Get documents about "Human Resource Hr Hire or Recruiting Metrics Balanced Scorecard Template
Description
Human Resource Hr Hire or Recruiting Metrics Balanced Scorecard Template document sample
Document Sample
SVP Organizational Capacity Assessment Tool*
Introduction
SVP focuses on organizational capacity building because we believe that supporting nonprofits as they develop their core skills, management
practices, and systems enhances a nonprofit‟s ability to fulfill their mission. SVP supports capacity building for its investees by providing cash
grants, skilled volunteers, technical assistance, leadership development, and management training opportunities.
The SVP Organizational Capacity Assessment Tool ("Tool") is a self-assessment tool that helps nonprofits to identify their strengths and
weaknesses, as well as establish capacity building goals. In addition, the Tool provides a useful framework for measuring growth in organizational
capacity over time.
For SVP investees, results from the Tool should guide the development of the annual workplan and assist in establishing a long-term vision for the
areas where SVP‟s resources can be directed in support of capacity building.
Who Should Complete the Tool?
The Tool is intended for stimulated group discussion among the stakeholders in nonprofit organizations. Three to five participants from various
levels of the organization (e.g., staff, Executive Director, Board President) should be invited to complete the Tool. Participants should convene to
discuss ratings and review the various rubrics, perhaps seeking new levels previously unconsidered. Completing the Tool using a team approach
improves validity and helps limit individual biases. More importantly, it serves as a catalyst for key people to engage in rich conversation about the
organization.
Instructions
You will be rating your organization on a variety of capacity elements, which have been grouped into ten areas of organizational capacity: Mission,
Vision, Strategy, and Planning; Program Design and Evaluation; Human Resources; CEO/ED/Senior Management Team Leadership; Information
Technology; Financial Management; Fund Development; Board Leadership; Legal Affairs; and Marketing, Communications, and External
Relations.
This workbook contains 14 separate worksheets -- one worksheet for each area of organizational capacity and additional worksheets for these
instructions, respondent information, a summary table, and a summary chart. You should see the various worksheet tabs at the bottom of the
screen; click on the tabs to view each worksheet.
For each capacity element, identify the description that best describes your organization's status or performance. You are likely to discover that,
with some elements, your organization will not fully match any of the descriptions; in these instances, simply identify the description that is most
suitable or accurate for your organization. After you identify the best description for your organization, assess whether the capacity element is a
low, medium, or high priority for your organization.
To input your selections, select the yellow cells to the right of each capacity element. Then select the down arrow and select from the list that
appears. Please provide a capacity rating and a priority rating for each capacity element, as failing to do so will impact the summary scores. If a
capacity element does not apply to your organization, select "N/A" for both the capacity rating and priority rating.
A section for comments is included at the bottom of each capacity worksheet.
Please proceed to the Respondent Information Worksheet to begin.
*The original version of the Capacity Assessment Tool was created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and
published in Effective Capacity Building in Nonprofit Organizations (2001). It was modified and assembled in electronic format by Blueprint Research and Design,
Inc. (www.blueprintrd.com) for Social Venture Partners Seattle (www.svpseattle.org), and is used with permission from Venture Philanthropy Partners.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, Introduction & Instructions, 6/22/2011, Page 1 of 34
RESPONDENT INFORMATION
Organization
Name of Person Completing Assessment
Title of Person Completing Assessment
Date Assessment Completed
Others Involved with the Assessment Process
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Please proceed to Worksheet 1.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, Respondent Information, 6/22/2011, Page 2 of 34
1. MISSION, VISION, STRATEGY & PLANNING
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
1.01 Mission No written mission or Some expression of Clear expression of Clear expression of
limited expression of the organization‟s reason for organization‟s reason for organization‟s reason for
organization‟s reason for existence that reflects its existence which reflects existence which
existence; lacks clarity or values and purpose, but its values and purpose; describes an enduring
specificity; either held by may lack clarity; held by held by many within reality that reflects its
very few in organization only a few; lacks broad organization and often values and purpose;
or rarely referred to agreement or rarely referred to broadly held within
referred to organization and
frequently referred to
1.02 Clarity of Vision Little shared Somewhat clear or Clear and specific Clear, specific, and
understanding of what specific understanding of understanding of what compelling understanding
organization aspires to what organization aspires organization aspires to of what organization
become or achieve to become or achieve; become or achieve; held aspires to become or
beyond the stated held by only a few; or “on by many within the achieve; broadly held
mission the wall,” but rarely used organization and often within organization and
to direct actions or set used to direct actions and consistently used to direct
priorities set priorities actions and set priorities
1.03 Overarching Vision (if it exists) not Vision translated into a Vision translated into Vision translated into
Goals explicitly translated into concrete set of goals; small set of concrete clear, bold set of (up to
small set of concrete goals lack at least two of goals, but goals lack at three) goals that
goals, though there may following four attributes: most two of following four organization aims to
be general (but clarity, boldness, attributes: clarity, achieve, specified by
inconsistent and associated metrics, or boldness, associated concrete to measure
imprecise) knowledge time frame for measuring metrics, or time frame for success for each
within organization of attainment; goals known measuring attainment; criterion, and by well-
overarching goals and by only a few, or only goals are known by many defined time frames for
what it aims to achieve occasionally used to within organization and attaining goals; goals are
direct actions or set often used by them to broadly known within
priorities direct actions and set organization and
priorities consistently used to direct
actions and set priorities
1.04 Overall Strategy Strategy is either non- Strategy exists but is Coherent strategy has Organization has clear,
existent, unclear, or either not clearly linked to been developed and is coherent medium- to long-
incoherent (largely set of mission, vision, and linked to mission and term strategy that is both
scattered initiatives); overarching goals, or vision but is not fully actionable and linked to
strategy has no influence lacks coherence, or is not ready to be acted upon; overall mission, vision,
over day-to-day behavior easily actionable; strategy strategy is mostly known and overarching goals;
is not broadly known and and day-to-day behavior strategy is broadly known
has limited influence over is partly driven by it and consistently helps
day-to-day behavior drive day-to-day behavior
at all levels of
organization
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 1, 6/22/2011, Page 3 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
1.05 Strategic Limited ability and Some ability and Ability and tendency to Ability to develop and
Planning tendency to develop tendency to develop high- develop and refine refine concrete, realistic
strategic plan, either level strategic plan either concrete, realistic and detailed strategic
internally or via external internally or via external strategic plan; some plan; critical mass of
assistance; if strategic assistance; strategic plan internal expertise in internal expertise in
plan exists, it is not used roughly directs strategic planning or strategic planning, or
management decisions access to relevant efficient use of external,
external assistance; sustainable, highly
strategic planning carried qualified resources;
out on a near-regular strategic planning
basis; strategic plan used exercise carried out
to guide management regularly; strategic plan
decisions used extensively to guide
management decisions
1.06 Planning Planning happens on an Planning done regularly Regular planning Regular planning
Systems ad hoc bases only and is and uses some complemented by ad hoc complemented by ad hoc
not supported by systematically collected planning when needed; planning when needed;
systematically collected data some data collected and clear, formal systems for
data used systematically to data collection in all
support planning effort relevant areas; data used
and improve it systematically to support
planning effort and
improve it
1.07 Goals / Targets are non-existent Realistic targets exist in Quantified, aggressive Limited set of quantified,
Performance or few; targets are vague, some key areas, and are targets in most areas; genuinely demanding
Targets or confusing, or either too mostly aligned with linked to aspirations and performance targets in all
easy or impossible to aspirations and strategy; strategy; mainly focused areas; targets are tightly
achieve; not clearly linked may lack aggressiveness, on “outputs/outcomes” linked to aspirations and
to aspirations and or be short-term, lack (results of doing things strategy, output/outcome-
strategy, and may change milestones, or mostly right) with some “inputs”; focused (i.e., results of
from year to year; targets focused on “inputs” typically multiyear targets, doing things right, as
largely unknown or (things to do right), or though may lack opposed to inputs, things
ignored by staff often renegotiated; staff milestones; targets are to do right), have annual
may or may not know and known and adopted by milestones, and are long-
adopt targets most staff who usually term nature; staff
use them to broadly guide consistently adopts
work targets and works
diligently to achieve them
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 1, 6/22/2011, Page 4 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
Comments: Type comments here.
