Strategic Plan Template for Ngo

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					                                                         CONSERVATION PROGRAMME
               Capacity                       Embryonic                    Developing                                               Well-developed                       Exemplary

                                                                             STRATEGIC PLANNING
     Strategic thinking and             Little awareness or           Little recognition of the     Recognition of the need     organization is trying to take   Organization takes a strategic
     planning for conservation          recognition of the need       need to take a strategic      to take a strategic         a strategic approach to          approach to conservation
                                        to take a strategic           approach to                   approach to                 conservation. Some staff         demonstrated in the
                                        approach to conservation      conservation.                 conservation. A             have strategic thinking and      Conservation Plan (P2).
                                        planning.                     Individual staff may have     few/some staff have         planning capabilities but        Some staff have strategic
                                                                      strategic thinking and        strategic thinking and      they are not used to their       thinking and planning
                                                                      planning capabilities but     planning capabilities       maximum potential by the         capabilities and these are
P1                                                                    they are not identified or    but they are not used by    organization.                    valued and used.
                                                                      used.                         the organization in
                                                                                                    guiding its conservation

     Conservation Plan                  Activities initiated in an    Plan in place but it may      Conservation Plan           Plan influences overall          A comprehensive, realistic
     development & use The              opportunist ad hoc            not be realistic or           influences overall          programme direction and          and workable conservation
     Conservation Plan is part of the   manner, not driven by         workable. Plan isn't          programme direction.        decision making i.e. projects    plan which takes into account
     Strategic Plan, and sets out       the conservation plan if it   used to guide decision        Some activities are         /activities are selected on      the global priorities and the
     clear conservation objectives,     exists.                       making. Many activities       being developed and         the basis of the plan.           local situation. Conservation
     indicators, and activities                                       are being developed or        undertaken which are        Annual operational plan          Plan is used to guide decision
P2   designed to achieve the                                          undertaken which are          not linked to the plan      developed from the               making and reflected in
     objectives, and a plan for                                       outside the plan's                                        Conservation Plan.               annual operational plan and
     monitoring. It is based on                                       objectives.                                                                                individual work plans.
     internal and external analysis.
     (See References)

     Alignment with WWF global          Low awareness and             Senior staff are aware of     Awareness of the WWF        Understanding and                Global priorities fully
     priorities (See References)        understanding of WWF's        WWF's global priorities       global priorities amongst   acceptance of the global         incorporated and reflected in
                                        global priorities. Global     but there is limited          the majority of staff.      priorities. Conservation plan    the ongoing programme and
                                        priorities are not            awareness amongst the         Limited reflection of the    has been revised to ensure      projects. Organization is
                                        reflected in the              other of staff. Global        priorities in               alignment with the global        structured to deliver this.
                                        programmatic activities.      priorities are not            programmatic planning       priorities. Process
P3                                                                    reflected in the              and delivery. Existing      underway to change
                                                                      programmatic activities.      work is classified under    programmatic activities,
                                                                                                    TDP targets and/or          resource allocation, and
                                                                                                    ecoregion programmes.       organizational structure in
                                                                                                                                accordance with the new

     Use of knowledge of the              Staff have little            One or more individuals       One or more individuals    One or more individuals         Organization has up to date,
     biodiversity in the                  knowledge of                 have some knowledge           have general               have good general               ground truthed, general
     organization's geographical          biodiversity, its            and information sources       knowledge and              knowledge and information       knowledge of biodiversity, its
     area for conservation planning       importance, and status       on biodiversity and its       information sources on     sources on biodiversity and     importance, and status which
                                          and make limited use of      status. This knowledge        biodiversity and in its    in its status This              is used in planning its
                                          external sources of          is not comprehensive or       status . This knowledge    knowledge is often called       programme and activities. It
                                          information and              utilised in conservation      may not be                 upon in programmatic            regularly accesses external
                                          knowledge.                   planning.                     comprehensive or fully     planning.                       information and knowledge.
                                                                                                     utilised in conservation

     Analysis of the external             Little awareness of the      Some understanding of         Some ability to analyse    Ability to analyse and          Organization has the ability to
     environment (current                 need to analyse and          the need to analyse and       the external               monitor the external            analyse and monitor the
     economic, social, institutional,     respond to the external      respond to the external       environment. Analysis      environment with/without        external environment
     physical, political, technological   environment.                 environment. Limited          has become part of the     external support.               with/without external support.
     situation and trends)                                             awareness of external         programme planning         Conservation programme is       Conservation programme is
                                                                       environment trends but        process, but there is      planned on the basis of a       planned on the basis of
                                                                       analysis of these trends      little subsequent          comprehensive external          comprehensive analysis of
P5                                                                     is not part of planning.      tracking of the external   analysis. Some tracking of      the external environment and
                                                                                                     environment.               the external environment but    modified as appropriate in
                                                                                                                                this is not systematic or       response to significant
                                                                                                                                always taken in account in      changes.
                                                                                                                                subsequent decision making.

     Magnification Conservation           Organizational thinking is   Recognition of the            Magnification is           Magnification is understood     Projects are designed from
     approaches are expanded              focussed on immediate        concept of magnification,     understood and             and accepted, and efforts       the outset considering their
     beyond the immediate project         project objectives and       but there is limited          accepted as a useful       are being made to put it into   potential for magnification.
                                          outputs.                     understanding of how to       approach. However in       practice in project design      Activities to ensure
                                                                       go about it.                  practice it is not given   and implementation, with        magnification are being
                                                                       Magnification may not         much consideration in      some success.                   undertaken and their impacts
                                                                       be seen as necessary or       project design and                                         are evident, for example, in
                                                                       useful.                       implementation.                                            the replication of conservation

                                                                                 PROJECT PLANNING
     Project plan development &             Little knowledge and        Some staff have an            The value of good             The use of rigorous planning    A high standard of project
     utilisation Project plan should        recognition of the need     understanding of the          project planning is           methodologies is                planning and management is
     be based on comprehensive              for comprehensive           concepts of project           recognised. A few staff       encouraged. Some staff          required. Majority of staff
     situational and stakeholder            project planning.           planning but limited          have an understanding         have the necessary              understand the basic
     analysis, include clear and                                        ability to apply them.        of analysis and planning      knowledge and ability.          concepts. Relevant staff
     measurable objectives and                                          Few projects are               methods. Some                Nearly all projects are well    have the ability to design and
     indicators, activities designed                                    designed using                projects are well             designed. Some project          manage projects and/or
     to achieve the objectives, a                                       appropriate analysis and      designed. Plans may           plans are used as               support others in doing so.
P7   budget, monitoring plan, and                                       planning tools e.g.           not be used as                management tools.               The majority of projects are
     exit / follow up strategy. (See                                    Project Cycle                 management tools                                              well planned and managed.
     references)                                                        Management.                   throughout the project
                                                                                                      lifecycle. E.g. logframes
                                                                                                      are developed but not

