Capacity Embryonic Developing Moderately developed Well-developed Exemplary P1 Strategic thinking and planning for conservation Little awareness or recognition of the need to take a strategic approach to conservation planning. Little recognition of the need to take a strategic approach to conservation. Individual staff may have strategic thinking and planning capabilities but they are not identified or used. Recognition of the need to take a strategic approach to conservation. A few/some staff have strategic thinking and planning capabilities but they are not used by the organization in guiding its conservation work. organization is trying to take a strategic approach to conservation. Some staff have strategic thinking and planning capabilities but they are not used to their maximum potential by the organization. Organization takes a strategic approach to conservation demonstrated in the Conservation Plan (P2). Some staff have strategic thinking and planning capabilities and these are valued and used. P2 Conservation Plan development & use The Conservation Plan is part of the Strategic Plan, and sets out clear conservation objectives, indicators, and activities designed to achieve the objectives, and a plan for monitoring. It is based on internal and external analysis. (See References) Activities initiated in an opportunist ad hoc manner, not driven by the conservation plan if it exists. Plan in place but it may not be realistic or workable. Plan isn't used to guide decision making. Many activities are being developed or undertaken which are outside the plan's objectives. Conservation Plan influences overall programme direction. Some activities are being developed and undertaken which are not linked to the plan Plan influences overall programme direction and decision making i.e. projects /activities are selected on the basis of the plan. Annual operational plan developed from the Conservation Plan. A comprehensive, realistic and workable conservation plan which takes into account the global priorities and the local situation. Conservation Plan is used to guide decision making and reflected in annual operational plan and individual work plans. P3 Alignment with WWF global priorities (See References) Low awareness and understanding of WWF's global priorities. Global priorities are not reflected in the programmatic activities. Senior staff are aware of WWF's global priorities but there is limited awareness amongst the other of staff. Global priorities are not reflected in the programmatic activities. Awareness of the WWF global priorities amongst the majority of staff. Limited reflection of the priorities in programmatic planning and delivery. Existing work is classified under TDP targets and/or ecoregion programmes. Understanding and acceptance of the global priorities. Conservation plan has been revised to ensure alignment with the global priorities. Process underway to change programmatic activities, resource allocation, and organizational structure in accordance with the new plan. Global priorities fully incorporated and reflected in the ongoing programme and projects. Organization is structured to deliver this. CONSERVATION PROGRAMME STRATEGIC PLANNING $ASQoganisational assessment tool[1].xlsP4 Use of knowledge of the biodiversity in the organization's geographical area for conservation planning Staff have little knowledge of biodiversity, its importance, and status and make limited use of external sources of information and knowledge. One or more individuals have some knowledge and information sources on biodiversity and its status. This knowledge is not comprehensive or utilised in conservation planning. One or more individuals have general knowledge and information sources on biodiversity and in its status . This knowledge may not be comprehensive or fully utilised in conservation planning. One or more individuals have good general knowledge and information sources on biodiversity and in its status This knowledge is often called upon in programmatic planning. Organization has up to date, ground truthed, general knowledge of biodiversity, its importance, and status which is used in planning its programme and activities. It regularly accesses external information and knowledge. P5 Analysis of the external environment (current economic, social, institutional, physical, political, technological situation and trends) Little awareness of the need to analyse and respond to the external environment. Some understanding of the need to analyse and respond to the external environment. Limited awareness of external environment trends but analysis of these trends is not part of planning. Some ability to analyse the external environment. Analysis has become part of the programme planning process, but there is little subsequent tracking of the external environment. Ability to analyse and monitor the external environment with/without external support. Conservation programme is planned on the basis of a comprehensive external analysis. Some tracking of the external environment but this is not systematic or always taken in account in subsequent decision making. Organization has the ability to analyse and monitor the external environment with/without external support. Conservation programme is planned on the basis of comprehensive analysis of the external environment and modified as appropriate in response to significant changes. P6 Magnification Conservation approaches are expanded beyond the immediate project Organizational thinking is focussed on immediate project objectives and outputs. Recognition of the concept of magnification, but there is limited understanding of how to go about it. Magnification may not be seen as necessary or useful. Magnification is understood and accepted as a useful approach. However in practice it is not given much consideration in project design and implementation. Magnification is understood and accepted, and efforts are being made to put it into practice in project design and implementation, with some success. Projects are designed from the outset considering their potential for magnification. Activities to ensure magnification are being undertaken and their impacts are evident, for example, in the replication of conservation approaches. $ASQoganisational assessment tool[1].xlsP7 Project plan development & utilisation Project plan should be based on comprehensive situational and stakeholder analysis, include clear and measurable objectives and indicators, activities designed to achieve the objectives, a budget, monitoring plan, and exit /follow up strategy. (See references) Little knowledge and recognition of the need for comprehensive project planning. Some staff have an understanding of the concepts of project planning but limited ability to apply them. Few projects are designed using appropriate analysis and planning tools e.g. Project Cycle Management. The value of good project planning is recognised. A few staff have an understanding of analysis and planning methods. Some projects are well designed. Plans may not be used as management tools throughout the project lifecycle. E.g. logframes are developed but not used. The use of rigorous planning methodologies is encouraged. Some staff have the necessary knowledge and ability. Nearly all projects are well designed. Some project plans are used as management tools. A high standard of project planning and management is required. Majority of staff understand the basic concepts. Relevant staff have the ability to design and manage projects and/or support others in doing so. The majority of projects are well planned and managed. P8 Stakeholder analysis Identification of key stakeholders -individuals or organizations who can influence or will be affected by the project -and their interests. Majority of projects have not identified their key stakeholders, or taken into account their situation and perspectives before project initiation. Projects are often based on an informal analysis of key stakeholders and knowledge of the preproojec environment. Projects undertake formal analysis of stakeholders and their interests (positive/negative) but this is not fully reflected in project planning and implementation. Formal analysis of stakeholders and their interests is incorporated in project planning and implementation. However projects only address some of the main stakeholder interests. Formal analysis of stakeholders and their interests incorporated in project planning and implementation. Projects address the main stakeholder interests. P9 Community participation in project design and implementation Communities are not consulted on the effects the project might have on them Informal consultation with communities on the effects the