Please proceed to Worksheet 2.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 1, 6/22/2011, Page 5 of 34
2. ORGANIZATIONAL CULTURE
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
Capacity Elements Clear need Basic level Moderate level High level
for increased capacity of capacity in place of capacity in place of capacity in place
2.01 Decision Making Decisions made largely Appropriate decision Clear, largely formal Clear, formal
Framework on an ad hoc basis by makers known; decision lines/systems for decision lines/systems for decision
one person and/or making process fairly well making but decisions are making that involve as
whomever is accessible; established and process not always appropriately broad participation as
highly informal is generally followed, but implemented or followed; practical and appropriate
often breaks down and dissemination of along with
becomes informal decisions generally good dissemination/interpretati
but could be improved on of decision
2.02 Interfunctional Different programs and Interactions between All programs and units Constant and seamless
Coordination organizational units different programs and function together integration between
function in silos; little or organizational units are effectively with sharing of different programs and
dysfunctional coordination generally good, though information and organizational units with
between them coordination issues do resources; few few coordination issues;
exist; some pooling of coordination issues relationships are dictated
resources by organizational needs
(rather than hierarchy or
politics)
2.03 Shared Beliefs No common set of basic Common set of basic Common set of basic Common set of basic
& Values beliefs and values exists beliefs exists in some beliefs held by many beliefs and values (e.g.,
within the organization groups within the people within the social, religious) exists
organization, but is not organization; helps and is widely shared
shared broadly; values provide members a sense within the organization;
may be only partially of identity; beliefs are provides members sense
aligned with aligned with of identity and clear
organizational purpose or organizational purpose direction for behavior;
only rarely harnessed to and occasionally beliefs embodied by
produce impact harnessed to produce leader but nevertheless
impact timeless and stable
across leadership
changes; beliefs clearly
support overall purpose of
the organization and are
consistently harnessed to
produce impact
2.04 Shared No major common set of Common set of Common set of Common set of
References & practices and references references and practices references and practices references and practices
Practices exists within the exists in some groups exists, and are adopted exist within the
organization (such as within the organization, by many people within the organization, which may
traditions, rituals, but are not shared organization; references include: traditions, rituals,
unwritten rules, stories, broadly; may be only and practices are aligned unwritten rules, stories,
heroes or role models, partially aligned with with organizational heroes or role models,
symbols, language, organizational purpose or purpose and occasionally symbols, language,
dress) only rarely harnessed to harnessed to drive dress; are truly shared
produce impact towards impact and adopted by all
members of the
organization; actively
designed and used to
clearly support overall
purpose of the
organization and to drive
performance
2.05 Performance as Employees are hired, Performance contribution Employee contribution to All employees are
Shared Value rewarded and promoted is occasionally used and social, financial and systematically hired,
for executing a set of may be one of many organizational impact is rewarded and promoted
tasks/duties or for no criteria for hiring, typically considered as a for their collective
clear reason, rather than rewarding and promoting preeminent criterion in contribution to social,
for their impact; decisions employees; performance making hiring, rewards financial and
are mostly made on “gut data is used to make and promotion decisions; organizational impact;
feeling” decisions important decisions about day-to-day processes and
the organization are decision making are
embedded in embedded in
comprehensive comprehensive
performance thinking performance thinking;
performance is constantly
referred to
Comments: Type comments here.
Please proceed to Worksheet 3.
Input Input
capacity priority
rating in rating in
this column this column
3. MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
3.01 Communication Organization does not Organization has a loose Organization has a Organization has a
s & Outreach have marketing materials; collection of materials it packet of marketing packet of marketing
Effectiveness or materials that it has are uses for marketing; materials that it uses on a materials that it uses
outdated; organization is documents are generic consistent basis; consistently and is easy
strictly internally-focused and not updated to reflect information contained in to update on a regular
and does little to no new programs and the materials is up to date basis; materials are
outreach to stakeholders; organizational results; and reflects new extremely professional in
any materials that exist materials have a minimal programs, activities and appearance and appeal to
are unprofessional in their degree of professionalism outcomes; materials are a variety stakeholders;
presentation or consistent look and reasonably professional materials adhere to clear
feel in presentation and "branding" standards for
aligned with established font, color, logo
standards for font, color, placement, etc.
logo placement, etc.
