d

ay-t

o-da

y le

gal w

ork;

2) a

dditi

onal

acc

ess

to g

ener

al a

ndsp

ecia

lised

ext

erna

lex

pert

ise

for

extr

aord

inar

y ca

ses;

3) c

ontin

uous

lega

lris

k-m

anag

emen

tan

d ad

just

men

t of

insu

ranc

e




VI. O

rgan

isat

iona

l str

uctu

reTh

is la

ys o

ut h

ow th

e va

rious

uni

ts o

f an

orga

nisa

tion

inte

ract

with

eac

h ot

her a

t all

leve

ls. A

n or

gano

gram

, for

exa

mpl

e, c

aptu

res

visu

ally

how

the

units

are

link

ed a

nd c

larif

ies

inte

rdep

ende

ncie

s. In

pra

ctic

e, th

ere

shou

ld b

e cl

ear r

oles

and

resp

onsi

bilit

ies

for e

ach

unit

toen

sure

coo

rdin

atio

n an

d sy

nerg

y. I

ndiv

idua

ls fi

t int

o th

is s

truc

ture

and

sho

uld

have

cle

ar fu

nctio

ns a

nd jo

b de

scrip

tions

.

Boar

d or

Net

wor

kSt

eeri

ngCo

mm

itte

ego

vern

ance

Boa

rd/C

omm

ittee

does

not

scr

utin

ise

budg

ets

or a

udits

,do

es n

ot s

etpe

rfor

man

ce ta

rget

san

d ho

ld C

EOac

coun

tabl

e or

doe

sno

t ope

rate

acco

rdin

g to

form

alpr

oced

ures

;ex

ecut

ive,

trea

sury

,an

d bo

ard

func

tions

uncl

ear

1) R

oles

of l

egal

Boa

rd/C

omm

ittee

are

clea

r and

func

tions

acc

ordi

ngto

by-

law

s in

clud

ing

revi

ews

of b

udge

ts,

and

occa

sion

ally

set

sne

twor

k di

rect

ion

and

targ

ets

1) R

oles

of l

egal

Boa

rd/C

omm

ittee

are

clea

r and

func

tion

rela

tivel

yw

ell i

nclu

ding

revi

ews

of b

udge

ts,

audi

ts a

nd s

tate

filin

gs;

2) s

ize

ofB

oard

/Com

mitt

ee is

reas

onab

le w

ith c

lear

nom

inat

ion

proc

ess

for m

embe

rs

Vi. O

rgan

i-sa

tion

alst

ruct

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) R

oles

of l

egal

Boar

d/Co

mm

ittee

are

clea

r and

func

tion

wel

l inc

ludi

ng re

view

sof

bud

gets

, con

flict

sof

inte

rest

, aud

its

and

stat

e fil

ings

;2)

siz

e of

Boar

d/Co

mm

ittee

gene

rally

set

for

max

imum

effe

ctiv

enes

s w

ithcl

ear n

omin

atio

npr

oces

s;3)

sup

port

s an

dac

tivel

y m

anag

esta

rget

s an

dpe

rfor

man

ce o

f CEO


Org

anis

atio

nal

desi

gn

Inte

rfun

ctio

nal

coor

dina

tion

Indi

vidu

al jo

bde

sign

NB:

If fo

rmal

staf

f are

pres

ent i

n a

Secr

etar

iat,

empl

oyed

as

Coor

dina

tor,

etc

Role

s an

dre

spon

sibi

litie

s of

netw

ork

entit

ies

(eg

head

quar

ters

,Se

cret

aria

t, re

gion

alan

d lo

cal o

ffic

es) a

rene

ither

form

alis

edno

r cle

ar; a

bsen

ce o

fne

twor

k ch

art

Diff

eren

tpr

ogra

mm

es a

ndne

twor

kun

its/e

ntiti

esfu

nctio

n in

silo

s;lit

tle o

r dys

func

tiona

lco

ordi

natio

nbe

twee

n th

em

Lack

of p

ositi

ons

crea

ted

to a

ddre

ss a

num

ber o

f key

role

s(e

g Co

ordi

nato

r,Fi

nanc

e O

ffic

er,

Mem

bers

hip

Man

ager

); u

ncle

arro

les

and

resp

onsi

bilit

ies

with

man

y ov

erla

ps; n

ojo

b de

scrip

tions

1) M

ost r

oles

and

resp

onsi

bilit

ies

ofne

twor

k en

titie

s ar

efo

rmal

ised

and

som

ear

e de

fined

but

may

not r

efle

ct n

etw

ork

real

ities

1) C

lear

def

initi

ons

ofho

w u

nits

sho

uld

bew

orki

ng to

geth

er a

ndso

me

evid

ence

of

this

wor

king

1) S

ome

key

posi

tions

wel

l-de

fined

and

hav

eba

sic

job

desc

riptio

ns

1) R

oles

and

resp

onsi

bilit

ies

ofne

twor

k en

titie

s ar

efo

rmal

ised

and

defin

ed b

ut m

ay n

otre

flect

net

wor

kre

aliti

es;

2) n

etw

ork

char

t is

com

plet

e (b

ut o

ld)

1) In

tera

ctio

nsbe

twee

n di

ffere

ntpr

ogra

mm

es a

ndne

twor

k un

its a

rege

nera

lly g

ood;

2) s

ome

pool

ing

ofre

sour

ces

1) P

ositi

ons

exis

t for

mos

t key

role

s, w

ithfe

w s

till m

issi

ng;

2) m

ost k

ey p

ositi

ons

are

wel

l-def

ined

and

have

job

desc

riptio

nsbu

t som

e un

clea

rac

coun

tabi

litie

s or

over

lap

in ro

les

and

resp

onsi

bilit

ies

1) R

oles

and

resp

onsi

bilit

ies

of a

llne

twor

k en

titie

s ar

efo

rmal

ised

and

cle

ar;

2) a

nd c

ompl

emen

tea

ch o

ther

;3)

net

wor

k ch

art

is c

ompl

ete

and

refle

cts

curr

ent

real

ity

1) A

ll pr

ogra

mm

esan

d un

its fu

nctio

nto

geth

er e

ffect

ivel

y;2)

with

sha

ring

ofin

form

atio

n an

dre

sour

ces;

3) fe

w c

oord

inat

ion

issu

es

1) A

ll ke

y ro

les

have

asso

ciat

ed p

ositi

ons;

2) m

ost i

ndiv

idua

lsha

ve w

ell-d

efin

edro

les

with

cle

arac

tiviti

es a

ndre

port

ing

rela

tions

hips

and

min

imal

ove

rlaps

;3)

job

desc

riptio

nsar

e re

defin

ed

to a

llow

for

deve

lopm

ent a

ndin

divi

dual

s’ g

row

th




VII.

Cult

ure

Org

anis

atio

nal c

ultu

re c

ompr

ises

the

cust

oms,

ritu

als

and

valu

es s

hare

d by

the

mem

bers

of a

n or

gani

satio

n th

at h

ave

to b

e un

ders

tood

and

acce

pted

by

new

mem

bers

. It c

an ra

nge

from

com

mon

dre

ss c

odes

to p

erce

ptio

ns o

f tim

e-ke

epin

g. O

rgan

isat

iona

l cul

ture

can

be

deve

lope

d po

sitiv

ely

to e

nsur

e th

at d

iver

sity

is w

elco

med

and

com

mun

icat

ions

are

ope

n. T

his

is e

spec

ially

vita

l for

net

wor

k or

gani

satio

nsw

here

the

inte

ract

ions

bet

wee

n m

embe

rs a

re w

hat d

rive

the

netw

ork

and

mak

e it

effe

ctiv

e.

