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Project and Programme Support Office document sample
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CONSERVATION PROGRAMME
Moderately
Capacity Embryonic Developing Well-developed Exemplary
developed
STRATEGIC PLANNING
Strategic thinking and Little awareness or Little recognition of the Recognition of the need organization is trying to take Organization takes a strategic
planning for conservation recognition of the need to need to take a strategic to take a strategic a strategic approach to approach to conservation
take a strategic approach approach to approach to conservation. Some staff demonstrated in the
to conservation planning. conservation. Individual conservation. A have strategic thinking and Conservation Plan (P2).
staff may have strategic few/some staff have planning capabilities but Some staff have strategic
thinking and planning strategic thinking and they are not used to their thinking and planning
capabilities but they are planning capabilities but maximum potential by the capabilities and these are
P1 not identified or used. they are not used by the organization. valued and used.
organization in guiding
its conservation work.
Conservation Plan Activities initiated in an Plan in place but it may Conservation Plan Plan influences overall A comprehensive, realistic
development & use The opportunist ad hoc not be realistic or influences overall programme direction and and workable conservation
Conservation Plan is part of the manner, not driven by the workable. Plan isn't used programme direction. decision making i.e. projects plan which takes into account
Strategic Plan, and sets out clear conservation plan if it to guide decision making. Some activities are being /activities are selected on the the global priorities and the
conservation objectives, exists. Many activities are being developed and basis of the plan. Annual local situation. Conservation
indicators, and activities developed or undertaken undertaken which are not operational plan developed Plan is used to guide decision
P2 designed to achieve the which are outside the linked to the plan from the Conservation Plan. making and reflected in
objectives, and a plan for plan's objectives. annual operational plan and
monitoring. It is based on individual work plans.
internal and external analysis.
(See References)
Alignment with WWF global Low awareness and Senior staff are aware of Awareness of the WWF Understanding and Global priorities fully
priorities (See References) understanding of WWF's WWF's global priorities global priorities amongst acceptance of the global incorporated and reflected in
global priorities. Global but there is limited the majority of staff. priorities. Conservation plan the ongoing programme and
priorities are not reflected awareness amongst the Limited reflection of the has been revised to ensure projects. Organization is
in the programmatic other of staff. Global priorities in programmatic alignment with the global structured to deliver this.
activities. priorities are not reflected planning and delivery. priorities. Process
P3 in the programmatic Existing work is underway to change
activities. classified under TDP programmatic activities,
targets and/or ecoregion resource allocation, and
programmes. organizational structure in
accordance with the new
plan.
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Use of knowledge of the Staff have little One or more individuals One or more individuals One or more individuals Organization has up to date,
biodiversity in the knowledge of biodiversity, have some knowledge have general have good general ground truthed, general
organization's geographical its importance, and status and information sources knowledge and knowledge and information knowledge of biodiversity, its
area for conservation planning and make limited use of on biodiversity and its information sources on sources on biodiversity and importance, and status which
external sources of status. This knowledge biodiversity and in its in its status This knowledge is used in planning its
information and is not comprehensive or status . This knowledge is often called upon in programme and activities. It
knowledge. utilised in conservation may not be programmatic planning. regularly accesses external
P4
planning. comprehensive or fully information and knowledge.
utilised in conservation
planning.
Analysis of the external Little awareness of the Some understanding of Some ability to analyse Ability to analyse and monitor Organization has the ability to
environment (current economic, need to analyse and the need to analyse and the external the external environment analyse and monitor the
social, institutional, physical, respond to the external respond to the external environment. Analysis with/without external support. external environment
political, technological situation environment. environment. Limited has become part of the Conservation programme is with/without external support.
and trends) awareness of external programme planning planned on the basis of a Conservation programme is
environment trends but process, but there is little comprehensive external planned on the basis of
analysis of these trends subsequent tracking of analysis. Some tracking of comprehensive analysis of the
P5 is not part of planning. the external the external environment but external environment and
environment. this is not systematic or modified as appropriate in
always taken in account in response to significant
subsequent decision making. changes.
Magnification Conservation Organizational thinking is Recognition of the Magnification is Magnification is understood Projects are designed from the
approaches are expanded focussed on immediate concept of magnification, understood and and accepted, and efforts are outset considering their
beyond the immediate project project objectives and but there is limited accepted as a useful being made to put it into potential for magnification.
outputs. understanding of how to approach. However in practice in project design and Activities to ensure
go about it. practice it is not given implementation, with some magnification are being
P6
Magnification may not be much consideration in success. undertaken and their impacts
seen as necessary or project design and are evident, for example, in
useful. implementation. the replication of conservation
approaches.
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PROJECT PLANNING
Project plan development & Little knowledge and Some staff have an The value of good The use of rigorous planning A high standard of project
utilisation Project plan should recognition of the need understanding of the project planning is methodologies is planning and management is
be based on comprehensive for comprehensive concepts of project recognised. A few staff encouraged. Some staff required. Majority of staff
situational and stakeholder project planning. planning but limited ability have an understanding have the necessary understand the basic
analysis, include clear and to apply them. Few of analysis and planning knowledge and ability. concepts. Relevant staff have
measurable objectives and projects are designed methods. Some projects Nearly all projects are well the ability to design and
indicators, activities designed to using appropriate are well designed. Plans designed. Some project manage projects and/or
achieve the objectives, a budget, analysis and planning may not be used as plans are used as support others in doing so.
P7 monitoring plan, and exit / follow tools e.g. Project Cycle management tools management tools. The majority of projects are
up strategy. (See references) Management. throughout the project well planned and managed.
lifecycle. E.g. logframes
are developed but not
used.
Stakeholder analysis Majority of projects have Projects are often based Projects undertake Formal analysis of Formal analysis of
Identification of key stakeholders not identified their key on an informal analysis of formal analysis of stakeholders and their stakeholders and their
- individuals or organizations stakeholders, or taken key stakeholders and stakeholders and their interests is incorporated in interests incorporated in
who can influence or will be into account their knowledge of the pre- interests project planning and project planning and
P8 affected by the project - and their situation and project environment. (positive/negative) but implementation. However implementation. Projects
interests. perspectives before this is not fully reflected projects only address some address the main stakeholder
project initiation. in project planning and of the main stakeholder interests.
implementation. interests.