3.02 Communication Organization does not Organization does not Organization has a Organization has a
s Strategy have any sort of have any sort of communications plan andcommunications plan and
communications plan or communications plan or strategy in place; key strategy and updates it on
articulated articulated messages are defined a frequent basis; knows
communications strategy communications strategy and stakeholders are not only who its
in place; key messages in place, but key identified; stakeholders are, but
are not defined or messages are defined communications to what they value;
articulated; stakeholders and stakeholders are stakeholders are customizes
are not identified; identified; communications to each
generally consistent and
information messages communications to coordinated of those stakeholders;
about the organization are stakeholders are fairly communications always
inconsistent inconsistent carry a consistent and
powerful message
3.03 Public Relations Organization makes no or Organization takes Organization considers Organization fully aware
& Marketing limited use of opportunities to engage in PR/marketing to be of power of PR/marketing
PR/marketing; general PR/marketing as they useful, and actively seeks activities, and continually
lack of PR/marketing arise; some PR/marketing opportunities to engage in and actively engages in
skills and expertise (either skills and experience these activities; critical them; broad pool of
internal or accessible within staff or via external mass of internal expertise nonprofit PR/marketing
external) assistance and experience in expertise and experience
PR/marketing or access within organization or
to relevant external efficient use made of
assistance external, sustainable,
highly qualified resources
3.04 Presence & Organization‟s presence Organization‟s presence Organization reasonably Organization widely
Involvement in either not recognized or somewhat recognized, well-known within known within larger
Local generally not regarded as and generally regarded as community, and community, and
Community positive; few members of positive within the perceived as open and perceived as actively
local community (e.g., community; some responsive to community engaged with and
academics, other members of larger needs; members of larger extremely responsive to
nonprofit leaders) community constructively community (including a it; many members of the
constructively involved in engaged with few prominent ones) larger community
the organization organization constructively involved in (including many
organization prominent members)
actively and
constructively involved in
organization (e.g., board,
fund-raising)
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 3, 6/22/2011, Page 12 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
3.05 Development & Limited use of Early stages of building Effectively built and Built, leveraged, and
Nurturing of partnerships and relationships and leveraged some key maintained strong, high-
Partnerships & alliances with public collaborating with other relationships with few impact, relationships with
Alliances sector, nonprofit, or for- for-profit, nonprofit, or types of relevant parties variety of relevant parties
profit entities public sector entities (for-profit, public, and (local, state, and federal
nonprofit sector entities); government entities as
some relations may be well as for-profit, other
precarious or not fully nonprofit, and community
“win-win” agencies); relationships
deeply anchored in
stable, long-term,
mutually beneficial
collaboration
3.06 Influence on Organization does not Organization is aware of Organization is fully Organization proactively
Policy-making have ability or is unaware its possibilities in aware of its possibilities in and reactively influences
of possibilities for influencing policy-making; influencing policy-making policy-making, in a highly
influencing policy-making; some readiness and skill and is one of several effective manner, on state
never called in on to participate in policy organizations active in and national levels;
substantive policy discussion, but rarely policy discussions on always ready for and
discussions invited to substantive state or national level often called on to
policy discussions participate in substantive
policy discussion and at
times initiates discussions
Comments: Type comments here.
Please proceed to Worksheet 4.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 3, 6/22/2011, Page 13 of 34
4. PROGRAM DESIGN & EVALUATION
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
4.01 Performance Very limited Performance partially Well-developed
Performance measured
Measurement measurement and measured and progress comprehensive,
and progress tracked in
tracking of performance; partially tracked; integrated system (e.g.,
multiple ways, several
all or most evaluation organization regularly balanced scorecard) used
times a year, considering
based on anecdotal collects solid data on for measuring
social, financial, and
evidence; organization program activities and organization‟s
organizational impact of
collects some data on outputs (e.g., number of performance and
program and activities;
program activities and children served) but lacks multiplicity of progress on continual
outputs (e.g., number of data-driven, externally basis, including social,
performance indicators;
children served) but has validated social impact financial, and
social impact measured,
no social impact measurement but control group, organizational impact of
measurement program and activities;
longitudinal (i.e., long-
(measurement of social small number of clear,
term) or third-party nature
outcomes, e.g., drop-out measurable, and
of evaluation is missing
rate lowered) meaningful key
performance indicators;
social impact measured
based on longitudinal
studies with control
groups, and performed or
supervised by third-party
experts
4.02 Performance Few external performance Some efforts made to Effective internal and Comprehensive internal
Analysis & comparisons made; benchmark activities and external benchmarking and external
Program internal performance data outcomes against outside occurs but driven largely benchmarking part of the
Adjustments rarely used to improve world; internal by top management culture and used by staff
program and organization performance data used and/or confined to in target-setting and daily
occasionally to improve selected areas; learnings operations; high
organization distributed throughout awareness of how all
organization, and often activities rate against
used to make internal and external best-
adjustments and in-class benchmarks;
improvements systematic practice of
making adjustments and
improvements on basis of
benchmarking
4.03 Monitoring of Minimal knowledge and Basic knowledge of Solid knowledge of Extensive knowledge of
Landscape understanding of other players and alternative players and alternative players and alternative
players and alternative models in program area models in program area; models in program area;
models in program area but limited ability to adapt good ability to adapt refined ability and
behavior based on behavior based on systematic tendency to
acquired understanding acquired understanding, adapt behavior based on
but only occasionally understanding
carried out
4.04 Program Core programs and Most programs and Core programs and All programs and services
Relevance & services vaguely defined services well defined and services well defined and well defined and fully
Integration and lack clear alignment can be solidly linked with aligned with mission and aligned with mission and
with mission and goals; mission and goals; goals; program offerings goals; program offering
programs seem scattered program offerings may be fit together well as part of are clearly linked to one
and largely unrelated to somewhat scattered and clear strategy another and to overall
each other not fully integrated into strategy; synergies
clear strategy across programs are
captured
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 4, 6/22/2011, Page 14 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
4.05 Program Growth No assessment of Limited assessment of Occasional assessment Frequent assessment of
& Replication possibility of scaling up possibility of scaling up of possibility of scaling up possibility of scaling up
existing programs; limited existing programs and, existing programs and existing programs and
ability to scale up or even when judged when judged appropriate, when judged appropriate,
replicate existing appropriate, little or action occasionally taken; action always taken;
programs limited action taken; some able to scale up or efficiently and effectively
ability either to scale up replicate existing able to grow existing
or replicate existing programs programs to meet needs
programs of potential service
recipients in local area or
other geographies
4.06 New Program No assessment of gaps in Limited assessment of Occasional assessment Continual assessment of
Development ability of current program gaps in ability of existing of gaps in ability of gaps in ability of existing
to meet recipient needs; program to meet recipient existing program to meet programs to meet
limited ability to create needs, with little or limited recipient needs, with recipient needs and
new programs; new action taken; some ability some adjustments made; adjustment always made;
programs created largely to modify existing demonstrated ability to ability and tendency
in response to funding programs and create new modify and fine-tune efficiently and effectively
availability programs existing programs and to create new, truly
create new programs innovative programs to
the needs of potential
service recipients in local
area or other
geographies; continuous
pipeline of new ideas
Comments: Type comments here.