project might have on them. Community views rarely have a significant influence on project design and implementation. .Formal consultation with the community on project design. Community views have a limited influence on project design and implementation. Only rudimentary community involvement in monitoring implementation.' Consultation on all levels of community on the effects that project might have on them. Key community stakeholders are involved in the planning and decision making. Active community involvement and influence in project planning and decision making. Mechanisms in place to ensure suggestions from the community are fed back into the project management and implementation. PROJECT PLANNING $ASQoganisational assessment tool[1].xlsP10 Incorporation of socioeconnomi concerns in policy and field projects and programmes Low awareness and understanding of potential socio-economic implications of conservation programmes & projects Some understanding of the overall socioeconnomi implications of conservation programmes & projects. However these are not analysed in detail or considered in planning. Some knowledge and ability to identify and analyse potential socioeconnomi implications. However socio-economic concerns are addressed separately rather than as integral part of conservation planning and practice. Knowledge and ability to identify and analyse potential socio-economic implications. Socio-economic factors are integral to the planning and execution of some but not all projects. Necessary knowledge and ability to identify and plan for socio-economic concerns. Socio-economic considerations are an integral part of conservation planning and practice. P11 Policy work Limited awareness of what policy work is and how it can used to achieve conservation objectives. Organizational focus is on the field programme. Awareness and recognition of the potential of policy work in achieving conservation objectives, but little or no ability to do policy work. Some understanding of policy work. Policy activities being undertaken, but these may be separate from the rest of the conservation programme. Thorough understanding of the importance of policy work, and some staff skills and experience. Policy is integrated into parts of the conservation programme. Policy work is accepted as important conservation tool, and is an integral part of the conservation programme. All staff that need them, have policy skills and experience. Policy activities are contributing to the achievement of the organization's conservation objectives. P12 Communications to achieve conservation objectives Conservation and communications staff have limited understanding of the potential for using communications to better achieve conservation objectives Conservation and communications staff have some understanding of the potential for using communications for conservation. Little knowledge or experience of how to use communications in this way. Conservation and communications staff have good understanding of how communications can be used for conservation. Communications activities are incorporated in some of the conservation activities. Conservation and communications staff have good understanding, and are working together in using communications for conservation. Communications activities are planned and budgeted for most parts of the conservation programme. Conservation and communications staff work closely together. Conservation and communications staff have good understanding and experience for conservation objectives. Communications are planned and budgeted as an integral part of the conservation work and are contributing to the conservation objectives. CONSERVATION STRATEGIES $ASQoganisational assessment tool[1].xlsP13 Capacity building for sustainability Building the capacity of key stakeholders to continue conservation practices after WWF's involvement has ended Staff have little perception of the need for, and consideration given to, capacity building of stakeholders to ensure sustainability. Staff recognise the need for capacity building but have limited understanding of capacity building concepts and methodology. Staff recognise the need for capacity building. Staff have some understanding of capacity building concepts and methodology but there is limited evidence of this understanding being applied in practice. Staff are actively applying capacity building concepts and methodology in project planning and implementation. There is a developing understanding of capacity building in practice. Organization experienced in planning and building capacity for sustainability. Evidence that key stakeholders have continued conservation practices by the end of WWF's direct involvement, P14 Innovation at programme and project level Programmes, projects and work methods are generally tried and trusted. There is little experimentation with new or different approaches. Innovative approaches to work happen infrequently and are not actively encouraged. Innovative approaches to work developed and actively encouraged. Lessons learnt from innovation are not proactively shared. Innovation actively encouraged and happening frequently. Processes in place to ensure shared learning on new approaches Innovative approaches communicated and applied elsewhere P15 Ability to adapt to internal /external developments Organization is inward looking, and rarely sees potential opportunities and threats. Organization identifies potential opportunities and threats, and occasionally responds and adapts to them. Organization identifies potential opportunities and threats and sometimes responds and adapts to them. Organization normally identifies and considers potential opportunities and threats and takes a conscious decision on whether it will respond and if so how. Decision and response times vary. Systems in place which enable the organization to rapidly identify and consider potential opportunities and threats. It decides and responds by exploiting unplanned opportunities, changing approaches and activities, as appropriate. P16 Monitoring and evaluation -programme & projects (See References) Monitoring & evaluation not considered a priority. Limited or no systematic monitoring of progress in projects. Evaluations when required by donor. Recognition of the need for M&E but limited/no monitoring taking place. When evaluation does happen it is limited to examining outputs. Evaluations when required by donor. Understanding of M&E but limited knowledge of how to do it. No M&E systems. M&E carried out in some but not all projects, and not being undertaken at programme level. M&E limited to examining outputs. No impact evaluation M&E actively encouraged. Key staff knowledgeable. Monitoring plans and systems being put in place, but not fully operational. Some projects are effectively monitored and evaluated, with information feeding into decision making. Consideration being given to programme level monitoring and evaluation. M&E plans and systems at programme and project level in place and used by all staff. Monitoring and evaluation information feeds back into decision making. MANAGEMENT & IMPLEMENTATION $ASQoganisational assessment tool[1].xlsP17 Learning on conservation approaches, within and outside the organization Low priority given to learning (focus on action). Ad hoc evaluation, documentation, and sharing of learning at project or programme level. Recognition of the need to identify lessons learned but no systematic approach in place. A few projects evaluating and documenting lessons. Systems in place for the evaluation and analysis of projects to identify lessons learned, but not universally applied. A few projects apply lessons back into activities. Informal sharing of lessons learned between projects. Systems in place to identify lessons learned. Existing projects are adapted, and new ones are designed, on the basis of the lessons learned. Some sharing of lessons with the WWF network and others. Comprehensive learning systems operational. Lessons identified, applied and disseminated to the network and others. Information actively sought on others' experiences and lessons when developing new, and improving, existing projects. P18 Servicing of projects -contracting, resource flow, information exchange, capacity development, and response to specific project needs. (See References) Low perception of the need to service projects. Responsibilities and expectations of the managing office and project managers are not mutually understood. Low level of communication. Expectations are not being met. Recognition of the need to service projects exists, but the managing office is not addressing this need. Responsibilities and expectations are clear but are not being