     Stakeholder analysis                   Majority of projects have   Projects are often based      Projects undertake            Formal analysis of              Formal analysis of
     Identification of key                  not identified their key    on an informal analysis       formal analysis of            stakeholders and their          stakeholders and their
     stakeholders - individuals or          stakeholders, or taken      of key stakeholders and       stakeholders and their        interests is incorporated in    interests incorporated in
     organizations who can influence        into account their          knowledge of the pre-         interests                     project planning and            project planning and
P8   or will be affected by the project -   situation and               project environment.          (positive/negative) but       implementation. However         implementation. Projects
      and their interests.                  perspectives before                                       this is not fully reflected   projects only address some      address the main stakeholder
                                            project initiation.                                       in project planning and       of the main stakeholder         interests.
                                                                                                      implementation.               interests.

     Community participation in             Communities are not         Informal consultation         .Formal consultation          Consultation on all levels of   Active community
     project design and                     consulted on the effects    with communities on the       with the community on         community on the effects        involvement and influence in
     implementation                         the project might have on   effects the project might     project design.               that project might have on      project planning and decision
                                            them                        have on them.                 Community views have          them. Key community             making. Mechanisms in
                                                                        Community views rarely        a limited influence on        stakeholders are involved in    place to ensure suggestions
P9                                                                      have a significant            project design and            the planning and decision       from the community are fed
                                                                        influence on project          implementation. Only          making.                         back into the project
                                                                        design and                    rudimentary community                                         management and
                                                                        implementation.               involvement in                                                implementation.

      Incorporation of socio-       Low awareness and          Some understanding of          Some knowledge and         Knowledge and ability to        Necessary knowledge and
      economic concerns in policy   understanding of           the overall socio-             ability to identify and    identify and analyse            ability to identify and plan for
      and field projects and        potential socio-economic   economic implications of       analyse potential socio-   potential socio-economic        socio-economic concerns.
      programmes                    implications of             conservation                  economic implications.     implications. Socio-            Socio-economic
                                    conservation               programmes & projects.         However socio-             economic factors are            considerations are an integral
                                    programmes & projects      However these are not          economic concerns are      integral to the planning and    part of conservation planning
P10                                                            analysed in detail or          addressed separately       execution of some but not all   and practice.
                                                               considered in planning.        rather than as integral    projects.
                                                                                              part of conservation
                                                                                              planning and practice.

                                                                CONSERVATION STRATEGIES
      Policy work                   Limited awareness of       Awareness and                  Some understanding of      Thorough understanding of       Policy work is accepted as
                                    what policy work is and    recognition of the             policy work. Policy        the importance of policy        important conservation tool,
                                    how it can used to         potential of policy work in    activities being           work, and some staff skills     and is an integral part of the
                                    achieve conservation       achieving conservation         undertaken, but these      and experience. Policy is       conservation programme.
                                    objectives.                objectives, but little or no   may be separate from       integrated into parts of the    All staff that need them, have
                                    Organizational focus is    ability to do policy work.     the rest of the            conservation programme.         policy skills and experience.
P11                                 on the field programme.                                   conservation                                               Policy activities are
                                                                                              programme.                                                 contributing to the
                                                                                                                                                         achievement of the
                                                                                                                                                         organization's conservation

      Communications to achieve     Conservation and           Conservation and               Conservation and            Conservation and               Conservation and
      conservation objectives       communications staff       communications staff           communications staff       communications staff have       communications staff work
                                    have limited               have some                      have good                  good understanding, and         closely together.
                                    understanding of the       understanding of the           understanding of how       are working together in         Conservation and
                                    potential for using        potential for using            communications can be      using communications for        communications staff have
                                    communications to          communications for             used for conservation.     conservation.                   good understanding and
                                    better achieve             conservation. Little           Communications             Communications activities       experience for conservation
P12                                 conservation objectives    knowledge or experience        activities are             are planned and budgeted        objectives. Communications
                                                               of how to use                  incorporated in some of    for most parts of the           are planned and budgeted as
                                                               communications in this         the conservation           conservation programme.         an integral part of the
                                                               way.                           activities.                                                conservation work and are
                                                                                                                                                         contributing to the
                                                                                                                                                         conservation objectives.

      Capacity building for             Staff have little            Staff recognise the need      Staff recognise the need   Staff are actively applying      Organization experienced in
      sustainability Building the       perception of the need       for capacity building but     for capacity building.     capacity building concepts       planning and building
      capacity of key stakeholders to   for, and consideration       have limited                  Staff have some            and methodology in project       capacity for sustainability.
      continue conservation practices   given to, capacity           understanding of              understanding of           planning and                     Evidence that key
      after WWF's involvement has       building of stakeholders     capacity building             capacity building          implementation. There is a       stakeholders have continued
      ended                             to ensure sustainability.    concepts and                  concepts and               developing understanding of      conservation practices by the
P13                                                                  methodology.                  methodology but there is   capacity building in practice.   end of WWF's direct
                                                                                                   limited evidence of this                                    involvement,
                                                                                                   understanding being
                                                                                                   applied in practice.

                                                                    MANAGEMENT & IMPLEMENTATION

      Innovation at programme and       Programmes, projects         Innovative approaches to      Innovative approaches      Innovation actively        Innovative approaches
      project level                     and work methods are         work happen infrequently      to work developed and      encouraged and happening communicated and applied
                                        generally tried and          and are not actively          actively encouraged.       frequently. Processes in   elsewhere
P14                                     trusted. There is little     encouraged.                   Lessons learnt from        place to ensure shared
                                        experimentation with new                                   innovation are not         learning on new approaches
                                        or different approaches.                                   proactively shared.

      Ability to adapt to internal /    Organization is inward       Organization identifies       Organization identifies    Organization normally            Systems in place which
      external developments             looking, and rarely sees     potential opportunities       potential opportunities    identifies and considers         enable the organization to
                                        potential opportunities      and threats, and              and threats and            potential opportunities and      rapidly identify and consider
                                        and threats.                 occasionally responds         sometimes responds         threats and takes a              potential opportunities and
                                                                     and adapts to them.           and adapts to them.        conscious decision on            threats. It decides and
P15                                                                                                                           whether it will respond and if   responds by exploiting
                                                                                                                              so how. Decision and             unplanned opportunities,
                                                                                                                              response times vary.             changing approaches and
                                                                                                                                                               activities, as appropriate.