Please proceed to Worksheet 5.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 4, 6/22/2011, Page 15 of 34
5. HUMAN RESOURCES
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
5.01 Recruitment, Standard career paths in No active development Limited use of active Management actively
Development, & place without considering tools/programs; feedback development interested in general staff
Retention of staff development; limited and coaching occur tools/programs; frequent development; well-
General Staff training, coaching and sporadically; performance formal and informal thought-out and targeted
feedback; no regular evaluated occasionally; coaching and feedback; development plans for
performance appraisals; limited willingness to performance regularly key employees/positions;
no systems/processes to ensure high-quality job evaluated and discussed; frequent, relevant training,
identify new talent occupancy; sporadic genuine concern for high- job rotation,
initiatives to identify new quality job occupancy; coaching/feedback, and
talent regular concerted consistent performance
initiatives to identify new appraisal institutionalized;
talent proven willingness to
ensure high-quality job
occupancy; continuous,
proactive initiatives to
identify new talent
5.02 Human Organization uncovers Some ability and Organization is able to
Ability and tendency to
Resources and/or addresses HR tendency to develop high- develop and refine develop and refine
Planning needs only when too level HR plan either concrete, realistic HRconcrete, realistic, and
large to ignore; lack of HR internally or via external plan; some internal detailed HR plan; has
planning activities and assistance; HR plan critical mass of internal
expertise in HR planning
expertise (either internal loosely or not linked to or access to relevant expertise in HR planning
or accessible external); strategic planning (via trained, dedicated HR
external assistance; HR
no experience in HR activities and roughly manager), or efficiently
planning carried out on
planning guides HR activities near-regular basis; HRuses external,
sustainable, highly
plan linked to strategic
qualified resources; HR
planning activities and
used to guide HR planning exercise carried
activities out regularly; HR plan
tightly linked to strategic
planning activities and
systematically used to
direct HR activities
5.03 Incentives No incentive system to Some basic elements of Many elements of Well-designed, clear, and
speak of; or incentive incentive system in place; incentive system in place; well-accepted incentive
system that is ineffective may include one of includes a few of system; includes
and/or generates bad will following: competitive following: competitive competitive salary (partly
salary (possibly partly salary (partly performance- performance-based),
performance-based), based), attractive career attractive career
attractive career development options, development options,
development options, or opportunities for opportunities for
opportunities for leadership and leadership and
leadership and entrepreneurship; obvious entrepreneurship; system
entrepreneurship; some effect in motivating staff effective in motivating
evidence of motivational to over-deliver staff to over-deliver in
effect on staff their job
performance
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 5, 6/22/2011, Page 16 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
5.04 Individual Job Lack of positions created Positions exist for most All key roles have All roles have associated
Design to address a number of key roles, with a few still associated positions; dedicated positions; all
key roles (e.g. CFO, HR, missing; most key most individuals have well- individuals have clearly
learning and positions are well-defined defined roles with clear defined core roles which
measurement); unclear and have job activities and reporting must be achieved and an
roles and responsibilities descriptions; some relationships and minimal area of discretion where
with many overlaps; job unclear accountabilities or overlaps; job descriptions they can show initiative
descriptions do not exist overlap in roles and are continuously being and try to make a
responsibilities; job redefined to allow for difference; core roles are
descriptions tend to be organizational defined in terms of end-
static development and products and services
individuals‟ growth within rather than activities;
their jobs individuals have the
ability to define their own
activities and are
empowered to
continuously reexamine
their jobs
5.05 Organizational Organizational entities Some organizational Organizational entities Roles and responsibilities
Design (e.g., headquarters, entities are clearly are clearly defined; all of all organizational
regional and local offices) defined, others are not; roles and responsibilities entities (e.g.,
are not “designed,” and most roles and of organizational entities headquarters, regional
roles, responsibilities of responsibilities of are formalized but do not and local entities) are
entities are neither organizational entities are necessarily reflect formalized, clear and
formalized nor clear; formalized but may not organizational realities; complement each other;
absence of organization reflect organizational organization chart is organization chart is
chart realities; organization complete but may be complete and reflects
chart is incomplete and outdated current reality
may be outdated
5.06 Staffing Levels Many positions within and Most critical positions Positions within and Positions within and
peripheral to organization within and peripheral to peripheral to organization peripheral to organization
(e.g., staff, volunteers, organization (e.g., staff, (e.g., staff, volunteers, (e.g., staff, volunteers,
board, senior volunteers, board, senior board, senior board, senior
management) are unfilled, management) are staffed management) are almost management) are all fully
inadequately filled, or (no vacancies), and/or all staffed (no vacancies); staffed (no vacancies); no
experience high turnover experience limited few turnover or turnover or attendance
and/or poor attendance turnover or attendance attendance problems problems
problems
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 5, 6/22/2011, Page 17 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
5.07 Staff Staff drawn from a narrow Some variety of staff Staff drawn from diverse Staff drawn from
range of backgrounds and backgrounds and backgrounds and extraordinarily diverse
experiences; interest and experiences; good experiences, and bring a backgrounds and
abilities limited to present capabilities, including broad range of skills; experiences, and bring
job; little ability to solve some ability to solve most are highly capable broad range of skills;
problems as they arise problems as they arise; and committed to mission most staff are highly
many interested in work and strategy; eager to capable in multiple roles,
beyond their current jobs learn and develop, and committed both to
and in the success of the assume increased mission/strategy and
organization‟s mission responsibility continuous learning; most
are eager and able to
take on special projects
and collaborate across
divisional lines; staff are
frequent source of ideas
and momentum for
improvement and
innovation
Comments: Type comments here.
Please proceed to Worksheet 6.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 5, 6/22/2011, Page 18 of 34
6. ED/SENIOR MANAGEMENT TEAM LEADERSHIP
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
6.01 Recruitment, Standard career paths in Some tailoring of Recruitment, Well-planned process to
Development, & place without considering development plans for development, and recruit, develop, and
Retention of managerial development; brightest stars; personal retention of key managers retain key managers;
Management no or very limited training, annual reviews is priority and high on CEO/ED takes active
coaching, and feedback; incorporate development CEO/ED‟s agenda; some interest in managerial
no regular performance plan for each manager; tailoring in development development; individually
appraisals; no limited willingness to plans for brightest stars; tailored development
systems/processes to ensure high-quality job relevant training, job plans for brightest stars;
identify new managerial occupancy; some formal rotation, relevant and regular
talent recruiting networks are in coaching/feedback, and internal and external
place consistent performance training, job rotation,
appraisal are coaching/feedback, and
institutionalized; genuine consistent performance
concern for high-quality appraisal are
job occupancy; well institutionalized; proven
connected to potential willingness to ensure high-
sources of new talent quality job occupancy;
well-connected to
potential sources of new
talent
6.02 Personal & Fails to show respect for Earns respect of others, Is respected and sought Is viewed as outstanding
Interpersonal others consistently, may takes time to build out by others for advice “people person”; uses
Effectiveness be openly judgmental or relationships; has and counsel; has strong diversity of
critical; has difficulty presence, is able to presence and charisma; communication styles,
influencing without using influence and build uses multiple approaches including exceptional
power, limited charisma support using limited to get buy-in, appreciates charisma, to inspire
or influence; limited communication style; the impact of his/her others and achieve
curiosity about new ideas accepts learning and words or actions; seeks impact; continually self-
and experiences personal development new learning and aware, actively works to
opportunities that arise personal development better oneself;
opportunities outstanding track record
of learning and personal
development
6.03 Passion & Low energy level and Good energy level; visible Inspiringly energetic; Contagiously energetic
Vision commitment; little commitment to shows constant, visible and highly committed;
continued attention to organization and its vision commitment to lives the organization‟s
organizational vision organization and its vision; compellingly
vision; excites others articulates path to
around vision achieving vision that