met. Minimal servicing of projects. Majority of projects are receiving the basic support that they need. The managing office is reasonably well informed on project progress. All projects are receiving basic support. Consistent support responding to project needs is sometimes but not systematically given. The managing office is reasonably well informed on project progress. Good relationship between managing office and project management. Mutually agreed roles and responsibilities are being fulfilled. Regular communication. Projects receive high quality and consistent service. $ASQoganisational assessment tool[1].xlsP19 Project and programme effectiveness (See References) Projects sometimes fail to achieve the planned activities. Projects are achieving all activities, not necessarily their objectives. Majority of projects are achieving their objectives. Organization is not on track to achieve its programmatic objectives . Projects are achieving their objectives and the organization is on track to achieve some of its programmatic objectives. Where it is not on track, it is taking action to re-align its work. Projects are achieving their objectives and providing a real contribution to the overall programme objectives and WWF's global priority targets. Organization is on track, or is already achieving, its programmatic objectives. EFFECTIVENESS $ASQoganisational assessment tool[1].xlsCapacity Embryonic Developing Moderately developed Well-developed Exemplary VISION, PURPOSE, VALUES IO 1 Organizational vision and purpose Shared "Vision" of the desired conservation situation and organization in the future, and clear statement of the purpose of the organization No clear vision or purpose Vision /purpose consistent with WWF's global mission are in place but are unclear and not widely known by staff. Clear vision and purpose consistent with WWF's global mission in place. These are only known and understood by a few staff. Purpose is not recognised outside the organization Clear shared vision and purpose consistent with WWF's global mission in place. These are understood and can be explained by all levels of the organization. Purpose is not widely recognised outside the organization. Clear shared vision and purpose consistent with WWF's global mission which can be explained by all levels of the organization and recognised by outsiders. IO 2 Shared values and beliefs -related to how the organization works, and what it is trying to achieve and why No common set of basic values or beliefs Existence of some common beliefs and values, but these are not explicitly recognised or shared broadly. Explicit recognition of a set of beliefs and values which are shared by many in the organization. Beliefs support WWF's conservation mission but are rarely drawn upon to enhance WWF's impact. Common set of beliefs and values but which are not fully reflected in individual and organizational behaviour. Beliefs support WWF's conservation mission and are sometimes drawn upon to enhance WWF's impact. . Common set of beliefs and values reflected in individual and organizational behaviour. Beliefs support WWF's conservation mission and motivate and enhance WWF's impact. Beliefs are embodied by leader and are consistent across leadership changes. IO 3 Strategic Plan covering conservation, organizational, communications, marketing and financial elements (Business Plan) (See References) No clear conservation or business plans in place Conservation Plan in place but organizational and financial elements still in development Comprehensive Strategic Plan in place (Conservation + Business Plans) but not translated into annual operating plans. Strategic Plan in place with annual operating plans but not translated into individual staff work programmes Strategic Plan translated into annual operational plans which drive all staff activities INTERNAL ORGANIZATION STRATEGY $ASQoganisational assessment tool[1].xlsIO 4 Legal registration with appropriate governing body (See References) No formal legal registration or Memorandum of Understanding with Government Some form of legal agreement on registration e.g. Memorandum of Understanding, but not full registration Registration with Government but conditions are not clear. Full registration with Government with clearly stated conditions, e.g. on taxation and contracts Full registration with Government with clear and advantageous conditions e.g. on taxation of goods, staff salaries etc. IO 5 Board size and composition (See References) Full number of board members not in place &/or board doesn't meet regularly, or meets but doesn't have the necessary number of members present. Full board in place but lacking necessary skills, representation or commitment. Board meets regularly and normally has the legally required number of members present. Full board in place with basic skills and representation, but with excessively low or high turnover. Representative and committed board of recognised leaders in place but not yet functioning well as a team Representative committed Board of recognised leaders in place actively working together as a team to promote the interests of the organization IO 6 Roles, duties and accountability of the board and management (See References) No clear definition of the roles/accountability of the Board and management. Board may be over or under involved in the management of the organization Roles /accountability of the Board and management clearly defined but not strictly adhered to. Roles & accountability of the Board and management clearly defined. Board fulfils basic legal and financial responsibilities, but does not provide strategic direction or adequately review CEO performance. Board fulfils all basic legal and financial responsibilities and provides some strategic direction, regularly reviews CEO performance Board and management roles clearly differentiated and understood. Board fully meets governance responsibilities as laid out in the WWF guidelines, and provides added value and support individually and collectively. IO 7 Governance of PO/Project Office Roles and responsibilities of home office and programme/project office management are poorly defined. Dissatisfaction in the relationship. Minimal support from the governing office. Roles and responsibilities of home office and programme/project office management are poorly defined. Dissatisfaction in the relationship. Some support from the governing office. Roles and responsibilities of home office and programme/project office management are poorly defined. Reasonable relationship between the two offices. Some support from the governing office. Roles and responsibilities of home office and programme/project office management are not mutually agreed. Good relationship between the two offices. Governing office provides adequate support. Clearly defined and mutually agreed roles of governing office and programme/project office management. Mutually supportive relationship and good communication between the governing office and programme/project office. GOVERNANCE LEGAL BASIS $ASQoganisational assessment tool[1].xlsIO 8 Organization structure -functional divisions and individual reporting lines Organizational structure or lack of structure inhibits delivery of organization's objectives. No commonly agreed organizational chart. Organizational structure not designed in line with its role and objectives. Lack of clarity in the roles and responsibilities of individuals, main/suboffiices or departments. No commonly agreed organizational chart. Organizational structure broadly supports its role and delivery of organizational objectives. Some roles and responsibilities are clearly defined but others are not. Organizational chart is incomplete and may be outdated. Organizational structure designed to support its role and delivery of organizational objectives. All roles and responsibilities are defined but may not reflect what happens in practice. Organizational chart is complete and up to date, but may not be understood by all staff. Organizational structure supports its role and delivery of organizational objectives. Roles and responsibilities are formalised, clear and complementary. Organizational chart is complete, understood by all staff, and reflects current reality. IO 9 Leadership -CEO, Representative and/or senior management team providing vision and direction for the organization Leadership has no clear vision, poor rapport with staff, "micro-manages" staff, poor delegation and trust of staff to make decisions. Leadership provide some direction, has reasonable rapport with staff, and delegates and trust staff to make decisions to a limited extent. Organization dependent on one individual leader to provide vision and