Organizational Structure Chart for an Event Planning Company

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					GOAL: Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

Purpose
One of the goals of a REDF portfolio relationship is to help portfolio organizations strengthen their capacity to achieve their
mission, particularly relating to social enterprise. REDF has developed GOAL (adapted from McKinsey's Capacity
Assessment Tool) to measure your organization's capacity in 6 areas:
   - Agency planning and performance
   - Agency leadership (CEO/ED and management team)
   - Agency management capacity
   - Agency financial sustainability
   - Agency network reach
   - Social enterprise
Select members from your organization, as well as from REDF, will each individually fill out GOAL. The compiled results
will be reviewed by the group and used to set goals for the year. Additionally, the results will be a useful baseline against
which future GOAL results can be compared.
In order to set the right goals, it is important to be open and honest when filling out GOAL. While your responses are not
anonymous, the compiled results will not attribute a particular person to a particular answer.
Your answers on GOAL will not affect REDF portfolio status in any way, nor should it affect anyone's status or
performance within an organization. Rather, it is meant for both you and us to learn more about your organization, and to
spark a productive discussion on where to focus our efforts together.

Instructions

- You can either fill out GOAL electronically or on paper (electronic preferred). Estimated time = 2 to 3 hours

If you fill it out electronically:
- Click the button below to go to GOAL.
- For each of the 32 elements listed, decide on the capacity level (1 through 4) that you think best describes your
organization's capacity, and either type or select your answer from the pull-down menu in the yellow box to the right. If you
don't know or don't want to answer, type or select "N/A".
- Should you need it, the button on the upper right hand corner of GOAL will take you to a glossary of terms.
- For each element, we have also suggested (on the far right) several types of documents that may help you, but please do
not spend excessive time on any one element.
- Once you are finished, please email the completed GOAL to Katie Gavigan, kgavigan@redf.org, as an attachment.
Please rename the file as: GOAL.yourorgname.yourfirstname.yourlastname.xls
If you fill it out on paper:
- Click the button below to go to GOAL, and print a copy. If you would also like to print the accompanying glossary of
terms, click the button on the upper right hand corner of GOAL, and print the glossary as well.
- For each of the 32 elements listed, decide on the capacity level (1 through 4) that you think best describes your
organization's capacity, and write your answer in the yellow answer box to the right. If you don't know or don't want to
answer, write "N/A".
- For each element, we have also suggested (on the far right) several types of documents that may help you, but please do
not spend excessive time on any one element.
- Once you are finished, either fax (415-561-6685) or mail (P.O. Box 29566, SF 94129) to REDF c/o Katie Gavigan prior to
the deadline. IMPORTANT: make sure your name and org's name are on each page!
Next steps:
- Katie Gavigan will compile all responses into one set of results, and email the results to all participants.
- We will meet as a group to discuss the results. Each participant should review the results report in advance.
- Using the results, we will mutually agree on capacity improvement goals for the organization.


Keep in mind…
- It's okay not to be a 4! No organization will be at Level 4 in all areas. In fact, for some elements, Level 1 or 2 may be the
most appropriate for that organization at that point in time.
- GOAL is not meant to be a comprehensive assessment of all areas of organizational capacity, so it shouldn't be used as
such. It has been tailored to focus on areas specific to REDF's strategy and expertise.

- Do not collaborate with others when filling out GOAL. The intent is to get your own individual perspective. Understanding
differences in perceived capacity levels among different individuals can lead to a greater learning experience overall.
- While it may be helpful to refer to a document or two to refresh your memory, do not spend excessive time doing
research in order to answer a question. If you don't know the answer, or don't feel confident enough to answer, simply
select or write "N/A".
- It may be helpful for you to keep your own notes on why you selected a particular answer. These notes may come in
handy during the results debriefing meeting.



* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners
(www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                     3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                             Answer      Reference
                                                                                                                                                                                                             (1, 2, 3,   documents as
Element               Level 1                                        Level 2                               Level 3                                          Level 4                                          4, N/A)     necessary
Category 1: Agency Planning and Performance
  1 Strategic Planning       Organization does not have a            High level strategic plan exists;   Detailed strategic plan exists and has             Detailed strategic plan is updated and                       Strategic plan; process
                             strategic plan in place, or strategic   used as a general directional guide quantified goals and targets. Many but not         referred to regularly. Most or all org                       documentation (e.g.
                             plan needs to be updated                for decision making                 all org decisions can be linked to strategic       decisions can be linked to direction set by                  meeting minutes,
                                                                                                         plan                                               strategic plan                                               emails)
  2 Agency Goals and         No or few performance targets           Some performance goals and            Quantified targets exist in all areas, focused   Limited set of long-term targets focused on                  Agency performance
    Performance              exist; if targets exist, they are       targets exist; focused mainly on      on both inputs and outputs; knowledge of         social outcomes and key strategic goals in                   metrics, scorecards,
    Targets                  mostly focused on individual,           inputs and systems rather than        goals, targets, and progress assessment          all areas; goals and targets motivate staff at               reports
                             program-specific goals or funding       outputs; knowledge of goals,          resides with both upper management and           all levels to improve, and guide decision-
                             requirements                            targets, and progress assessment      some staff                                       making by staff at all levels
                                                                     resides mainly with upper
                                                                     management
  3 Agency Social            Social impact not measured              Program inputs and activities         Both inputs and outputs measured; some           Comprehensive, coordinated data collection                   Social impact metrics,
    Impact                                                           measured; data collected ad hoc       data collection systems exist but not            and tracking system used to track both                       scorecards, reports
    Measurement                                                      or as needed from various sources     necessarily coordinated with each other          outputs and outcomes over time

  4 Decision Making          Decisions made largely by           Decision process and owners exist Decision making system(s) and processes                  Clear, formal decision making system(s) are                  Decision making
    Framework                individuals and communicated to     but are not documented; decisions are formalized and known by most;                        well-known by all and used extensively, with                 process (mapped out, if
                             other staff as they come up         usually made informally             processes are sometimes but not always                 broad participation as practical/appropriate                 available); emails,
                                                                                                     followed                                                                                                            meeting minutes
  5 Program Design           Core programs and services are      Core programs and services linked Core programs and services well defined                  All programs and services well defined, fully                List of programs,
    and Integration          broad or generic in scope,          to agency mission and goals; many and aligned with mission and goals; program              aligned with mission and goals; programs                     activities and outputs
                             addressing a wide variety of social but not all program offerings focus offerings fit together well as part of clear           clearly linked to one another and to overall
                             needs; some programs more tightly on the same target population(s) or strategy                                                 strategy; synergies across programs
                             linked to agency goals than others social need(s)                                                                              captured




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)     Page 2 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                        3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                                  Answer      Reference
                                                                                                                                                                                                                  (1, 2, 3,   documents as
Element              Level 1                                         Level 2                                Level 3                                              Level 4                                          4, N/A)     necessary
Category 2: Agency Leadership
  6 Leadership               Mainly operates independently, with     Open to input from others; able to     Actively solicits input from others; sought out      Self-aware, and actively working to better
    Effectiveness            limited external input or guidance;     influence and build support; mostly    by others for advice; staff has freedom to try       themselves as leaders; delivers consistent
    (CEO/ED and              guidance to lower-level staff usually   directive about deliverables but       new ideas and set own goals within an                messages that inspire and motivate staff;
    management team)         given in a directive manner, both       staff has freedom to design own        overall strategic framework                          creates opportunities to promote staff
                             on tasks and deliverables               workplans                                                                                   development

  7 Analytical &             Decisions made based on                 Recognize need for longer-term         Take time to proactively identify longer-term        Identifies both organizational and external
    Strategic Thinking       immediate needs; change in              solutions; some solutions              needs; analyze complex information from              gaps in social mission delivery; synthesizes
    (CEO/ED and              strategy occurs frequently; problem     incorporate data and analysis;         various sources and distill to the few best          complex, ambiguous information to develop
    management team)         solutions based solely on readily       strategic priorities exist, and they   solutions; uses solutions to develop and             strategic alternatives; identifies associated
                             available information and               are set primarily by individual or     prioritize strategic options to address              rewards, risks, and actions to lower risks;
                             immediate stakeholders                  external influences                    organizational needs                                 changes in strategic priorities occur as a
                                                                                                                                                                 logical result of problem-solving process

  8 Role of CEO/ED           CEO/ED is the organization's       Organization would continue to       Organization would continue in similar way                  Reliance but not dependence on CEO/ED;
                             decision-maker; organization would exist without CEO/ED but likely in a without CEO/ED's presence but in areas                      smooth transition to new leader could be
                             cease to exist without CEO/ED      different form                       such as fundraising or operations would                     expected; fundraising and operations likely
                                                                                                     likely suffer during transition period; no                  to continue without major problems; senior
                                                                                                     member of management team could                             management team can fill in during transition
                                                                                                     potentially take on CEO/ED role                             time; several members of management
                                                                                                                                                                 team could potentially take on CEO/ED role