Shar

ed v

alue

s,re

fere

nces

and

prac

tice

s

Cult

ure

of o

pen

disc

ussi

onw

here

div

ersi

tyof

opi

nion

isw

elco

med

No

com

mon

set

of

basi

c be

liefs

, val

ues,

prac

tices

or c

omm

onre

fere

nces

exi

stw

ithin

net

wor

k (s

uch

as tr

aditi

ons,

unw

ritte

n ru

les,

stor

ies,

role

mod

els,

sym

bols

, lan

guag

e,dr

ess,

etc

)

Spac

e fo

r dis

cuss

ion

may

be

prov

ided

but

othe

r opi

nion

s ar

ese

en a

s a

thre

at;

‘cul

ture

of s

ilenc

e’

1) C

omm

on s

et o

fba

sic

belie

fs,

refe

renc

es a

ndpr

actic

es e

xist

s in

som

e gr

oups

with

inth

e ne

twor

k, b

ut n

otsh

ared

bro

adly

1) S

pace

for

disc

ussi

on p

rovi

ded

with

evi

denc

e of

cons

ulta

tion

havi

ngan

impa

ct o

n th

ene

twor

k

1) C

omm

on s

et o

fba

sic

belie

fs,

refe

renc

es a

ndpr

actic

es h

eld

bym

any

peop

le;

2) b

elie

fs a

re a

ligne

dw

ith n

etw

ork

purp

ose

and

som

etim

es u

sed

1) S

pace

pro

vide

d on

a re

gula

r bas

is to

shar

e/le

arn;

2) p

rofe

ssio

nal

cultu

re o

f effe

ctiv

ely

shar

ing

opin

ions

thro

ugh

part

icip

atio

n

VII.

Cult

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

omm

on s

et

of b

asic

bel

iefs

,re

fere

nces

an

d pr

actic

es;

2) p

rovi

des

mem

bers

with

sen

se

of id

entit

y;3)

bel

iefs

alig

ned

with

net

wor

k pu

rpos

ean

d ha

rnes

sed

topr

oduc

e im

pact

1) S

pace

pro

vide

d to

sha

re/l

earn

;2)

pro

fess

iona

lcu

lture

of l

iste

ning

,pa

rtic

ipat

ion

and

clea

r att

empt

s fo

rbu

ildin

g co

nsen

sus;

3) d

iver

se v

iew

sco

ntrib

ute

tost

rate

gic

deci

sion

-m

akin

g


GTF capacity needs assessment tool – for civil society organisations/non-governmental organisations

4 G

TF c

apac

ity

need

s as

sess

men

t too

l–

for c

ivil

soci

ety

orga

nisa

tion

s/no

n-go

vern

men

tal o

rgan

isat

ions

I. As

pira

tion

sAs

pira

tions

incl

ude

the

mis

sion

, vis

ion

and

over

arch

ing

goal

s of

an

orga

nisa

tion.

The

se h

ighl

ight

the

spec

ific

task

s or

dut

ies

the

orga

nisa

tion

wou

ld li

ke to

per

form

or f

ulfil

and

the

visi

on o

f how

they

will

be

com

plet

ed.

The

vis

ion

capt

ures

the

stat

ed a

ims

and

obje

ctiv

es o

f an

orga

nisa

tion

and

help

s in

form

the

stat

egy.

Mis

sion

Clar

ity

ofvi

sion

No

writ

ten

mis

sion

;or

mis

sion

lack

scl

arity

or s

peci

ficity

Litt

le s

hare

dun

ders

tand

ing

ofw

hat t

heor

gani

satio

n as

pire

sto

bec

ome

or a

chie

vebe

yond

the

stat

edm

issi

on

1) S

ome

expr

essi

onof

mis

sion

that

refle

cts

valu

es a

ndpu

rpos

e (m

ay la

ckcl

arity

or r

arel

y us

ed)

1) S

omew

hat c

lear

or

spe

cific

unde

rsta

ndin

g of

wha

t org

anis

atio

nas

pire

s to

bec

ome

or a

chie

ve; l

acks

spec

ifici

ty o

r cla

rity

1) C

lear

exp

ress

ion

of m

issi

on re

flect

ing

valu

es a

nd p

urpo

se;

2) u

sed

ofte

n by

som

e pe

ople

1) C

lear

and

spe

cific

unde

rsta

ndin

g of

wha

t org

anis

atio

nas

pire

s to

bec

ome

or a

chie

ve;

2) o

ften

use

d to

dire

ct a

ctio

ns a

nd

set p

riorit

ies

I. As

pira

-ti

ons

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

lear

exp

ress

ion

of m

issi

on re

flect

ing

valu

es a

nd p

urpo

se;

2) b

road

ly u

sed;

3) b

y th

e w

hole

orga

nisa

tion

1) C

lear

, spe

cific

an

d co

mpe

lling

unde

rsta

ndin

g of

wha

t org

anis

atio

nas

pire

s to

bec

ome

or a

chie

ve;

2) b

road

ly h

eld

with

in o

rgan

isat

ion;

3) a

nd c

onsi

sten

tlyus

ed to

dire

ctac

tions

and

set

prio

ritie

s


Bold

ness

of

visi

on

Ove

rarc

hing

goal

s

No

clea

r vis

ion

artic

ulat

ed

Visi

on (i

f it e

xist

s) is

not e

xplic

itly

tran

slat

ed in

to a

smal

l set

of c

oncr

ete

goal

s, th

ough

ther

em

ay b

e ge

nera

l (bu

tin

cons

iste

nt a

ndim

prec

ise)

know

ledg

e of

over

arch

ing

goal

san

d w

hat t

he v

isio

nai

ms

to a

chie

ve

1) V

isio

n ex

ists

but

falls

sho

rt o

fre

flect

ing

anin

spiri

ng v

iew

of

the

futu

re

1) V

isio

n tr

ansl

ated

into

a c

oncr

ete

set

of g

oals

; 2)

but

goa

ls la

ck

at le

ast t

wo

of th

efo

llow

ing

four

attr

ibut

es:

a) c

larit

y,b)

bol

dnes

s,c)

ass

ocia

ted

met

rics,

d)

tim

efra

me

for

mea

sure

ing

atta

inm

ent

1) V

isio

n is

dist

inct

ive

in o

nly

one

of fo

llow

ing

two

way

s;

a) re

flect

s in

spiri

ngvi

ew o

f fut

ure,

b) is

dem

andi

ng

yet a

chie

vabl

e

1) V

isio

n tr

ansl

ated

into

a c

oncr

ete

set o

fgo

als;

2) b

ut la

cks

atm

ost

one

of th

e fo

llow

ing

four

att

ribut

es:

a) c

larit

y,

b) b

oldn

ess,

c)

ass

ocia

ted

met

rics,

d) ti

mef

ram

e fo

r mea

surin

gat

tain

men

t;3)

goal

s ar

e kn

own

1) V

isio

n re

flect

s an

insp

iring

vie

w o

f the

futu

re a

nd is

bot

h:2)

dem

andi

ng;

3) a

chie

vabl

e

1) V

isio

n tr

ansl

ated

into

cle

ar, b

old

set o

fco

ncre

te, t

ime-

boun

dan

d m

easu

reab

lego

als

that

orga

nisa

tion

aim

s to

ach

ieve

; 2)

goa

ls a

re

broa

dly

know

n;

3) a

nd c

onsi

sten

tlyus

ed to

dire

ctac

tions

and

set

prio

ritie

s




II. S

trat

egy

An o

rgan

isat

iona

l str

ateg

y is

a g

ener

al p

lan

or s

et o

f pla

ns in

tend

ed to

ach

ieve

the

mis

sion

, vis

ion

and

goal

s of

the

orga

nisa

tion.

Stra

tegi

es a

re u

sual

ly d

evel

oped

to c

over

a n

umbe

r of y

ears

– fo

r exa

mpl

e, a

long

-ter

m s

trat

egy

outli

ning

the

advo

cacy

act

iviti

es fo

r a C

SOne

twor

k.W

ithin

the

over

all s

trat

egy,

ther

e ar

e us

ually

tim

e-bo

und,

agr

eed

and

spec

ific

goal

s or

per

form

ance

targ

ets

that

can

be

used

tom

onito

r pro

gres

s an

d ac

hiev

emen

ts.

Such

goa

ls m

ay b

e am

bitio

us a

nd fa

r-re

achi

ng; o

ther

s m

ay b

e fo

cuse

d on

mai

ntai

ning

the

stat

usqu

o. A

cle

ar s

trat

egy

info

rms

the

activ

ities

of a

n or

gani

satio

n an

d th

e po

tent

ial f

or g

row

th.