drive it forward.. Leadership provide vision, inspire others, limited encouragement of other people's development, and others to make decisions and take charge. Others recognise and trust the leadership. Some dependence on an individual leader. Leadership provide vision, inspire others inside and outside the organization, encourage other people's development, and trust others to make decisions and take charge. Limited dependence on an individual leader. Leadership provide vision, inspire others inside and outside the organization, provide opportunities for other people's development, able to let others make decisions and take charge. Sufficient leadership developed internally that organization is not dependent upon an individual leader. IO 10 Senior Management for example CEO, Representative and divisional or departmental heads (managing people and resources to achieve the organization's goals) Management inexperienced, not taking timely decisions, not functioning as a team, distant from staff and day to day operations. A few skilled and experienced individuals in place, variable quality and timeliness of decisions, relations with staff more directive than interactive, distant from day to day operations. Some skilled and experienced individuals in place, some but not all decisions are timely and founded on appropriate analysis, ad hoc interaction with staff and day to day operations. Skilled and experienced individuals in place, developing as a team, most decisions are timely and founded on appropriate analysis, reasonable interaction with staff and day to day operations. Management comprises well qualified individuals, working closely as a team, to take timely well-founded decisions and close to staff and day to day operations. STRUCTURE LEADERSHIP & MANAGEMENT $ASQoganisational assessment tool[1].xlsIO 11 Change management Senior management is not aware of internal and external stimuli for change Senior management are conscious of stimuli for change but do not respond as they are comfortable with current situation. Preference for "Business as usual". Senior management recognise when change is required, but are not experienced in implementing change. Management of change tends to be sporadic or superficial. Senior management recognise and act when change is required. Changes are not always implemented in a planned and sensitive manner. Necessary changes and development of the organization are planned and change process is managed smoothly and sensitively. IO 12 Decision making Decisions made largely on an ad hoc basis by one person and/or whoever is available. Decisions made largely on an ad hoc basis. Unclear decision making responsibilities. Clear decision making responsibilities, some decision processes in place although not always followed. Clear largely formal lines for decision making. Dissemination of decisions generally good but could be improved. Clear formal lines/systems for decision making, with levels of participation appropriate to the decisions being made. Decisions made in a timely manner. Systematic dissemination and interpretation of decisions. IO 13 Internal Coordination Different programmes and organizational units function independently. Limited or no information sharing or coordination between them. Programmes and units function independently. Informal interaction between individuals in different programmes and organizational units. Programmes and units recognise the need to work together but rarely do so in practice. Information sharing and informal coordination between them. Programmes and units work sometimes work together and share information. Informal and formal coordination mechanisms in place. Strong integration and coordination between units. Relations determined by organizational needs rather than hierarchy or politics. IO 14 Internal communication Staff express concerns that they are not kept informed of relevant issues and developments. Informal communication between staff but poorly developed formal communication mechanisms. Staff feel that they are not sufficiently informed. Some formal communication mechanisms e.g. meetings. Informal communication main source of information. Staff feel that they are not systematically informed. Formal communication mechanisms in place. Informal communication encouraged. Staff feel reasonably well informed. Formal communications mechanisms functioning well. Good informal communication and open environment. Staff feel well informed and that they are involved whenever relevant. DECISION MAKING, INTERNAL COMMUNICATION $ASQoganisational assessment tool[1].xlsIO 15 Learning culture (See References) "Doing" culture. Work undertaken with little or no reflection or learning at any stage. Learning and experimentation are not actively encouraged. Little or no discussion or questioning of approaches. Some learning taking place in an ad hoc way. Learning and experimentation are given some encouragement. Limited discussion and questioning of approaches. More systematic reflection and learning. Learning and experimentation encouraged and supported, some "mistakes" are allowed. Discussion and questioning of approaches accepted and encouraged. Mechanisms for reflection, learning and sharing of learning in place and being used by individuals and teams. Learning and experimentation supported. "Mistakes" are allowed and learnt from. Discussion and questioning actively sought. Open culture in which reflection, constructive debate and dialogue, experimentation and change take place. Team and organizational learning takes place. IO 16 Departmental and organizational Performance Monitoring & Evaluation (See References) Limited functional area /departmental planning, monitoring and evaluation Some functional areas/departments monitor and evaluate performance. Each area decides its own monitoring and evaluation criteria. Depth of analysis may vary between areas/departments. All functional areas/departments monitor, and evaluate their performance annually. Each area decides its own monitoring and evaluation criteria. Depth of analysis may vary between areas/departments. Evaluations are not shared and discussed across the organization. All functional areas/departments monitor, and evaluate their performance annually on the basis of criteria agreed by senior management. Evaluations are not shared and discussed across the organization. All functional areas/departments monitor, and evaluate their performance annually on the basis of agreed criteria. The evaluations are reviewed within the context of the whole organization. IO 17 Reporting (technical and financial) to donors, supporters, and other key stakeholders, in accordance with their requirements, (including internal WWF requirements). (See References) Generally reporting is not given a high priority. Reports are of low quality and do not meet stakeholder requirements. The importance of reporting is recognised but the organization does not have necessary systems and/or staff capacity. Reports do not meet requirements. Organization in process of developing systems and capacity for reporting. Reports are not always timely or of necessary quality to meet recipient requirements. Systems in place to produce reports and appropriate staff have necessary ability. Timely production of quality reports in accordance with recipients requirements. Timely production of quality reports in accordance with recipients requirements. Organization provides regular information on its conservation work and successes to donors, members and other key stakeholders. LEARNING MONITORING & EVALUATION SYSTEMS $ASQoganisational assessment tool[1].xlsIO 18 Financial control (See References) Financial procedures not established. No manual of procedures exists. Some financial systems established. No written procedures. Below satisfactory performance in internal and/or external audits. Few audit recommendations are implemented. Financial procedures established but not consistently applied. Written procedures for some but not all operations. Variable performance in internal and/or external audits, sometimes below satisfactory level. Some audit recommendations are implemented. Financial procedures established and consistently applied. Written procedures for some but not all operations. Consistently satisfactory performance in internal and/or external audits. All audit recommendations are implemented. Clear written financial procedures implemented in all areas. Consistently high performance in internal and/or external audits. All audit recommendations are implemented. IO 19 Accounting Systems (See References) No or inadequate accounting software. Accounting software in place but insufficient understanding of its operation Accounting