  9 Board/Staff Balance Board provides little direction,     Board provides some direction,                 Board provides direction, support, and               Board provides strong direction, support,                    Board meeting minutes,
    of Leadership       support, or accountability to staff  support, and accountability to staff           accountability to staff leadership and is            and accountability to staff leadership through               communications
                        leadership; no clear process for     leadership and is informed about               informed about all major matters; its input is       clear goals and policies; acts as a strategic
                        developing or selecting board        most organizational matters;                   actively sought and valued; process in place         resource; process in place to identify,
                        leadership; board not fully informed informal process of developing and             for selecting effective board leaders; some          develop, and select effective board leaders;
                        about major organizational matters; selecting board leadership; board               cultivation of future leaders; full participant in   communication between board and staff
                        narrowly engaged or prone to micro- input on most major decisions is                major decisions with clear understanding of          leadership reflects mutual respect,
                        management; disagreement about sought and valued; occasional                        distinction between board and staff                  awareness of appropriate roles and
                        appropriate level of board           disagreement on the distinction                decisions; clearly understands leadership            responsibilities, shared commitment, and
                        engagement; low level of             between board-level and staff-level            roles and responsibilities and strives for a         valuing of collective wisdom; board actively
                        understanding of leadership roles decisions; members understand                     balance of engagement with staff leadership;         assess and supports CEO/ED’s leadership
                        and responsibilities; little         most leadership roles and                      members are effective ambassadors for the            development and proactively engages in
                        participation in reputation building responsibilities, including the need           organization                                         outreach to build organization’s reputation
                                                             for participation in reputation
                                                             building activities




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)        Page 3 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                          3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                                 Answer      Reference
                                                                                                                                                                                                                 (1, 2, 3,   documents as
Element              Level 1                                        Level 2                                  Level 3                                            Level 4                                          4, N/A)     necessary
Category 3: Agency Management Capacity
 10 Recruitment,             Standard career paths in place         No active development                    Some use of active development                     Management actively interested in general                    Job descriptions, HR
    Development, &           without considering staff              tools/programs; feedback and             tools/programs; frequent formal and informal       staff development; well-thought-out and                      manuals, statistics on
    Retention                development; limited training,         coaching occur sporadically;             coaching and feedback; performance                 targeted development plans for key                           recruiting and retention,
                             coaching and feedback; no regular      performance evaluated                    regularly evaluated and discussed; genuine         employees/positions; frequent, relevant                      performance evaluation
                             performance appraisals; no             occasionally; limited willingness to     concern for high-quality job occupancy;            training, job rotation, coaching/feedback, and               forms
                             systems/processes to identify new      ensure high-quality job occupancy;       regular concerted initiatives to identify new      consistent performance appraisal
                             talent                                 sporadic initiatives to identify new     talent                                             institutionalized
                                                                    talent
 11 Organizational           Current organizational structure       Some organizational entities are         Organizational entities are clearly defined; all   Roles and responsibilities of all                            Agency organizational
    Design                   was built organically over time        more clearly defined than others;        roles and responsibilities of organizational       organizational entities (e.g., headquarters,                 charts; job descriptions
                             and/or does not match current          most roles and responsibilities are      entities are formalized but do not necessarily     regional and local entities) are formalized,
                             strategic priorities; organization's   formalized but may not reflect           reflect organizational realities; organization     clear and complement each other;
                             structure and staff responsibilities   reality; organization chart exists but   chart is complete but may be outdated;             organization chart is complete and updated;
                             are fluid, and not captured in an      may be incomplete or outdated            organizational structure mostly reflects           organizational structure is regularly updated
                             organization chart                                                              current strategic priorities but may have          to reflect current strategic priorities
                                                                                                             remnants of older ones