      Monitoring and evaluation -       Monitoring & evaluation      Recognition of the need       Understanding of M&E       M&E actively encouraged.         M&E plans and systems at
      programme & projects (See         not considered a priority.   for M&E but limited/no        but limited knowledge of   Key staff knowledgeable.         programme and project level
      References)                            Limited or no           monitoring taking place.      how to do it. No M&E       Monitoring plans and             in place and used by all staff.
                                        systematic monitoring of     When evaluation does          systems. M&E carried       systems being put in place,      Monitoring and evaluation
                                        progress in projects.        happen it is limited to       out in some but not all    but not fully operational.       information feeds back into
                                        Evaluations when             examining outputs.            projects, and not being    Some projects are                decision making.
                                        required by donor.           Evaluations when              undertaken at              effectively monitored and
P16                                                                  required by donor.            programme level. M&E       evaluated, with information
                                                                                                   limited to examining       feeding into decision
                                                                                                   outputs. No impact         making. Consideration
                                                                                                   evaluation                 being given to programme
                                                                                                                              level monitoring and

      Learning on conservation         Low priority given to       Recognition of the need       Systems in place for the   Systems in place to identify    Comprehensive learning
      approaches, within and           learning (focus on          to identify lessons           evaluation and analysis    lessons learned. Existing       systems operational.
      outside the organization         action). Ad hoc             learned but no                of projects to identify    projects are adapted, and       Lessons identified, applied
                                       evaluation,                 systematic approach in        lessons learned, but not   new ones are designed, on       and disseminated to the
                                       documentation, and          place. A few projects         universally applied. A     the basis of the lessons        network and others.
                                       sharing of learning at      evaluating and                few projects apply         learned. Some sharing of        Information actively sought on
P17                                    project or programme        documenting lessons.          lessons back into          lessons with the WWF            others' experiences and
                                       level.                                                    activities. Informal       network and others.             lessons when developing
                                                                                                 sharing of lessons                                         new, and improving, existing
                                                                                                 learned between                                            projects.

      Servicing of projects -          Low perception of the       Recognition of the need       Minimal servicing of       All projects are receiving      Good relationship between
      contracting, resource flow,      need to service projects.   to service projects exists,   projects. Majority of      basic support. Consistent       managing office and project
      information exchange, capacity   Responsibilities and        but the managing office       projects are receiving     support responding to           management. Mutually
      development, and response to     expectations of the         is not addressing this        the basic support that     project needs is sometimes      agreed roles and
      specific project needs. (See     managing office and         need. Responsibilities        they need. The             but not systematically given.   responsibilities are being
      References)                      project managers are not    and expectations are          managing office is          The managing office is         fulfilled. Regular
P18                                    mutually understood.        clear but are not being       reasonably well            reasonably well informed on     communication. Projects
                                       Low level of                met.                          informed on project        project progress.               receive high quality and
                                       communication.                                            progress.                                                  consistent service.
                                       Expectations are not
                                       being met.

      Project and programme          Projects sometimes fail   Projects are achieving all Majority of projects are   Projects are achieving their      Projects are achieving their
      effectiveness (See References) to achieve the planned    activities, not necessarily achieving their           objectives and the                objectives and providing a
                                     activities.               their objectives.           objectives.               organization is on track to       real contribution to the overall
                                                                                           Organization is not on    achieve some of its               programme objectives and
                                                                                           track to achieve its      programmatic objectives.          WWF's global priority targets.
P19                                                                                        programmatic objectives   Where it is not on track, it is    Organization is on track, or is
                                                                                           .                         taking action to re-align its     already achieving, its
                                                                                                                     work.                             programmatic objectives.

                                                            INTERNAL ORGANIZATION
                 Capacity                     Embryonic                Developing                                            Well-developed                      Exemplary

                                                        VISION, PURPOSE, VALUES
       Organizational vision and       No clear vision or         Vision / purpose             Clear vision and            Clear shared vision and      Clear shared vision and
       purpose Shared "Vision" of the purpose                     consistent with WWF's        purpose consistent with     purpose consistent with      purpose consistent with
       desired conservation situation                             global mission are in        WWF's global mission in     WWF's global mission in      WWF's global mission which
       and organization in the future,                            place but are unclear        place. These are only       place. These are             can be explained by all levels
       and clear statement of the                                 and not widely known by      known and understood        understood and can be        of the organization and
IO 1   purpose of the organization                                staff.                       by a few staff. Purpose     explained by all levels of   recognised by outsiders.
                                                                                               is not recognised           the organization.
                                                                                               outside the organization    Purpose is not widely
                                                                                                                           recognised outside the
       Shared values and beliefs -       No common set of basic   Existence of some            Explicit recognition of a   Common set of beliefs        Common set of beliefs and
       related to how the organization   values or beliefs        common beliefs and           set of beliefs and values   and values but which are     values reflected in individual
       works, and what it is trying to                            values, but these are not    which are shared by         not fully reflected in       and organizational behaviour.
       achieve and why                                            explicitly recognised or     many in the                 individual and                Beliefs support WWF's
                                                                  shared broadly.              organization. Beliefs       organizational behaviour.    conservation mission and
                                                                                               support WWF's                 Beliefs support WWF's      motivate and enhance
IO 2                                                                                           conservation mission        conservation mission         WWF's impact. Beliefs are
                                                                                               but are rarely drawn        and are sometimes            embodied by leader and are
                                                                                               upon to enhance             drawn upon to enhance        consistent across leadership
                                                                                               WWF's impact.               WWF's impact.                changes.

       Strategic Plan covering       No clear conservation or     Conservation Plan in         Comprehensive               Strategic Plan in place      Strategic Plan translated into
       conservation, organizational, business plans in place      place but organizational     Strategic Plan in place     with annual operating        annual operational plans
       communications, marketing and                              and financial elements       (Conservation +             plans but not translated     which drive all staff activities
       financial elements (Business                               still in development         Business Plans) but not     into individual staff work
IO 3   Plan) (See References)                                                                  translated into annual      programmes
                                                                                               operating plans.

