Capacity Embryonic Developing Well-developed Exemplary
Strategic thinking and Little awareness or Little recognition of the Recognition of the need organization is trying to take Organization takes a strategic
planning for conservation recognition of the need need to take a strategic to take a strategic a strategic approach to approach to conservation
to take a strategic approach to approach to conservation. Some staff demonstrated in the
approach to conservation conservation. conservation. A have strategic thinking and Conservation Plan (P2).
planning. Individual staff may have few/some staff have planning capabilities but Some staff have strategic
strategic thinking and strategic thinking and they are not used to their thinking and planning
planning capabilities but planning capabilities maximum potential by the capabilities and these are
P1 they are not identified or but they are not used by organization. valued and used.
used. the organization in
guiding its conservation
Conservation Plan Activities initiated in an Plan in place but it may Conservation Plan Plan influences overall A comprehensive, realistic
development & use The opportunist ad hoc not be realistic or influences overall programme direction and and workable conservation
Conservation Plan is part of the manner, not driven by workable. Plan isn't programme direction. decision making i.e. projects plan which takes into account
Strategic Plan, and sets out the conservation plan if it used to guide decision Some activities are /activities are selected on the global priorities and the
clear conservation objectives, exists. making. Many activities being developed and the basis of the plan. local situation. Conservation
indicators, and activities are being developed or undertaken which are Annual operational plan Plan is used to guide decision
P2 designed to achieve the undertaken which are not linked to the plan developed from the making and reflected in
objectives, and a plan for outside the plan's Conservation Plan. annual operational plan and
monitoring. It is based on objectives. individual work plans.
internal and external analysis.
Alignment with WWF global Low awareness and Senior staff are aware of Awareness of the WWF Understanding and Global priorities fully
priorities (See References) understanding of WWF's WWF's global priorities global priorities amongst acceptance of the global incorporated and reflected in
global priorities. Global but there is limited the majority of staff. priorities. Conservation plan the ongoing programme and
priorities are not awareness amongst the Limited reflection of the has been revised to ensure projects. Organization is
reflected in the other of staff. Global priorities in alignment with the global structured to deliver this.
programmatic activities. priorities are not programmatic planning priorities. Process
P3 reflected in the and delivery. Existing underway to change
programmatic activities. work is classified under programmatic activities,
TDP targets and/or resource allocation, and
ecoregion programmes. organizational structure in
accordance with the new
Use of knowledge of the Staff have little One or more individuals One or more individuals One or more individuals Organization has up to date,
biodiversity in the knowledge of have some knowledge have general have good general ground truthed, general
organization's geographical biodiversity, its and information sources knowledge and knowledge and information knowledge of biodiversity, its
area for conservation planning importance, and status on biodiversity and its information sources on sources on biodiversity and importance, and status which
and make limited use of status. This knowledge biodiversity and in its in its status This is used in planning its
external sources of is not comprehensive or status . This knowledge knowledge is often called programme and activities. It
information and utilised in conservation may not be upon in programmatic regularly accesses external
knowledge. planning. comprehensive or fully planning. information and knowledge.
utilised in conservation
Analysis of the external Little awareness of the Some understanding of Some ability to analyse Ability to analyse and Organization has the ability to
environment (current need to analyse and the need to analyse and the external monitor the external analyse and monitor the
economic, social, institutional, respond to the external respond to the external environment. Analysis environment with/without external environment
physical, political, technological environment. environment. Limited has become part of the external support. with/without external support.
situation and trends) awareness of external programme planning Conservation programme is Conservation programme is
environment trends but process, but there is planned on the basis of a planned on the basis of
analysis of these trends little subsequent comprehensive external comprehensive analysis of
P5 is not part of planning. tracking of the external analysis. Some tracking of the external environment and
environment. the external environment but modified as appropriate in
this is not systematic or response to significant
always taken in account in changes.
subsequent decision making.
Magnification Conservation Organizational thinking is Recognition of the Magnification is Magnification is understood Projects are designed from
approaches are expanded focussed on immediate concept of magnification, understood and and accepted, and efforts the outset considering their
beyond the immediate project project objectives and but there is limited accepted as a useful are being made to put it into potential for magnification.
outputs. understanding of how to approach. However in practice in project design Activities to ensure
go about it. practice it is not given and implementation, with magnification are being
Magnification may not much consideration in some success. undertaken and their impacts
be seen as necessary or project design and are evident, for example, in
useful. implementation. the replication of conservation
Project plan development & Little knowledge and Some staff have an The value of good The use of rigorous planning A high standard of project
utilisation Project plan should recognition of the need understanding of the project planning is methodologies is planning and management is
be based on comprehensive for comprehensive concepts of project recognised. A few staff encouraged. Some staff required. Majority of staff
situational and stakeholder project planning. planning but limited have an understanding have the necessary understand the basic
analysis, include clear and ability to apply them. of analysis and planning knowledge and ability. concepts. Relevant staff
measurable objectives and Few projects are methods. Some Nearly all projects are well have the ability to design and
indicators, activities designed designed using projects are well designed. Some project manage projects and/or
to achieve the objectives, a appropriate analysis and designed. Plans may plans are used as support others in doing so.
P7 budget, monitoring plan, and planning tools e.g. not be used as management tools. The majority of projects are
exit / follow up strategy. (See Project Cycle management tools well planned and managed.
references) Management. throughout the project
lifecycle. E.g. logframes
are developed but not
Stakeholder analysis Majority of projects have Projects are often based Projects undertake Formal analysis of Formal analysis of
Identification of key not identified their key on an informal analysis formal analysis of stakeholders and their stakeholders and their
stakeholders - individuals or stakeholders, or taken of key stakeholders and stakeholders and their interests is incorporated in interests incorporated in
organizations who can influence into account their knowledge of the pre- interests project planning and project planning and
P8 or will be affected by the project - situation and project environment. (positive/negative) but implementation. However implementation. Projects
and their interests. perspectives before this is not fully reflected projects only address some address the main stakeholder
project initiation. in project planning and of the main stakeholder interests.
Community participation in Communities are not Informal consultation .Formal consultation Consultation on all levels of Active community
project design and consulted on the effects with communities on the with the community on community on the effects involvement and influence in
implementation the project might have on effects the project might project design. that project might have on project planning and decision
them have on them. Community views have them. Key community making. Mechanisms in
Community views rarely a limited influence on stakeholders are involved in place to ensure suggestions
P9 have a significant project design and the planning and decision from the community are fed
influence on project implementation. Only making. back into the project
design and rudimentary community management and
implementation. involvement in implementation.