enables others to see
where they are going
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 6, 6/22/2011, Page 19 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
6.04 People & Has difficulty building Is responsive to Actively and easily builds Constantly establishing
Organizational trust and rapport with opportunities from others rapport and trust with successful, win-win
Leadership / others; micromanages to work together; others; effectively relationships with others,
Effectiveness projects; shares little of expresses confidence in encourages others to both within and outside
own experiences as others‟ ability to be succeed; gives others the organization; delivers
developmental/coaching successful; shares own freedom to work their own consistent, positive and
tool experience and expertise way; gives people reinforcing messages to
freedom to try out ideas motivate people; able to
and grow let others make decisions
and take charge; finds or
creates special
opportunities to promote
people‟s development
6.05 Impact Focused purely on social Focused on social impact Sees financial soundness Guides organization to
Orientation impact; financials viewed with some appreciation as essential part of succeed simultaneously
as an unfortunate for cost-effectiveness organizational impact, in dual mission of social
constraint; fails to deliver when possible; constantly together with social impact and optimal
impact consistently; delivers satisfactory impact; focuses on ways financial efficiency;
delays decision making; impact given resources; to better use existing constantly seeks and
reluctant to change status promptly addresses resources to deliver finds new opportunities to
quo; mandates rather issues; understands highest impact possible; improve impact;
than leads change implications and impact of has a sense of urgency in anticipates possible
change on people addressing issues and problems; has sense of
rapidly moves from urgency about upcoming
decision to action; challenges;
develops and implements communicates compelling
actions to overcome need for change that
resistance to change creates drive; aligns
entire organization to
support change effort
6.06 Analytical & Is uncomfortable with Is able to cope with some Quickly assimilates Has keen and exceptional
Strategic complexity and ambiguity complexity and ambiguity; complex information and ability to synthesize
Thinking and does whatever able to analyze strategies able to distill it to core complexity; makes
possible to reduce or but does not yet generate issues; welcomes informed decisions in
avoid it; relies mainly on strategies ambiguity and is ambiguous, uncertain
intuition rather than comfortable dealing with situations; develops
strategic analysis the unknown; develops strategic alternatives and
robust strategies identifies associated
rewards, risks, and
actions to lower risks
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 6, 6/22/2011, Page 20 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
6.07 Senior Team has no or very Team has some Team has significant Team highly experienced
Management limited experience in experience in nonprofit or experience in nonprofit or in nonprofit or for-profit
Team nonprofit or for-profit for-profit management; for-profit management; management; drawn from
management; team team represents some team represents most full spectrum of
represents few constituencies (nonprofit, constituencies (nonprofit, constituencies (nonprofit,
constituencies (nonprofit, academia, corporate, academia, corporate, academia, corporate,
academia, corporate, government, etc.); some government, etc.); government, etc.);
government, etc.) and has relevant capabilities and significant relevant outstanding capabilities
no or very limited track record from other capabilities and track and track record from
capabilities and track fields; good track record record from other fields; other fields; outstanding
record from other fields; of learning and personal good track record of track record of learning
limited track record of development; energetic learning and personal and personal
learning and personal and committed development; highly development;
development; mostly energetic and committed contagiously energetic
energetic and committed and committed
6.08 Dependence of Very strong dependence High dependence on Limited dependence on Reliance but not
Management on CEO/ED; organization CEO/ED; organization CEO/ED; organization dependence on CEO/ED;
Team & Staff on would cease to exist would continue to exist would continue in similar smooth transition to new
CEO / ED without his/her presence without his/her presence, way without his/her leader could be expected;
but likely in a very presence but areas such fund-raising and
different form as fund-raising or operations likely to
operations would likely continue without major
suffer significantly during problems; senior
transition period; no management team can fill
member of management in during transition time;
team could potentially several members of
take on CEO/ED role management team could
potentially take on
CEO/ED role
Comments: Type comments here.
Please proceed to Worksheet 7.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 6, 6/22/2011, Page 21 of 34
7. BOARD LEADERSHIP
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
7.01 Board Board does not scrutinize Roles of legal board, Roles of legal board, Legal board, advisory
Governance budgets or audits, does advisory board and advisory board, and board and managers work
not set performance management are clear; managers are clear and well together from clear
targets and hold CEO/ED board functions according function well; board roles; board fully
accountable or does not to by-laws, reviews reviews budgets, audits, understands and fulfills
operate according to budgets, and occasionally IRS and state filings; size fiduciary duties; size of
formal procedures; sets organizational of board set for maximum board set for maximum
executive, treasury, and direction and targets, but effectiveness with effectiveness with
board functions unclear does not regularly review rigorous nomination rigorous nomination
CEO/ED performance, process; board co-defines process; board actively
monitor potential conflicts performance targets and defines performance
of interest, scrutinize actively encourages targets and holds
auditors, or review IRS CEO/ED to meet targets; CEO/ED fully
and state filings annual review of accountable; board
CEO/ED‟s performance, empowered and prepared
but board not prepared to to hire or fire CEO/ED if
hire or fire CEO/ED necessary; board
periodically evaluated
7.02 Board Provide little direction, Provide occasional Provide direction, Provide strong direction,
Involvement & support, and direction, support and support and support and
Support accountability to accountability to accountability to accountability to
leadership; board not fully leadership; informed programmatic leadership; programmatic leadership
informed about „material‟ about all „material‟ fully informed of all major and engaged as a
and other major matters in a timely matters, input and strategic resource;
organizational matters; manner and responses actively sought communication between
largely “feel-good” support responses/decisions and valued; full board and leadership
actively solicited participant in major reflects mutual respect,
decisions appreciation for roles and
responsibilities, shared
commitment and valuing
of collective wisdom
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 7, 6/22/2011, Page 22 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
7.03 Board Most members do not Members accept that the Many members embrace Majority of members
Involvement recognize fundraising as board has some fundraising as one of the embrace fundraising as a
and one of the board's roles fundraising board's core roles and core board role and
Participation in and responsibilities; no responsibilities, but responsibilities; core responsibility; each board
Fund Raising goals or plans for board- concerns exist regarding group of board members member has donated to
driven fundraising ability of board to be consistently participate in the organization
activities exist; board successful in this area; fundraising; realistic and financially; realistic and
members donate one or two members have appropriate board appropriate fundraising
minimally to the made significant financial fundraising goals and goals and plans are in
organization gifts to the organization; plans exist; fundraising place; board is actively
board fundraising activities are underway fundraising and has
activities not yet achieved measurable
underway progress towards goals
7.04 Board Membership with limited Some diversity in fields of Good diversity in fields of Membership with broad
Composition & diversity of fields of practice; membership practice and expertise; variety of fields of practice
Commitment practice and expertise; represents a few different membership represents and expertise, and drawn
drawn from a narrow constituencies (from most constituencies from the full spectrum of
spectrum of among nonprofit, (nonprofit, academia, constituencies (nonprofit,
constituencies (from academia, corporate, corporate, government, academia, corporate,
among nonprofit, government, etc.); etc.); good commitment to government, etc.);
academia, corporate, moderate commitment to organization‟s success, includes functional and
government, etc.); little or organization‟s success, vision and mission, and program content-related
no relevant experience; vision and mission; behavior to suit; regular, expertise, as well as high-
low commitment to regular, purposeful purposeful meetings are profile names; high
organization‟s success, meetings are well- well-planned and willingness and proven
vision and mission; planned and attendance attendance is consistently track record of investing
meetings infrequent is good overall good, occasional in learning about the
and/or poor attendance subcommittee meetings organization and
addressing its issues;
outstanding commitment
to the organization‟s
success, mission and
vision; meet in person
regularly, good
attendance, frequent
meetings of focused
subcommittees
Comments: Type comments here.