                                                                        LEGAL BASIS
       Legal registration with       No formal legal              Some form of legal           Registration with           Full registration with       Full registration with
       appropriate governing body    registration or              agreement on                 Government but              Government with clearly      Government with clear and
       (See References)              Memorandum of                registration e.g.            conditions are not clear.   stated conditions, e.g. on   advantageous conditions e.g.
                                     Understanding with           Memorandum of                                            taxation and contracts       on taxation of goods, staff
IO 4
                                     Government                   Understanding, but not                                                                salaries etc.
                                                                  full registration

       Board size and composition    Full number of board         Full board in place but      Full board in place with    Representative and           Representative committed
       (See References)              members not in place         lacking necessary skills,    basic skills and            committed board of           Board of recognised leaders
                                     &/or board doesn't meet      representation or            representation, but with    recognised leaders in        in place actively working
                                     regularly, or meets but      commitment. Board            excessively low or high     place but not yet            together as a team to
                                     doesn't have the             meets regularly and          turnover.                   functioning well as a        promote the interests of the
IO 5                                 necessary number of          normally has the legally                                 team                         organization
                                     members present.             required number of
                                                                  members present.

       Roles, duties and             No clear definition of the   Roles / accountability of    Roles & accountability of   Board fulfils all basic      Board and management roles
       accountability of the board   roles/accountability of      the Board and                the Board and               legal and financial          clearly differentiated and
       and management (See           the Board and                management clearly           management clearly          responsibilities and         understood. Board fully
       References)                   management. Board            defined but not strictly     defined. Board fulfils      provides some strategic      meets governance
                                     may be over or under         adhered to.                  basic legal and financial   direction, regularly         responsibilities as laid out in
                                     involved in the                                           responsibilities, but       reviews CEO                  the WWF guidelines, and
IO 6
                                     management of the                                         does not provide            performance                  provides added value and
                                     organization                                              strategic direction or                                   support individually and
                                                                                               adequately review CEO                                    collectively.

       Governance of PO/Project      Roles and                    Roles and                    Roles and                   Roles and                    Clearly defined and mutually
       Office                        responsibilities of home     responsibilities of home     responsibilities of home    responsibilities of home     agreed roles of governing
                                     office and                   office and                   office and                  office and                   office and programme/project
                                     programme/project office     programme/project office     programme/project           programme/project office     office management. Mutually
                                     management are poorly        management are poorly        office management are       management are not           supportive relationship and
                                     defined. Dissatisfaction     defined. Dissatisfaction     poorly defined.             mutually agreed. Good        good communication between
IO 7                                 in the relationship.         in the relationship.         Reasonable relationship     relationship between the     the governing office and
                                     Minimal support from the     Some support from the        between the two offices.    two offices. Governing       programme/project office.
                                     governing office.            governing office.            Some support from the       office provides adequate
                                                                                               governing office.           support.

        Organization structure -         Organizational structure     Organizational structure     Organizational structure     Organizational structure    Organizational structure
        functional divisions and         or lack of structure         not designed in line with    broadly supports its role    designed to support its     supports its role and delivery
        individual reporting lines       inhibits delivery of         its role and objectives.     and delivery of              role and delivery of        of organizational objectives.
                                         organization's objectives.   Lack of clarity in the       organizational               organizational              Roles and responsibilities are
                                          No commonly agreed          roles and responsibilities   objectives. Some roles       objectives. All roles and   formalised, clear and
                                         organizational chart.        of individuals, main/ sub-   and responsibilities are     responsibilities are        complementary.
                                                                      offices, or departments.     clearly defined but          defined but may not         Organizational chart is
IO 8                                                                  No commonly agreed           others are not.              reflect what happens in     complete, understood by all
                                                                      organizational chart.        Organizational chart is      practice. Organizational    staff, and reflects current
                                                                                                   incomplete and may be        chart is complete and up    reality.
                                                                                                   outdated.                    to date, but may not be
                                                                                                                                understood by all staff.

                                                             LEADERSHIP & MANAGEMENT
        Leadership - CEO,                Leadership has no clear      Leadership provide           Leadership provide           Leadership provide          Leadership provide vision,
        Representative and/or senior     vision, poor rapport with    some direction, has          vision, inspire others,      vision, inspire others      inspire others inside and
        management team providing        staff, "micro-manages"       reasonable rapport with      limited encouragement        inside and outside the      outside the organization,
        vision and direction for the     staff, poor delegation       staff, and delegates and     of other people's            organization, encourage     provide opportunities for other
        organization                     and trust of staff to make   trust staff to make          development, and             other people's              people's development, able to
                                         decisions.                   decisions to a limited       others to make               development, and trust      let others make decisions and
IO 9                                                                  extent. Organization         decisions and take           others to make decisions    take charge. Sufficient
                                                                      dependent on one             charge. Others               and take charge.            leadership developed
                                                                      individual leader to         recognise and trust the      Limited dependence on       internally that organization is
                                                                      provide vision and drive     leadership. Some             an individual leader.       not dependent upon an
                                                                      it forward..                 dependence on an                                         individual leader.
                                                                                                   individual leader.

        Senior Management for            Management                   A few skilled and            Some skilled and             Skilled and experienced     Management comprises well
        example CEO, Representative      inexperienced, not           experienced individuals      experienced individuals      individuals in place,       qualified individuals, working
        and divisional or departmental   taking timely decisions,     in place, variable quality   in place, some but not       developing as a team,       closely as a team, to take
        heads (managing people and       not functioning as a         and timeliness of            all decisions are timely     most decisions are          timely well-founded decisions
        resources to achieve the         team, distant from staff     decisions, relations with    and founded on               timely and founded on       and close to staff and day to
IO 10   organization's goals)            and day to day               staff more directive than    appropriate analysis, ad     appropriate analysis,       day operations.
                                         operations.                  interactive, distant from    hoc interaction with staff   reasonable interaction
                                                                      day to day operations.       and day to day               with staff and day to day
                                                                                                   operations.                  operations.

        Change management        Senior management is        Senior management are        Senior management          Senior management            Necessary changes and
                                 not aware of internal and   conscious of stimuli for     recognise when change      recognise and act when       development of the
                                 external stimuli for        change but do not            is required, but are not   change is required.          organization are planned and
                                 change                      respond as they are          experienced in             Changes are not always       change process is managed
                                                             comfortable with current     implementing change.       implemented in a             smoothly and sensitively.
IO 11                                                        situation.  Preference       Management of change       planned and sensitive
                                                             for "Business as usual".     tends to be sporadic or    manner.

                                            DECISION MAKING, INTERNAL COMMUNICATION
        Decision making          Decisions made largely      Decisions made largely       Clear decision making      Clear largely formal lines   Clear formal lines/systems for
                                 on an ad hoc basis by       on an ad hoc basis.          responsibilities, some     for decision making.         decision making, with levels
                                 one person and/or           Unclear decision making      decision processes in      Dissemination of             of participation appropriate to
                                 whoever is available.       responsibilities.            place although not         decisions generally good     the decisions being made.
                                                                                          always followed.           but could be improved.       Decisions made in a timely
                                                                                                                                                  manner. Systematic
IO 12
                                                                                                                                                  dissemination and
                                                                                                                                                  interpretation of decisions.