Incorporation of socio- Low awareness and Some understanding of Some knowledge and Knowledge and ability to Necessary knowledge and
economic concerns in policy understanding of the overall socio- ability to identify and identify and analyse ability to identify and plan for
and field projects and potential socio-economic economic implications of analyse potential socio- potential socio-economic socio-economic concerns.
programmes implications of conservation economic implications. implications. Socio- Socio-economic
conservation programmes & projects. However socio- economic factors are considerations are an integral
programmes & projects However these are not economic concerns are integral to the planning and part of conservation planning
P10 analysed in detail or addressed separately execution of some but not all and practice.
considered in planning. rather than as integral projects.
part of conservation
planning and practice.
Policy work Limited awareness of Awareness and Some understanding of Thorough understanding of Policy work is accepted as
what policy work is and recognition of the policy work. Policy the importance of policy important conservation tool,
how it can used to potential of policy work in activities being work, and some staff skills and is an integral part of the
achieve conservation achieving conservation undertaken, but these and experience. Policy is conservation programme.
objectives. objectives, but little or no may be separate from integrated into parts of the All staff that need them, have
Organizational focus is ability to do policy work. the rest of the conservation programme. policy skills and experience.
P11 on the field programme. conservation Policy activities are
programme. contributing to the
achievement of the
Communications to achieve Conservation and Conservation and Conservation and Conservation and Conservation and
conservation objectives communications staff communications staff communications staff communications staff have communications staff work
have limited have some have good good understanding, and closely together.
understanding of the understanding of the understanding of how are working together in Conservation and
potential for using potential for using communications can be using communications for communications staff have
communications to communications for used for conservation. conservation. good understanding and
better achieve conservation. Little Communications Communications activities experience for conservation
P12 conservation objectives knowledge or experience activities are are planned and budgeted objectives. Communications
of how to use incorporated in some of for most parts of the are planned and budgeted as
communications in this the conservation conservation programme. an integral part of the
way. activities. conservation work and are
contributing to the
Capacity building for Staff have little Staff recognise the need Staff recognise the need Staff are actively applying Organization experienced in
sustainability Building the perception of the need for capacity building but for capacity building. capacity building concepts planning and building
capacity of key stakeholders to for, and consideration have limited Staff have some and methodology in project capacity for sustainability.
continue conservation practices given to, capacity understanding of understanding of planning and Evidence that key
after WWF's involvement has building of stakeholders capacity building capacity building implementation. There is a stakeholders have continued
ended to ensure sustainability. concepts and concepts and developing understanding of conservation practices by the
P13 methodology. methodology but there is capacity building in practice. end of WWF's direct
limited evidence of this involvement,
applied in practice.
MANAGEMENT & IMPLEMENTATION
Innovation at programme and Programmes, projects Innovative approaches to Innovative approaches Innovation actively Innovative approaches
project level and work methods are work happen infrequently to work developed and encouraged and happening communicated and applied
generally tried and and are not actively actively encouraged. frequently. Processes in elsewhere
P14 trusted. There is little encouraged. Lessons learnt from place to ensure shared
experimentation with new innovation are not learning on new approaches
or different approaches. proactively shared.
Ability to adapt to internal / Organization is inward Organization identifies Organization identifies Organization normally Systems in place which
external developments looking, and rarely sees potential opportunities potential opportunities identifies and considers enable the organization to
potential opportunities and threats, and and threats and potential opportunities and rapidly identify and consider
and threats. occasionally responds sometimes responds threats and takes a potential opportunities and
and adapts to them. and adapts to them. conscious decision on threats. It decides and
P15 whether it will respond and if responds by exploiting
so how. Decision and unplanned opportunities,
response times vary. changing approaches and
activities, as appropriate.
Monitoring and evaluation - Monitoring & evaluation Recognition of the need Understanding of M&E M&E actively encouraged. M&E plans and systems at
programme & projects (See not considered a priority. for M&E but limited/no but limited knowledge of Key staff knowledgeable. programme and project level
References) Limited or no monitoring taking place. how to do it. No M&E Monitoring plans and in place and used by all staff.
systematic monitoring of When evaluation does systems. M&E carried systems being put in place, Monitoring and evaluation
progress in projects. happen it is limited to out in some but not all but not fully operational. information feeds back into
Evaluations when examining outputs. projects, and not being Some projects are decision making.
required by donor. Evaluations when undertaken at effectively monitored and
P16 required by donor. programme level. M&E evaluated, with information
limited to examining feeding into decision
outputs. No impact making. Consideration
evaluation being given to programme
level monitoring and
Learning on conservation Low priority given to Recognition of the need Systems in place for the Systems in place to identify Comprehensive learning
approaches, within and learning (focus on to identify lessons evaluation and analysis lessons learned. Existing systems operational.
outside the organization action). Ad hoc learned but no of projects to identify projects are adapted, and Lessons identified, applied
evaluation, systematic approach in lessons learned, but not new ones are designed, on and disseminated to the
documentation, and place. A few projects universally applied. A the basis of the lessons network and others.
sharing of learning at evaluating and few projects apply learned. Some sharing of Information actively sought on
P17 project or programme documenting lessons. lessons back into lessons with the WWF others' experiences and
level. activities. Informal network and others. lessons when developing
sharing of lessons new, and improving, existing
learned between projects.
Servicing of projects - Low perception of the Recognition of the need Minimal servicing of All projects are receiving Good relationship between
contracting, resource flow, need to service projects. to service projects exists, projects. Majority of basic support. Consistent managing office and project
information exchange, capacity Responsibilities and but the managing office projects are receiving support responding to management. Mutually
development, and response to expectations of the is not addressing this the basic support that project needs is sometimes agreed roles and
specific project needs. (See managing office and need. Responsibilities they need. The but not systematically given. responsibilities are being
References) project managers are not and expectations are managing office is The managing office is fulfilled. Regular
P18 mutually understood. clear but are not being reasonably well reasonably well informed on communication. Projects
Low level of met. informed on project project progress. receive high quality and
communication. progress. consistent service.