Ove

rall

stra

tegy

Stra

tegy

is e

ither

non-

exis

tent

or

inco

here

nt (l

arge

lyse

t of s

catt

ered

initi

ativ

es)

1) S

trat

egy

exis

ts a

ndis

som

ewha

t lin

ked

to m

issi

on, v

isio

nan

d ov

erar

chin

ggo

als

but l

acks

cohe

renc

e or

is n

otea

sily

act

iona

ble

1) C

oher

ent s

trat

egy

has

been

dev

elop

edan

d is

link

ed to

mis

sion

and

vis

ion

but i

s no

t ful

ly re

ady

to b

e ac

ted

upon

; 2)

str

ateg

y is

m

ostly

kno

wn

II. S

trat

egy

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

lear

, coh

eren

tm

ediu

m- t

o lo

ng-

term

str

ateg

y–

both

act

iona

ble

and

linke

d to

ove

rall

mis

sion

, vis

ion

and

over

arch

ing

goal

s;

2) s

trat

egy

is

broa

dly

know

n;

3)an

d co

nsis

tent

lyhe

lps

driv

e da

ilybe

havi

our


Goa

ls/

perf

orm

ance

targ

ets

Prog

ram

me

rele

vanc

e an

din

tegr

atio

n

Targ

ets

are:

non

-ex

iste

nt o

r few

; too

vagu

e or

con

fusi

ng;

too

easy

or

impo

ssib

le to

achi

eve

Core

pro

gram

mes

and

serv

ices

vag

uely

defin

ed a

nd la

ckcl

ear a

lignm

ent w

ithm

issi

on a

nd g

oals

1) R

ealis

tic ta

rget

sex

ist i

n so

me

key

area

s, a

nd a

re m

ostly

alig

ned

with

aspi

ratio

ns a

ndst

rate

gy b

ut m

ay la

ckam

bitio

n, m

ilest

ones

or b

e fo

cuse

d on

inpu

ts

1) M

ost p

rogr

amm

esan

d se

rvic

esge

nera

lly w

ell

defin

ed a

nd c

an b

elin

ked

with

mis

sion

and

goal

s bu

tpr

ogra

mm

es m

ay b

eso

mew

hat s

catt

ered

and

not l

inke

d

1) Q

uant

ified

,re

ason

able

but

ambi

tious

targ

ets

in m

ost a

reas

; 2)

link

ed to

aspi

ratio

ns a

ndst

rate

gy b

ut m

ainl

yfo

cuse

d on

out

puts

,ty

pica

lly a

nnua

l and

may

lack

mile

ston

es

1) C

ore

prog

ram

mes

and

serv

ices

wel

lde

fined

and

alig

ned

with

mis

sion

and

goal

s;2)

pro

gram

me

offe

rings

fit t

oget

her

wel

l as

part

of

clea

r str

ateg

y

1) L

imite

d se

t of

quan

tifie

d, g

enui

nely

dem

andi

ngpe

rfor

man

ce ta

rget

s;2)

that

are

out

put

and

outc

ome-

focu

sed,

tigh

tlylin

ked

to a

spira

tions

and

stra

tegy

, and

incl

ude

annu

alm

ilest

ones

;3)

sta

ff co

nsis

tent

lyad

opt t

arge

ts a

ndw

ork

to a

chie

ve th

em

1) A

ll pr

ogra

mm

esan

d se

rvic

es w

ell

defin

ed a

nd fu

llyal

igne

d w

ith m

issi

onan

d go

als;

2) p

rogr

amm

eof

ferin

gs a

re c

lear

lylin

ked

to o

ne a

noth

eran

d to

str

ateg

y;3)

syn

ergi

es a

cros

spr

ogra

mm

es a

rede

fined



Prog

ram

me

grow

th a

ndre

plic

atio

n

New

prog

ram

me

deve

lopm

ent

No

asse

ssm

ent o

fpo

ssib

ility

of

expa

ndin

g ex

istin

gpr

ogra

mm

es; l

imite

dab

ility

to s

cale

up

orre

plic

ate

Litt

le a

bilit

y to

cre

ate

new

pro

gram

mes

, or

new

pro

gram

mes

crea

ted

larg

ely

inre

spon

se to

fund

ing

avai

labi

lity

1) L

imite

das

sess

men

t of

poss

ibili

ty o

fex

pand

ing

exis

ting

prog

ram

mes

and

ther

efor

e on

ly s

ome

abili

ty e

ither

tosc

ale

up o

r rep

licat

e

1) L

imite

das

sess

men

t of a

ndab

ility

to m

odify

exis

ting

prog

ram

mes

and/

or c

reat

e ne

wpr

ogra

mm

es

1) O

ccas

iona

las

sess

men

t of

poss

ibili

ty o

fex

pand

ing

exis

ting

prog

ram

mes

;2)

abl

e to

sca

le u

p or

repl

icat

e ex

istin

gpr

ogra

mm

es fo

r the

mos

t par

t

1) O

ccas

iona

las

sess

men

t of a

ndde

mon

stra

ted

abili

tyto

mod

ify a

nd fi

ne-

tune

exi

stin

gpr

ogra

mm

es;

2) a

nd c

reat

e ne

wpr

ogra

mm

es

1) F

requ

ent

asse

ssm

ent o

fpo

ssib

ility

of

expa

ndin

g ex

istin

gpr

ogra

mm

es;

2) e

ffic

ient

ly a

ndef

fect

ivel

y ab

le to

lear

n fr

om e

xist

ing

prog

ram

mes

; 3)

and

gro

w e

xist

ing

prog

ram

mes

to m

eet

need

s of

pot

entia

lse

rvic

e re

cipi

ents

else

whe

re

1) C

ontin

ual

asse

ssm

ent t

o m

eet

reci

pien

t nee

ds a

ndad

just

men

ts m

ade

acco

rdin

gly;

2) a

bilit

y an

dte

nden

cy to

cre

ate

new

inno

vativ

epr

ogra

mm

es fo

rcu

rren

t or n

ewre

cipi

ents

;3)

con

tinuo

uspi

pelin

e of

new

idea

s



Fund

ing

mod

el

Enga

ging

gove

rnm

ent

(in a

nyco

ntex

t: lo

cal,

stat

e, fe

dera

l)

Hig

hly

depe

nden

t on

a fe

w fu

nder

s, la

rgel

yof

sam

e ty

pe

(eg

gove

rnm

ent o

rfo

unda

tions

or

priv

ate

indi

vidu

als)

Litt

le u

nder

stan

ding

of h

ow to

wor

k w

ithan

d in

fluen

cego

vern

men

t

1) A

cces

s to

mul

tiple

type

s of

fund

ing

(eg

gove

rnm

ent,

foun

datio

ns,

corp

orat

ions

, priv

ate

indi

vidu

als)

with

onl

ya

few

fund

ers

in e

ach

type

1) S

ome

unde

rsta

ndin

g of

need

to e

mbe

dpr

ogra

mm

es in

gove

rnm

ent y

et n

ocl

ear s

trat

egy

for h

owto

do

so

1) S

olid

rang

e of

fund

ers

from

var

ying

sour

ces;

2) s

ome

hedg

ing

agai

nst m

arke

tin

stab

ilitie

s (e

gso

me

rese

rves

) or

som

e su

stai

nabl

ere

venu

e-ge

nera

ting

activ

ity

1) C

lear

unde

rsta

ndin

g of

need

and

str

ateg

y to

embe

d pr

ogra

mm

esan

d/or

lear

ning

ingo

vern

men

t;2)

goo

d lin

ks o

rre

latio

nshi

ps w

ithgo

vern

men

t par

tner

s

1) H

ighl

y di

vers

ified

fund

ing

acro

ssm

ultip

le s

ourc

ety

pes;

2) in

sula

ted

from

pote

ntia

l mar

ket

inst

abili

ties

and/

orha

s su

stai

nabl

ere

venu

e-ge

nera

ting

activ

ities

;3)

risk

-man

agem

ent

proc

ess

iden

tifie

scl

ear a

nd tr

ansp

aren

tex

it st

rate

gy in

cas

em

odel

cea

ses

to w

ork

1) C

lear

, coh

eren

tan

d un

ders

tood

stra

tegy

for w

orki

ngw

ith a

nd/o

rin

fluen

cing

gove

rnm

ent;

2) g

ood/

stro

ng li

nks

or re

latio

nshi

ps w

ithgo

vern

men

tpa

rtne

rs;

3) g

ood

evid

ence

base

and

mes

sagi

ng




Perf

orm

ance

mea

sure

men

t/an

alys

is a

ndpr

ogra

mm

ead

just

men

ts

Very

lim

ited

mea

sure

men

t and

trac

king

of

perf

orm

ance

and

mai

nly

base

d on

tang

ible

out

puts

or

anec

dota

l evi

denc

e

1) P

erfo

rman

cepa

rtia

lly m

easu

red

and

prog

ress

part

ially

trac

ked

thro

ugh

regu

lar

colle

ctio

n of

dat

a on

prog

ram

me

activ

ities

and

outp

uts,

and

data

use

d in

tern

ally

on o

ccas

iona

l bas

is

1) P

erfo

rman

cem

easu

red

and

prog

ress

trac

ked

usin

g va

rious

indi

cato

rs fo

rta

ngib

le a

ndin

tang

ible

impa

cts;