        Internal Coordination    Different programmes        Programmes and units         Programmes and units       Programmes and units         Strong integration and
                                 and organizational units    function independently.      recognise the need to      work sometimes work          coordination between units.
                                 function independently.     Informal interaction         work together but rarely   together and share           Relations determined by
IO 13                            Limited or no information   between individuals in       do so in practice.         information. Informal        organizational needs rather
                                 sharing or coordination     different programmes         Information sharing and    and formal coordination      than hierarchy or politics.
                                 between them.               and organizational units.    informal coordination      mechanisms in place.
                                                                                          between them.

        Internal communication   Staff express concerns       Informal communication      Some formal                Formal communication         Formal communications
                                 that they are not kept      between staff but poorly     communication              mechanisms in place.         mechanisms functioning well.
                                 informed of relevant        developed formal             mechanisms e.g.            Informal communication       Good informal communication
                                 issues and                  communication                meetings. Informal         encouraged. Staff feel       and open environment. Staff
IO 14                            developments.               mechanisms. Staff feel       communication main         reasonably well informed.    feel well informed and that
                                                             that they are not            source of information.                                  they are involved whenever
                                                             sufficiently informed.       Staff feel that they are                                relevant.
                                                                                          not systematically

        Learning culture (See               "Doing" culture. Work        Some learning taking        More systematic            Mechanisms for              Open culture in which
        References)                         undertaken with little or    place in an ad hoc way.     reflection and learning.   reflection, learning and    reflection, constructive debate
                                            no reflection or learning    Learning and                Learning and               sharing of learning in      and dialogue,
                                            at any stage. Learning       experimentation are         experimentation            place and being used by     experimentation and change
                                            and experimentation are      given some                  encouraged and             individuals and teams.      take place. Team and
                                            not actively encouraged.     encouragement. Limited      supported, some            Learning and                organizational learning takes
                                            Little or no discussion or   discussion and              "mistakes" are allowed.    experimentation             place.
IO 15
                                            questioning of               questioning of              Discussion and             supported. "Mistakes"
                                            approaches.                  approaches.                 questioning of             are allowed and learnt
                                                                                                     approaches accepted        from. Discussion and
                                                                                                     and encouraged.            questioning actively

                                                        MONITORING & EVALUATION SYSTEMS
        Departmental and                    Limited functional area   Some functional                All functional             All functional              All functional
        organizational Performance          /departmental planning,   areas/departments              areas/departments          areas/departments           areas/departments monitor,
        Monitoring & Evaluation (See        monitoring and evaluation monitor and evaluate           monitor, and evaluate      monitor, and evaluate       and evaluate their
        References)                                                   performance. Each              their performance          their performance           performance annually on the
                                                                      area decides its own           annually. Each area        annually on the basis of    basis of agreed criteria. The
                                                                      monitoring and                 decides its own            criteria agreed by senior   evaluations are reviewed
                                                                      evaluation criteria.           monitoring and             management.                 within the context of the
IO 16                                                                 Depth of analysis may          evaluation criteria.       Evaluations are not         whole organization.
                                                                      vary between                   Depth of analysis may      shared and discussed
                                                                      areas/departments.             vary between               across the organization.
                                                                                                     Evaluations are not
                                                                                                     shared and discussed
                                                                                                     across the organization.

        Reporting (technical and            Generally reporting is not   The importance of           Organization in process    Systems in place to         Timely production of quality
        financial) to donors, supporters,   given a high priority.       reporting is recognised     of developing systems      produce reports and         reports in accordance with
        and other key stakeholders, in      Reports are of low quality   but the organization        and capacity for           appropriate staff have      recipients requirements.
        accordance with their               and do not meet              does not have necessary     reporting. Reports are     necessary ability.          Organization provides regular
IO 17   requirements, (including            stakeholder                  systems and/or staff        not always timely or of    Timely production of        information on its
        internal WWF requirements).         requirements.                capacity. Reports do not    necessary quality to       quality reports in          conservation work and
        (See References)                                                 meet requirements.          meet recipient             accordance with             successes to donors,
                                                                                                     requirements.              recipients requirements.    members and other key

                                                   FINANCE & ADMINISTRATION SYSTEMS
        Financial control (See          Financial procedures not Some financial systems      Financial procedures       Financial procedures         Clear written financial
        References)                     established. No manual established. No written       established but not        established and              procedures implemented in
                                        of procedures exists.    procedures. Below           consistently applied.      consistently applied.        all areas. Consistently high
                                                                 satisfactory performance    Written procedures for     Written procedures for       performance in internal and/or
                                                                 in internal and/or          some but not all           some but not all             external audits. All audit
                                                                 external audits. Few        operations. Variable       operations. Consistently     recommendations are
                                                                 audit recommendations       performance in internal    satisfactory performance     implemented.
IO 18                                                            are implemented.            and/or external audits,    in internal and/or
                                                                                             sometimes below            external audits. All audit
                                                                                             satisfactory level. Some   recommendations are
                                                                                             audit recommendations      implemented.
                                                                                             are implemented.

        Accounting Systems (See         No or inadequate         Accounting software in      Accounting software in    Accounting software in        Accounting software
        References)                     accounting software.     place but insufficient      place. Staff do not fully place. Staff understand       functioning well and all
                                                                 understanding of its        understand its operation. its operation but do not      relevant facilities understood
IO 19
                                                                 operation                                             use all its capabilities.     and utilised by the Finance

        Budgeting - projects and        Budgets are              Budgets are not well        Budgets are reasonably     Budgets are well thought     Budgeting is an integral part
        organizational (See References) inadequately prepared.   thought through or          well prepared,             through, integrated with     of project and organizational
                                        Budgeting poorly         integrated with plans,      correspond roughly with    work plans, with well        management. Budgeting
                                        understood throughout    assumptions are not         work plans, assumptions    documented                   process is fully understood by
                                        the organization.        documented. Budgeting       are sometimes              assumptions. Budgets         all staff responsible for
                                                                 is understood and           documented. Some but       are regularly reviewed       budgets/budgeting.
                                                                 managed principally by      not all staff have an      against actual
                                                                 the Finance Dept            understanding of           expenditure and
IO 20
                                                                                             budgeting.                 adjusted accordingly.
                                                                                                                        Budgeting is reasonably
                                                                                                                        well understood across
                                                                                                                        the organization.