Please proceed to Worksheet 8.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 7, 6/22/2011, Page 23 of 34
8. VOLUNTEER CAPACITY
LEVEL ONE: LEVEL TWO: LEVEL THREE:
Capacity Elements Clear need Basic level Moderate level
for increased capacity of capacity in place of capacity in place
8.01 Recruitment Insufficient volunteers available; Insufficient volunteers available; Volunteers are recruited when
Volunteers are recruited primarily Volunteers are recruited as required through a variety of
through self-referral; no needed through personal contacts sources, inconsistently using
advertising is done and no skills and self-referral; no advertising is preferred skills and qualifications
criteria are used in promoting done and only basic skills criteria as a means of recruiting; little
volunteer opportunities are used in promoting volunteer diversity represented in volunteer
opportunities base
8.02 Screening No screening of potential or active Screening of potential or active Screening may include
Practices and volunteers is done; No clear skills volunteers is done by various staff background checks and a review
Skills sets are identified with volunteer members, without a standard tool; of applicants' skill sets; required
Identification roles Clear skills sets are identified with skills generally outlined fo
some volunteer roles, but not all rvolunteers and for some
individual positions; formal and
consistent screening procedures
not written; screening not carrried
out consistently
8.03 Training No job training is provided to On-the-job training provided as Training provided prior to
Program volunteers; no written material required by various staff; no assuming volunteer positions;
available to staff or volunteers on written material available to staff staff may assist volunteers in
agency policy or procedures or volunteers on agency policy or learning their roles; opportunities
procedures; job parameters are for external training rarely given
developed on an individual basis.
8.04 Placement and Staff unable to locate volunteers Staff occasionally able to locate Designated staff person manages
Management of in a timely manner; all volunteers volunteers in a timely manner; all most volunteer placement; no
Volunteer Corps engaged ad hoc by various staff volunteers engaged ad hoc by database of volunteers available;
members; no staff-volunteer various staff members; limited placement frequently takes into
contact outside of placement staff-volunteer contact outside of consideration interests, skills and
needs placement needs availability; volunteers rarely
contacted outside of scheduled
acitivites
8.05 Evaluation of No review by staff or volunteer of Occasional review by staff of Regular reviews of volunteer
Volunteer volunteer performance or volunteer performance or performance done by designated
Program and satisfaction No recording of hours satisfaction; record of volunteer staff member; volunteer
Performance provided or activities performed hours is incomplete; no value satisfaction data occasioanlly
assigned to volunteer gathered but rarely used for
contributions; volunteers freely planning purposes; volunteer
come and go from agency without hours largely accounted for; value
followup assigned to some volunteer
contributions; no exit plan in place
for voluntary or forced termination
of volunteers
8.06 Recognition and Volunteers rarely thanked for Volunteers thanked privately & Regular (annual) group events
Reward contributions; no formal or regular individually for contributions; basic held to recognize volunteer
Program system of volunteer recognition system of volunteer recognition efforts; performance reviews or
exists exists; no material or token contribution records generally
rewards offered used in determining recognition
levels; recognition normally
offered to all volunteers at the
same level; occasional rewards
made available through outside
contributions; volunteer program
not tied into agency promotion
Comments: Type comments here.
Please proceed to Worksheet 9.
CAPACITY
Input Input
LEVEL FOUR:
capacity priority
High level
rating in rating in
of capacity in place
this column this column
Volunteers are recruited on an on-
going basis through a variety of
sources, using preferred skills and
qualifications as a means of
recruiting; diversity is a key
recruitment outcome
Screening always includes any
required background checks and
a review of applicants' skill sets;
required skills clearly outlined for
each position and regularly
matched with volunteers
Training manual written with policy
and procedure for all volunteer
positions; staff trained to assist
volunteers in learning their roles;
regular training provided
individually and to groups;
opportunities for external training
given to appropriate personnel
Designated staff person manages
all volunteer placement; database
of volunteers maintained;
placement takes into
consideration interests, skills and
availability; volunteers contacted
on regular basis, whether active or
not
Regular reviews of volunteer
performance done by designated
staff member; volunteer
satisfaction data formally gathered
and used for planning purposes;
volunteer hours strictly accounted
for and value assigned to
volunteer contributions; exit plan
in place for both voluntary and
forced termination of volunteers
Regular group events held to
focus on volunteer efforts;
performance reviews and
contribution records used in
determining recognition levels;
recognition offered in meaningful
way to recognize volunteer efforts;
rewards programs supported as
regular budget item; volunteer
recognition formally tied into
agency promotion and volunteer
recruitment
orksheet 9.