2) o

ccas

iona

llybe

nchm

arke

dag

ains

t oth

er s

imila

ror

gani

satio

ns

III. O

rgan

i-sa

tion

alsk

ills

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) P

erfo

rman

cem

easu

red

and

prog

ress

trac

ked

usin

g va

rious

indi

cato

rs fo

rta

ngib

le a

ndin

tang

ible

impa

cts

in m

ultip

le w

ays;

2) b

ench

mar

ked

with

othe

r org

anis

atio

nsre

gula

rly;

3) lo

ng-t

erm

eval

uatio

n pl

an in

plac

e fo

r rev

iew

by

exte

rnal

ass

esso

rs

III. O

rgan

isat

iona

l ski

llsM

any

type

s of

ski

lls o

r apt

itude

s ar

e re

quire

d to

run

an o

rgan

isat

ion

effe

ctiv

ely,

rang

ing

from

fund

rais

ing

and

finan

cial

man

agem

ent t

oad

voca

cy a

nd n

etw

ork

mem

bers

hip

mai

nten

ance

, etc

. It i

s im

port

ant t

o id

entif

y w

hat s

kills

are

requ

ired

to fu

lfil t

he s

trat

egy

and

to e

nsur

eth

at th

e or

gani

satio

n ha

s ac

cess

to th

em e

ither

thro

ugh

exis

ting

staf

f or e

xter

nal s

uppo

rt.W

ith a

dequ

ate

skill

s in

pla

ce, a

n or

gani

satio

nca

n al

so d

evel

op a

n un

ders

tand

ing

of h

ow it

is fu

lfilli

ng it

s st

rate

gy a

nd b

e ab

le to

mea

sure

its

own

perf

orm

ance

bas

ed o

n its

ski

lls-s

et.

Bei

ng a

ble

to u

nder

stan

d th

e co

ntex

t the

org

anis

atio

n w

orks

in a

s w

ell a

s m

appi

ng k

ey s

take

hold

ers

is a

lso

vita

l.


Und

erst

and

cont

ext a

ndco

ntri

buti

on

of re

leva

ntst

akeh

olde

rs

Ove

rall

stra

tegi

cpl

anni

ng(f

inan

cial

,op

erat

iona

lan

d hu

man

reso

urce

s)

Fund

rais

ing

and

reve

nue

gene

rati

ng

Litt

le k

now

ledg

e an

dun

ders

tand

ing

ofot

her p

laye

rs a

ndlo

cal c

onte

xt

Lim

ited

abili

ty a

ndte

nden

cy to

dev

elop

plan

s, a

nd if

they

exis

t, th

ey a

re n

otst

rate

gic,

use

ful

or g

o be

yond

the

shor

t-te

rm

Gen

eral

ly w

eak

fund

rais

ing

skill

s an

dla

ck o

f exp

ertis

e;fu

ndra

isin

g pr

actic

esan

d bu

dget

s no

tlin

ked

to re

al c

osts

of

act

iviti

es

1) B

asic

kno

wle

dge

of p

laye

rs a

nd lo

cal

cont

ext b

ut li

mite

dab

ility

to a

dapt

beha

viou

r

1) S

ome

abili

ty a

ndte

nden

cy to

dev

elop

high

-leve

l str

ateg

icpl

ans

that

onl

ypa

rtia

lly d

irect

budg

et, h

uman

reso

urce

s (H

R)

and

oper

atio

nal

deci

sion

s

1) M

ain

fund

rais

ing

need

s co

vere

d by

som

e co

mbi

natio

n of

inte

rnal

ski

lls

and

acce

ss to

som

eex

tern

al fu

ndra

isin

gex

pert

ise

1) S

olid

kno

wle

dge

of p

laye

rs a

nd lo

cal

cont

ext;

2) w

ith s

ome

abili

tyto

ada

pt b

ehav

iour

1) S

ome

abili

ty

and

tend

ency

tode

velo

p hi

gh-le

vel

stra

tegi

c pl

ans;

2)

and

str

ateg

icpl

ans

clea

rly d

irect

at

leas

t one

of th

efo

llow

ing:

bud

get,

H

R an

d op

erat

iona

lde

cisi

ons

1) R

egul

arfu

ndra

isin

gne

eds

adeq

uate

lyco

vere

d by

wel

lde

velo

ped

inte

rnal

fund

rais

ing

skill

s;2)

occ

asio

nal a

cces

sto

som

e ex

tern

alfu

ndra

isin

g ex

pert

ise

1) E

xten

sive

know

ledg

e of

pla

yers

and

loca

l con

text

;2)

with

ana

lysi

sca

rrie

d ou

t reg

ular

ly;

3) a

nd re

fined

abi

lity

and

syst

emat

icte

nden

cy to

ada

ptbe

havi

our

1) A

bilit

y an

dte

nden

cy to

dev

elop

and

refin

e co

ncre

te,

real

istic

pla

ns;

2) in

tern

al e

xper

tise

in a

ll pl

anni

ng a

reas

;3)

regu

lar s

trat

egic

plan

ning

car

ried

out,

whi

ch g

uide

s bu

dget

,H

R an

d op

erat

iona

lde

cisi

ons

1) H

ighl

y de

velo

ped

inte

rnal

fund

rais

ing

skill

s to

cov

er a

llre

gula

r nee

ds;

2) a

cces

s to

inte

rnal

and/

or e

xter

nal

expe

rtis

e fo

rad

ditio

nal

extr

aord

inar

y ne

eds;

3) in

nova

tive

reve

nue

gene

ratio

nm

etho

ds



Part

ners

hips

/al

lianc

es,

deve

lopm

ent

and

nurt

urin

g

Loca

lco

mm

unit

ypr

esen

ce a

ndin

volv

emen

t

Influ

enci

ngpo

licy-

mak

ing

Lim

ited

use

ofpa

rtne

rshi

ps a

ndal

lianc

es w

ithdi

ffere

ntor

gani

satio

ns

Pres

ence

eith

er n

otre

cogn

ised

or

gene

rally

not

rega

rded

as

posi

tive

Litt

le a

bilit

y or

unaw

are

ofpo

ssib

ilitie

s fo

r inf

luen

cing

polic

y-m

akin

g

1) E

arly

sta

ges

ofbu

ildin

gre

latio

nshi

ps a

ndco

llabo

ratin

g w

ithot

her r

elev

ant

orga

nisa

tions

1) P

rese

nce

som

ewha

tre

cogn

ised

and

gene

rally

rega

rded

as

posi

tive

with

in th

eco

mm

unity

1) A

war

e of

poss

ibili

ties

inin

fluen

cing

pol

icy-

mak

ing

and

som

esk

ill to

par

ticip

ate

inpo

licy

disc

ussi

on

1) E

ffect

ivel

y bu

iltan

d le

vera

ged

som

eke

y re

latio

nshi

ps;

2) w

ith re

leva

ntpa

rtie

s

1) R

easo

nabl

y w

ell-

know

n w

ithin

the

com

mun

ity o

r sec

tor;

2) m

embe

rs o

f lar

ger

com

mun

ity (s

ome

prom

inen

t)co

nstr

uctiv

ely

invo

lved

1) F

ully

aw

are

ofpo

ssib

ilitie

s in

influ

enci

ng p

olic

y-m

akin

g;

2) o

ne o

f sev

eral

grou

ps a

ctiv

e in

polic

y-di

scus

sion

son

sta

te o

r nat

iona

lle

vel

1) B

uilt,

leve

rage

d,an

d m

aint

aine

dst

rong

, hig

h-im

pact

,re

latio

nshi

ps;

2) w

ith v

arie

ty o

fre

leva

nt p

artie

s;

3)an

d re

latio

nshi

psan

chor

ed in

sta

ble,

long

-ter

m, m

utua

llybe

nefic

ial

colla

bora

tion

1) W

idel

y kn

own

with

in la

rger

com

mun

ity;

2) p

erce

ived

as

activ

ely

enga

ged

and

extr

emel

yre

spon

sive

;3)

man

y m

embe

rs

of la

rger

com

mun

ityac

tivel

y an

dco

nstr

uctiv

ely

invo

lved

(eg

Boa

rd,

Fund

rais

ing,

Cam

paig

ns)

1) P

ro-a

ctiv

e an

def

fect

ive

influ

ence

on

pol

icy-

mak

ing

on s

tate

and

na

tiona

l lev

els;

2) re

ady

for a

nd o

ften

calle

d to

par

ticip

ate

in s

ubst

antiv

e po

licy

disc

ussi

on;

3) a

t tim

es in

itiat

esdi

scus

sion

s




IV. H

uman

reso

urce

sCl

ear a

nd e

ffect

ive

gove

rnan

ce s

truc

ture

s ar

e vi

tal t

o th

e in

tern

al fu

nctio

ning

of a

n or

gani

satio

n. T

his

mea

ns th

at s

taff

ing

leve

ls a

resu

ffic

ient

and

that

key

func

tions

are

fulfi

lled.