Expectations are not
Project and programme Projects sometimes fail Projects are achieving all Majority of projects are Projects are achieving their Projects are achieving their
effectiveness (See References) to achieve the planned activities, not necessarily achieving their objectives and the objectives and providing a
activities. their objectives. objectives. organization is on track to real contribution to the overall
Organization is not on achieve some of its programme objectives and
track to achieve its programmatic objectives. WWF's global priority targets.
P19 programmatic objectives Where it is not on track, it is Organization is on track, or is
. taking action to re-align its already achieving, its
work. programmatic objectives.
Capacity Embryonic Developing Well-developed Exemplary
VISION, PURPOSE, VALUES
Organizational vision and No clear vision or Vision / purpose Clear vision and Clear shared vision and Clear shared vision and
purpose Shared "Vision" of the purpose consistent with WWF's purpose consistent with purpose consistent with purpose consistent with
desired conservation situation global mission are in WWF's global mission in WWF's global mission in WWF's global mission which
and organization in the future, place but are unclear place. These are only place. These are can be explained by all levels
and clear statement of the and not widely known by known and understood understood and can be of the organization and
IO 1 purpose of the organization staff. by a few staff. Purpose explained by all levels of recognised by outsiders.
is not recognised the organization.
outside the organization Purpose is not widely
recognised outside the
Shared values and beliefs - No common set of basic Existence of some Explicit recognition of a Common set of beliefs Common set of beliefs and
related to how the organization values or beliefs common beliefs and set of beliefs and values and values but which are values reflected in individual
works, and what it is trying to values, but these are not which are shared by not fully reflected in and organizational behaviour.
achieve and why explicitly recognised or many in the individual and Beliefs support WWF's
shared broadly. organization. Beliefs organizational behaviour. conservation mission and
support WWF's Beliefs support WWF's motivate and enhance
IO 2 conservation mission conservation mission WWF's impact. Beliefs are
but are rarely drawn and are sometimes embodied by leader and are
upon to enhance drawn upon to enhance consistent across leadership
WWF's impact. WWF's impact. changes.
Strategic Plan covering No clear conservation or Conservation Plan in Comprehensive Strategic Plan in place Strategic Plan translated into
conservation, organizational, business plans in place place but organizational Strategic Plan in place with annual operating annual operational plans
communications, marketing and and financial elements (Conservation + plans but not translated which drive all staff activities
financial elements (Business still in development Business Plans) but not into individual staff work
IO 3 Plan) (See References) translated into annual programmes
Legal registration with No formal legal Some form of legal Registration with Full registration with Full registration with
appropriate governing body registration or agreement on Government but Government with clearly Government with clear and
(See References) Memorandum of registration e.g. conditions are not clear. stated conditions, e.g. on advantageous conditions e.g.
Understanding with Memorandum of taxation and contracts on taxation of goods, staff
Government Understanding, but not salaries etc.
Board size and composition Full number of board Full board in place but Full board in place with Representative and Representative committed
(See References) members not in place lacking necessary skills, basic skills and committed board of Board of recognised leaders
&/or board doesn't meet representation or representation, but with recognised leaders in in place actively working
regularly, or meets but commitment. Board excessively low or high place but not yet together as a team to
doesn't have the meets regularly and turnover. functioning well as a promote the interests of the
IO 5 necessary number of normally has the legally team organization
members present. required number of
Roles, duties and No clear definition of the Roles / accountability of Roles & accountability of Board fulfils all basic Board and management roles
accountability of the board roles/accountability of the Board and the Board and legal and financial clearly differentiated and
and management (See the Board and management clearly management clearly responsibilities and understood. Board fully
References) management. Board defined but not strictly defined. Board fulfils provides some strategic meets governance
may be over or under adhered to. basic legal and financial direction, regularly responsibilities as laid out in
involved in the responsibilities, but reviews CEO the WWF guidelines, and
management of the does not provide performance provides added value and
organization strategic direction or support individually and
adequately review CEO collectively.
Governance of PO/Project Roles and Roles and Roles and Roles and Clearly defined and mutually
Office responsibilities of home responsibilities of home responsibilities of home responsibilities of home agreed roles of governing
office and office and office and office and office and programme/project
programme/project office programme/project office programme/project programme/project office office management. Mutually
management are poorly management are poorly office management are management are not supportive relationship and
defined. Dissatisfaction defined. Dissatisfaction poorly defined. mutually agreed. Good good communication between
IO 7 in the relationship. in the relationship. Reasonable relationship relationship between the the governing office and
Minimal support from the Some support from the between the two offices. two offices. Governing programme/project office.
governing office. governing office. Some support from the office provides adequate
governing office. support.
Organization structure - Organizational structure Organizational structure Organizational structure Organizational structure Organizational structure
functional divisions and or lack of structure not designed in line with broadly supports its role designed to support its supports its role and delivery
individual reporting lines inhibits delivery of its role and objectives. and delivery of role and delivery of of organizational objectives.
organization's objectives. Lack of clarity in the organizational organizational Roles and responsibilities are
No commonly agreed roles and responsibilities objectives. Some roles objectives. All roles and formalised, clear and
organizational chart. of individuals, main/ sub- and responsibilities are responsibilities are complementary.
offices, or departments. clearly defined but defined but may not Organizational chart is
IO 8 No commonly agreed others are not. reflect what happens in complete, understood by all
organizational chart. Organizational chart is practice. Organizational staff, and reflects current
incomplete and may be chart is complete and up reality.
outdated. to date, but may not be
understood by all staff.
LEADERSHIP & MANAGEMENT
Leadership - CEO, Leadership has no clear Leadership provide Leadership provide Leadership provide Leadership provide vision,
Representative and/or senior vision, poor rapport with some direction, has vision, inspire others, vision, inspire others inspire others inside and
management team providing staff, "micro-manages" reasonable rapport with limited encouragement inside and outside the outside the organization,
vision and direction for the staff, poor delegation staff, and delegates and of other people's organization, encourage provide opportunities for other
organization and trust of staff to make trust staff to make development, and other people's people's development, able to
decisions. decisions to a limited others to make development, and trust let others make decisions and
IO 9 extent. Organization decisions and take others to make decisions take charge. Sufficient
dependent on one charge. Others and take charge. leadership developed
individual leader to recognise and trust the Limited dependence on internally that organization is
provide vision and drive leadership. Some an individual leader. not dependent upon an
it forward.. dependence on an individual leader.