        Understanding of finance             Staff responsible for       Staff responsible for        Staff responsible for         Staff responsible for       Staff responsible for funds
        amongst staff responsible for        funds have very limited     funds have minimal           funds have a reasonable       funds have a solid          identify risks and
        money                                understanding of            understanding of             understanding of              understanding of            opportunities at early stage
                                             financial policies,         financial policies,          financial policies,           financial policies,         and collaborate with finance
                                             processes, opportunities    processes, opportunities     processes, opportunities      processes, opportunities    department to minimise risks
                                             and risks. Risks and        and risks. Risks and         and risks. Some risks         and risks. Processes        and maximise opportunities.
                                             opportunities are           opportunities are often      and opportunities are         and policies are            These staff thoroughly
                                             overlooked.                 overlooked.                  overlooked, and some          integrated into everyday    understand and participate in
                                                                                                      processes and policies        operations. Some            the development and
IO 21                                                                                                 are not always followed.      collaboration in the        implementation of financial
                                                                                                       Minimal collaboration        development and             policies and processes.
                                                                                                      between finance and           implementation of
                                                                                                      non-finance staff.            financial policies and

        Cost Recovery - Recovery of          Office uses a basic cost    In addition to the           PACR is charged on a          PACR is charged on a        PACR is charged on a
        costs incurred in providing direct   recovery technique, for     charging of PACR, some       quarterly basis.              monthly or quarterly        monthly or quarterly basis.
        support to individual projects,      example a simple fee        common costs are             Common costs are              basis. Common costs         Common costs are fully
        and sharing of common office         based on a % of project     shared. Projects do not      shared using reasoned         are shared using            shared on an agreed basis
        and adminstration costs on a         costs (called               bear equitable share of      bases. Some allocation        reasoned bases.             and adjusted during the year.
        fully justified and generally        "Programme                  all relevant costs. Little   of staff costs is in place.   Allocated costs are         A fully developed cost
        accepted basis. (See                 Administration Cost         or no understanding of       Allocated costs are           agreed before the start     allocation system is in place
        References)                          Recovery" PACR), often      the concepts of cost         accepted but not well         of the financial year,      providing both budget and
                                             done at the end of the      recovery and cost            understood by the             budgeted for and            actual information on a timely
                                             financial year. No          sharing on the part of the   programme or project          monitored. Staff costs      basis. Overall recovery rates
IO 22                                        system for sharing staff    programme and project        managers.                     are allocated on the        by project and for the office,
                                             and common office costs     managers.                                                  basis of statistics (eg     and the funding situation of
                                             among projects. Little or                                                              time) and accurate rates.   the office, are analysed
                                             no understanding of cost                                                               Allocated costs are         regularly and action taken to
                                             recovery techniques and                                                                accepted and well           deal with problems. The
                                             why they are needed by                                                                 understood by               system is audited by the
                                             programme & project                                                                    programme and project       external auditors and is
                                             managers.                                                                              managers.                   accepted by all donors.

        Contracting Process for               No clearly defined           Poorly defined contract      Contract process,            Contract process,             Organization follows a clearly
        preparing, approving, managing        contracting process,         process, standards and       standards and                standards and                 defined and efficient
        and subsequently closing              standards or                 responsibilities. Limited    responsibilities are         responsibilities are          contracting process. Contract
        projects. (See References)            responsibilities. Limited    ability to develop and       defined but not              defined, understood and       performance is monitored and
                                              ability to develop and       manage contracts.            consistently followed, or    followed. Process is not      appropriate action taken.
                                              manage contracts.            Limited monitoring of        fully understood by staff.   always timely.
                                              Contract performance is      contract performance.         Some monitoring of          Monitoring of contract
                                              not monitored.                                            contract performance.        performance. All
IO 23
                                                                                                        Some staff have ability      relevant staff have ability
                                                                                                        to develop and manage        to develop and manage
                                                                                                        contracts in accordance      contracts in accordance
                                                                                                        with the agreed              with agreed standards.

        Service support to the                Staff in support functions   Staff in support functions   Support staff accept         Support staff embrace         Support staff embrace their
        organization Capacity of              do not perceive              understand that they         their role as an essential   their role as an essential    role as an essential support
        Finance & Admin, IT, HR, fund-        themselves to be in a        have a service role, but     support service to the       support service to the        service to the organization.
        raising and other support             service role. Structures,    carry this out relatively    organization. Some           organization. Support         Service agreements are
        functions to provide an efficient     systems and procedures       independently, with little   efforts are made to          staff develop and adapt       negotiated and implemented.
        and effective service to fulfil the   of support departments       consultation with other      develop and adapt            structures, systems and       Support staff develop and
        organization's needs                  are developed                departments on their         structures, systems and      procedures to meet            adapt structures, systems and
                                              independently of the         needs and requirements.      procedures to meet           organizational                procedures to meet
IO 24                                         requirements of other          Some communications        organizational               requirements. Effective       organizational requirements.
                                              departments. Minimal         and links between            requirements. Regular        communications and            Effective communications and
                                              communications and           support services and         communications and           links between the             links between the support
                                              links between support        other functions.             links between the            support services and          services and other functions.
                                              services and other                                        support services and         other functions.
                                              functions.                                                other functions.

        Internal Financial reporting          No proper financial        Some financial reporting       Reasonably accurate          Accurate and clear            Accurate and clear financial
        (See References)                      monitoring or reporting at is produced but is not         and clear financial          financial reports linked to   reports against budgets,
                                              any level                  circulated to budget           reports produced for all     technical reports are         showing links to technical
IO 25                                                                    holders.                       areas. Reports not           produced. Budget              reports. Budget holders are
                                                                                                        circulated to budget         holders review reports        involved in the process and
                                                                                                        holders.                     but not involved in the       give explanations for any
                                                                                                                                     reporting process.            discrepancies.

                                                                               RAISING FUNDS

        Raising funds                        Financial goals not          Minimal financial            Financial goals clearly      Fundraising plan            Fundraising plan actively
                                             clearly defined.             requirements to cover        defined. Fundraising         delivering adequate         being implemented and
                                             Organization on ad hoc       organizational and           plan in place, but still     funding. New                monitored in a co-ordinated
                                             short-term funding. Little   programme costs for the      reliant on ad hoc funding    approaches being tested.    approach. Innovative
                                             proactive seeking of         next 3-5 years identified.   to meet financial targets.                               concepts being explored and
                                             funds.                       Broader financial goals                                                               tested. Fundraising goals
IO 26                                                                     are not clearly defined.                                                              being met or exceeded.
                                                                          Opportunist approach to
                                                                          raising funds, accessing
                                                                          easily available sources.