It a

lso

mea

ns th

at s

enio

r man

agem

ent a

nd d

irect

ors

are

in p

lace

, com

pete

nt a

nd s

uppo

rtiv

eof

the

staf

f tea

m. ‘

Hum

an re

sour

ces’

are

the

peop

le w

ho m

anag

e or

wor

k fo

r an

orga

nisa

tion

plus

the

proc

esse

s de

velo

ped

for s

uppo

rtin

gan

d de

velo

ping

them

to fu

lfil t

heir

func

tions

wel

l and

to p

rogr

ess

both

per

sona

lly a

nd p

rofe

ssio

nally

.

Staf

fing

leve

ls

Boar

d:co

mpo

siti

onan

d/co

mm

itm

ent

Man

y po

sitio

nsun

fille

d or

inad

equa

tely

fille

d;hi

gh tu

rnov

er a

nd/o

rpo

or a

tten

danc

e

Lim

ited

dive

rsity

of

field

s of

pra

ctic

e an

d ex

pert

ise,

and

mee

tings

infr

eque

ntan

d/or

poo

rat

tend

ance

1) M

ost c

ritic

alpo

sitio

ns fi

lled

1) S

ome

dive

rsity

infie

lds

of p

ract

ice

with

regu

lar,

purp

osef

ulm

eetin

gs a

ndge

nera

lly g

ood

atte

ndan

ce

1) P

ositi

ons

alm

ost

all s

taffe

d;2)

few

turn

over

,at

tend

ance

or m

oral

epr

oble

ms

1) G

ood

dive

rsity

infie

lds

of p

ract

ice

and

expe

rtis

e;2)

regu

lar,

purp

osef

ul m

eetin

gsar

e w

ell-p

lann

ed

and

atte

ndan

ce is

cons

iste

ntly

goo

d

IV. H

uman

reso

urce

s2)

Basi

c le

vel o

f ca

paci

ty in

pla

ce3)

Mod

erat

e le

vel

of c

apac

ity

in p

lace

4)H

igh

leve

l of

capa

city

in p

lace

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) P

ositi

ons

fully

staf

fed;

2) n

o tu

rnov

er

or a

tten

danc

epr

oble

ms;

3) g

ood

mor

ale

and

mot

ivat

ion

to s

tay

1) M

embe

rshi

p w

ithbr

oad

rang

e of

func

tiona

l and

prog

ram

con

tent

-re

late

d ex

pert

ise

incl

udes

hig

h-pr

ofile

nam

es;

2) h

igh

will

ingn

ess

and

prov

en tr

ack

reco

rd o

f add

ress

ing

the

issu

es o

f the

orga

nisa

tion;

3) m

eet i

n pe

rson

regu

larly

, goo

dat

tend

ance

, fre

quen

tm

eetin

gs o

f foc

used

subc

omm

ittee

s


Boar

d:in

volv

emen

tan

d su

ppor

t

Exec

utiv

eD

irect

or/

Seni

orM

anag

emen

tTe

am:

pass

ion

and

visi

on,

inte

rper

sona

lsk

ills,

ana

lysi

san

d st

rate

gy

Prov

ide

little

dire

ctio

n, a

ndsu

ppor

t to

lead

ersh

ip a

ndla

rgel

y re

pres

ents

‘feel

-goo

d’su

ppor

t

Low

leve

l of

com

mitm

ent a

nden

ergy

, fai

ls to

sho

wre

spec

t for

oth

ers

and

unco

mfo

rtab

lew

ith c

ompl

exity

and

ambi

guity

1) In

form

ed a

bout

all

‘mat

eria

l’ m

atte

rs in

a tim

ely

man

ner a

ndre

spon

ses/

deci

sion

sac

tivel

y so

licite

d to

supp

ort d

irect

ion

1) V

isib

leco

mm

itmen

t and

ener

gy a

nd a

ble

toan

alys

e if

not

gene

rate

str

ateg

y

1) P

rovi

de d

irect

ion

and

supp

ort t

opr

ogra

mm

atic

lead

ersh

ip;

2) fu

lly in

form

ed o

fal

l maj

or m

atte

rsw

ith in

put a

ndre

spon

ses

activ

ely

valu

ed

1) In

spiri

ngly

ener

getic

,co

mm

itted

, exc

ites

othe

rs a

nd s

how

scl

ear c

omm

itmen

t to

pers

onal

gro

wth

;2)

qui

ckly

assi

mila

tes

com

plex

info

rmat

ion

tode

velo

p ro

bust

stra

tegi

es fo

rfin

anci

al a

nd o

ther

impa

ct

1) P

rovi

de s

tron

gdi

rect

ion

and

supp

ort

to le

ader

ship

and

enga

ged

as re

sour

ce;

2) c

omm

unic

atio

nbe

twee

n bo

ard

and

lead

ersh

ip re

flect

sm

utua

l res

pect

and

appr

ecia

tion

for

role

s/re

spon

sibi

litie

s;3)

sha

red

com

mitm

ent t

o be

st in

tere

sts

ofor

gani

satio

n

1) C

onta

giou

sly

ener

getic

, com

mitt

ed,

mot

ivat

iona

l,ou

tsta

ndin

g ‘p

eopl

e-pe

rson

’ (or

team

);2)

com

pelli

ngly

artic

ulat

es p

ath

toac

hiev

ing

visi

on;

3) d

evel

ops

finan

cial

ly s

ound

stra

tegi

c al

tern

ativ

esan

d id

entif

ies

asso

ciat

ed re

war

ds,

risks

, and

act

ions

tolo

wer

risk

s



Expe

rien

ce a

ndst

andi

ng

Man

agem

ent

Team

and

sta

ff:

depe

nden

ce o

nCE

O/D

irect

or

1) L

imite

dex

perie

nce

inm

anag

ing

non-

prof

its

Very

str

ong

depe

nden

ce o

nCE

O/E

xecu

tive

Dire

ctor

(org

anis

atio

n w

ould

ceas

e to

exi

stw

ithou

t his

/her

pres

ence

)

1) S

ome

rele

vant

expe

rienc

e in

non

-pr

ofit

man

agem

ent

orso

me

rele

vant

capa

bilit

ies

from

othe

r fie

ld(s

)

1) H

igh

depe

nden

ceon

CEO

/Exe

cutiv

eD

irect

or

(org

anis

atio

n w

ould

cont

inue

to e

xist

with

out h

is/h

erpr

esen

ce, b

ut

likel

y in

a v

ery

diffe

rent

form

)

1) S

igni

fican

tex

perie

nce

in n

on-

prof

it m

anag

emen

t;2)

man

y re

leva

ntca

pabi

litie

s fr

omot

her f

ield

(s)

1) L

imite

dde

pend

ence

on C

EO/E

xecu

tive

Dire

ctor

;2)

org

anis

atio

nw

ould

con

tinue

insi

mila

r way

with

out

his/

her p

rese

nce

but

area

s su

ch a

sfu

ndra

isin

g or

oper

atio

ns w

ould

likel

y su

ffer d

urin

gtr

ansi

tion

perio

d

1) H

ighl

yex

perie

nced

inm

anag

ing

non-

prof

itsw

ith c

ompr

ehen

sive

and

deep

unde

rsta

ndin

g of

the

sect

or;

2) m

any

dist

inct

ive

capa

bilit

ies

from

othe

r fie

ld(s

);3)

reco

gnis

edna

tiona

lly a

s a

lead

erin

par

ticul

ar s

ecto

r

1) R

elia

nce

but n

otde

pend

ence

on

CEO

/Exe

cutiv

eD

irect

or;

2) s

moo

th tr

ansi

tion

to n

ew le

ader

cou

ldbe

exp

ecte

d w

ithfu

ndra

isin

g an

dop

erat

ions

like

ly to

cont

inue

with

out

maj

or p

robl

ems;