Senior Management for Management A few skilled and Some skilled and Skilled and experienced Management comprises well
example CEO, Representative inexperienced, not experienced individuals experienced individuals individuals in place, qualified individuals, working
and divisional or departmental taking timely decisions, in place, variable quality in place, some but not developing as a team, closely as a team, to take
heads (managing people and not functioning as a and timeliness of all decisions are timely most decisions are timely well-founded decisions
resources to achieve the team, distant from staff decisions, relations with and founded on timely and founded on and close to staff and day to
IO 10 organization's goals) and day to day staff more directive than appropriate analysis, ad appropriate analysis, day operations.
operations. interactive, distant from hoc interaction with staff reasonable interaction
day to day operations. and day to day with staff and day to day
Change management Senior management is Senior management are Senior management Senior management Necessary changes and
not aware of internal and conscious of stimuli for recognise when change recognise and act when development of the
external stimuli for change but do not is required, but are not change is required. organization are planned and
change respond as they are experienced in Changes are not always change process is managed
comfortable with current implementing change. implemented in a smoothly and sensitively.
IO 11 situation. Preference Management of change planned and sensitive
for "Business as usual". tends to be sporadic or manner.
DECISION MAKING, INTERNAL COMMUNICATION
Decision making Decisions made largely Decisions made largely Clear decision making Clear largely formal lines Clear formal lines/systems for
on an ad hoc basis by on an ad hoc basis. responsibilities, some for decision making. decision making, with levels
one person and/or Unclear decision making decision processes in Dissemination of of participation appropriate to
whoever is available. responsibilities. place although not decisions generally good the decisions being made.
always followed. but could be improved. Decisions made in a timely
interpretation of decisions.
Internal Coordination Different programmes Programmes and units Programmes and units Programmes and units Strong integration and
and organizational units function independently. recognise the need to work sometimes work coordination between units.
function independently. Informal interaction work together but rarely together and share Relations determined by
IO 13 Limited or no information between individuals in do so in practice. information. Informal organizational needs rather
sharing or coordination different programmes Information sharing and and formal coordination than hierarchy or politics.
between them. and organizational units. informal coordination mechanisms in place.
Internal communication Staff express concerns Informal communication Some formal Formal communication Formal communications
that they are not kept between staff but poorly communication mechanisms in place. mechanisms functioning well.
informed of relevant developed formal mechanisms e.g. Informal communication Good informal communication
issues and communication meetings. Informal encouraged. Staff feel and open environment. Staff
IO 14 developments. mechanisms. Staff feel communication main reasonably well informed. feel well informed and that
that they are not source of information. they are involved whenever
sufficiently informed. Staff feel that they are relevant.
Learning culture (See "Doing" culture. Work Some learning taking More systematic Mechanisms for Open culture in which
References) undertaken with little or place in an ad hoc way. reflection and learning. reflection, learning and reflection, constructive debate
no reflection or learning Learning and Learning and sharing of learning in and dialogue,
at any stage. Learning experimentation are experimentation place and being used by experimentation and change
and experimentation are given some encouraged and individuals and teams. take place. Team and
not actively encouraged. encouragement. Limited supported, some Learning and organizational learning takes
Little or no discussion or discussion and "mistakes" are allowed. experimentation place.
questioning of questioning of Discussion and supported. "Mistakes"
approaches. approaches. questioning of are allowed and learnt
approaches accepted from. Discussion and
and encouraged. questioning actively
MONITORING & EVALUATION SYSTEMS
Departmental and Limited functional area Some functional All functional All functional All functional
organizational Performance /departmental planning, areas/departments areas/departments areas/departments areas/departments monitor,
Monitoring & Evaluation (See monitoring and evaluation monitor and evaluate monitor, and evaluate monitor, and evaluate and evaluate their
References) performance. Each their performance their performance performance annually on the
area decides its own annually. Each area annually on the basis of basis of agreed criteria. The
monitoring and decides its own criteria agreed by senior evaluations are reviewed
evaluation criteria. monitoring and management. within the context of the
IO 16 Depth of analysis may evaluation criteria. Evaluations are not whole organization.
vary between Depth of analysis may shared and discussed
areas/departments. vary between across the organization.
Evaluations are not
shared and discussed
across the organization.
Reporting (technical and Generally reporting is not The importance of Organization in process Systems in place to Timely production of quality
financial) to donors, supporters, given a high priority. reporting is recognised of developing systems produce reports and reports in accordance with
and other key stakeholders, in Reports are of low quality but the organization and capacity for appropriate staff have recipients requirements.
accordance with their and do not meet does not have necessary reporting. Reports are necessary ability. Organization provides regular
IO 17 requirements, (including stakeholder systems and/or staff not always timely or of Timely production of information on its
internal WWF requirements). requirements. capacity. Reports do not necessary quality to quality reports in conservation work and
(See References) meet requirements. meet recipient accordance with successes to donors,
requirements. recipients requirements. members and other key
FINANCE & ADMINISTRATION SYSTEMS
Financial control (See Financial procedures not Some financial systems Financial procedures Financial procedures Clear written financial
References) established. No manual established. No written established but not established and procedures implemented in
of procedures exists. procedures. Below consistently applied. consistently applied. all areas. Consistently high
satisfactory performance Written procedures for Written procedures for performance in internal and/or
in internal and/or some but not all some but not all external audits. All audit
external audits. Few operations. Variable operations. Consistently recommendations are
audit recommendations performance in internal satisfactory performance implemented.
IO 18 are implemented. and/or external audits, in internal and/or
sometimes below external audits. All audit
satisfactory level. Some recommendations are
audit recommendations implemented.
Accounting Systems (See No or inadequate Accounting software in Accounting software in Accounting software in Accounting software
References) accounting software. place but insufficient place. Staff do not fully place. Staff understand functioning well and all
understanding of its understand its operation. its operation but do not relevant facilities understood
operation use all its capabilities. and utilised by the Finance
Budgeting - projects and Budgets are Budgets are not well Budgets are reasonably Budgets are well thought Budgeting is an integral part
organizational (See References) inadequately prepared. thought through or well prepared, through, integrated with of project and organizational
Budgeting poorly integrated with plans, correspond roughly with work plans, with well management. Budgeting
understood throughout assumptions are not work plans, assumptions documented process is fully understood by
the organization. documented. Budgeting are sometimes assumptions. Budgets all staff responsible for
is understood and documented. Some but are regularly reviewed budgets/budgeting.
managed principally by not all staff have an against actual
the Finance Dept understanding of expenditure and
budgeting. adjusted accordingly.