software in place. Staff do not fully understand its operation. Accounting software in place. Staff understand its operation but do not use all its capabilities. Accounting software functioning well and all relevant facilities understood and utilised by the Finance staff IO 20 Budgeting -projects and organizational (See References) Budgets are inadequately prepared. Budgeting poorly understood throughout the organization. Budgets are not well thought through or integrated with plans, assumptions are not documented. Budgeting is understood and managed principally by the Finance Dept Budgets are reasonably well prepared, correspond roughly with work plans, assumptions are sometimes documented. Some but not all staff have an understanding of budgeting. Budgets are well thought through, integrated with work plans, with well documented assumptions. Budgets are regularly reviewed against actual expenditure and adjusted accordingly. Budgeting is reasonably well understood across the organization. Budgeting is an integral part of project and organizational management. Budgeting process is fully understood by all staff responsible for budgets/budgeting. FINANCE & ADMINISTRATION SYSTEMS $ASQoganisational assessment tool[1].xlsIO 21 Understanding of finance amongst staff responsible for money Staff responsible for funds have very limited understanding of financial policies, processes, opportunities and risks. Risks and opportunities are overlooked. Staff responsible for funds have minimal understanding of financial policies, processes, opportunities and risks. Risks and opportunities are often overlooked. Staff responsible for funds have a reasonable understanding of financial policies, processes, opportunities and risks. Some risks and opportunities are overlooked, and some processes and policies are not always followed. Minimal collaboration between finance and nonfinnanc staff. Staff responsible for funds have a solid understanding of financial policies, processes, opportunities and risks. Processes and policies are integrated into everyday operations. Some collaboration in the development and implementation of financial policies and processes. Staff responsible for funds identify risks and opportunities at early stage and collaborate with finance department to minimise risks and maximise opportunities. These staff thoroughly understand and participate in the development and implementation of financial policies and processes. IO 22 Cost Recovery -Recovery of costs incurred in providing direct support to individual projects, and sharing of common office and adminstration costs on a fully justified and generally accepted basis. (See References) Office uses a basic cost recovery technique, for example a simple fee based on a % of project costs (called "Programme Administration Cost Recovery" PACR), often done at the end of the financial year. No system for sharing staff and common office costs among projects. Little or no understanding of cost recovery techniques and why they are needed by programme & project managers. In addition to the charging of PACR, some common costs are shared. Projects do not bear equitable share of all relevant costs. Little or no understanding of the concepts of cost recovery and cost sharing on the part of the programme and project managers. PACR is charged on a quarterly basis. Common costs are shared using reasoned bases. Some allocation of staff costs is in place. Allocated costs are accepted but not well understood by the programme or project managers. PACR is charged on a monthly or quarterly basis. Common costs are shared using reasoned bases. Allocated costs are agreed before the start of the financial year, budgeted for and monitored. Staff costs are allocated on the basis of statistics (eg time) and accurate rates. Allocated costs are accepted and well understood by programme and project managers. PACR is charged on a monthly or quarterly basis. Common costs are fully shared on an agreed basis and adjusted during the year. A fully developed cost allocation system is in place providing both budget and actual information on a timely basis. Overall recovery rates by project and for the office, and the funding situation of the office, are analysed regularly and action taken to deal with problems. The system is audited by the external auditors and is accepted by all donors. $ASQoganisational assessment tool[1].xlsIO 23 Contracting Process for preparing, approving, managing and subsequently closing projects. (See References) No clearly defined contracting process, standards or responsibilities. Limited ability to develop and manage contracts. Contract performance is not monitored. Poorly defined contract process, standards and responsibilities. Limited ability to develop and manage contracts. Limited monitoring of contract performance. Contract process, standards and responsibilities are defined but not consistently followed, or fully understood by staff. Some monitoring of contract performance. Some staff have ability to develop and manage contracts in accordance with the agreed standards. Contract process, standards and responsibilities are defined, understood and followed. Process is not always timely. Monitoring of contract performance. All relevant staff have ability to develop and manage contracts in accordance with agreed standards. Organization follows a clearly defined and efficient contracting process. Contract performance is monitored and appropriate action taken. IO 24 Service support to the organization Capacity of Finance & Admin, IT, HR, fundraiisin and other support functions to provide an efficient and effective service to fulfil the organization's needs Staff in support functions do not perceive themselves to be in a service role. Structures, systems and procedures of support departments are developed independently of the requirements of other departments. Minimal communications and links between support services and other functions. Staff in support functions understand that they have a service role, but carry this out relatively independently, with little consultation with other departments on their needs and requirements. Some communications and links between support services and other functions. Support staff accept their role as an essential support service to the organization. Some efforts are made to develop and adapt structures, systems and procedures to meet organizational requirements. Regular communications and links between the support services and other functions. Support staff embrace their role as an essential support service to the organization. Support staff develop and adapt structures, systems and procedures to meet organizational requirements. Effective communications and links between the support services and other functions. Support staff embrace their role as an essential support service to the organization. Service agreements are negotiated and implemented. Support staff develop and adapt structures, systems and procedures to meet organizational requirements. Effective communications and links between the support services and other functions. IO 25 Internal Financial reporting (See References) No proper financial monitoring or reporting at any level Some financial reporting is produced but is not circulated to budget holders. Reasonably accurate and clear financial reports produced for all areas. Reports not circulated to budget holders. Accurate and clear financial reports linked to technical reports are produced. Budget holders review reports but not involved in the reporting process. Accurate and clear financial reports against budgets, showing links to technical reports. Budget holders are involved in the process and give explanations for any discrepancies. RAISING FUNDS $ASQoganisational assessment tool[1].xlsIO 26 Raising funds Financial goals not clearly defined. Organization on ad hoc short-term funding. Little proactive seeking of funds. Minimal financial requirements to cover organizational and programme costs for the next 3-5 years identified. Broader financial goals are not clearly defined. Opportunist approach to raising funds, accessing easily available sources. Financial goals clearly defined. Fundraising plan in place, but still reliant on ad hoc funding to meet financial targets. Fundraising plan delivering adequate funding. New approaches being tested. Fundraising plan actively being implemented and monitored in a co-ordinated approach. Innovative concepts being explored and tested. Fundraising goals being met or exceeded. IO 27 External Communications -planning and implementation Communications Strategy -analysis, objectives and target groups, indicators, activities etc (See References) No communications strategy. Ad