Community participation in Communities are not Informal consultation with .Formal consultation with Consultation on all levels of Active community involvement
project design and consulted on the effects communities on the the community on project community on the effects and influence in project
implementation the project might have on effects the project might design. Community that project might have on planning and decision making.
them have on them. views have a limited them. Key community Mechanisms in place to
Community views rarely influence on project stakeholders are involved in ensure suggestions from the
P9 have a significant design and the planning and decision community are fed back into
influence on project implementation. Only making. the project management and
design and rudimentary community implementation.
implementation. involvement in
monitoring
implementation.'
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Incorporation of socio- Low awareness and Some understanding of Some knowledge and Knowledge and ability to Necessary knowledge and
economic concerns in policy understanding of potential the overall socio- ability to identify and identify and analyse potential ability to identify and plan for
and field projects and socio-economic economic implications of analyse potential socio- socio-economic implications. socio-economic concerns.
programmes implications of conservation economic implications. Socio-economic factors are Socio-economic
conservation programmes & projects. However socio-economic integral to the planning and considerations are an integral
programmes & projects However these are not concerns are addressed execution of some but not all part of conservation planning
P10 analysed in detail or separately rather than as projects. and practice.
considered in planning. integral part of
conservation planning
and practice.
CONSERVATION STRATEGIES
Policy work Limited awareness of Awareness and Some understanding of Thorough understanding of Policy work is accepted as
what policy work is and recognition of the policy work. Policy the importance of policy important conservation tool,
how it can used to potential of policy work in activities being work, and some staff skills and is an integral part of the
achieve conservation achieving conservation undertaken, but these and experience. Policy is conservation programme. All
objectives. objectives, but little or no may be separate from integrated into parts of the staff that need them, have
Organizational focus is on ability to do policy work. the rest of the conservation programme. policy skills and experience.
P11 the field programme. conservation Policy activities are
programme. contributing to the
achievement of the
organization's conservation
objectives.
Communications to achieve Conservation and Conservation and Conservation and Conservation and Conservation and
conservation objectives communications staff communications staff communications staff communications staff have communications staff work
have limited have some have good good understanding, and are closely together.
understanding of the understanding of the understanding of how working together in using Conservation and
potential for using potential for using communications can be communications for communications staff have
communications to better communications for used for conservation. conservation. good understanding and
achieve conservation conservation. Little Communications Communications activities experience for conservation
P12 objectives knowledge or experience activities are are planned and budgeted objectives. Communications
of how to use incorporated in some of for most parts of the are planned and budgeted as
communications in this the conservation conservation programme. an integral part of the
way. activities. conservation work and are
contributing to the
conservation objectives.
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Capacity building for Staff have little perception Staff recognise the need Staff recognise the need Staff are actively applying Organization experienced in
sustainability Building the of the need for, and for capacity building but for capacity building. capacity building concepts planning and building capacity
capacity of key stakeholders to consideration given to, have limited Staff have some and methodology in project for sustainability. Evidence
continue conservation practices capacity building of understanding of capacity understanding of planning and that key stakeholders have
after WWF's involvement has stakeholders to ensure building concepts and capacity building implementation. There is a continued conservation
ended sustainability. methodology. concepts and developing understanding of practices by the end of WWF's
P13 methodology but there is capacity building in practice. direct involvement,
limited evidence of this
understanding being
applied in practice.
MANAGEMENT & IMPLEMENTATION
Innovation at programme and Programmes, projects Innovative approaches to Innovative approaches to Innovation actively Innovative approaches
project level and work methods are work happen infrequently work developed and encouraged and happening communicated and applied
generally tried and and are not actively actively encouraged. frequently. Processes in elsewhere
P14 trusted. There is little encouraged. Lessons learnt from place to ensure shared
experimentation with new innovation are not learning on new approaches
or different approaches. proactively shared.
Ability to adapt to internal / Organization is inward Organization identifies Organization identifies Organization normally Systems in place which
external developments looking, and rarely sees potential opportunities potential opportunities identifies and considers enable the organization to
potential opportunities and threats, and and threats and potential opportunities and rapidly identify and consider
and threats. occasionally responds sometimes responds threats and takes a potential opportunities and
and adapts to them. and adapts to them. conscious decision on threats. It decides and
P15 whether it will respond and if responds by exploiting
so how. Decision and unplanned opportunities,
response times vary. changing approaches and
activities, as appropriate.
Monitoring and evaluation - Monitoring & evaluation Recognition of the need Understanding of M&E M&E actively encouraged. M&E plans and systems at
programme & projects (See not considered a priority. for M&E but limited/no but limited knowledge of Key staff knowledgeable. programme and project level
References) Limited or no systematic monitoring taking place. how to do it. No M&E Monitoring plans and in place and used by all staff.
monitoring of progress in When evaluation does systems. M&E carried systems being put in place, Monitoring and evaluation
projects. Evaluations happen it is limited to out in some but not all but not fully operational. information feeds back into
when required by donor. examining outputs. projects, and not being Some projects are effectively decision making.
Evaluations when undertaken at monitored and evaluated,
P16 required by donor. programme level. M&E with information feeding into
limited to examining decision making.
outputs. No impact Consideration being given to
evaluation programme level monitoring
and evaluation.
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Learning on conservation Low priority given to Recognition of the need Systems in place for the Systems in place to identify Comprehensive learning
approaches, within and learning (focus on action). to identify lessons evaluation and analysis lessons learned. Existing systems operational. Lessons
outside the organization Ad hoc evaluation, learned but no systematic of projects to identify projects are adapted, and identified, applied and
documentation, and approach in place. A lessons learned, but not new ones are designed, on disseminated to the network
sharing of learning at few projects evaluating universally applied. A the basis of the lessons and others. Information
project or programme and documenting few projects apply learned. Some sharing of actively sought on others'
P17 level. lessons. lessons back into lessons with the WWF experiences and lessons
activities. Informal network and others. when developing new, and
sharing of lessons improving, existing projects.
learned between
projects.
Servicing of projects - Low perception of the Recognition of the need Minimal servicing of All projects are receiving Good relationship between
contracting, resource flow, need to service projects. to service projects exists, projects. Majority of basic support. Consistent managing office and project
information exchange, capacity Responsibilities and but the managing office is projects are receiving the support responding to project management. Mutually
development, and response to expectations of the not addressing this need. basic support that they needs is sometimes but not agreed roles and
specific project needs. (See managing office and Responsibilities and need. The managing systematically given. The responsibilities are being
References) project managers are not expectations are clear but office is reasonably well managing office is fulfilled. Regular
P18 mutually understood. are not being met. informed on project reasonably well informed on communication. Projects
Low level of progress. project progress. receive high quality and
communication. consistent service.
Expectations are not
being met.