 12 Staffing Levels          Organization has many unfilled         Some critical positions (staff,          Positions within and peripheral to                 Positions within and peripheral to                           Agency organizational
                             positions (staff, volunteers, board,   volunteers, board, senior                organization (staff, volunteers, board, senior     organization (e.g., staff, volunteers, board,                charts; statistics on
                             senior management), or positions       management) are not yet staffed,         management) are almost all staffed; a few          senior management) are all fully staffed with                turnover and vacancies;
                             may be staffed with individuals who    experience turnover, or are staffed      skill or experience gaps exist within staff but    individuals of appropriate skill and                         job postings
                             do not have the appropriate skills     with individuals whose skills may be     does not impede progress; limited turnover         experience; no turnover or attendance
                             for their role(s); most staff cover    appropriate in other roles; some         or attendance problems; some staff cover           problems
                             many responsibilities outside their    staff regularly cover additional job     additional job functions, but only during
                             job description in order to keep       functions beyond their own to            crunch periods
                             organization running                   address staffing gaps

 13 IT Infrastructure                                    Adequate basic telephone and fax
                             No web site. Limited telephone                                                  Solid telephone, fax, computer hardware and        Sophisticated and reliable telephone, fax,
                             and fax. Limited/no use of  but no individual voicemail; basic                  software accessible to entire staff; no or         computer hardware and software accessible
                                                         web site contains general info but
                             computers or other technology in                                                limited sharing of equipment is necessary;         by all staff, fully networked computing; all
                                                         lacks current developments; site
                             day-to-day activity. Current IT                                                 comprehensive web site containing basic            staff have individual computer access and e-
                                                         maintenance performed
                             infrastructure is an impediment to                                              information on organization as well as up-to-      mail; comprehensive web site, regularly
                             day-to-day effectiveness andoccasionally; well-equipped                         date latest developments; most information         maintained with latest developments;
                             efficiency                  computing at central office but                     is organization-specific; easy to maintain and     praised for its user-friendliness and depth;
                                                         limited infrastructure at other                     regularly maintained                               includes links to related organizations
                                                         locations; equipment sharing may
                                                         be common
 14 Databases &       No systems for tracking clients,   Electronic databases and                            Electronic database and management                 Comprehensive, integrated electronic                         Database
    Management        staff volunteers, program outcomes management reporting systems                        reporting systems exist in most areas for          database and management reporting                            documentation
    Reporting Systems and financial information          exist only in few areas; systems                    tracking clients, staff, volunteers, program       systems exist for tracking clients, staff,
                                                         perform only basic features, are                    outcomes and financial information;                volunteers, program outcomes and financial
                                                         awkward to use or are used only                     commonly used and help increase                    information; widely used and essential in
                                                         occasionally by staff                               information sharing and efficiency                 increasing information sharing and efficiency




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)         Page 4 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                                3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                                      Answer      Reference
                                                                                                                                                                                                                      (1, 2, 3,   documents as
Element               Level 1                                          Level 2                                Level 3                                           Level 4                                               4, N/A)     necessary
Category 4: Agency Financial Sustainability
 15 Agency Cash              Cash for coverage of some bill            Cash available for timely payment      Cash flow sufficient to meet obligations and      Cash available to meet all obligations and                        Cash flow statements;
    Financial Position       payments and payroll is sometimes         of all obligations; board has not      take advantage of investment opportunities;       investment needs; board designated                                income statements;
                             an issue; or cash is available to pay     designated an operating reserve,       board has established or is developing an         operating reserve appropriate to budget size                      balance sheets
                             bills on time, but not to support an      but periodic surpluses could begin     operating reserve of at least three months of     of at least six months of expenses; most
                             operating reserve                         to support a reserve; designation of   expenses; balance of restricted and               assets are in unrestricted accounts and
                                                                       unrestricted vs. restricted funds is   unrestricted assets is justified                  good justifications exist for those that are
                                                                       sometimes unclear                                                                        restricted