hoc promotion of WWF work, reactive approach. Role of communications not understood. Little interaction between conservation and communications staff. Basic/outdated communications strategy which may not be reflected in practice. Some understanding of the role and importance of communications. Comprehensive communications strategy in the process of implementation. Communications is increasingly being used proactively to achieve conservation and fundraising goals. Some staff have the necessary communications skills. Communications strategy based on market research in place and reflected to some extent in work plans. The communications objectives and targets are monitored and evaluated. Communications fully accepted as integral part of organizational effort and is successfully contributing to conservation and fundraising goals. Many staff have the appropriate communications skills. Communications strategy based on market research in place and fully integrated in work plans and practice. Communications activities contributing successfully to achieving conservation and fundraising goals. Communications Strategy objectives and targets are monitored and evaluated. All staff have the appropriate communications skills. Communications considerations are taken into account into strategic management decisions. COMMUNICATIONS $ASQoganisational assessment tool[1].xlsIO28 Campaigning A WWF campaign is an integrated set of innovative and high profile activities designed to achieve a defined and measurable conservation target within a defined time frame. Little understanding of the purpose and concept of campaigns. Some understanding of the purpose and concept of campaigns but little knowledge of how to plan and run them. Fragmented campaign activities. Good understanding of the purpose and concept of campaigns and some experience and/or knowledge of how to plan and run them. Campaigns undertaken with varying success. There may be weaknesses in campaign planning or management, and in the support and involvement of staff across the organization. Coordinated and focused campaigns being undertaken with support from across the organization. Campaigns are largely successful but do not always achieve all of their objectives. Achievements may not be followed up and consolidated after the end of the campaign. Well managed and successful campaigns delivering desired conservation results, successful fundraising, and strengthening of the brand. Achievements are followed up and consolidated after the end of the campaign. IO 29 WWF Brand /Identity How WWF is seen and what WWF is understood to stand for. (See References) WWF's brand and its value not recognised or appreciated. Staff not aware of, or not using, identity guidelines. WWF brand and its value recognised at management level but not appreciated throughout the organization. Identity guidelines not followed. All staff are aware of WWF brand and its value. Some ad hoc promotion of the brand. Identity guidelines roughly adhered to. All staff understand WWF brand and its value. Brand is promoted but not used strategically to achieve conservation and organizational goals. Identity guidelines followed. organization proactively leverages the brand to achieve its conservation and organizational goals. Regular monitoring of brand awareness /reputation. IO 30 Human Resources Policy (See References) Responsibilities for HR management unclear. No HR policy. Minimal procedures in place. Clear centres of responsibility for HR issues. No HR policy in place. Practice is variable (recruitment, contracts, salaries, appraisal etc.) No comprehensive HR policy. Some good and systematic practices in place. Documented overall HR policy (in line with local legal standards and WWF standards) in place, but not widely communicated or fully implemented. Some good practices in place. Documented HR policy, clearly understood, and implemented -reflected in good practices. HR standards for WWF network fully complied with. IO 31 Staff Contracts (See References) No formal contracting situation Formal contracting not in line with labour law Formal contracts in line with labour law but implementation not monitored Formal contracts in line with labour law, monitored and implemented Formal contracts in line with labour law, monitored and implemented. WWF recommended HR policies followed. Human Resources $ASQoganisational assessment tool[1].xlsIO 32 Staff development based on annual appraisal and other development needs assessment processes Limited/no attention given to staff development or planning. Management recognition of the need for staff development. No processes in place to identify and address development needs . Staff development needs are identified though annual appraisal but ad hoc and limited efforts made to address them. Staff development needs are identified and used as a basis for staff development plans. Staff development plans are partially implemented. Staff development plans in place, and being fully implemented. IO 33 Staff capabilities These should be assessed on a departmental basis and for the organization as a whole. (Each department needs to define the functions, skills and knowledge required, and assess existing and required capacity in relation to these) Staff drawn from a narrow range of backgrounds and experiences. Some staff are under-qualified or under-experienced for their jobs. Staff drawn from a narrow range of backgrounds and experiences, interests and abilities limited to present job, limited ability to solve problems as they arise. Some diversity of staff background and experiences, good capabilities to fulfil their individual roles, including some ability to solve problems as they arise, many interested in work beyond their current jobs. Staff drawn from diverse and appropriate background and experiences and bring a broad range of skills: Most are highly capable in their individual roles and eager to learn and develop. Staff drawn from diverse background and experiences and bring a broad range of skills. Most staff are highly capable in multiple roles, committed to continuous learning and development, and capable of collaborating across the organization. Staff are frequent source of ideas and momentum for improvement and innovation. IO 34 Staffing levels Organizational inadequately staffed to operate effectively. Minimal staff base in place, but many of the required staff positions are unfilled. Core staff, including all senior positions, in place. Some functions e.g. IT, HR are not fully staffed. Organization fully staffed. Turnover excessively high or low in individual posts or across the organization in general. Positions are fully staffed. Healthy level of turnover. $ASQoganisational assessment tool[1].xlsIO 35 Financial resource base Highly dependence on limited number of sources of funding. Little/no flexibility in use of funds (funds tied to specific projects/activities). Regular cash flow difficulties. Dependence on limited number of sources but making efforts to diversify resource base. Limited flexibility in use of funds. Constant attention is required to ensure all activities funded. Occasional cash flow difficulties. Financially vulnerable. No single source provides more than 40% of total funding. Limited flexibility in use of funds. Financially stable (no significant deficits or liabilities). No significant cash flow difficulties. No single source provides more than 30% of total funding. Flexibility in use of funds, with significant unrestricted funding. Financially stable. Some reserves established. Diversity of significant income sources, with no single source providing more than 25% of total funding. Organization is in a position to reject funding opportunities if they do not meet the strategic objectives or fit with its policies. Adequate reserves (6 months expenditure). Financially strong. Core organizational and programme funding requirements secured for 12 months or more. IO 36 Information Technology, IT (See References) Poor /incompatible hardware and software in use. Lack of IT capacity is adversely affecting operational effectiveness. Inadequate protection and security measures against viruses, physical damage etc. Basic hardware and software in place. Ad hoc or poor systems support and maintenance. Inadequate protection and security measures against viruses, physical damage etc. Most but not all staff have individual computer access, email and access to internet. Basic systems support and maintenance in place in the central office. All central office staff have individual computer access and email. Individual or joint internet access available. Systems well maintained and protected. Standard IT operating procedures in place. Field staff