Budgeting is reasonably
well understood across
Understanding of finance Staff responsible for Staff responsible for Staff responsible for Staff responsible for Staff responsible for funds
amongst staff responsible for funds have very limited funds have minimal funds have a reasonable funds have a solid identify risks and
money understanding of understanding of understanding of understanding of opportunities at early stage
financial policies, financial policies, financial policies, financial policies, and collaborate with finance
processes, opportunities processes, opportunities processes, opportunities processes, opportunities department to minimise risks
and risks. Risks and and risks. Risks and and risks. Some risks and risks. Processes and maximise opportunities.
opportunities are opportunities are often and opportunities are and policies are These staff thoroughly
overlooked. overlooked. overlooked, and some integrated into everyday understand and participate in
processes and policies operations. Some the development and
IO 21 are not always followed. collaboration in the implementation of financial
Minimal collaboration development and policies and processes.
between finance and implementation of
non-finance staff. financial policies and
Cost Recovery - Recovery of Office uses a basic cost In addition to the PACR is charged on a PACR is charged on a PACR is charged on a
costs incurred in providing direct recovery technique, for charging of PACR, some quarterly basis. monthly or quarterly monthly or quarterly basis.
support to individual projects, example a simple fee common costs are Common costs are basis. Common costs Common costs are fully
and sharing of common office based on a % of project shared. Projects do not shared using reasoned are shared using shared on an agreed basis
and adminstration costs on a costs (called bear equitable share of bases. Some allocation reasoned bases. and adjusted during the year.
fully justified and generally "Programme all relevant costs. Little of staff costs is in place. Allocated costs are A fully developed cost
accepted basis. (See Administration Cost or no understanding of Allocated costs are agreed before the start allocation system is in place
References) Recovery" PACR), often the concepts of cost accepted but not well of the financial year, providing both budget and
done at the end of the recovery and cost understood by the budgeted for and actual information on a timely
financial year. No sharing on the part of the programme or project monitored. Staff costs basis. Overall recovery rates
IO 22 system for sharing staff programme and project managers. are allocated on the by project and for the office,
and common office costs managers. basis of statistics (eg and the funding situation of
among projects. Little or time) and accurate rates. the office, are analysed
no understanding of cost Allocated costs are regularly and action taken to
recovery techniques and accepted and well deal with problems. The
why they are needed by understood by system is audited by the
programme & project programme and project external auditors and is
managers. managers. accepted by all donors.
Contracting Process for No clearly defined Poorly defined contract Contract process, Contract process, Organization follows a clearly
preparing, approving, managing contracting process, process, standards and standards and standards and defined and efficient
and subsequently closing standards or responsibilities. Limited responsibilities are responsibilities are contracting process. Contract
projects. (See References) responsibilities. Limited ability to develop and defined but not defined, understood and performance is monitored and
ability to develop and manage contracts. consistently followed, or followed. Process is not appropriate action taken.
manage contracts. Limited monitoring of fully understood by staff. always timely.
Contract performance is contract performance. Some monitoring of Monitoring of contract
not monitored. contract performance. performance. All
Some staff have ability relevant staff have ability
to develop and manage to develop and manage
contracts in accordance contracts in accordance
with the agreed with agreed standards.
Service support to the Staff in support functions Staff in support functions Support staff accept Support staff embrace Support staff embrace their
organization Capacity of do not perceive understand that they their role as an essential their role as an essential role as an essential support
Finance & Admin, IT, HR, fund- themselves to be in a have a service role, but support service to the support service to the service to the organization.
raising and other support service role. Structures, carry this out relatively organization. Some organization. Support Service agreements are
functions to provide an efficient systems and procedures independently, with little efforts are made to staff develop and adapt negotiated and implemented.
and effective service to fulfil the of support departments consultation with other develop and adapt structures, systems and Support staff develop and
organization's needs are developed departments on their structures, systems and procedures to meet adapt structures, systems and
independently of the needs and requirements. procedures to meet organizational procedures to meet
IO 24 requirements of other Some communications organizational requirements. Effective organizational requirements.
departments. Minimal and links between requirements. Regular communications and Effective communications and
communications and support services and communications and links between the links between the support
links between support other functions. links between the support services and services and other functions.
services and other support services and other functions.
functions. other functions.
Internal Financial reporting No proper financial Some financial reporting Reasonably accurate Accurate and clear Accurate and clear financial
(See References) monitoring or reporting at is produced but is not and clear financial financial reports linked to reports against budgets,
any level circulated to budget reports produced for all technical reports are showing links to technical
IO 25 holders. areas. Reports not produced. Budget reports. Budget holders are
circulated to budget holders review reports involved in the process and
holders. but not involved in the give explanations for any
reporting process. discrepancies.
Raising funds Financial goals not Minimal financial Financial goals clearly Fundraising plan Fundraising plan actively
clearly defined. requirements to cover defined. Fundraising delivering adequate being implemented and
Organization on ad hoc organizational and plan in place, but still funding. New monitored in a co-ordinated
short-term funding. Little programme costs for the reliant on ad hoc funding approaches being tested. approach. Innovative
proactive seeking of next 3-5 years identified. to meet financial targets. concepts being explored and
funds. Broader financial goals tested. Fundraising goals
IO 26 are not clearly defined. being met or exceeded.
Opportunist approach to
raising funds, accessing
easily available sources.
External Communications - No communications Basic/outdated Comprehensive Communications Communications strategy
planning and implementation strategy. Ad hoc communications strategy communications strategy based on based on market research in
Communications Strategy - promotion of WWF work, which may not be strategy in the process market research in place place and fully integrated in
analysis, objectives and target reactive approach. Role reflected in practice. of implementation. and reflected to some work plans and practice.
groups, indicators, activities etc of communications not Some understanding of Communications is extent in work plans. Communications activities
(See References) understood. Little the role and importance increasingly being used The communications contributing successfully to
interaction between of communications. proactively to achieve objectives and targets achieving conservation and
conservation and conservation and are monitored and fundraising goals.
communications staff. fundraising goals. evaluated. Communications Strategy
Some staff have the Communications fully objectives and targets are
necessary accepted as integral part monitored and evaluated. All
IO 27 communications skills. of organizational effort staff have the appropriate
and is successfully communications skills.
contributing to Communications
conservation and considerations are taken into
fundraising goals. Many account into strategic
staff have the management decisions.