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EFFECTIVENESS
Project and programme Projects sometimes fail to Projects are achieving all Majority of projects are Projects are achieving their Projects are achieving their
effectiveness (See References) achieve the planned activities, not necessarily achieving their objectives and the objectives and providing a real
activities. their objectives. objectives. Organization organization is on track to contribution to the overall
is not on track to achieve achieve some of its programme objectives and
its programmatic programmatic objectives. WWF's global priority targets.
P19 objectives . Where it is not on track, it is Organization is on track, or is
taking action to re-align its already achieving, its
work. programmatic objectives.
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INTERNAL ORGANIZATION
Moderately
Capacity Embryonic Developing Well-developed Exemplary
developed
VISION, PURPOSE, VALUES
Organizational vision and No clear vision or Vision / purpose Clear vision and purpose Clear shared vision and Clear shared vision and
purpose Shared "Vision" of the purpose consistent with WWF's consistent with WWF's purpose consistent with purpose consistent with
desired conservation situation global mission are in global mission in place. WWF's global mission in WWF's global mission which
and organization in the future, place but are unclear and These are only known place. These are can be explained by all levels
and clear statement of the not widely known by staff. and understood by a few understood and can be of the organization and
IO 1 purpose of the organization staff. Purpose is not explained by all levels of recognised by outsiders.
recognised outside the the organization.
organization Purpose is not widely
recognised outside the
organization.
Shared values and beliefs - No common set of basic Existence of some Explicit recognition of a Common set of beliefs Common set of beliefs and
related to how the organization values or beliefs common beliefs and set of beliefs and values and values but which are values reflected in individual
works, and what it is trying to values, but these are not which are shared by not fully reflected in and organizational behaviour.
achieve and why explicitly recognised or many in the organization. individual and Beliefs support WWF's
shared broadly. Beliefs support WWF's organizational behaviour. conservation mission and
conservation mission but Beliefs support WWF's motivate and enhance WWF's
IO 2 are rarely drawn upon to conservation mission and impact. Beliefs are embodied
enhance WWF's impact. are sometimes drawn by leader and are consistent
upon to enhance WWF's across leadership changes.
impact. .
STRATEGY
Strategic Plan covering No clear conservation or Conservation Plan in Comprehensive Strategic Strategic Plan in place Strategic Plan translated into
conservation, organizational, business plans in place place but organizational Plan in place with annual operating annual operational plans
communications, marketing and and financial elements (Conservation + plans but not translated which drive all staff activities
financial elements (Business still in development Business Plans) but not into individual staff work
IO 3 Plan) (See References) translated into annual programmes
operating plans.
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LEGAL BASIS
Legal registration with No formal legal Some form of legal Registration with Full registration with Full registration with
appropriate governing body registration or agreement on registration Government but Government with clearly Government with clear and
(See References) Memorandum of e.g. Memorandum of conditions are not clear. stated conditions, e.g. on advantageous conditions e.g.
Understanding with Understanding, but not taxation and contracts on taxation of goods, staff
IO 4
Government full registration salaries etc.
GOVERNANCE
Board size and composition Full number of board Full board in place but Full board in place with Representative and Representative committed
(See References) members not in place lacking necessary skills, basic skills and committed board of Board of recognised leaders in
&/or board doesn't meet representation or representation, but with recognised leaders in place actively working
regularly, or meets but commitment. Board excessively low or high place but not yet together as a team to promote
doesn't have the meets regularly and turnover. functioning well as a the interests of the
IO 5 necessary number of normally has the legally team organization
members present. required number of
members present.
Roles, duties and No clear definition of the Roles / accountability of Roles & accountability of Board fulfils all basic Board and management roles
accountability of the board and roles/accountability of the Board and the Board and legal and financial clearly differentiated and
management (See References) the Board and management clearly management clearly responsibilities and understood. Board fully
management. Board may defined but not strictly defined. Board fulfils provides some strategic meets governance
be over or under involved adhered to. basic legal and financial direction, regularly responsibilities as laid out in
in the management of the responsibilities, but does reviews CEO the WWF guidelines, and
IO 6
organization not provide strategic performance provides added value and
direction or adequately support individually and
review CEO collectively.
performance.
Governance of PO/Project Roles and responsibilities Roles and responsibilities Roles and Roles and responsibilities Clearly defined and mutually
Office of home office and of home office and responsibilities of home of home office and agreed roles of governing
programme/project office programme/project office office and programme/project office office and programme/project
management are poorly management are poorly programme/project office management are not office management. Mutually
defined. Dissatisfaction defined. Dissatisfaction management are poorly mutually agreed. Good supportive relationship and
IO 7 in the relationship. in the relationship. defined. Reasonable relationship between the good communication between
Minimal support from the Some support from the relationship between the two offices. Governing the governing office and
governing office. governing office. two offices. Some office provides adequate programme/project office.
support from the support.
governing office.
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STRUCTURE
Organization structure - Organizational structure Organizational structure Organizational structure Organizational structure Organizational structure
functional divisions and or lack of structure not designed in line with broadly supports its role designed to support its supports its role and delivery
individual reporting lines inhibits delivery of its role and objectives. and delivery of role and delivery of of organizational objectives.
organization's objectives. Lack of clarity in the roles organizational objectives. organizational objectives. Roles and responsibilities are
No commonly agreed and responsibilities of Some roles and All roles and formalised, clear and
organizational chart. individuals, main/ sub- responsibilities are responsibilities are complementary.
offices, or departments. clearly defined but others defined but may not Organizational chart is
IO 8 No commonly agreed are not. Organizational reflect what happens in complete, understood by all
organizational chart. chart is incomplete and practice. Organizational staff, and reflects current
may be outdated. chart is complete and up reality.
to date, but may not be
understood by all staff.
LEADERSHIP & MANAGEMENT
Leadership - CEO, Leadership has no clear Leadership provide some Leadership provide Leadership provide Leadership provide vision,
Representative and/or senior vision, poor rapport with direction, has reasonable vision, inspire others, vision, inspire others inspire others inside and
management team providing staff, "micro-manages" rapport with staff, and limited encouragement of inside and outside the outside the organization,
vision and direction for the staff, poor delegation and delegates and trust staff other people's organization, encourage provide opportunities for other
organization trust of staff to make to make decisions to a development, and others other people's people's development, able to
decisions. limited extent. to make decisions and development, and trust let others make decisions and
IO 9 Organization dependent take charge. Others others to make decisions take charge. Sufficient
on one individual leader recognise and trust the and take charge. leadership developed
to provide vision and leadership. Some Limited dependence on internally that organization is
drive it forward.. dependence on an an individual leader. not dependent upon an
individual leader. individual leader.
