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					                        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.




                                 184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, Introduction & Instructions, 7/21/2011, 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.




                            184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, Respondent Information, 7/21/2011, 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




                                                184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 1, 7/21/2011, 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




                                            184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 1, 7/21/2011, 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.




                                       184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 1, 7/21/2011, 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)

                                               184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 3, 7/21/2011, 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.




                                            184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 3, 7/21/2011, 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

                                          184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 4, 7/21/2011, 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.




                                           184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 4, 7/21/2011, 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




                                           184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 5, 7/21/2011, 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




                                             184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 5, 7/21/2011, 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.




                                           184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 5, 7/21/2011, 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




                                               184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 6, 7/21/2011, 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




                                             184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 6, 7/21/2011, 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.




                                          184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 6, 7/21/2011, 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




                                           184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 7, 7/21/2011, 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.

                                              184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 7, 7/21/2011, 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




                                               184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 9, 7/21/2011, 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

                                              184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 9, 7/21/2011, 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




                                           184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 10, 7/21/2011, 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.




                                              184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, 10, 7/21/2011, 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




                         184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, Summary, 7/21/2011, 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




                                      184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, Summary, 7/21/2011, 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


                               184dfd01-99fa-4683-a5f6-2324e5edf3d3.xls, Summary Chart, 7/21/2011, Page 34 of 34

				
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