Campaigning Little understanding of Some understanding of Good understanding of Coordinated and focused Well managed and
A WWF campaign is an the purpose and concept the purpose and concept the purpose and campaigns being successful campaigns
integrated set of innovative and of campaigns. of campaigns but little concept of campaigns undertaken with support delivering desired
high profile activities designed knowledge of how to and some experience from across the conservation results,
to achieve a defined and plan and run them. and/or knowledge of organization. successful fundraising, and
measurable conservation target Fragmented campaign how to plan and run Campaigns are largely strengthening of the brand.
within a defined time frame. activities. them. Campaigns successful but do not Achievements are followed up
undertaken with varying always achieve all of and consolidated after the
success. There may be their objectives. end of the campaign.
IO28 weaknesses in Achievements may not
campaign planning or be followed up and
management, and in the consolidated after the
support and involvement end of the campaign.
of staff across the
WWF Brand / Identity How WWF's brand and its WWF brand and its All staff are aware of All staff understand organization proactively
WWF is seen and what WWF is value not recognised or value recognised at WWF brand and its WWF brand and its leverages the brand to
understood to stand for. (See appreciated. Staff not management level but value. Some ad hoc value. Brand is achieve its conservation and
References) aware of, or not using, not appreciated promotion of the brand. promoted but not used organizational goals. Regular
IO 29 identity guidelines. throughout the Identity guidelines strategically to achieve monitoring of brand
organization. Identity roughly adhered to. conservation and awareness / reputation.
guidelines not followed. organizational goals.
Human Resources Policy Responsibilities for HR Clear centres of No comprehensive HR Documented overall HR Documented HR policy,
(See References) management unclear. responsibility for HR policy. Some good and policy (in line with local clearly understood, and
No HR policy. Minimal issues. No HR policy in systematic practices in legal standards and implemented - reflected in
procedures in place. place. Practice is place. WWF standards) in good practices. HR
variable (recruitment, place, but not widely standards for WWF network
contracts, salaries, communicated or fully fully complied with.
IO 30 appraisal etc.) implemented. Some
good practices in place.
Staff Contracts (See No formal contracting Formal contracting not in Formal contracts in line Formal contracts in line Formal contracts in line with
References) situation line with labour law with labour law but with labour law, labour law, monitored and
implementation not monitored and implemented. WWF
IO 31 monitored implemented recommended HR policies
Staff development based on Limited/no attention Management recognition Staff development Staff development needs Staff development plans in
annual appraisal and other given to staff of the need for staff needs are identified are identified and used place, and being fully
development needs assessment development or planning. development. No though annual appraisal as a basis for staff implemented.
processes processes in place to but ad hoc and limited development plans.
identify and address efforts made to address Staff development plans
development needs . them. are partially implemented.
Staff capabilities These Staff drawn from a Staff drawn from a Some diversity of staff Staff drawn from diverse Staff drawn from diverse
should be assessed on a narrow range of narrow range of background and and appropriate background and experiences
departmental basis and for the backgrounds and backgrounds and experiences, good background and and bring a broad range of
organization as a whole. (Each experiences. Some experiences, interests capabilities to fulfil their experiences and bring a skills. Most staff are highly
department needs to define the staff are under-qualified and abilities limited to individual roles, broad range of skills: capable in multiple roles,
functions, skills and knowledge or under-experienced for present job, limited including some ability to Most are highly capable committed to continuous
required, and assess existing their jobs. ability to solve problems solve problems as they in their individual roles learning and development,
IO 33 and required capacity in relation as they arise. arise, many interested in and eager to learn and and capable of collaborating
to these) work beyond their develop. across the organization.
current jobs. Staff are frequent source of
ideas and momentum for
improvement and innovation.
Staffing levels Organizational Minimal staff base in Core staff, including all Organization fully Positions are fully staffed.
inadequately staffed to place, but many of the senior positions, in staffed. Turnover Healthy level of turnover.
operate effectively. required staff positions place. Some functions excessively high or low
IO 34 are unfilled. e.g. IT, HR are not fully in individual posts or
staffed. across the organization
FINANCIAL & PHYSICAL RESOURCES
Financial resource base Highly dependence on Dependence on limited No single source No single source Diversity of significant income
limited number of number of sources but provides more than 40% provides more than 30% sources, with no single
sources of funding. making efforts to of total funding. Limited of total funding. source providing more than
Little/no flexibility in use diversify resource base. flexibility in use of funds. Flexibility in use of funds, 25% of total funding.
of funds (funds tied to Limited flexibility in use Financially stable (no with significant Organization is in a position
specific of funds. Constant significant deficits or unrestricted funding. to reject funding opportunities
projects/activities). attention is required to liabilities). No Financially stable. Some if they do not meet the
Regular cash flow ensure all activities significant cash flow reserves established. strategic objectives or fit with
difficulties. funded. Occasional difficulties. its policies. Adequate
cash flow difficulties. reserves (6 months
Financially vulnerable. expenditure). Financially
strong. Core organizational
and programme funding
requirements secured for 12
months or more.
Information Technology, IT Poor / incompatible Basic hardware and Most but not all staff All central office staff IT infrastructure and systems
(See References) hardware and software in software in place. Ad have individual have individual computer fully meet the requirements of
use. Lack of IT capacity hoc or poor systems computer access, email access and email. both central and field offices.
is adversely affecting support and and access to internet. Individual or joint internet Individual computer, email
operational maintenance. Basic systems support access available. and internet access in the
effectiveness. Inadequate protection and maintenance in Systems well maintained central office and in the field
Inadequate protection and security measures place in the central and protected. where feasible.
and security measures against viruses, physical office. Standard IT operating
against viruses, physical damage etc. procedures in place.
damage etc. Field staff have basic IT
systems, and some
remote access to main
Physical Infrastructure No central office. Staff Poorly located office Sufficient office space Sufficient quality office Organization owns or has
work out of home or and/or insufficient space and infrastructure but space, providing good long advantageous lease on
shared accommodation. or infrastructure for the office may be poorly working conditions, and quality, well located space.