 16 Accounting System        Basic system in place to ensure  In addition to previous level,                  In addition to previous levels, all accounts      Robust systems in place governing all                             Armanino McKenna
    & Procedures (refer                                       accounting practices conform to
                             that revenue is deposited and bills                                              reconciled during monthly closing; financial      financial operations; clearly documented                          report; audited
    to Armanino                                               accepted standards to ensure that
                             are paid; major accounts reconciled                                              activities fully tracked, supported, and          procedures ensure that all accounts are                           financials
    McKenna report)                                           federal, state, and local reporting
                             periodically, though not necessarily                                             reported through a general ledger system;         reconciled each month; all internal and
                             monthly; supporting documentationrequirements and tax payments are               chart of accounts provides accurate tracking      external accounting functions are fully
                                                              met; records are closed monthly;
                             for all transactions is retained, chart                                          of most financial activities; process exists to   integrated with budgeting, decision making,
                                                              financial activities are documented
                             of accounts not necessarily in use;                                              allocate indirect costs including general,        and organizational goals; comprehensive
                                                              through a general ledger; chart of
                             system does not track joint/indirect                                             management, and fundraising expenses              chart of accounts tracks full range of
                             costs                            accounts includes separate                                                                        financial activities; documented procedures
                                                              accounts for restricted funds;                                                                    in place for allocation of all joint/indirect costs
                                                              system can track and allocate
                                                              joint/indirect costs to individual
                                                              programs
 17 Financial Planning Financial planning limited to specific Some financial plans with ad hoc                Solid financial plans, regularly updated;         Very solid financial plans, continuously                          Armanino McKenna
    & Analysis (refer to line items or to upcoming months; updates; board reviews financial                   board reviews financial information at each       updated; financial performance indicators                         report; financial plans,
    Armanino McKenna limited board oversight of financial information at least quarterly; cash                meeting; cash flow projections regularly          clearly identified and monitored by the board                     income statements,
    report)              performance; no or little cash flow flow projections prepared                        updated and monitored closely; trends             at least monthly; cash flow routinely                             trend analyses
                         monitoring or tracking of program    periodically and used for planning;             including year-end revenue and expense            monitored and reviewed in conjunction with
                         unit costs; trend analysis not       some trend analysis is conducted                projections are monitored to assist in making     other financial statements; current year and
                         utilized as a planning method        and some, but not all joint/indirect            sound management decisions; program unit          multi-year trend data collected, analyzed,
                                                              costs allocated to individual                   costs monitored through documentation of          and used for ongoing planning purposes;
                                                              programs                                        staff time and other joint expenses               strategic priorities are incorporated into long-
                                                                                                                                                                term financial projections
 18 Financial Policies       Financial policies are not in writing     Written policies in place regarding    Written financial policies adequate for the       Comprehensive written financial policies                          Armanino McKenna
    and Controls (refer      and/or are followed on an ad hoc          some financial procedures;             size and complexity of the organization           outline authority over all assets, including                      report; written financial
    to Armanino              basis; in lieu of a CPA-conducted         accounting duties are segregated       include investment policies and position          investments, and provide guidelines for                           policies; annual audits
    McKenna report)          audit, financial statements are           adequately for internal controls       descriptions for financial and accounting         controlling their accumulation and
                             included in an annual report;             purposes; in lieu of a full audit, a   personnel which delineate adequately              consumption; annual independent audit
                             minimal attention paid to insurance       CPA prepares an annual review of       segregated duties; a CPA prepares an              arranged by the board, which institutes any
                             needs; no financial impropriety           the financial statements; liability    annual audit or review of the financial           required changes; insurance needs
                             reporting mechanism in place              reduction measures include             statements; insurance needs reviewed by           reviewed by the board at least annually for
                                                                       insurance coverage appropriate for     the board periodically for appropriate levels     appropriate coverage; staff and volunteers
                                                                       organization type and size and         and types of coverage; confidential means         are informed about a confidential means to
                                                                       some method in place for               for reporting financial impropriety in place      report suspected financial impropriety and
                                                                       personnel to report financial          with protections against potential retaliation    are protected against potential retaliation
                                                                       improprieties