3) s

ever

al m

embe

rsof

man

agem

ent

team

cou

ldpo

tent

ially

take

on

CEO

/Exe

cutiv

eD

irect

or ro

le o

r fill

in

dur

ing

tran

sitio

n



Seni

orM

anag

emen

tTe

am

Staf

f: ab

ility

tofu

lfil v

ario

usro

les

that

cove

r all

aspe

cts

ofop

erat

ions

Volu

ntee

rs

Staf

f dra

wn

from

ana

rrow

rang

e of

back

grou

nds

and

expe

rienc

es w

ithab

ilitie

s lim

ited

topr

esen

t job

Lim

ited

abili

ties,

may

be u

nrel

iabl

e or

hav

elo

w m

otiv

atio

n,co

mm

itmen

t and

mor

ale

Lim

ited

abili

ty to

(or

inte

rest

in) a

ttra

ctin

gin

-kin

d su

ppor

t or

mak

ing

use

ofvo

lunt

eers

1) S

ome

varie

ty o

fst

aff b

ackg

roun

dsan

d ex

perie

nces

repr

esen

ting

adeq

uate

rang

e of

skill

s

1) S

taff

have

adeq

uate

abi

litie

san

d ar

e m

ostly

relia

ble

and

loya

l

1) A

d ho

c us

e of

volu

ntee

rs

1) G

ood

varie

ty o

fst

aff b

ackg

roun

dsan

d ex

perie

nces

repr

esen

ting

a go

odra

nge

of s

kills

;2)

sol

id tr

ack

reco

rdof

lear

ning

and

pers

onal

deve

lopm

ent

1) V

ery

capa

ble

set

of in

divi

dual

s;2)

relia

ble,

loya

l and

high

ly c

omm

itted

toor

gani

satio

n’s

succ

ess

1) S

omew

hat c

lear

use

of v

olun

teer

s;2)

at d

iffer

ent l

evel

s(c

omm

unity

pro

ject

supp

ort,

Boa

rd o

rof

fice

supp

ort)

tosu

ppor

t wid

er a

ims

1) D

raw

n fr

omdi

vers

e ba

ckgr

ound

san

d ex

perie

nces

repr

esen

ting

a br

oad

rang

e of

ski

lls;

2) m

ost a

re h

ighl

yca

pabl

e, e

nerg

etic

and

com

mitt

ed to

mis

sion

and

str

ateg

y;

3) e

ager

to le

arn,

deve

lop

and

assu

me

incr

ease

dre

spon

sibi

lity

1) E

xtre

mel

y ca

pabl

ese

t of i

ndiv

idua

ls;

2) re

liabl

e, lo

yal,

high

ly c

omm

itted

toor

gani

satio

n’s

succ

ess

and

ofte

n go

beyo

nd c

all o

f dut

y;3)

vol

unte

ers

man

aged

ver

y w

ell

and

cont

ribut

e to

succ

ess

ofor

gani

satio

n

1) C

lear

str

ateg

y an

dgu

idan

ce a

roun

d us

eof

vol

unte

ers;

2) a

t diff

eren

t lev

els;

3) tr

ansl

ates

into

aro

bust

con

trib

utio

nto

war

ds th

e w

ork




V. S

yste

ms

and

infr

astr

uctu

reTh

ese

are

the

proc

esse

s, p

roce

dure

s an

d sy

stem

s in

pla

ce fo

r run

ning

an

orga

nisa

tion

in a

coh

eren

t and

con

sist

ent m

anne

r. Th

is in

clud

esta

ngib

le a

sset

s an

d in

fras

truc

ture

(suc

h as

off

ice

spac

e, c

ompu

ters

, leg

al in

sura

nce,

etc

) as

wel

l as

mor

e in

tang

ible

sys

tem

s fo

r mak

ing

deci

sion

s an

d m

anag

ing

dele

gatio

n in

tern

ally

. Man

y of

the

cate

gorie

s in

this

sec

tion

are

inte

r-lin

ked.

Plan

ning

,m

onito

ring

and

eval

uati

onsy

stem

s –

linke

d to

aim

san

d ac

tivi

ties

,eg

adv

ocac

yne

eds

as w

ell

as b

udge

ting

Dec

isio

n-m

akin

gfr

amew

ork

Plan

ning

, mon

itorin

gan

d ev

alua

tion

happ

ens

on a

n ad

hoc

basi

s on

ly

Dec

isio

ns m

ade

larg

ely

on a

n ad

hoc

and

info

rmal

bas

is b

yon

e pe

rson

and

/or

who

ever

isac

cess

ible

1) P

lann

ing,

mon

itorin

g an

dev

alua

tion

done

regu

larly

and

use

sso

me

syst

emat

ical

lyco

llect

ed d

ata

1) D

ecis

ion-

mak

ing

proc

ess

fairl

y w

ell

esta

blis

hed

but o

ften

brea

ks d

own

and

beco

mes

info

rmal

1) P

lann

ing,

mon

itorin

g an

dev

alua

tion

done

regu

larly

;2)

feed

back

mec

hani

sm e

xist

s fo

rfe

edin

g in

dat

a as

requ

ired

to im

prov

epl

anni

ng p

roce

ss

1) C

lear

, lar

gely

form

al li

nes/

syst

ems

for d

ecis

ion-

mak

ing;

2) d

isse

min

atio

n of

deci

sion

s ge

nera

llygo

od b

ut c

ould

be

impr

oved

V. S

yste

ms

and

infr

a-st

ruct

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) R

egul

ar, r

obus

tan

d in

tegr

ated

plan

ning

, mon

itorin

gan

d ev

alua

tion

syst

ems

com

plem

ente

d by

ad

hoc

plan

ning

whe

n ne

eded

;2)

som

e da

taco

llect

ed

(eg

base

lines

);3)

use

dsy

stem

atic

ally

as

feed

back

mec

hani

smto

impr

ove

plan

ning

1) C

lear

, for

mal

lines

/sys

tem

s fo

rde

cisi

on-m

akin

g;2)

invo

lvin

g as

bro

adpa

rtic

ipat

ion

aspr

actic

al a

ndap

prop

riate

;3)

dis

sem

inat

ion/

inte

rpre

tatio

n of

deci

sion


Fina

ncia

lop

erat

ions

man

agem

ent

Hum

anre

sour

ces

man

agem

ent

Know

ledg

em

anag

emen

t

Basi

c fin

anci

alac

tiviti

es u

nder

take

n(e

g gi

fts

and

gran

tsde

posi

ted

and

ackn

owle

dged

, bill

spa

id, s

uppo

rtin

gdo

cum

enta

tion

colle

cted

/ret

aine

d)

Stan

dard

car

eer

path

s in

pla

cew

ithou

t con

side

ring

staf

f dev

elop

men

t;no

or v

ery

limite

dtr

aini

ng, c

oach

ing

and

feed

back

No

form

al s

yste

ms

toca

ptur

e an

ddo

cum

ent i

nter

nal

know

ledg

e

1) F

inan

cial

act

iviti

estr

ansp

aren

t, c

lear

lyan

d co

nsis

tent

lyre

cord

ed a

nddo

cum

ente

d an

dtr

acke

d to

app

rove

budg

et

1) S

ome

form

alre

crui

tmen

t,de

velo

pmen

t and

rete

ntio

n of

som

est

aff i

n pl

ace

with

basi

c ap

proa

ch to

trai

ning

and

appr

aisa

ls

1) S

ome

syst

ems

exis

t in

a fe

w a

reas

but e

ither

not

use

r-fr

iend

ly, o

r not

com

preh

ensi

ve o

rkn

own

enou

gh to

have

an

impa

ct

1) F

orm

al in

tern

alco

ntro

ls g

over

ning

all

finan

cial

ope

ratio

ns(f

ully

trac

ked,

supp

orte

d an

dre

port

ed);

2) a

tten

tion

paid

toca

sh fl

owm

anag

emen

t

1) R

ecru

itmen

t,de

velo

pmen

t and

rete

ntio

n of

key

st

aff i

s pr

iorit

y;2)

rele

vant

trai

ning

,jo

b ro

tatio

n,co

achi

ng, f

eedb

ack

and

perf

orm

ance

appr

aisa

l are

inst

itutio

nalis

ed a

ndsu

ppor

t sta

ffpr

ogre

ssio

n

1) S

yste

ms

exis

t in

mos

t are

as a

nd q

uite

user

-frie

ndly

and

com

preh

ensi

ve;