Senior Management for Management A few skilled and Some skilled and Skilled and experienced Management comprises well
example CEO, Representative inexperienced, not taking experienced individuals experienced individuals individuals in place, qualified individuals, working
and divisional or departmental timely decisions, not in place, variable quality in place, some but not all developing as a team, closely as a team, to take
heads (managing people and functioning as a team, and timeliness of decisions are timely and most decisions are timely timely well-founded decisions
resources to achieve the distant from staff and day decisions, relations with founded on appropriate and founded on and close to staff and day to
IO 10 organization's goals) to day operations. staff more directive than analysis, ad hoc appropriate analysis, day operations.
interactive, distant from interaction with staff and reasonable interaction
day to day operations. day to day operations. with staff and day to day
operations.
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Change management Senior management is Senior management are Senior management Senior management Necessary changes and
not aware of internal and conscious of stimuli for recognise when change recognise and act when development of the
external stimuli for change but do not is required, but are not change is required. organization are planned and
change respond as they are experienced in Changes are not always change process is managed
comfortable with current implementing change. implemented in a planned smoothly and sensitively.
IO 11 situation. Preference Management of change and sensitive manner.
for "Business as usual". tends to be sporadic or
superficial.
DECISION MAKING, INTERNAL COMMUNICATION
Decision making Decisions made largely Decisions made largely Clear decision making Clear largely formal lines Clear formal lines/systems for
on an ad hoc basis by on an ad hoc basis. responsibilities, some for decision making. decision making, with levels of
one person and/or Unclear decision making decision processes in Dissemination of participation appropriate to the
whoever is available. responsibilities. place although not decisions generally good decisions being made.
always followed. but could be improved. Decisions made in a timely
manner. Systematic
IO 12
dissemination and
interpretation of decisions.
Internal Coordination Different programmes Programmes and units Programmes and units Programmes and units Strong integration and
and organizational units function independently. recognise the need to work sometimes work coordination between units.
function independently. Informal interaction work together but rarely together and share Relations determined by
IO 13 Limited or no information between individuals in do so in practice. information. Informal organizational needs rather
sharing or coordination different programmes and Information sharing and and formal coordination than hierarchy or politics.
between them. organizational units. informal coordination mechanisms in place.
between them.
Internal communication Staff express concerns Informal communication Some formal Formal communication Formal communications
that they are not kept between staff but poorly communication mechanisms in place. mechanisms functioning well.
informed of relevant developed formal mechanisms e.g. Informal communication Good informal communication
issues and communication meetings. Informal encouraged. Staff feel and open environment. Staff
IO 14 developments. mechanisms. Staff feel communication main reasonably well informed. feel well informed and that
that they are not source of information. they are involved whenever
sufficiently informed. Staff feel that they are relevant.
not systematically
informed.
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LEARNING
Learning culture (See "Doing" culture. Work Some learning taking More systematic Mechanisms for Open culture in which
References) undertaken with little or place in an ad hoc way. reflection and learning. reflection, learning and reflection, constructive debate
no reflection or learning Learning and Learning and sharing of learning in and dialogue, experimentation
at any stage. Learning experimentation are experimentation place and being used by and change take place. Team
and experimentation are given some encouraged and individuals and teams. and organizational learning
not actively encouraged. encouragement. Limited supported, some Learning and takes place.
IO 15 Little or no discussion or discussion and "mistakes" are allowed. experimentation
questioning of questioning of Discussion and supported. "Mistakes"
approaches. approaches. questioning of are allowed and learnt
approaches accepted from. Discussion and
and encouraged. questioning actively
sought.
MONITORING & EVALUATION SYSTEMS
Departmental and Limited functional area Some functional All functional All functional All functional
organizational Performance /departmental planning, areas/departments areas/departments areas/departments areas/departments monitor,
Monitoring & Evaluation (See monitoring and evaluation monitor and evaluate monitor, and evaluate monitor, and evaluate and evaluate their
References) performance. Each their performance their performance performance annually on the
area decides its own annually. Each area annually on the basis of basis of agreed criteria. The
monitoring and evaluation decides its own criteria agreed by senior evaluations are reviewed
criteria. Depth of monitoring and management. within the context of the whole
IO 16 analysis may vary evaluation criteria. Evaluations are not organization.
between Depth of analysis may shared and discussed
areas/departments. vary between across the organization.
areas/departments.
Evaluations are not
shared and discussed
across the organization.
Reporting (technical and Generally reporting is not The importance of Organization in process Systems in place to Timely production of quality
financial) to donors, supporters, given a high priority. reporting is recognised of developing systems produce reports and reports in accordance with
and other key stakeholders, in Reports are of low quality but the organization does and capacity for appropriate staff have recipients requirements.
accordance with their and do not meet not have necessary reporting. Reports are necessary ability. Timely Organization provides regular
IO 17 requirements, (including stakeholder systems and/or staff not always timely or of production of quality information on its conservation
internal WWF requirements). requirements. capacity. Reports do not necessary quality to reports in accordance work and successes to
(See References) meet requirements. meet recipient with recipients donors, members and other
requirements. requirements. key stakeholders.
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FINANCE & ADMINISTRATION SYSTEMS
Financial control (See Financial procedures not Some financial systems Financial procedures Financial procedures Clear written financial
References) established. No manual established. No written established but not established and procedures implemented in all
of procedures exists. procedures. Below consistently applied. consistently applied. areas. Consistently high
satisfactory performance Written procedures for Written procedures for performance in internal and/or
in internal and/or external some but not all some but not all external audits. All audit
audits. Few audit operations. Variable operations. Consistently recommendations are
recommendations are performance in internal satisfactory performance implemented.
IO 18 implemented. and/or external audits, in internal and/or external
sometimes below audits. All audit
satisfactory level. Some recommendations are
audit recommendations implemented.
are implemented.
Accounting Systems (See No or inadequate Accounting software in Accounting software in Accounting software in Accounting software
References) accounting software. place but insufficient place. Staff do not fully place. Staff understand functioning well and all
understanding of its understand its operation. its operation but do not relevant facilities understood
IO 19
operation use all its capabilities. and utilised by the Finance
staff
Budgeting - projects and Budgets are inadequately Budgets are not well Budgets are reasonably Budgets are well thought Budgeting is an integral part of
organizational (See References) prepared. Budgeting thought through or well prepared, through, integrated with project and organizational
poorly understood integrated with plans, correspond roughly with work plans, with well management. Budgeting
throughout the assumptions are not work plans, assumptions documented process is fully understood by
organization. documented. Budgeting are sometimes assumptions. Budgets all staff responsible for
is understood and documented. Some but are regularly reviewed budgets/budgeting.
managed principally by not all staff have an against actual
the Finance Dept understanding of expenditure and adjusted
IO 20
budgeting. accordingly. Budgeting
is reasonably well
understood across the
organization.