IO 37 organizations activities located or provide poor efficient operating
working conditions e.g. environment. Office is
needing repair, well located.
insufficient lighting etc. .
Overall Balance Very limited linkage and Low level of linkage and Organization has links Logical links and Organization has logical
consistency between consistency between between vision, consistency between understood links and
vision, objectives, role, vision, objectives, role, objectives, role, vision, objectives, role, consistency between vision,
strategies, programmes, strategies, programmes, strategies, programmes, strategies, programmes, objectives, role, strategies,
structures, systems, structures, systems, structures, systems, structures, systems, programmes, structures,
resource allocation, resource allocation, resource allocation, resource allocation, systems, resource allocation,
management style and management style and management style and management style and management style and
culture. culture. culture, but there are culture. culture. These can be
some inconsistencies / articulated by the staff.
Capacity Embryonic Developing Well-developed Exemplary
Identification of Little recognition of Organization Organization applies Organization uses a Organization uses a
appropriate the need to carefully recognises the need its understanding of consistent and consistent and
relationships with whom identify with whom to to carefully identify relationships to systematic approach systematic approach
we engage, the nature of have relationships, appropriate identify and initiate to identify and initiate to identify and initiate
the relationship, and how their purpose and relationships. potential potential relationships. potential relationships
this contributes to nature, and their However this is rarely relationships, but not and also to review
WWF's objectives contribution to WWF's reflected in the consistently. and renegotiate
objectives. initiation of existing relationships.
Relationships initiated relationships in
in a sporadic ad hoc practice.
Developing and Relationships are Relationships Relationships Relationships All relationships well
managing relationships uncoordinated, poorly developed and proactively developed developed and managed, and most
managed or managed in a reactive and managed. managed well in a co- healthy and
unmanaged and used and uncoordinated Responsibility for ordinated way. performing well.
to fill short-term way. Most managing each Responsibility for Parties within the
needs. Most relationships relationship not managing each relationships regularly
relationships weak or functioning at a basic clearly assigned. Most relationship clearly review their nature
not performing well. level. relationships assigned. Many and progress.
ER2 functioning at a basic relationships healthy Planned exit
level but some are and performing well. strategies when
healthy, well- appropriate.
Partnerships Little understanding of Some understanding Good understanding Organization has Organization has
Equitable relationship in the concept of of the concept and of the concept and the strategic partnerships strategic partnerships
which one or more partnership or how to potential costs and potential costs and successfully successfully
organisations work initiate and work in full benefits of benefits of achieving their goals. achieving their goals.
together towards partnership. Many partnership. partnerships. Some The partners
mutually agreed goals. relationships are Experience and strategic partnerships involved become
Relationship is perceived as knowledge of moving towards their more competent and
characterised by a high partnerships even developing goals. These effective as a result of
ER3 level of mutual trust and though they may not relationships which partnerships have the relationship.
respect, and be. have some of the some weaknesses
transparency. (See characteristics of e.g. they may be
References) partnerships. reliant on specific
individuals or the
agreed roles and
not being fully carried
Relationships with Funds accepted from Developing dialogue Some good Good, well managed Strong donor
donors within or outside donors but limited with donors on relationships with relationships with relationships based
the WWF network (See dialogue or respective goals. Low donors based on most donors based on on mutual trust and
References) understanding of level of trust. common developing trust and transparency.
respective goals. Organization has little understanding. transparency. Organization is well
Minimal accountability recognition of need Organization does not organization is respected by donors,
and low level of for accountability or always demonstrate it occasionally able to and able to influence
ER4 mutual trust. donor management. is accountable or able influence donor them. Organization
Organization is often to deliver and has agenda. Donor is acknowledged by
driven by donor limited donor respect for donor as professional,
agenda. management skills. organization is accountable, and able
growing to deliver.
NGOs and other civil Little contact or Little or sporadic Regular contact and Regular contact and Close working
society Organizations sharing of information contact and / or sharing of information sharing of information relations with other
(non-funding with other NGOs collaboration with with other NGOs. with other NGOs. NGOs. Regular
relationship). Iincluding other NGOs Few collaborative joint Good working collaboration on
ER5 networks, alliances and activities. relations with several activities/issues of
coalitions) other NGOs. Some common interest.
joint activities on
issues of common
NGOs and other civil Funding agreements Written funding Written funding Written funding Written funding
society organizations (verbal or written) in agreements in all agreements. Mutually agreements. Mutually agreements.
(funding relationships) place. Roles and cases. Some agreed roles and agreed roles and Transparent and
responsibilities are understanding of roles responsibilities. responsibilities. trusting relationship
not clear or mutually and responsibilities, WWF is fulfilling its WWF is fulfilling its with clearly agreed
understood. Different but these have not role, and actively role as a donor, and roles and
expectations. Little been explicitly managing the actively managing the responsibilities. .
trust, potential for negotiated. contract, monitoring contract. Where Mutual learning and
conflict. Little Expectations may be progress and appropriate, WWF sharing about the
communication different. Some following up where provides information funded activity and
ER6 between the communication necessary. and advice in relation wider conservation
organizations. WWF between the to the funded activity. and/or organizational
not monitoring the organizations. WWF issues. WWF is
contract. is monitoring the interested in the
contract i.e. checking broader development
on agreed outputs. of the NGO and not
just the funded activity.
Relations with Little or no contact or Some relationships Some relationships Strategic and co- Strategically targeted,
Business & Industry influence with the with companies for with companies for ordinated approach to co-ordinated, and well-
(B&I) (See References) business sector. Low fundraising. No fundraising, and relationships with managed relations
recognition of the environmental risk sporadic risk companies for with B&I. These
potential role of B&I in assessment of B&I assessment of furthering fundraising further the
furthering relationships. No environmental impact. and/or conservation organization's
conservation systematic approach Some targeting of objectives. Routine conservation and
objectives. to B&I to further specific industry environmental risk fundraising objectives
conservation sectors to further assessment of
ER7 objectives. conservation potential
objectives. Approach relationships.
is not co-ordinated. Relationships are not
Government relations Minimal or no working Working relations with Good relationships Good relationships Organization is well
relations with relevant a few Government developed with some developed with many respected and
Government agencies, but only relevant Government relevant Government accepted by all
agencies. Little limited influence. agencies. Limited agencies. relevant Government
participation in official lobbying skills Organization has agencies. It exerts a
ER8 events /consultation. developed but not developed lobbying strong influence on
always influential. skills and is listened policy through good
to by Government. working relationships
at different levels.