have basic IT infrastructure and systems, and some remote access to main office systems. IT infrastructure and systems fully meet the requirements of both central and field offices. Individual computer, email and internet access in the central office and in the field where feasible. IO 37 Physical Infrastructure No central office. Staff work out of home or shared accommodation. Poorly located office and/or insufficient space or infrastructure for the organizations activities Sufficient office space and infrastructure but office may be poorly located or provide poor working conditions e.g. needing repair, insufficient lighting etc. . Sufficient quality office space, providing good working conditions, and efficient operating environment. Office is well located. Organization owns or has long advantageous lease on quality, well located space. FINANCIAL & PHYSICAL RESOURCES $ASQoganisational assessment tool[1].xlsIO 38 Overall Balance Very limited linkage and consistency between vision, objectives, role, strategies, programmes, structures, systems, resource allocation, management style and culture. Low level of linkage and consistency between vision, objectives, role, strategies, programmes, structures, systems, resource allocation, management style and culture. Organization has links between vision, objectives, role, strategies, programmes, structures, systems, resource allocation, management style and culture, but there are some inconsistencies /imbalances. Logical links and consistency between vision, objectives, role, strategies, programmes, structures, systems, resource allocation, management style and culture. Organization has logical understood links and consistency between vision, objectives, role, strategies, programmes, structures, systems, resource allocation, management style and culture. These can be articulated by the staff. Overall Balance $ASQoganisational assessment tool[1].xlsCapacity Embryonic Developing Moderately developed Well-developed Exemplary ER1 Identification of appropriate relationships with whom we engage, the nature of the relationship, and how this contributes to WWF's objectives Little recognition of the need to carefully identify with whom to have relationships, their purpose and nature, and their contribution to WWF's objectives. Relationships initiated in a sporadic ad hoc manner. Organization recognises the need to carefully identify appropriate relationships. However this is rarely reflected in the initiation of relationships in practice. Organization applies its understanding of relationships to identify and initiate potential relationships, but not consistently. Organization uses a consistent and systematic approach to identify and initiate potential relationships. Organization uses a consistent and systematic approach to identify and initiate potential relationships and also to review and renegotiate existing relationships. ER2 Developing and managing relationships Relationships are uncoordinated, poorly managed or unmanaged and used to fill short-term needs. Most relationships weak or not performing well. Relationships developed and managed in a reactive and uncoordinated way. Most relationships functioning at a basic level. Relationships proactively developed and managed. Responsibility for managing each relationship not clearly assigned. Most relationships functioning at a basic level but some are healthy, well-managed, and performing well. Relationships developed and managed well in a coordiinate way. Responsibility for managing each relationship clearly assigned. Many relationships healthy and performing well. All relationships well managed, and most healthy and performing well. Parties within the relationships regularly review their nature and progress. Planned exit strategies when appropriate. EXTERNAL RELATIONS $ASQoganisational assessment tool[1].xlsER3 Partnerships Equitable relationship in which one or more organisations work together towards mutually agreed goals. Relationship is characterised by a high level of mutual trust and respect, and transparency. (See References) Little understanding of the concept of partnership or how to initiate and work in full partnership. Many relationships are perceived as partnerships even though they may not be. Some understanding of the concept and potential costs and benefits of partnership. Experience and knowledge of developing relationships which have some of the characteristics of partnerships. Good understanding of the concept and the potential costs and benefits of partnerships. Some strategic partnerships moving towards their goals. These partnerships have some weaknesses e.g. they may be reliant on specific individuals or the agreed roles and responsibilities are not being fully carried out. Organization has strategic partnerships successfully achieving their goals. Organization has strategic partnerships successfully achieving their goals. The partners involved become more competent and effective as a result of the relationship. ER4 Relationships with donors within or outside the WWF network (See References) Funds accepted from donors but limited dialogue or understanding of respective goals. Minimal accountability and low level of mutual trust. Organization is often driven by donor agenda. Developing dialogue with donors on respective goals. Low level of trust. Organization has little recognition of need for accountability or donor management. Some good relationships with donors based on common understanding. Organization does not always demonstrate it is accountable or able to deliver and has limited donor management skills. Good, well managed relationships with most donors based on developing trust and transparency. organization is occasionally able to influence donor agenda. Donor respect for organization is growing Strong donor relationships based on mutual trust and transparency. Organization is well respected by donors, and able to influence them. Organization is acknowledged by donor as professional, accountable, and able to deliver. ER5 NGOs and other civil society Organizations (non-funding relationship). Iincluding networks, alliances and coalitions) Little contact or sharing of information with other NGOs Little or sporadic contact and /or collaboration with other NGOs Regular contact and sharing of information with other NGOs. Few collaborative joint activities. Regular contact and sharing of information with other NGOs. Good working relations with several other NGOs. Some joint activities on issues of common interest. Close working relations with other NGOs. Regular collaboration on activities/issues of common interest. $ASQoganisational assessment tool[1].xlsER6 NGOs and other civil society organizations (funding relationships) Funding agreements (verbal or written) in place. Roles and responsibilities are not clear or mutually understood. Different expectations. Little trust, potential for conflict. Little communication between the organizations. WWF not monitoring the contract. Written funding agreements in all cases. Some understanding of roles and responsibilities, but these have not been explicitly negotiated. Expectations may be different. Some communication between the organizations. WWF is monitoring the contract i.e. checking on agreed outputs. Written funding agreements. Mutually agreed roles and responsibilities. WWF is fulfilling its role, and actively managing the contract, monitoring progress and following up where necessary. Written funding agreements. Mutually agreed roles and responsibilities. WWF is fulfilling its role as a donor, and actively managing the contract. Where appropriate, WWF provides information and advice in relation to the funded activity. Written funding agreements. Transparent and trusting relationship with clearly agreed roles and responsibilities. . Mutual learning and sharing about the funded activity and wider conservation and/or organizational issues. WWF is interested in the broader development of the NGO and not just the funded activity. ER7 Relations with Business & Industry (B&I) (See References) Little or no contact or influence with the business sector. Low recognition of the potential role of B&I in furthering conservation objectives. Some relationships with companies for fundraising. No environmental risk assessment of B&I relationships. No systematic approach to B&I to further conservation objectives. Some relationships with companies for fundraising, and sporadic risk assessment of environmental impact. Some targeting of specific industry sectors to further conservation objectives. Approach is not co-ordinated. Strategic and coordiinate approach to relationships with companies for furthering fundraising and/or conservation objectives. Routine