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Understanding of finance Staff responsible for Staff responsible for Staff responsible for Staff responsible for Staff responsible for funds
amongst staff responsible for funds have very limited funds have minimal funds have a reasonable funds have a solid identify risks and opportunities
money understanding of financial understanding of financial understanding of understanding of financial at early stage and collaborate
policies, processes, policies, processes, financial policies, policies, processes, with finance department to
opportunities and risks. opportunities and risks. processes, opportunities opportunities and risks. minimise risks and maximise
Risks and opportunities Risks and opportunities and risks. Some risks Processes and policies opportunities. These staff
are overlooked. are often overlooked. and opportunities are are integrated into thoroughly understand and
overlooked, and some everyday operations. participate in the development
processes and policies Some collaboration in the and implementation of
IO 21 are not always followed. development and financial policies and
Minimal collaboration implementation of processes.
between finance and non- financial policies and
finance staff. processes.
Cost Recovery - Recovery of Office uses a basic cost In addition to the PACR is charged on a PACR is charged on a PACR is charged on a
costs incurred in providing direct recovery technique, for charging of PACR, some quarterly basis. Common monthly or quarterly monthly or quarterly basis.
support to individual projects, example a simple fee common costs are costs are shared using basis. Common costs are Common costs are fully
and sharing of common office based on a % of project shared. Projects do not reasoned bases. Some shared using reasoned shared on an agreed basis
and adminstration costs on a costs (called "Programme bear equitable share of allocation of staff costs bases. Allocated costs and adjusted during the year.
fully justified and generally Administration Cost all relevant costs. Little or is in place. Allocated are agreed before the A fully developed cost
accepted basis. (See Recovery" PACR), often no understanding of the costs are accepted but start of the financial year, allocation system is in place
References) done at the end of the concepts of cost recovery not well understood by budgeted for and providing both budget and
financial year. No system and cost sharing on the the programme or project monitored. Staff costs actual information on a timely
for sharing staff and part of the programme managers. are allocated on the basis basis. Overall recovery rates
IO 22 common office costs and project managers. of statistics (eg time) and by project and for the office,
among projects. Little or accurate rates. Allocated and the funding situation of
no understanding of cost costs are accepted and the office, are analysed
recovery techniques and well understood by regularly and action taken to
why they are needed by programme and project deal with problems. The
programme & project managers. system is audited by the
managers. external auditors and is
accepted by all donors.
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Contracting Process for No clearly defined Poorly defined contract Contract process, Contract process, Organization follows a clearly
preparing, approving, managing contracting process, process, standards and standards and standards and defined and efficient
and subsequently closing standards or responsibilities. Limited responsibilities are responsibilities are contracting process. Contract
projects. (See References) responsibilities. Limited ability to develop and defined but not defined, understood and performance is monitored and
ability to develop and manage contracts. consistently followed, or followed. Process is not appropriate action taken.
manage contracts. Limited monitoring of fully understood by staff. always timely.
Contract performance is contract performance. Some monitoring of Monitoring of contract
not monitored. contract performance. performance. All
IO 23
Some staff have ability to relevant staff have ability
develop and manage to develop and manage
contracts in accordance contracts in accordance
with the agreed with agreed standards.
standards.
Service support to the Staff in support functions Staff in support functions Support staff accept their Support staff embrace Support staff embrace their
organization Capacity of do not perceive understand that they role as an essential their role as an essential role as an essential support
Finance & Admin, IT, HR, fund- themselves to be in a have a service role, but support service to the support service to the service to the organization.
raising and other support service role. Structures, carry this out relatively organization. Some organization. Support Service agreements are
functions to provide an efficient systems and procedures independently, with little efforts are made to staff develop and adapt negotiated and implemented.
and effective service to fulfil the of support departments consultation with other develop and adapt structures, systems and Support staff develop and
organization's needs are developed departments on their structures, systems and procedures to meet adapt structures, systems and
independently of the needs and requirements. procedures to meet organizational procedures to meet
IO 24 requirements of other Some communications organizational requirements. Effective organizational requirements.
departments. Minimal and links between requirements. Regular communications and Effective communications and
communications and links support services and communications and links between the support links between the support
between support services other functions. links between the services and other services and other functions.
and other functions. support services and functions.
other functions.
Internal Financial reporting No proper financial Some financial reporting Reasonably accurate Accurate and clear Accurate and clear financial
(See References) monitoring or reporting at is produced but is not and clear financial financial reports linked to reports against budgets,
any level circulated to budget reports produced for all technical reports are showing links to technical
IO 25 holders. areas. Reports not produced. Budget reports. Budget holders are
circulated to budget holders review reports involved in the process and
holders. but not involved in the give explanations for any
reporting process. discrepancies.
RAISING FUNDS
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Raising funds Financial goals not clearly Minimal financial Financial goals clearly Fundraising plan Fundraising plan actively
defined. Organization on requirements to cover defined. Fundraising delivering adequate being implemented and
ad hoc short-term organizational and plan in place, but still funding. New monitored in a co-ordinated
funding. Little proactive programme costs for the reliant on ad hoc funding approaches being tested. approach. Innovative
seeking of funds. next 3-5 years identified. to meet financial targets. concepts being explored and
Broader financial goals tested. Fundraising goals
IO 26 are not clearly defined. being met or exceeded.
Opportunist approach to
raising funds, accessing
easily available sources.
COMMUNICATIONS
External Communications - No communications Basic/outdated Comprehensive Communications strategy Communications strategy
planning and implementation strategy. Ad hoc communications strategy communications strategy based on market based on market research in
Communications Strategy - promotion of WWF work, which may not be in the process of research in place and place and fully integrated in
analysis, objectives and target reactive approach. Role reflected in practice. implementation. reflected to some extent work plans and practice.
groups, indicators, activities etc of communications not Some understanding of Communications is in work plans. The Communications activities
(See References) understood. Little the role and importance increasingly being used communications contributing successfully to
interaction between of communications. proactively to achieve objectives and targets are achieving conservation and
conservation and conservation and monitored and evaluated. fundraising goals.
communications staff. fundraising goals. Some Communications fully Communications Strategy
staff have the necessary accepted as integral part objectives and targets are
communications skills. of organizational effort monitored and evaluated. All
IO 27 and is successfully staff have the appropriate
contributing to communications skills.
conservation and Communications
fundraising goals. Many considerations are taken into
staff have the appropriate account into strategic
communications skills. management decisions.