9. INFORMATION TECHNOLOGY
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
9.01 Telephone / Fax Status, lack of Adequate basic telephone Solid basic telephone and Sophisticated and reliable
sophistication, or limited and fax facilities fax facilities accessible to telephone and fax
number of telephone and accessible to most staff; entire staff (in office and facilities accessible by all
fax facilities are an may be moderately at front line); cater to day- staff (in office and at
impediment to day-to-day reliable or user-friendly, or to-day communication frontline), includes around-
effectiveness and may lack certain features needs with essentially no the-clock, individual voice
efficiency that would increase problems; includes mail; supplemented by
effectiveness and additional features additional facilities (e.g.,
efficiency (e.g., individual contributing to increased pagers, cell phones) for
voice-mail), or may not be effectiveness and selected staff; effective
easily accessible to some efficiency (e.g., individual, and essential in
staff (e.g. front-line remotely accessible voice- increasing staff
deliverers) mail) effectiveness and
efficiency
9.02 Computers, Limited/no use of Well-equipped at central Solid hardware and State-of-the-art, fully
Applications, computers or other level; incomplete/limited software infrastructure networked computing
Network, & technology in day-to-day infrastructure at locations accessible by central and hardware with
Email activity; and/or little or no aside from central offices; local staff; no or limited comprehensive range of
usage by staff of existing equipment sharing may sharing of equipment is up-to-date software
IT infrastructure be common; satisfactory necessary; limited applications; all staff has
use of IT infrastructure by accessibility for frontline individual computer
staff program deliverers; high access and e-mail;
usage level of IT accessible by frontline
infrastructure by staff; program deliverers as
contributes to increased well as entire staff; used
efficiency regularly by staff;
effective and essential in
increasing staff efficiency
9.03 Web Site Organization has no Basic Web site containing Comprehensive Web site Sophisticated,
individual Web site general information, but containing basic comprehensive and
little information on information on interactive Web site,
current developments; organization as well as up- regularly maintained and
site maintenance is a to-date latest kept up to date on latest
burden and performed developments; most area and organization
only occasionally information is developments; praised for
organization-specific; its user-friendliness and
easy to maintain and depth of information;
regularly maintained includes links to related
organizations and useful
resources on topic
addressed by
organization
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 9, 6/22/2011, Page 28 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
9.04 Knowledge No formal systems to Systems exist in a few Well-designed, user- Well-designed, user-
Management capture and document areas but either not user- friendly systems in some friendly, comprehensive
internal knowledge friendly or not areas; not fully systems to capture,
comprehensive enough to comprehensive; systems document, and
have an impact; systems are known by many disseminate knowledge
known by only a few people within the internally in all relevant
people, or only organization and often areas; all staff is aware of
occasionally used used systems, knowledgeable
in their use, and make
frequent use of them
9.05 Databases & No systems for tracking Electronic databases and Electronic database and Sophisticated,
Management clients, staff volunteers, management reporting management reporting comprehensive electronic
Reporting program outcomes and systems exist only in few systems exist in most database and
Systems financial information areas; systems perform areas for tracking clients, management reporting
only basic features, are staff, volunteers, program systems exist for tracking
awkward to use or are outcomes and financial clients, staff, volunteers,
used only occasionally by information; commonly program outcomes and
staff used and help increase financial information;
information sharing and widely used and essential
efficiency in increasing information
sharing and efficiency
9.06 Physical Inadequate physical Physcial infrastructure Fully adequate physical Physical infrastructure
Infgrastructure - infrastructure, resulting in can be made to work well infrastructure for the well -tailored to
buildings and loss of effectiveness and enough to suit current needs of organization's current and
office space efficiency (e.g. organization's most organization;infrastructure anticipated needs; well
unfavourable locations for important and immediate does not impede designed to enhance
clients and employees, needs; a number of effectiveness and org.'s efficiency and
insufficient workspace for improvements could efficiency (e.g. favouralbe effectiveness (e.g. very
individuals, no space for greatly help increase locations for clients and favourable locations for
temawork) effectiveness and employees, sufficinet both clients and staff,
efficiency (e.g. no room individual and team plentiful office space,
for confidentioal workspace, confidential layout encourages critical
discussions, team discussions possible) interactions among staff
meetings)
Comments: Type comments here.
Please proceed to Worksheet 10
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 9, 6/22/2011, Page 29 of 34
10. FINANCIAL MANAGEMENT
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
10.01 Funding Model Organization highly Organization has access Highly diversified funding
Solid basis of funders in
dependent on a few to multiple types of most types of funding across multiple source
funders, largely of same funding (e.g., types; organization
source (e.g., government,
type (e.g., government or government, foundations, insulated from potential
foundations, corporations,
foundations or private corporations, private market instabilities (e.g.,
private individuals); some
individuals) individuals) with only a fully developed
activities to hedge against
few funders in each type, endowment) and/or has
market instabilities (e.g.,
or has many funders building of endowment);developed sustainable
within only one or two organization has revenue-generating
types of funders developed some activities; other nonprofits
sustainable revenue- try to imitate
generating activity organization‟s fund-
raising activities and
strategies
10.02 Fund Raising Generally weak fund- Main fund-raising needs Regular fund-raising Highly developed internal
raising skills and lack of covered by some needs adequately fund-raising skills and
expertise (either internal combination of internal covered by well expertise in all funding
or access to external skills and expertise, and developed internal fund- source types to cover all
expertise) access to some external raising skills, occasional regular needs; access to
fund-raising expertise access to some external external expertise for
fund-raising expertise additional extraordinary
needs
10.03 Fund No systems in place for Recognize need to Some systems in place Well developed systems
Development long-term planning, develop systems for long- for long-term planning, for long-term planning,
Planning diversifying revenue term planning, revenue revenue diversification revenue diversification
streams or outlining and diversification and and outlining and and outlining and
managing to target goals; outlining and managing to managing to target goals; managing to target goals;
fundraising is reactive; target goals; fund fund development multi-pronged fund
fund development development includes strategy includes multiple development strategy is
strategy not well several activities, but is activities and is loosely proactive and integrated
articulated and focuses not connected to connected to into the organization's
on one type of activity organization's long-term organization's long-term long term strategic plan
such as grants strategic plan and budget strategic plan and budget and budget projections
projections projections
10.04 Revenue No internal revenue- Some internal revenue Some proven internal Significant internal
Generation generation activities; generation activities, revenue generation revenue generation;
concepts such as cause- however financial net activities and skills; these experienced and skilled in
related marketing, fee-for- contribution is marginal; activities provide areas such as cause-
services and retailing are revenue generation substantial additional related marketing, fee-for-
neither explored nor activities distract from funds for program services and retailing;
pursued programmatic work and delivery, but partially revenue-generating
often tie up senior distract from activities support, but
management team programmatic work and don‟t distract from focus
require significant senior on creating social impact
management attention
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 10, 6/22/2011, Page 30 of 34
Input Input
LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR:
capacity priority
Capacity Elements Clear need Basic level Moderate level High level
rating in rating in
for increased capacity of capacity in place of capacity in place of capacity in place
this column this column
10.05 Financial No or very limited Limited financial plans, ad Solid financial plans, Very solid financial plans,
Planning / financial planning; hoc update; budget regularly updated; budgetcontinuously updated;
Budgeting general budget utilized as operational budget integrated into full
integrated into operations;
developed; only one tool; used to guide/assess reflects organizational operations; as strategic
budget for entire central financial activities; some needs; solid efforts madetool, it develops from
organization; performance attempt to isolate to isolate divisional process that incorporates
against budget loosely or divisional (program or (program or geographical)and reflects
not monitored geographical) budgets budgets within central organizational needs and
within central budget; budget; performance-to- objectives; well-
performance-to-budget budget monitored understood divisional
monitored periodically regularly (program or geographical)
budgets within overall
central budget;
performance-to-budget
closely and regularly
monitored
10.06 Management of Organization does not Legal support resources Legal support regularly Well-developed, effective,
Legal & Liability anticipate legal issues, identified, readily available and consulted in and efficient internal legal
Matters but finds help and available, and employed planning; routine legal infrastructure for day-to-
addresses issues on “as needed” basis; risk management and day legal work; additional
individually when they major liability exposures occasional review of access to general and
arise; property insurance managed and insured insurance specialized external
includes liability (including property liability expertise to cover peaks
component and workers and extraordinary cases;
compensation) continuous legal risk
management and regular
adjustment of insurance
10.07 Financial Gifts and grants Financial activities Formal internal controls Robust systems and
Operations deposited and transparent, clearly and governing all financial controls in place
Management acknowledged, bills paid, consistently recorded and operations; fully tracked, governing all financial
supporting documentation documented, include supported and reported, operations and their
collected/retained appropriate checks and annually audited fund integration with
balances, and tracked to flows well managed; budgeting, decision
approve budget attention is paid to cash making, and
flow management organizational
objectives/strategic goals;
cash flow actively
managed
Comments: Type comments here.