        External Communications -            No communications            Basic/outdated               Comprehensive                Communications              Communications strategy
        planning and implementation          strategy. Ad hoc             communications strategy      communications               strategy based on           based on market research in
        Communications Strategy -            promotion of WWF work,       which may not be             strategy in the process      market research in place    place and fully integrated in
        analysis, objectives and target      reactive approach. Role      reflected in practice.       of implementation.           and reflected to some       work plans and practice.
        groups, indicators, activities etc   of communications not        Some understanding of        Communications is            extent in work plans.       Communications activities
        (See References)                     understood. Little           the role and importance      increasingly being used      The communications          contributing successfully to
                                             interaction between          of communications.           proactively to achieve       objectives and targets      achieving conservation and
                                             conservation and                                          conservation and             are monitored and           fundraising goals.
                                             communications staff.                                     fundraising goals.           evaluated.                  Communications Strategy
                                                                                                       Some staff have the          Communications fully        objectives and targets are
                                                                                                       necessary                    accepted as integral part   monitored and evaluated. All
IO 27                                                                                                  communications skills.       of organizational effort    staff have the appropriate
                                                                                                                                    and is successfully         communications skills.
                                                                                                                                    contributing to             Communications
                                                                                                                                    conservation and            considerations are taken into
                                                                                                                                    fundraising goals. Many     account into strategic
                                                                                                                                    staff have the              management decisions.
                                                                                                                                    communications skills.

        Campaigning                        Little understanding of Some understanding of          Good understanding of     Coordinated and focused      Well managed and
        A WWF campaign is an               the purpose and concept the purpose and concept        the purpose and           campaigns being              successful campaigns
        integrated set of innovative and   of campaigns.           of campaigns but little        concept of campaigns      undertaken with support      delivering desired
        high profile activities designed                           knowledge of how to            and some experience       from across the              conservation results,
        to achieve a defined and                                   plan and run them.             and/or knowledge of       organization.                successful fundraising, and
        measurable conservation target                             Fragmented campaign            how to plan and run       Campaigns are largely        strengthening of the brand.
        within a defined time frame.                               activities.                    them. Campaigns           successful but do not        Achievements are followed up
                                                                                                  undertaken with varying   always achieve all of        and consolidated after the
                                                                                                  success. There may be     their objectives.            end of the campaign.
IO28                                                                                              weaknesses in             Achievements may not
                                                                                                  campaign planning or      be followed up and
                                                                                                  management, and in the    consolidated after the
                                                                                                  support and involvement   end of the campaign.
                                                                                                  of staff across the

        WWF Brand / Identity       How     WWF's brand and its       WWF brand and its            All staff are aware of    All staff understand         organization proactively
        WWF is seen and what WWF is        value not recognised or   value recognised at          WWF brand and its         WWF brand and its            leverages the brand to
        understood to stand for. (See      appreciated. Staff not    management level but         value. Some ad hoc        value. Brand is              achieve its conservation and
        References)                        aware of, or not using,   not appreciated              promotion of the brand.   promoted but not used        organizational goals. Regular
IO 29                                      identity guidelines.      throughout the               Identity guidelines       strategically to achieve     monitoring of brand
                                                                     organization. Identity       roughly adhered to.       conservation and             awareness / reputation.
                                                                     guidelines not followed.                               organizational goals.
                                                                                                                            Identity guidelines

                                                                       Human Resources
        Human Resources Policy             Responsibilities for HR   Clear centres of             No comprehensive HR       Documented overall HR        Documented HR policy,
        (See References)                   management unclear.       responsibility for HR        policy. Some good and     policy (in line with local   clearly understood, and
                                           No HR policy. Minimal     issues. No HR policy in      systematic practices in   legal standards and          implemented - reflected in
                                           procedures in place.      place. Practice is           place.                    WWF standards) in            good practices. HR
                                                                     variable (recruitment,                                 place, but not widely        standards for WWF network
                                                                     contracts, salaries,                                   communicated or fully        fully complied with.
IO 30                                                                appraisal etc.)                                        implemented. Some
                                                                                                                            good practices in place.

        Staff Contracts (See               No formal contracting     Formal contracting not in Formal contracts in line     Formal contracts in line     Formal contracts in line with
        References)                        situation                 line with labour law      with labour law but          with labour law,             labour law, monitored and
                                                                                               implementation not           monitored and                implemented. WWF
IO 31                                                                                          monitored                    implemented                  recommended HR policies

        Staff development based on   Limited/no attention               Management recognition       Staff development              Staff development needs Staff development plans in
        annual appraisal and other   given to staff                     of the need for staff        needs are identified           are identified and used    place, and being fully
        development needs assessment development or planning.           development. No              though annual appraisal        as a basis for staff       implemented.
        processes                                                       processes in place to        but ad hoc and limited         development plans.
IO 32
                                                                        identify and address         efforts made to address        Staff development plans
                                                                        development needs .          them.                          are partially implemented.

        Staff capabilities These            Staff drawn from a          Staff drawn from a           Some diversity of staff        Staff drawn from diverse    Staff drawn from diverse
        should be assessed on a             narrow range of             narrow range of              background and                 and appropriate             background and experiences
        departmental basis and for the      backgrounds and             backgrounds and              experiences, good              background and              and bring a broad range of
        organization as a whole. (Each      experiences. Some           experiences, interests       capabilities to fulfil their   experiences and bring a     skills. Most staff are highly
        department needs to define the      staff are under-qualified   and abilities limited to     individual roles,              broad range of skills:      capable in multiple roles,
        functions, skills and knowledge     or under-experienced for    present job, limited         including some ability to      Most are highly capable     committed to continuous
        required, and assess existing       their jobs.                 ability to solve problems    solve problems as they         in their individual roles   learning and development,
IO 33   and required capacity in relation                               as they arise.               arise, many interested in      and eager to learn and      and capable of collaborating
        to these)                                                                                    work beyond their              develop.                    across the organization.
                                                                                                     current jobs.                                              Staff are frequent source of
                                                                                                                                                                ideas and momentum for
                                                                                                                                                                improvement and innovation.

        Staffing levels                     Organizational              Minimal staff base in        Core staff, including all      Organization fully          Positions are fully staffed.
                                            inadequately staffed to     place, but many of the       senior positions, in           staffed. Turnover           Healthy level of turnover.
                                            operate effectively.        required staff positions     place. Some functions          excessively high or low
IO 34                                                                   are unfilled.                e.g. IT, HR are not fully      in individual posts or
                                                                                                     staffed.                       across the organization
                                                                                                                                    in general.