2)bu

t sys

tem

skn

own

by o

nly

a fe

wpe

ople

oron

lyoc

casi

onal

ly u

sed

1) R

obus

t sys

tem

san

d co

ntro

ls in

pla

cego

vern

ing

all

finan

cial

ope

ratio

ns;

2) in

tegr

atio

n w

ithbu

dget

ing,

dec

isio

nm

akin

g an

dor

gani

satio

nal

obje

ctiv

es/g

oals

;3)

cas

h flo

wm

anag

ed

1) R

ecru

itmen

t,ta

ilore

d de

velo

pmen

tan

d re

tent

ion

of a

llst

aff i

s pr

iorit

y;2)

rele

vant

trai

ning

,jo

b ro

tatio

n,co

achi

ng, f

eedb

ack

and

perf

orm

ance

appr

aisa

l are

inst

itutio

nalis

ed a

ndsu

ppor

t sta

ffpr

ogre

ssio

n;3)

man

y el

emen

ts o

fin

cent

ive

syst

em in

plac

e w

ith c

lear

effe

ct in

mot

ivat

ing

staf

f

1) W

ell-d

esig

ned,

com

preh

ensi

ve u

ser-

frie

ndly

sys

tem

s in

mos

t are

as;

2) s

yste

ms

are

know

n by

man

ype

ople

with

in th

eor

gani

satio

n;

3) a

nd o

ften

use

d



Exte

rnal

com

mun

icat

ion

Infr

astr

uctu

re(o

ffic

e sp

ace

and

loca

tion

,IC

T –

com

pute

rs,

soft

war

e,em

ail,

data

base

syst

ems,

etc

)

Man

agem

ent

of le

gal a

ndlia

bilit

ym

atte

rs

No

form

al s

yste

ms

toco

mm

unic

ate

prog

ress

and

mes

sage

s to

wid

erau

dien

ce

Inad

equa

te p

hysi

cal,

data

col

lect

ion

and

com

mun

icat

ions

infr

astr

uctu

re,

resu

lting

in c

lear

loss

of e

ffect

iven

ess

and

effic

ienc

y w

ithim

pact

on

repu

tatio

nan

d st

aff m

oral

e

Org

anis

atio

n do

esno

t ant

icip

ate

lega

lis

sues

, but

find

s he

lpan

d ad

dres

ses

issu

es in

divi

dual

lyw

hen

they

aris

e

1) S

ome

syst

ems

exis

t (su

ch a

sw

ebsi

te, n

ewsl

ette

r,et

c) b

ut n

ot w

idel

ydi

ssem

inat

ed a

ndon

ly p

artia

llyta

rget

ed

Phys

ical

spa

ce(lo

catio

n, o

ffic

e si

ze,

etc)

, dat

a co

llect

ion

(to

supp

ort r

epor

ting

and

know

ledg

ege

nera

tion)

and

com

mun

icat

ions

are

basi

c bu

t wor

k w

ell

enou

gh to

mee

t mos

tim

port

ant a

ndim

med

iate

nee

ds

1) L

egal

sup

port

reso

urce

s id

entif

ied,

read

ily a

vaila

ble

and

empl

oyed

on

an‘a

s ne

eded

’bas

is

1) S

yste

ms

exis

t, a

reus

ed a

nd ta

rget

ed;

2) s

trat

egy

in p

lace

toco

mm

unic

ate

with

wid

e au

dien

ce a

ndre

ceiv

e so

me

feed

back

With

min

orim

prov

emen

ts to

equi

pmen

t, lo

gist

ics,

etc,

phy

sica

l spa

ce,

data

col

lect

ion

and

com

mun

icat

ions

infr

astr

uctu

rege

nera

lly w

ork

wel

len

ough

to s

uit

orga

nisa

tion’

s ne

eds

1) L

egal

sup

port

regu

larly

ava

ilabl

ean

d co

nsul

ted

inpl

anni

ng;

2) ro

utin

e le

gal

risk-

man

agem

ent

and

occa

sion

alre

view

of i

nsur

ance

1) S

yste

ms

exis

t,

are

wel

l use

d an

d ta

rget

ed;

2) s

trat

egy

in p

lace

to

com

mun

icat

e w

ithw

ide

audi

ence

and

to

rece

ive

feed

back

;3)

abl

e to

fully

tailo

rm

essa

ges

toau

dien

ce

Fully

ade

quat

eph

ysic

al, d

ata

colle

ctio

n an

dco

mm

unic

atio

nsin

fras

truc

ture

cle

arly

cont

ribut

es to

orga

nisa

tiona

lef

fect

iven

ess

and

effic

ienc

y

1) W

ell-d

evel

oped

,ef

fect

ive

and

effic

ient

inte

rnal

lega

l inf

rast

ruct

ure

for d

ay-t

o-da

y le

gal w

ork;

2) a

dditi

onal

acc

ess

to g

ener

al a

ndsp

ecia

lised

ext

erna

lex

pert

ise

for

extr

aord

inar

y ca

ses;

3) c

ontin

uous

lega

lris

k-m

anag

emen

tan

d ad

just

men

t of

insu

ranc

e




VI. O

rgan

isat

iona

l str

uctu

reTh

is la

ys o

ut h

ow th

e va

rious

uni

ts o

f an

orga

nisa

tion

inte

ract

with

eac

h ot

her a

t all

leve

ls. A

n or

gano

gram

, for

exa

mpl

e, c

aptu

res

visu

ally

how

the

units

are

link

ed a

nd c

larif

ies

inte

rdep

ende

ncie

s. In

pra

ctic

e, th

ere

shou

ld b

e cl

ear r

oles

and

resp

onsi

bilit

ies

for e

ach

unit

toen

sure

coo

rdin

atio

n an

d sy

nerg

y. I

ndiv

idua

ls fi

t int

o th

is s

truc

ture

and

sho

uld

have

cle

ar fu

nctio

ns a

nd jo

b de

scrip

tions

.

Boar

dgo

vern

ance

Boa

rd d

oes

not

scru

tinis

e bu

dget

s or

audi

ts, d

oes

not s

etpe

rfor

man

ce ta

rget

san

d ho

ld C

EOac

coun

tabl

e or

doe

sno

t ope

rate

acco

rdin

g to

form

alpr

oced

ures

;Ex

ecut

ive,

Tre

asur

y,an

d B

oard

func

tions

uncl

ear

1) R

oles

of l

egal

Boa

rd a

re c

lear

and

func

tions

acc

ordi

ngto

by-

law

s in

clud

ing

revi

ews

of b

udge

ts,

and

occa

sion

ally

set

sor

gani

satio

nal

dire

ctio

n an

d ta

rget

s

1) R

oles

of l

egal

Boa

rd a

re c

lear

and

func

tion

rela

tivel

yw

ell i

nclu

ding

revi

ews

of b

udge

ts,

audi

ts a

nd s

tate

filin

gs;

2) s

ize

of B

oard

isre

ason

able

with

cle

arno

min

atio

n pr

oces

sfo

r mem

bers

Vi. O

rgan

i-sa

tion

alst

ruct

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) R

oles

of l

egal

Boa

rd a

re c

lear

and

func

tion

wel

lin

clud

ing

revi

ews

ofbu

dget

s, c

onfli

cts

ofin

tere

st, a

udits

and

stat

e fil

ings

;2)

siz

e of

Boa

rdge

nera

lly s

et fo

rm

axim

umef

fect

iven

ess

with

clea

r nom

inat

ion

proc

ess;

3) s

uppo

rts

and

activ

ely

man

ages

targ

ets

and

perf

orm

ance

of C

EO


Org

anis

atio

nal

desi

gn

Inte

rfun

ctio

nal

coor

dina

tion

Indi

vidu

al jo

bde

sign

Role

s an

dre

spon

sibi

litie

s of

orga

nisa

tiona

len

titie

s (e

ghe

adqu

arte

rs,

regi

onal

and

loca

lof

fices

) are

nei

ther

form

alis

ed n

or

clea

r; a

bsen

ce o

for

gani

satio

n ch

art

Diff

eren

tpr

ogra

mm

es a

ndor

gani

satio

nal u

nits

func

tion

in s

ilos;

little

or d

ysfu

nctio

nal

coor

dina

tion

betw

een

them

Lack

of p

ositi

ons

crea

ted

to a

ddre

ss a

num

ber o

f key

role

s(e

g Ch

ief F

inan

cial

Off

icer

, HR,

Lear

ning

and

Mea

sure

men

t);

uncl

ear r

oles

and

resp

onsi

bilit

ies

with

man

y ov

erla

ps;

job

desc

riptio

ns d

ono

t exi

st

1) M

ost r

oles

and

resp

onsi

bilit

ies

ofor

gani

satio

nal

entit

ies

are

form

alis

ed a

nd s

ome

are

defin

ed b

ut m

ayno

t ref

lect

orga

nisa

tiona

lre

aliti

es

1) C

lear

def

initi

ons

ofho

w u

nits

sho

uld

bew

orki

ng to

geth

er a

ndso

me

evid

ence

of

this

wor

king

1) S

ome

key

posi

tions

wel

l-de

fined

and

ha

ve b

asic

job

desc

riptio

ns

1) R

oles

and

resp

onsi

bilit

ies

ofor

gani

satio

nal

entit

ies

are

form

alis

ed a

ndde

fined

but

may

not

refle

ct o

rgan

isat

iona

lre

aliti

es;