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)               Page 5 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                     3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                             Answer      Reference
                                                                                                                                                                                                             (1, 2, 3,   documents as
Element                      Level 1                                Level 2                                Level 3                                          Level 4                                          4, N/A)     necessary
 19 Budgeting                A general budget based on             Annual budget based on previous         Based on two or more years of data, budget       Based on multiple years of data, budget is                   Annual budgets, budget
                             previous performance is               year’s financial performance            reflects steady gradual growth or contraction    integrated into all operations and reflects                  process documentation
                             developed, reviewed, and              includes program, management,           and is integrated into most operations; solid    steady gradual growth or contraction;
                             approved by the board; one budget     and fundraising costs and all           efforts made to isolate divisional (program or   conservative revenue projections (any
                             for entire organization; performance  sources of funding and is used as       geographical) budgets within central budget;     increases justified by infrastructure
                             against budget sometimes or not       an operational tool; some isolation     performance-to-budget monitored regularly        changes); well-understood divisional
                             monitored                             of divisional (program or                                                                (program or geographical) budgets within
                                                                   geographical) budgets within                                                             central budget; performance-to-budget
                                                                   central budget; performance-to-                                                          closely monitored
                                                                   budget monitored periodically
 20 Funding Stability        Organization highly dependent on a Organization has access to multiple        Good diversity of funding sources with solid     Highly diversified funding across multiple                   Development plan;
                             few funding sources, largely of the types of funding (e.g., government,       base of funders in most categories (e.g.,        source types; large and active individual                    proposals
                             same type (e.g., government,          foundations, corporations,              government, foundations, corporations,           donor base, with development efforts
                             foundations, individuals, special     individuals, special events) but only   individuals, special events); some activities    tailored to their varied and unique needs;
                             events); no/narrow individual donor a few funders in each type, or has        to hedge against market instabilities (e.g.,     insulated from market instabilities through
                             base, or donor base exists but little many funders within only one or         building of endowment and/or developing          fully developed endowment and/or
                             is known about them; little or no     two types; individual donor base        revenue-generating activities); attention paid   sustainable revenue-generating activities;
                             funding stability from year to year   exists but is not a focus; funding      to growing both size and knowledge of            other nonprofits emulate organization's
                                                                   base relatively unstable                individual donor base                            fundraising strategies

 21 Fund Development         Fund development strategy not well     Fund development strategy              Fund development strategy includes multiple      Multi-pronged fund development strategy is                   Donor management
    Planning &               articulated and/or reliant on funds    includes several activities, but is    activities and is loosely connected to long-     proactive and integrated into budget                         system documentation;
    Evaluation               from a few sources; no or few          not well connected to strategic plan   term strategic plan and budget projections;      projections and strategic plan; well                         donor development plan
                             activities underway for long-term      and budget projections; fundraising    some systems in place for proactive long-        developed and documented systems for
                             planning, revenue diversification,     more opportunistic than strategic;     term planning, revenue diversification,          long-term planning, revenue diversification,
                             managing against target goals, or      some efforts underway to develop       managing against target goals, and               managing against target goals; costs and
                             evaluating fund development            systems for long-term planning,        evaluating costs of fundraising activities;      effectiveness of fund development strategies
                             efforts; no or inexperienced           revenue diversification, managing      development staff are involved in setting and    are evaluated; development staff are
                             development staff                      against target goals, and evaluation   meeting individual goals within overall          integral to both setting and executing overall
                                                                    of fund development program;           development strategy                             organization's fund development strategy
                                                                    dedicated development staff in
                                                                    place, focused on executing
                                                                    against existing goals




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)   Page 6 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                       3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                             Answer      Reference
                                                                                                                                                                                                             (1, 2, 3,   documents as
Element              Level 1                                        Level 2                                Level 3                                          Level 4                                          4, N/A)     necessary
Category 5: Agency Network Reach
 22 Network and              Organization’s presence is limited     Organization’s presence                Organization reasonably well-known within    Organization widely known within larger                          Publications, press
    Community                to immediate circle of stakeholders    recognized and generally regarded      community and within local/national network  community, and seen as a leader or                               clippings
    Reputation               (including partners, customers and     as positive within peer network and    of peers; perceived as open and responsive   innovator within local/national peer network;
                             clients); relatively unknown within    the community; some members of         to community needs; members of larger        perceived as actively engaged with and
                             peer network or larger community       larger community constructively        community constructively involved in         responsive to it; many members of the larger
                                                                    engaged with organization              organization                                 community actively and constructively
                                                                                                                                                        involved in organization
 23 Network and              Organization not involved in           Involved in applicable local,          Regularly involved in peer networks both     Built and maintained long-term, high-impact
    Community                applicable local, regional or national regional or national peer networks locally and nationally. Effectively built and    relationships with peer network (and national
    Relationships            peer networks (if they exist).         on an ad hoc or perfunctory level. leveraged some key relationships with some headquarters, if one exists) as well as variety
                             Limited use of partnerships and        Early stages of building               relevant parties (for-profit, public, and    of relevant parties (government entities as
                             alliances with public sector,          relationships and collaborating with nonprofit sector entities); some relations may well as for-profit, other nonprofit, and
                             nonprofit, or for-profit entities      other for-profit, nonprofit, or public be precarious or not fully “win-win”         community agencies)
                                                                    sector entities.