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Campaigning Little understanding of the Some understanding of Good understanding of Coordinated and focused Well managed and successful
A WWF campaign is an purpose and concept of the purpose and concept the purpose and concept campaigns being campaigns delivering desired
integrated set of innovative and campaigns. of campaigns but little of campaigns and some undertaken with support conservation results,
high profile activities designed to knowledge of how to plan experience and/or from across the successful fundraising, and
achieve a defined and and run them. knowledge of how to plan organization. Campaigns strengthening of the brand.
measurable conservation target Fragmented campaign and run them. are largely successful but Achievements are followed up
within a defined time frame. activities. Campaigns undertaken do not always achieve all and consolidated after the end
with varying success. of their objectives. of the campaign.
There may be Achievements may not
IO28 weaknesses in campaign be followed up and
planning or consolidated after the
management, and in the end of the campaign.
support and involvement
of staff across the
organization.
WWF Brand / Identity How WWF's brand and its WWF brand and its value All staff are aware of All staff understand WWF organization proactively
WWF is seen and what WWF is value not recognised or recognised at WWF brand and its brand and its value. leverages the brand to
understood to stand for. (See appreciated. Staff not management level but value. Some ad hoc Brand is promoted but achieve its conservation and
References) aware of, or not using, not appreciated promotion of the brand. not used strategically to organizational goals. Regular
IO 29 identity guidelines. throughout the Identity guidelines achieve conservation and monitoring of brand
organization. Identity roughly adhered to. organizational goals. awareness / reputation.
guidelines not followed. Identity guidelines
followed.
Human Resources
Human Resources Policy (See Responsibilities for HR Clear centres of No comprehensive HR Documented overall HR Documented HR policy,
References) management unclear. No responsibility for HR policy. Some good and policy (in line with local clearly understood, and
HR policy. Minimal issues. No HR policy in systematic practices in legal standards and implemented - reflected in
procedures in place. place. Practice is place. WWF standards) in good practices. HR
variable (recruitment, place, but not widely standards for WWF network
contracts, salaries, communicated or fully fully complied with.
IO 30 appraisal etc.) implemented. Some
good practices in place.
Staff Contracts (See No formal contracting Formal contracting not in Formal contracts in line Formal contracts in line Formal contracts in line with
References) situation line with labour law with labour law but with labour law, labour law, monitored and
implementation not monitored and implemented. WWF
IO 31 monitored implemented recommended HR policies
followed.
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Staff development based on Limited/no attention given Management recognition Staff development needs Staff development needs Staff development plans in
annual appraisal and other to staff development or of the need for staff are identified though are identified and used as place, and being fully
development needs assessment planning. development. No annual appraisal but ad a basis for staff implemented.
processes processes in place to hoc and limited efforts development plans.
IO 32
identify and address made to address them. Staff development plans
development needs . are partially implemented.
Staff capabilities These Staff drawn from a narrow Staff drawn from a narrow Some diversity of staff Staff drawn from diverse Staff drawn from diverse
should be assessed on a range of backgrounds range of backgrounds background and and appropriate background and experiences
departmental basis and for the and experiences. Some and experiences, experiences, good background and and bring a broad range of
organization as a whole. (Each staff are under-qualified interests and abilities capabilities to fulfil their experiences and bring a skills. Most staff are highly
department needs to define the or under-experienced for limited to present job, individual roles, including broad range of skills: capable in multiple roles,
functions, skills and knowledge their jobs. limited ability to solve some ability to solve Most are highly capable committed to continuous
required, and assess existing problems as they arise. problems as they arise, in their individual roles learning and development,
IO 33 and required capacity in relation many interested in work and eager to learn and and capable of collaborating
to these) beyond their current jobs. develop. across the organization. Staff
are frequent source of ideas
and momentum for
improvement and innovation.
Staffing levels Organizational Minimal staff base in Core staff, including all Organization fully staffed. Positions are fully staffed.
inadequately staffed to place, but many of the senior positions, in Turnover excessively Healthy level of turnover.
operate effectively. required staff positions place. Some functions high or low in individual
IO 34 are unfilled. e.g. IT, HR are not fully posts or across the
staffed. organization in general.
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FINANCIAL & PHYSICAL RESOURCES
Financial resource base Highly dependence on Dependence on limited No single source No single source Diversity of significant income
limited number of sources number of sources but provides more than 40% provides more than 30% sources, with no single source
of funding. Little/no making efforts to diversify of total funding. Limited of total funding. providing more than 25% of
flexibility in use of funds resource base. Limited flexibility in use of funds. Flexibility in use of funds, total funding. Organization is
(funds tied to specific flexibility in use of funds. Financially stable (no with significant in a position to reject funding
projects/activities). Constant attention is significant deficits or unrestricted funding. opportunities if they do not
Regular cash flow required to ensure all liabilities). No Financially stable. Some meet the strategic objectives
difficulties. activities funded. significant cash flow reserves established. or fit with its policies.
IO 35 Occasional cash flow difficulties. Adequate reserves (6 months
difficulties. Financially expenditure). Financially
vulnerable. strong. Core organizational
and programme funding
requirements secured for 12
months or more.
Information Technology, IT Poor / incompatible Basic hardware and Most but not all staff All central office staff IT infrastructure and systems
(See References) hardware and software in software in place. Ad hoc have individual computer have individual computer fully meet the requirements of
use. Lack of IT capacity or poor systems support access, email and access and email. both central and field offices.
is adversely affecting and maintenance. access to internet. Individual or joint internet Individual computer, email and
operational effectiveness. Inadequate protection Basic systems support access available. internet access in the central
Inadequate protection and security measures and maintenance in Systems well maintained office and in the field where
and security measures against viruses, physical place in the central and protected. Standard feasible.
against viruses, physical damage etc. office. IT operating procedures
IO 36
damage etc. in place. Field staff have
basic IT infrastructure
and systems, and some
remote access to main
office systems.
Physical Infrastructure No central office. Staff Poorly located office Sufficient office space Sufficient quality office Organization owns or has long
work out of home or and/or insufficient space and infrastructure but space, providing good advantageous lease on
shared accommodation. or infrastructure for the office may be poorly working conditions, and quality, well located space.