Thank you. The survey is now complete. Please review your results on the Summary Worksheet and Summary Chart.
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, 10, 6/22/2011, Page 31 of 34
SVP Organizational Capacity Assessment Tool Summary
Capacity Priority Capacity Area
Rating Rating Average
NOTE: A ZERO (0) SCORE
INDICATES A
MISSING RESPONSE
1. MISSION, VISION, STRATEGY & PLANNING
1.01 Mission 0.00 0.00
1.02 Clarity of Vision 0.00 0.00
1.03 Overarching Goals 0.00 0.00
1.04 Overall Strategy 0.00 0.00 0.00
1.05 Strategic Planning 0.00 0.00
1.06 Planning Systems 0.00 0.00
1.07 Goals / Performance Targets 0.00 0.00
2. ORGANIZATIONAL CULTURE
2.01 Decision Making Framework 0.00 0.00
2.02 Interfunctional Coordination 0.00 0.00
2.03 Shared Beliefs & Values 0.00 0.00 0.00
2.04 Shared References & Practices 0.00 0.00
2.05 Performance as Shared Value 0.00 0.00
3. MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS
3.01 Communications & Outreach Effectiveness 0.00 0.00
3.02 Communications Strategy 0.00 0.00
3.03 Public Relations & Marketing 0.00 0.00
0.00
3.04 Presence & Involvement in Local Community 0.00 0.00
3.05 Development & Nurturing of Partnerships & Alliances 0.00 0.00
3.06 Influence on Policy-making 0.00 0.00
4. PROGRAM DESIGN & EVALUATION
4.01 Performance Measurement 0.00 0.00
4.02 Performance Analysis & Program Adjustments 0.00 0.00
4.03 Monitoring of Landscape 0.00 0.00
0.00
4.04 Program Relevance & Integration 0.00 0.00
4.05 Program Growth & Replication 0.00 0.00
4.06 New Program Development 0.00 0.00
5. HUMAN RESOURCES
5.01 Recruitment, Development, & Retention of General Staff 0.00 0.00
5.02 Human Resources Planning 0.00 0.00
5.03 Incentives 0.00 0.00
5.04 Individual Job Design 0.00 0.00 0.00
5.05 Organizational Design 0.00 0.00
5.06 Staffing Levels 0.00 0.00
5.07 Staff 0.00 0.00
6. ED/SENIOR MANAGEMENT TEAM LEADERSHIP
6.01 Recruitment, Development, & Retention of Management 0.00 0.00
6.02 Personal & Interpersonal Effectiveness 0.00 0.00
6.03 Passion & Vision 0.00 0.00
6.04 People & Organizational Leadership / Effectiveness 0.00 0.00
0.00
6.05 Impact Orientation 0.00 0.00
6.06 Analytical & Strategic Thinking 0.00 0.00
6.07 Senior Management Team 0.00 0.00
6.08 Dependence of Management Team & Staff on CEO / ED 0.00 0.00
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, Summary, 6/22/2011, Page 32 of 34
SVP Organizational Capacity Assessment Tool Summary
Capacity Priority Capacity Area
Rating Rating Average
NOTE: A ZERO (0) SCORE
INDICATES A
MISSING RESPONSE
7. BOARD LEADERSHIP
7.01 Board Governance 0.00 0.00
7.02 Board Involvement & Support 0.00 0.00
0.00
7.03 Board Involvement and Participation in Fund Raising 0.00 0.00
7.04 Board Composition & Commitment 0.00 0.00
8. VOLUNTEER CAPACITY
8.01 Recruitment 0.00 0.00
8.02 Screening Practices and Skills Identification 0.00 0.00
8.03 Training Program 0.00 0.00
0.00
8.04 Placement and Management of Volunteer Corps 0.00 0.00
8.05 Evaluation of Volunteer Program and Performance 0.00 0.00
8.06 Recognition and Reward Program 0.00 0.00
9. INFORMATION TECHNOLOGY
9.01 Telephone / Fax 0.00 0.00
9.02 Computers, Applications, Network, & Email 0.00 0.00
9.03 Web Site 0.00 0.00
0.00
9.04 Knowledge Management 0.00 0.00
9.05 Databases & Management Reporting Systems 0.00 0.00
9.06 Physical Infgrastructure - buildings and office space 0.00 0.00
10. FINANCIAL MANAGEMENT
10.01 Funding Model 0.00 0.00
10.02 Fund Raising 0.00 0.00
10.03 Fund Development Planning 0.00 0.00
10.04 Revenue Generation 0.00 0.00 0.00
10.05 Financial Planning / Budgeting 0.00 0.00
10.06 Management of Legal & Liability Matters 0.00 0.00
10.07 Financial Operations Management 0.00 0.00
1. MISSION, VISION, STRATEGY & PLANNING 0.00
2. ORGANIZATIONAL CULTURE 0.00
3. MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS 0.00
4. PROGRAM DESIGN & EVALUATION 0.00
5. HUMAN RESOURCES 0.00
6. ED/SENIOR MANAGEMENT TEAM LEADERSHIP 0.00
7. BOARD LEADERSHIP 0.00
8. VOLUNTEER CAPACITY 0.00
9. INFORMATION TECHNOLOGY 0.00
10. FINANCIAL MANAGEMENT 0.00
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, Summary, 6/22/2011, Page 33 of 34
SVP Organizational Capacity Assessment Tool Summary
1. MISSION, VISION, STRATEGY &
PLANNING
4.00
10. FINANCIAL MANAGEMENT 3.50 2. ORGANIZATIONAL CULTURE
3.00
2.50
3. MARKETING, COMMUNICATIONS, &
9. INFORMATION TECHNOLOGY 2.00
EXTERNAL RELATIONS
1.50
1.00
8. VOLUNTEER CAPACITY 4. PROGRAM DESIGN & EVALUATION
7. BOARD LEADERSHIP 5. HUMAN RESOURCES
6. ED/SENIOR MANAGEMENT TEAM
LEADERSHIP
6aca2752-3c31-4614-b6a6-2808763eaf8c.xls, Summary Chart, 6/22/2011, Page 34 of 34
Other docs by fhc97632
Human Reproduction Worksheet BB Asexual vs Sexual Reproduction Please copy this chart
Views: 525 | Downloads: 3
Guide for Pet Custody Agreement New Client Registration Packet Thank you for your interest in
Views: 188 | Downloads: 0