 24 Capturing and            Learning from past experience,         Lessons learned are internally         Organization captures and shares lessons         Organization regularly and proactively sets                  Publications,
    Sharing Lessons          codification and/or dissemination of   codified and/or shared; no time or     learned externally on an ad hoc or as-           aside time and budget to capture and                         conference
    Learned                  lessons learned has not historically   budget is proactively set aside for    requested basis through familiar or              disseminate lessons learned; written                         proceedings, press
                             been part of organization's goals      capturing lessons learned              convenient forums, e.g. annual trade             dissemination plan exists and is used;                       releases, articles;
                                                                                                           conferences, own network; dissemination          dissemination occurs in many different                       dissemination plan
                                                                                                           happens mostly organically through own           formats, tailored to different audiences
                                                                                                           website, existing networks and outlets           outside of own network, and feedback is
                                                                                                                                                            captured and incorporated into future
                                                                                                                                                            dissemination plans




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)     Page 7 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                         3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                              Answer      Reference
                                                                                                                                                                                                              (1, 2, 3,   documents as
Element               Level 1                                       Level 2                                 Level 3                                          Level 4                                          4, N/A)     necessary
Category 6: Social Enterprise
 25 Enterprise Link to       Enterprise(s) are not as integral to   Social enterprise(s) are linked to      Social enterprise(s) are fairly strongly aligned Social enterprise(s) are critical to executing               Latest copy of strategic
    Agency Mission           mission as other programs;             mission as strongly as other            with organization's mission; enterprise          mission of organization, and necessary to                    plan; mission statement
    and Strategic Plan       enterprise(s) not mentioned in         programs; enterprise(s) mentioned included as a priority in strategic plan               fulfill key goals of strategic plan
                             strategic plan                         in strategic plan but not as a priority

 26 Market            Can identify several immediate or             Can identify major competitors in       Solid knowledge of competitive dynamics          Extensive knowledge of industry market                       Business plan; market
    Understanding and local competitors; understanding of           local market, and know                  within industry (e.g. pricing strategies,        dynamics, including similar industries in                    studies; customer
    Response          market demand is based on own                 enterprise(s) relative competitive      suppliers, regulatory issues); regularly adapt   different markets and future trends.                         surveys; industry
                      customers' recent behavior;                   position; can identify customer         enterprise business model to reflect current     Proactively adapt business model to                          reports
                      changes in business model based               needs outside of own customer           changes in market conditions                     anticipate future changes in market trends
                      on factors other than customer                base; sometimes change product
                      demand                                        mix or service to reflect changing
                                                                    demand
 27 Strength of              Operations and social mission          Operations have been established;       Operations are well-established and in line      Operations incorporate industry best                         Social outcomes
    Enterprise               delivery in formative stages           some "kinks" being worked out in        with industry benchmarks and accepted            practice, and performance is ahead of                        metrics; operational
    Operations and                                                  business and social mission             practices; social mission delivery is seen as    industry benchmarks; social mission                          metrics
    Delivery of Social                                              delivery; business operations are       solid, and partially integrated with business    delivery is seen as excellent, and tightly
    Mission                                                         seen as separate from social            operations, e.g. business model is similar to    integrated with business operations, e.g.
                                                                    mission delivery                        comparable for-profits, but some aspects         business model has been tailored to improve
                                                                                                            have been altered to improve social mission      social mission delivery while exceeding
                                                                                                            delivery                                         performance goals
 28 Enterprise               No enterprise-specific                 Agency staff manage overall             Dedicated enterprise manager in place,           Enterprise manager tracks performance                        Enterprise
    Management               management; agency staff oversee       enterprise operations; some             monitoring short-term performance and            trends and conducts long-term strategic                      organizational chart, job
                             enterprise(s) part-time; everyone      enterprise-specific staff in place at   some daily operations - "putting out fires";     planning; manager delegates daily                            descriptions
                             "wears many hats"                      lower levels; agency staff              manager oversees enterprise staff, who may       operations to enterprise-specific general
                                                                    occasionally monitor key financial      cover several functions; periodic agency         managers, all with appropriate industry
                                                                    and social performance indicators       oversight of key financial and social            experience; regular meetings occur
                                                                                                            performance indicators                           between enterprise and agency
                                                                                                                                                             management to review both short- and long-
                                                                                                                                                             term performance




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)      Page 8 of 10
18f27510-1337-42c5-8bb9-aff76f1ffa0e.xls                                                                                                                                                                                                        3/7/2011


GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

                                                                                                                                                                                                             Answer      Reference
                                                                                                                                                                                                             (1, 2, 3,   documents as
Element                      Level 1                                Level 2                                Level 3                                          Level 4                                          4, N/A)     necessary
 29 Enterprise Financial No separate accounting of              Enterprise revenues and direct             Enterprise revenues and all costs tracked        Enterprise has own distinct, appropriate                     Enterprise income
    Reporting            enterprise financials, either costs or operating costs tracked separately         distinctly from agency's; some enterprise        accounting system that is linked to agency's                 statements, balance
                         revenues                               from agency's, e.g. as a separate          social costs are tracked but not all; some       system; social costs fully identified and                    sheets
                                                                program; social costs not tracked          administrative costs allocated to enterprise     tracked, with all appropriate overhead costs
                                                                or separated; administrative costs                                                          allocated
                                                                not allocated

 30 Enterprise Financial No separate budget for enterprise          Budget for enterprise exists and is    Budget for enterprise exists, based on two or    Budget for enterprise based on conservative                  Enterprise business
    Planning                                                        based on previous year's data          more years' data and some external industry      revenue projections and comparable                           plan; budget
                                                                                                           information, and performance-to-budget           industry data/benchmarks; performance-to-
                                                                                                           tracked                                          budget frequently monitored and used to
                                                                                                                                                            adjust future budget

 31 Path to                  Enterprise lives "paycheck to          Enterprise has enough guaranteed       Enterprise has clear plan (with some             Enterprise has solid long-term (2-3 year)                    Enterprise cash flow,
    Sustainability           paycheck"; small or no customer        revenue (earned and/or                 demonstrated track record) for medium term       plan for revenue generation (earned and/or                   customer pipeline,
                             pipeline; transition between           subsidized), customers/jobs, and       (1 year) revenue generation, including           subsidized) to cover anticipated expenses                    income statements,
                             immediate status and future            operating labor/supplies for short     sales/marketing and additional capital           and growth; deep pipeline of customers or                    balance sheets
                             success not clearly laid out           term viability (~6 months) but plan    investments; operating costs are stable and      solid long-term demand exists; operating
                                                                    beyond that is unclear, or may         sufficiently under control                       costs are streamlined and efficiency savings
                                                                    need major additional investment                                                        captured

 32 Enterprise Social        Neither inputs/activities or social Enterprise's social inputs and            In addition to inputs and activities, social     Comprehensive, coordinated data collection                   Social outcomes
    Outcome                  impact of enterprise are measured activities measured (e.g. # of              outputs measured (e.g. income or housing         and tracking system used to track both                       metrics, reports,
    Measurement                                                  employees; # of trainings held);          status of employees); some data collection       outputs and outcomes (e.g. % decrease in                     analyses
                                                                 data collected ad hoc from various        systems exist but not necessarily                substance abuse) over time; data trends
                                                                 sources                                   coordinated; data sometimes used to refine       analyzed and used to refine enterprise
                                                                                                           enterprise service delivery                      service delivery




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)        Page 9 of 10
GOAL - Grid for Organizational Assessment and Learning
REDF's capacity assessment tool*

Glossary of terms

Term                               Definition

Metric or performance indicator    Something that is tracked, usually numerical or quantitative, in order to assess how
                                   well something or someone is doing. Examples: revenue per year, trainings held
                                   per month, clients served per week, % of clients homeless after 6 months
Input                              The building blocks or resources that go into making a program or enterprise
                                   happen. Examples of input metrics: staff hours per training held, dollars spent per
                                   event
Activity                           The way or ways in which a program or enterprise's inputs get used. Examples of
                                   activity metrics: number of trainings held, number of events attended, number of job
                                   postings

Output                             What gets accomplished, produced, completed, etc as a result of an activity.
                                   Examples of output metrics: number of participants trained, number of housing units
                                   built, dollars raised, systems implemented, new staff hired
Outcome                            The social impact (either short- or long-term) that happens as a result of the output.
                                   Examples of outcome metrics: decrease in homelessness, decrease in high-school
                                   dropouts, increase in employment retention
Organizational entity              A division, office, program, or department within an organization's structure e.g. "the
                                   Chicago office" or "Youth Programs"




* GOAL is a derivative product of the Capacity Assessment Tool created by McKinsey and Company for
Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001)

				
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Description: Organizational Structure Chart for an Event Planning Company document sample