IO 37 organizations activities located or provide poor efficient operating
working conditions e.g. environment. Office is
needing repair, well located.
insufficient lighting etc. .
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Overall Balance
Overall Balance Very limited linkage and Low level of linkage and Organization has links Logical links and Organization has logical
consistency between consistency between between vision, consistency between understood links and
vision, objectives, role, vision, objectives, role, objectives, role, vision, objectives, role, consistency between vision,
strategies, programmes, strategies, programmes, strategies, programmes, strategies, programmes, objectives, role, strategies,
structures, systems, structures, systems, structures, systems, structures, systems, programmes, structures,
resource allocation, resource allocation, resource allocation, resource allocation, systems, resource allocation,
IO 38
management style and management style and management style and management style and management style and
culture. culture. culture, but there are culture. culture. These can be
some inconsistencies / articulated by the staff.
imbalances.
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EXTERNAL RELATIONS
Moderately
Capacity Embryonic Developing Well-developed Exemplary
developed
Identification of Little recognition of the Organization Organization applies Organization uses a Organization uses a
appropriate need to carefully recognises the need to its understanding of consistent and consistent and
relationships with whom identify with whom to carefully identify relationships to identify systematic approach systematic approach
we engage, the nature of have relationships, appropriate and initiate potential to identify and initiate to identify and initiate
the relationship, and how their purpose and relationships. relationships, but not potential relationships. potential relationships
this contributes to nature, and their However this is rarely consistently. and also to review and
WWF's objectives contribution to WWF's reflected in the renegotiate existing
ER1
objectives. initiation of relationships.
Relationships initiated relationships in
in a sporadic ad hoc practice.
manner.
Developing and Relationships are Relationships Relationships Relationships All relationships well
managing relationships uncoordinated, poorly developed and proactively developed developed and managed, and most
managed or managed in a reactive and managed. managed well in a co- healthy and
unmanaged and used and uncoordinated Responsibility for ordinated way. performing well.
to fill short-term needs. way. Most managing each Responsibility for Parties within the
Most relationships relationships relationship not clearly managing each relationships regularly
weak or not functioning at a basic assigned. Most relationship clearly review their nature and
performing well. level. relationships assigned. Many progress. Planned
ER2 functioning at a basic relationships healthy exit strategies when
level but some are and performing well. appropriate.
healthy, well-
managed, and
performing well.
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Partnerships Little understanding of Some understanding Good understanding of Organization has Organization has
Equitable relationship in the concept of of the concept and the concept and the strategic partnerships strategic partnerships
which one or more partnership or how to potential costs and potential costs and successfully achieving successfully achieving
organisations work initiate and work in full benefits of partnership. benefits of their goals. their goals. The
together towards mutually partnership. Many Experience and partnerships. Some partners involved
agreed goals. relationships are knowledge of strategic partnerships become more
Relationship is perceived as developing moving towards their competent and
characterised by a high partnerships even relationships which goals. These effective as a result of
ER3 level of mutual trust and though they may not have some of the partnerships have the relationship.
respect, and be. characteristics of some weaknesses e.g.
transparency. (See partnerships. they may be reliant on
References) specific individuals or
the agreed roles and
responsibilities are not
being fully carried out.
Relationships with Funds accepted from Developing dialogue Some good Good, well managed Strong donor
donors within or outside donors but limited with donors on relationships with relationships with most relationships based on
the WWF network (See dialogue or respective goals. Low donors based on donors based on mutual trust and
References) understanding of level of trust. common developing trust and transparency.
respective goals. Organization has little understanding. transparency. Organization is well
Minimal accountability recognition of need for Organization does not organization is respected by donors,
and low level of mutual accountability or donor always demonstrate it occasionally able to and able to influence
ER4 trust. Organization is management. is accountable or able influence donor them. Organization
often driven by donor to deliver and has agenda. Donor respect is acknowledged by
agenda. limited donor for organization is donor as professional,
management skills. growing accountable, and able
to deliver.
NGOs and other civil Little contact or Little or sporadic Regular contact and Regular contact and Close working
society Organizations sharing of information contact and / or sharing of information sharing of information relations with other
(non-funding with other NGOs collaboration with with other NGOs. Few with other NGOs. NGOs. Regular
relationship). Iincluding other NGOs collaborative joint Good working collaboration on
ER5 networks, alliances and activities. relations with several activities/issues of
coalitions) other NGOs. Some common interest.
joint activities on
issues of common
interest.
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NGOs and other civil Funding agreements Written funding Written funding Written funding Written funding
society organizations (verbal or written) in agreements in all agreements. Mutually agreements. Mutually agreements.
(funding relationships) place. Roles and cases. Some agreed roles and agreed roles and Transparent and
responsibilities are not understanding of roles responsibilities. WWF responsibilities. WWF trusting relationship
clear or mutually and responsibilities, is fulfilling its role, and is fulfilling its role as a with clearly agreed
understood. Different but these have not actively managing the donor, and actively roles and
expectations. Little been explicitly contract, monitoring managing the contract. responsibilities. .
trust, potential for negotiated. progress and following Where appropriate, Mutual learning and
conflict. Little Expectations may be up where necessary. WWF provides sharing about the
communication different. Some information and advice funded activity and
ER6 between the communication in relation to the wider conservation
organizations. WWF between the funded activity. and/or organizational
not monitoring the organizations. WWF issues. WWF is
contract. is monitoring the interested in the
contract i.e. checking broader development
on agreed outputs. of the NGO and not
just the funded activity.
Relations with Business Little or no contact or Some relationships Some relationships Strategic and co- Strategically targeted,
& Industry (B&I) (See influence with the with companies for with companies for ordinated approach to co-ordinated, and well-
References) business sector. Low fundraising. No fundraising, and relationships with managed relations
recognition of the environmental risk sporadic risk companies for with B&I. These further
potential role of B&I in assessment of B&I assessment of furthering fundraising the organization's
furthering conservation relationships. No environmental impact. and/or conservation conservation and
objectives. systematic approach Some targeting of objectives. Routine fundraising objectives
to B&I to further specific industry environmental risk
conservation sectors to further assessment of
ER7 objectives. conservation potential relationships.
objectives. Approach Relationships are not
is not co-ordinated. always well-managed
or effective.
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Government relations Minimal or no working Working relations with Good relationships Good relationships Organization is well
relations with relevant a few Government developed with some developed with many respected and
Government agencies. agencies, but only relevant Government relevant Government accepted by all
Little participation in limited influence. agencies. Limited agencies. relevant Government
official events lobbying skills Organization has agencies. It exerts a
ER8 /consultation. developed but not developed lobbying strong influence on
always influential. skills and is listened to policy through good
by Government. working relationships
at different levels.