Recruitment and Minimal efforts to Some efforts being Membership being Proactive recruitment, Proactive targeted
maintenance of build membership, made to increase actively recruited, and management and recruitment.
individual membership / and little contact with membership. some efforts are servicing of members. Management of
supporters. (Applicable existing members. Minimal service given being made to Membership relationships with
to NOs only, and in Low membership (in to existing members. manage and service sometimes active in members to maximise
relation to the national relation to national Membership is not the membership. supporting mutual benefits.
context) context) and/or high actively supporting Relatively stable conservation and/or Loyal and high
turnover. the organization. Low membership base, fundraising goals. membership base
ER9 membership and low with good level of Membership numbers which is active in
retention of members. retention. are around or above supporting
Membership numbers the average for NGOs organization in
are around the in the country. achieving
average for NGOs in conservation and/or
the country. fundraising objectives.
Level and nature of No systematic Key media contacts Up to date information Up to date information Extensive contacts
relationship with the identification of identified. Ad hoc base on key media base on key media with media, which are
Media Print, television, media contacts. Ad contacts. Little contacts and their contacts. Regular nurtured, maintained
radio, on-line etc (See hoc contacts with nurturing of personal interests in place. proactive contacts, and exploited to
References) media. Lack of relationships. Some Regular contacts and and nurturing of achieve WWF's
understanding of the understanding of the limited nurturing of personal goals. WWF is used
importance of the different media and personal relationships. as a respected source
media and of their their requirements. relationships. Contacts are not fully of information.
requirements. Understanding of the exploited to achieve
requirements of the WWF's goals. WWF
media, but limited is sometimes used as
capacity to respond to a source of
Engagement with the Organization is Limited involvement Senior management Organization actively Organization actively
WWF Network internally focussed, with the WWF promoting active participates and participates and
and has little network. A few staff involvement with the contributes positively contributes positively
involvement with the participate in network WWF network. to the development of to the development of
WWF network. meetings and Some sharing and the network, sharing the network. High
Minimal participation processes. Some receipt of information and receiving level of interaction,
in network meetings communication with and expertise. Some information, expertise sharing and receipt of
and processes. Little the network above the participation in and learning. Active information and
communication with minimum required. network meetings and participation in WWF expertise with the
the network beyond Majority of staff don't processes. meetings and network.
ER11 the minimum feel part of the wider processes. Collaborative work
required. Staff don't network. and projects with
feel part of the wider other offices. Active
network. participation in WWF
processes. All staff
feel they are part of,
and have, an
important role in the
Row no Capacity Document WWF Global Intranet Location
P2 Conservation plan WWF Field Operations Manual Part 1 : Chapter Programme development Other resources > operational policies & procedures
development and use Seven outputs / indicators of PO performance 2002
P3 Alignment with global WWF's Global Priorities About WWF > PDO
priorities Monitoring progress of the TDPs, TDP Project Definition documents Other resources> monitoring & evaluation TDPs> project
P7 Project plan development WWF Field Operations Manual Part 1 : Chapter Programme development Other resources >operational policies & procedures Resources
and utilization PCM Training Handbook & Guidelines > Project Guidelines > PCM
P8 Stakeholder analysis WWF Field Operations Manual Part 1 : Chapter Programme development Other resources > operational policies & procedures Resources
& Guidelines > Project Guidelines
P16 Monitoring & evaluation WWF Monitoring guidelines; WWF Evaluation guidelines; Monitoring Other resources > Monitoring and evaluation
progress of the TDPs
P18 Servicing of Projects WWF Field Operations Manual Part 1 : Chapter 3 Project administration Other resources>operational policies and procedures
IO3 Strategic Plan WWF Field Operations Manual Part 1 : Chapter Programme development Other resources>operational policies & procedures
Seven outputs / indicators of PO performance 2002
IO4 Legal Registration Check list for setting up WWF presences Available from WWF International
IO5 & IO6 Board The Role and Structure of WWF Boards and Committees About WWF > International Board
IO15 Learning culture Various papers Learning Portal>knowledge sharing>knowledge management
IO16 Dept/Organizational Seven ouputs / indicators of PO performance Other resources> operational policies & procedures
IO17 Reporting WWF Field Operations Manual Part 1: Chapter 4 Project reporting Other resources > operational policies & procedures
IO18 Financial Control WWF Field Operations Manual Part 2 Other resources>finance
IO19 Accounting Systems WWF Field Operations Manual Part 2 Other resources>finance
IO20 Budgeting GAA Help Guide: What is a project budget GAA funding>5.skill building>GAA help guides WWF
WWF US budgeting standards and tutorial US Intranet>Policies & procedures / Field operations tutorial
IO22 Cost Recovery GAA Help Guide: What are cost accounting and recovery? GAA funding>5.skill building>GAA help guides
IO23 Contracting WWF US Standards WWF US intranet>Field Operations Tutorials
WWF US Intranet>Policies & Procedures
IO25 Internal financial reporting WWF Field Operations Manual Part 2 Other resources>finance
WWF US standards & tutorial WWF US Intranet>Policies & procedures / Field operations
IO27 External Communications Communications Strategy Template Communications>newsroom>background
IO29 WWF Brand WWF visual identity guidelines Communications>corporate communications
IO30, IO31 Human Resources Policy WWF Field Operations Manual Part III: HR Policies + Procedures Other resources>Human Resources>Field Operations Manual
IO36 IT IT Self-Audit Score Chart and Instructions Other resources>GTS
ER3 Partnerships Partnerships Toolbox K-Zone>Themes>Relationships>Partnerships
ER4 Relationships wih donors GAA Help guides, GAA Workshop Powerpoint Presentations GAA funding>5.Skill Building
WWF US GAA policies & tutorials (USAID) WWF US Intranet>Policies & Procedures / Field Operations
ER7 Relations with Business WWF Guidelines for B&I Relationships Business & Industry
and Industry Commercial Manual Procedures Available from WWF International Fundraising Department
ER10 Media Relations General Media Relations Guideliens Communications>newsroom>background
. Apply to WWF US for intranet access.
Note: WWF US guidelines & standards are primarily for use by WWF US managed Programme Offices. The