environmental risk assessment of potential relationships. Relationships are not always well-managed or effective. Strategically targeted, co-ordinated, and wellmannage relations with B&I. These further the organization's conservation and fundraising objectives $ASQoganisational assessment tool[1].xlsER8 Government relations Minimal or no working relations with relevant Government agencies. Little participation in official events /consultation. Working relations with a few Government agencies, but only limited influence. Good relationships developed with some relevant Government agencies. Limited lobbying skills developed but not always influential. Good relationships developed with many relevant Government agencies. Organization has developed lobbying skills and is listened to by Government. Organization is well respected and accepted by all relevant Government agencies. It exerts a strong influence on policy through good working relationships at different levels. ER9 Recruitment and maintenance of individual membership /supporters. (Applicable to NOs only, and in relation to the national context) Minimal efforts to build membership, and little contact with existing members. Low membership (in relation to national context) and/or high turnover. Some efforts being made to increase membership. Minimal service given to existing members. Membership is not actively supporting the organization. Low membership and low retention of members. Membership being actively recruited, and some efforts are being made to manage and service the membership. Relatively stable membership base, with good level of retention. Membership numbers are around the average for NGOs in the country. Proactive recruitment, management and servicing of members. Membership sometimes active in supporting conservation and/or fundraising goals. Membership numbers are around or above the average for NGOs in the country. Proactive targeted recruitment. Management of relationships with members to maximise mutual benefits. Loyal and high membership base which is active in supporting organization in achieving conservation and/or fundraising objectives. ER10 Level and nature of relationship with the Media Print, television, radio, on-line etc (See References) No systematic identification of media contacts. Ad hoc contacts with media. Lack of understanding of the importance of the media and of their requirements. Key media contacts identified. Ad hoc contacts. Little nurturing of personal relationships. Some understanding of the different media and their requirements. Up to date information base on key media contacts and their interests in place. Regular contacts and limited nurturing of personal relationships. Understanding of the requirements of the media, but limited capacity to respond to these. Up to date information base on key media contacts. Regular proactive contacts, and nurturing of personal relationships. Contacts are not fully exploited to achieve WWF's goals. WWF is sometimes used as a source of information. Extensive contacts with media, which are nurtured, maintained and exploited to achieve WWF's goals. WWF is used as a respected source of information. $ASQoganisational assessment tool[1].xlsER11 Engagement with the WWF Network Organization is internally focussed, and has little involvement with the WWF network. Minimal participation in network meetings and processes. Little communication with the network beyond the minimum required. Staff don't feel part of the wider network. Limited involvement with the WWF network. A few staff participate in network meetings and processes. Some communication with the network above the minimum required. Majority of staff don't feel part of the wider network. Senior management promoting active involvement with the WWF network. Some sharing and receipt of information and expertise. Some participation in network meetings and processes. Organization actively participates and contributes positively to the development of the network, sharing and receiving information, expertise and learning. Active participation in WWF meetings and processes. Organization actively participates and contributes positively to the development of the network. High level of interaction, sharing and receipt of information and expertise with the network. Collaborative work and projects with other offices. Active participation in WWF meetings and processes. All staff feel they are part of, and have, an important role in the wider network. $ASQoganisational assessment tool[1].xlsRow no Capacity Document P2 Conservation plan development and use WWF Field Operations Manual Part 1 : Chapter Programme development Seven outputs /indicators of PO performance 2002 P3 Alignment with global priorities WWF's Global Priorities Monitoring progress of the TDPs, TDP Project Definition documents P7 Project plan development and utilization WWF Field Operations Manual Part 1 : Chapter Programme development PCM Training Handbook P8 Stakeholder analysis WWF Field Operations Manual Part 1 : Chapter Programme development P16 Monitoring & evaluation WWF Monitoring guidelines; WWF Evaluation guidelines; Monitoring progress of the TDPs P18 Servicing of Projects WWF Field Operations Manual Part 1 : Chapter 3 Project administration IO3 Strategic Plan WWF Field Operations Manual Part 1 : Chapter Programme development Seven outputs /indicators of PO performance 2002 IO4 Legal Registration Check list for setting up WWF presences IO5 & IO6 Board The Role and Structure of WWF Boards and Committees IO15 Learning culture Various papers IO16 Dept/Organizational performance monitoring and evaluation Seven ouputs /indicators of PO performance IO17 Reporting WWF Field Operations Manual Part 1: Chapter 4 Project reporting IO18 Financial Control WWF Field Operations Manual Part 2 IO19 Accounting Systems WWF Field Operations Manual Part 2 IO20 Budgeting GAA Help Guide: What is a project budget WWF US budgeting standards and tutorial IO22 Cost Recovery GAA Help Guide: What are cost accounting and recovery? IO23 Contracting WWF US Standards REFERENCES $ASQoganisational assessment tool[1].xlsIO25 Internal financial reporting WWF Field Operations Manual Part 2 WWF US standards & tutorial IO27 External Communications Communications Strategy Template IO29 WWF Brand WWF visual identity guidelines IO30, IO31 Human Resources Policy WWF Field Operations Manual Part III: HR Policies + Procedures IO36 IT IT Self-Audit Score Chart and Instructions ER3 Partnerships Partnerships Toolbox ER4 Relationships wih donors GAA Help guides, GAA Workshop Powerpoint Presentations WWF US GAA policies & tutorials (USAID) ER7 Relations with Business and Industry WWF Guidelines for B&I Relationships Commercial Manual Procedures ER10 Media Relations General Media Relations Guideliens Note: WWF US guidelines & standards are primarily for use by WWF US managed Programme Offices. The $ASQoganisational assessment tool[1].xlsWWF Global Intranet Location Other resources > operational policies & procedures About WWF > PDO Other resources> monitoring & evaluation TDPs> project definition docs Other resources >operational policies & procedures Resources & Guidelines > Project Guidelines > PCM Other resources > operational policies & procedures Resources & Guidelines > Project Guidelines Other resources > Monitoring and evaluation Other resources>operational policies and procedures Other resources>operational policies & procedures Available from WWF International About WWF > International Board Learning Portal>knowledge sharing>knowledge management Kzone>Themes>Lesson Learning Mechanisms Other resources> operational policies & procedures Other resources > operational policies & procedures Other resources>finance Other resources>finance GAA funding>5.skill building>GAA help guides WWF US Intranet>Policies & procedures /Field operations tutorial GAA funding>5.skill building>GAA help guides WWF US intranet>Field Operations Tutorials WWF US Intranet>Policies & Procedures $ASQoganisational assessment tool[1].xlsOther resources>finance WWF US Intranet>Policies & procedures /Field operations tutorial Communications>newsroom>background documents>guidelines Communications>corporate communications Other resources>Human Resources>Field Operations Manual Other resources>GTS K-Zone>Themes>Relationships>Partnerships GAA funding>5.Skill Building WWF US Intranet>Policies & Procedures /Field Operations Tutorials>GAA projects Business & Industry Available from WWF International Fundraising Department Communications>newsroom>background documents>guidelines . Apply to WWF US for intranet access. $ASQoganisational assessment tool[1].xls$ASQoganisational assessment tool[1].xls$ASQoganisational assessment tool[1].xls