2) o

rgan

isat

ion

char

tis

com

plet

e (b

ut o

ld)

1) In

tera

ctio

nsbe

twee

n di

ffere

ntpr

ogra

mm

es a

ndor

gani

satio

nal u

nits

are

gene

rally

goo

d;2)

som

e po

olin

g of

reso

urce

s

1) P

ositi

ons

exis

t for

mos

t key

role

s, w

ithfe

w s

till m

issi

ng;

2) m

ost k

ey p

ositi

ons

are

wel

l-def

ined

and

have

job

desc

riptio

nsbu

t som

e un

clea

rac

coun

tabi

litie

s or

over

lap

in ro

les

and

resp

onsi

bilit

ies

1) R

oles

and

resp

onsi

bilit

ies

of

all o

rgan

isat

iona

len

titie

s ar

efo

rmal

ised

and

cle

ar;

2) a

nd c

ompl

emen

tea

ch o

ther

;3)

and

org

anis

atio

nch

art i

s co

mpl

ete

and

refle

cts

curr

ent

real

ity

1) A

ll pr

ogra

mm

esan

d un

its fu

nctio

nto

geth

er e

ffect

ivel

y;2)

with

sha

ring

ofin

form

atio

n an

dre

sour

ces;

3) fe

w c

oord

inat

ion

issu

es

1) A

ll ke

y ro

les

have

asso

ciat

ed p

ositi

ons;

2) m

ost i

ndiv

idua

lsha

ve w

ell-d

efin

edro

les

with

cle

arac

tiviti

es a

ndre

port

ing

rela

tions

hips

and

min

imal

ove

rlaps

;3)

job

desc

riptio

nsar

e re

defin

ed to

allo

w fo

rde

velo

pmen

t and

indi

vidu

als’

gro

wth




VII.

Cult

ure

Org

anis

atio

nal c

ultu

re c

ompr

ises

the

cust

oms,

ritu

als

and

valu

es s

hare

d by

the

mem

bers

of a

n or

gani

satio

n th

at h

ave

to b

e un

ders

tood

and

acce

pted

by

new

mem

bers

. It c

an ra

nge

from

com

mon

dre

ss c

odes

to p

erce

ptio

ns o

f tim

e-ke

epin

g. O

rgan

isat

iona

l cul

ture

can

be

deve

lope

d po

sitiv

ely

to e

nsur

e th

at d

iver

sity

is w

elco

med

and

com

mun

icat

ions

are

ope

n. T

his

is e

spec

ially

vita

l for

net

wor

k or

gani

satio

nsw

here

the

inte

ract

ions

bet

wee

n m

embe

rs a

re w

hat d

rive

the

netw

ork

and

mak

e it

effe

ctiv

e.

Shar

ed v

alue

s,re

fere

nces

and

prac

tice

s

Cult

ure

of o

pen

disc

ussi

onw

here

div

ersi

tyof

opi

nion

isw

elco

med

No

com

mon

set

of

basi

c be

liefs

, val

ues,

prac

tices

or c

omm

onre

fere

nces

exi

stw

ithin

org

anis

atio

n(s

uch

as tr

aditi

ons,

unw

ritte

n ru

les,

stor

ies,

role

mod

els,

sym

bols

, lan

guag

e,dr

ess,

etc

)

Spac

e fo

r dis

cuss

ion

may

be

prov

ided

but

othe

r opi

nion

s ar

ese

en a

s a

thre

at;

‘cul

ture

of s

ilenc

e’

1) C

omm

on s

et o

fba

sic

belie

fs,

refe

renc

es a

ndpr

actic

es e

xist

s in

som

e gr

oups

with

inth

e or

gani

satio

n, b

utno

t sha

red

broa

dly

1) S

pace

for

disc

ussi

on p

rovi

ded

with

evi

denc

e of

cons

ulta

tion

havi

ngan

impa

ct o

n th

eor

gani

satio

n

1) C

omm

on s

et o

fba

sic

belie

fs,

refe

renc

es a

ndpr

actic

es h

eld

bym

any

peop

le;

2) b

elie

fs a

re a

ligne

dw

ith o

rgan

isat

iona

lpu

rpos

e an

dso

met

imes

use

d

1) S

pace

pro

vide

d on

a re

gula

r bas

is

to s

hare

/lea

rn;

2) p

rofe

ssio

nal

cultu

re o

f effe

ctiv

ely

shar

ing

opin

ions

thro

ugh

part

icip

atio

n

VII.

Cult

ure

2)Ba

sic

leve

l of

capa

city

in p

lace

3)M

oder

ate

leve

lof

cap

acit

y in

pla

ce4)

Hig

h le

vel o

fca

paci

ty in

pla

ce

Why

was

the

grad

ech

osen

?Sh

owing

evidence

Wha

t act

ions

are

requ

ired

and

by w

hom

to re

ach

ahi

gher

gra

de?

Changes

desired

Tim

efra

me

and

budg

etim

plic

atio

ns

1)Cl

ear n

eed

for

incr

ease

d ca

paci

ty

1) C

omm

on s

et o

fba

sic

belie

fs,

refe

renc

es a

ndpr

actic

es;

2) p

rovi

des

mem

bers

with

sen

se o

f ide

ntity

;3)

bel

iefs

alig

ned

with

org

anis

atio

nal

purp

ose

and

harn

esse

d to

pr

oduc

e im

pact

1) S

pace

pro

vide

d to

sha

re/l

earn

;2)

pro

fess

iona

lcu

lture

of l

iste

ning

,pa

rtic

ipat

ion

and

clea

r att

empt

s fo

rbu

ildin

g co

nsen

sus;

3) d

iver

se v

iew

sco

ntrib

ute

tost

rate

gic

deci

sion

-m

akin

g


running head

I. Aspirations• Mission• Clarity of vision• Boldness of vision• Overarching goals

II. Strategy• Overall strategy• Goals/performance targets• Programme relevance and integration• Programme growth and replication• New programme development• Funding model• Engaging government (in any context: local, state, federal)

III. Organisational skills• Performance measurement/analysis and programme adjustments• Understand context amd contribution of relevant stakeholders• Overall strategic planning (financial, operational and human resources)• Fundraising and revenue generating• Partnership/alliances development and nurturing• Local community presence and involvement• Influencing policy-making

IV. Human resources• Staffing levels• Board: composition and commitment• Board: involvement and support• Executive Director/Senior Management Team: passion and vision, interpersonal skills,

analytical strategic and financial judgement• Leadership/effectiveness• Experience and standing• Management Team and staff: dependence on CEO/Director• Senior Management Team• Staff: ability to fulfil various roles that cover all aspects of operations• Volunteers

Annex –The capacity needs assessmenttool categories


Annex – The capacity needs assessment tool categories

V. Systems and infrastructure• Planning, monitoring and evaluation systems: linked to aims and activities, eg advocacy

needs as well as budgeting• Decision-making framework• Financial operations management• Human resources management• Knowledge management• External communications• Infrastructure (office space and location, ICT – computers, software, email, database

systems, etc)• Management of legal and liability matter

VI. Organisational structure• Board governance• Organisational design• Inter-functional coordination• Individual job design

VII. Culture• Shared values, references and practices• Culture of open discussion where diversity of opinion is welcomed



Notes


WaterAid47–49 Durham StreetLondon, SE11 5JD, UKTel: +44 (0) 20 7793 4500Fax: +44 (0) 20 7793 4545Email: [email protected]

www.wateraid.org

Registered charity numbers 288701 (England and Wales) and SC039479 (Scotland)

gtf capacity needs assessment tool

Documents