Recruitment and Minimal efforts to build Some efforts being Membership being Proactive recruitment, Proactive targeted
maintenance of membership, and little made to increase actively recruited, and management and recruitment.
individual membership / contact with existing membership. some efforts are being servicing of members. Management of
supporters. (Applicable members. Low Minimal service given made to manage and Membership relationships with
to NOs only, and in membership (in to existing members. service the sometimes active in members to maximise
relation to the national relation to national Membership is not membership. supporting mutual benefits.
context) context) and/or high actively supporting the Relatively stable conservation and/or Loyal and high
turnover. organization. Low membership base, fundraising goals. membership base
ER9 membership and low with good level of Membership numbers which is active in
retention of members. retention. are around or above supporting
Membership numbers the average for NGOs organization in
are around the in the country. achieving
average for NGOs in conservation and/or
the country. fundraising objectives.
Level and nature of No systematic Key media contacts Up to date information Up to date information Extensive contacts
relationship with the identification of media identified. Ad hoc base on key media base on key media with media, which are
Media Print, television, contacts. Ad hoc contacts. Little contacts and their contacts. Regular nurtured, maintained
radio, on-line etc (See contacts with media. nurturing of personal interests in place. proactive contacts, and exploited to
References) Lack of understanding relationships. Some Regular contacts and and nurturing of achieve WWF's goals.
of the importance of understanding of the limited nurturing of personal relationships. WWF is used as a
the media and of their different media and personal relationships. Contacts are not fully respected source of
requirements. their requirements. Understanding of the exploited to achieve information.
ER10
requirements of the WWF's goals. WWF
media, but limited is sometimes used as
capacity to respond to a source of
these. information.
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Engagement with the Organization is Limited involvement Senior management Organization actively Organization actively
WWF Network internally focussed, with the WWF promoting active participates and participates and
and has little network. A few staff involvement with the contributes positively contributes positively
involvement with the participate in network WWF network. Some to the development of to the development of
WWF network. meetings and sharing and receipt of the network, sharing the network. High
Minimal participation processes. Some information and and receiving level of interaction,
in network meetings communication with expertise. Some information, expertise sharing and receipt of
and processes. Little the network above the participation in and learning. Active information and
communication with minimum required. network meetings and participation in WWF expertise with the
the network beyond Majority of staff don't processes. meetings and network. Collaborative
ER11 the minimum required. feel part of the wider processes. work and projects with
Staff don't feel part of network. other offices. Active
the wider network. participation in WWF
meetings and
processes. All staff
feel they are part of,
and have, an
important role in the
wider network.
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REFERENCES
Row no Capacity Document WWF Global Intranet Location
P2 Conservation plan WWF Field Operations Manual Part 1 : Chapter Programme development Other resources > operational policies & procedures
development and use Seven outputs / indicators of PO performance 2002
P3 Alignment with global WWF's Global Priorities About WWF > PDO
priorities Monitoring progress of the TDPs, TDP Project Definition documents Other resources> monitoring & evaluation TDPs> project
definition docs
P7 Project plan development WWF Field Operations Manual Part 1 : Chapter Programme development Other resources >operational policies & procedures Resources
and utilization PCM Training Handbook & Guidelines > Project Guidelines > PCM
P8 Stakeholder analysis WWF Field Operations Manual Part 1 : Chapter Programme development Other resources > operational policies & procedures Resources
& Guidelines > Project Guidelines
P16 Monitoring & evaluation WWF Monitoring guidelines; WWF Evaluation guidelines; Monitoring Other resources > Monitoring and evaluation
progress of the TDPs
P18 Servicing of Projects WWF Field Operations Manual Part 1 : Chapter 3 Project administration Other resources>operational policies and procedures
IO3 Strategic Plan WWF Field Operations Manual Part 1 : Chapter Programme development Other resources>operational policies & procedures
Seven outputs / indicators of PO performance 2002
IO4 Legal Registration Check list for setting up WWF presences Available from WWF International
IO5 & IO6 Board The Role and Structure of WWF Boards and Committees About WWF > International Board
IO15 Learning culture Various papers Learning Portal>knowledge sharing>knowledge management
Kzone>Themes>Lesson Learning Mechanisms
IO16 Dept/Organizational Seven ouputs / indicators of PO performance Other resources> operational policies & procedures
performance monitoring and
evaluation
IO17 Reporting WWF Field Operations Manual Part 1: Chapter 4 Project reporting Other resources > operational policies & procedures
IO18 Financial Control WWF Field Operations Manual Part 2 Other resources>finance
IO19 Accounting Systems WWF Field Operations Manual Part 2 Other resources>finance
IO20 Budgeting GAA Help Guide: What is a project budget GAA funding>5.skill building>GAA help guides WWF
WWF US budgeting standards and tutorial US Intranet>Policies & procedures / Field operations tutorial
IO22 Cost Recovery GAA Help Guide: What are cost accounting and recovery? GAA funding>5.skill building>GAA help guides
IO23 Contracting WWF US Standards WWF US intranet>Field Operations Tutorials
WWF US Intranet>Policies & Procedures
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IO25 Internal financial reporting WWF Field Operations Manual Part 2 Other resources>finance
WWF US standards & tutorial WWF US Intranet>Policies & procedures / Field operations
tutorial
IO27 External Communications Communications Strategy Template Communications>newsroom>background
documents>guidelines
IO29 WWF Brand WWF visual identity guidelines Communications>corporate communications
IO30, IO31 Human Resources Policy WWF Field Operations Manual Part III: HR Policies + Procedures Other resources>Human Resources>Field Operations Manual
IO36 IT IT Self-Audit Score Chart and Instructions Other resources>GTS
ER3 Partnerships Partnerships Toolbox K-Zone>Themes>Relationships>Partnerships
ER4 Relationships wih donors GAA Help guides, GAA Workshop Powerpoint Presentations GAA funding>5.Skill Building
WWF US GAA policies & tutorials (USAID) WWF US Intranet>Policies & Procedures / Field Operations
Tutorials>GAA projects
ER7 Relations with Business and WWF Guidelines for B&I Relationships Business & Industry
Industry Commercial Manual Procedures Available from WWF International Fundraising Department
ER10 Media Relations General Media Relations Guideliens Communications>newsroom>background
documents>guidelines
. Apply to WWF US for intranet access.
Note: WWF US guidelines & standards are primarily for use by WWF US managed Programme Offices. The
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