                                                     FINANCIAL & PHYSICAL RESOURCES

        Financial resource base      Highly dependence on           Dependence on limited        No single source               No single source               Diversity of significant income
                                     limited number of              number of sources but        provides more than 40%         provides more than 30%          sources, with no single
                                     sources of funding.            making efforts to            of total funding. Limited      of total funding.              source providing more than
                                     Little/no flexibility in use   diversify resource base.     flexibility in use of funds.   Flexibility in use of funds,   25% of total funding.
                                     of funds (funds tied to        Limited flexibility in use    Financially stable (no        with significant               Organization is in a position
                                     specific                       of funds. Constant           significant deficits or        unrestricted funding.          to reject funding opportunities
                                     projects/activities).          attention is required to     liabilities). No               Financially stable. Some       if they do not meet the
                                     Regular cash flow              ensure all activities        significant cash flow          reserves established.          strategic objectives or fit with
                                     difficulties.                  funded. Occasional           difficulties.                                                 its policies. Adequate
IO 35
                                                                    cash flow difficulties.                                                                    reserves (6 months
                                                                    Financially vulnerable.                                                                    expenditure). Financially
                                                                                                                                                               strong. Core organizational
                                                                                                                                                               and programme funding
                                                                                                                                                               requirements secured for 12
                                                                                                                                                               months or more.

        Information Technology, IT   Poor / incompatible            Basic hardware and           Most but not all staff         All central office staff       IT infrastructure and systems
        (See References)             hardware and software in       software in place. Ad        have individual                have individual computer       fully meet the requirements of
                                     use. Lack of IT capacity       hoc or poor systems          computer access, email         access and email.              both central and field offices.
                                     is adversely affecting         support and                  and access to internet.        Individual or joint internet   Individual computer, email
                                     operational                    maintenance.                 Basic systems support          access available.              and internet access in the
                                     effectiveness.                 Inadequate protection        and maintenance in             Systems well maintained        central office and in the field
                                     Inadequate protection          and security measures        place in the central           and protected.                 where feasible.
                                     and security measures          against viruses, physical    office.                        Standard IT operating
IO 36
                                     against viruses, physical      damage etc.                                                 procedures in place.
                                     damage etc.                                                                                Field staff have basic IT
                                                                                                                                infrastructure and
                                                                                                                                systems, and some
                                                                                                                                remote access to main
                                                                                                                                office systems.

        Physical Infrastructure      No central office. Staff       Poorly located office        Sufficient office space        Sufficient quality office      Organization owns or has
                                     work out of home or            and/or insufficient space    and infrastructure but         space, providing good          long advantageous lease on
                                     shared accommodation.          or infrastructure for the    office may be poorly           working conditions, and        quality, well located space.
IO 37                                                               organizations activities     located or provide poor        efficient operating
                                                                                                 working conditions e.g.        environment. Office is
                                                                                                 needing repair,                well located.
                                                                                                 insufficient lighting etc. .

                                                           Overall Balance
        Overall Balance   Very limited linkage and    Low level of linkage and     Organization has links    Logical links and           Organization has logical
                          consistency between         consistency between          between vision,           consistency between         understood links and
                          vision, objectives, role,   vision, objectives, role,    objectives, role,         vision, objectives, role,   consistency between vision,
                          strategies, programmes,     strategies, programmes,      strategies, programmes,   strategies, programmes,     objectives, role, strategies,
                          structures, systems,        structures, systems,         structures, systems,      structures, systems,        programmes, structures,
                          resource allocation,        resource allocation,         resource allocation,      resource allocation,        systems, resource allocation,
IO 38
                          management style and        management style and         management style and      management style and        management style and
                          culture.                    culture.                     culture, but there are    culture.                    culture. These can be
                                                                                   some inconsistencies /                                articulated by the staff.

                                                 EXTERNAL RELATIONS
             Capacity                 Embryonic                Developing                                        Well-developed                Exemplary
      Identification of           Little recognition of     Organization               Organization applies     Organization uses a        Organization uses a
      appropriate                 the need to carefully     recognises the need        its understanding of     consistent and             consistent and
      relationships with whom     identify with whom to     to carefully identify      relationships to         systematic approach        systematic approach
      we engage, the nature of    have relationships,       appropriate                identify and initiate    to identify and initiate   to identify and initiate
      the relationship, and how   their purpose and         relationships.             potential                potential relationships.   potential relationships
      this contributes to         nature, and their         However this is rarely     relationships, but not                              and also to review
      WWF's objectives            contribution to WWF's     reflected in the           consistently.                                       and renegotiate
                                   objectives.              initiation of                                                                  existing relationships.
                                  Relationships initiated   relationships in
                                  in a sporadic ad hoc      practice.

      Developing and         Relationships are              Relationships              Relationships            Relationships              All relationships well
      managing relationships uncoordinated, poorly          developed and              proactively developed    developed and              managed, and most
                             managed or                     managed in a reactive      and managed.             managed well in a co-      healthy and
                             unmanaged and used             and uncoordinated          Responsibility for       ordinated way.             performing well.
                             to fill short-term             way. Most                  managing each            Responsibility for         Parties within the
                             needs. Most                    relationships              relationship not         managing each              relationships regularly
                             relationships weak or          functioning at a basic     clearly assigned. Most   relationship clearly       review their nature
                             not performing well.           level.                     relationships            assigned. Many             and progress.
ER2                                                                                    functioning at a basic   relationships healthy      Planned exit
                                                                                       level but some are       and performing well.       strategies when
                                                                                       healthy, well-                                      appropriate.
                                                                                       managed, and
                                                                                       performing well.

      Partnerships                Little understanding of     Some understanding         Good understanding        Organization has         Organization has
      Equitable relationship in   the concept of              of the concept and         of the concept and the    strategic partnerships   strategic partnerships
      which one or more           partnership or how to       potential costs and        potential costs and       successfully             successfully
      organisations work          initiate and work in full   benefits of                benefits of               achieving their goals.   achieving their goals.
      together towards            partnership. Many           partnership.               partnerships. Some                                  The partners
      mutually agreed goals.      relationships are           Experience and             strategic partnerships                             involved become
      Relationship is             perceived as                knowledge of               moving towards their                               more competent and
      characterised by a high     partnerships even           developing                 goals. These                                       effective as a result of
ER3   level of mutual trust and   though they may not         relationships which        partnerships have                                  the relationship.
      respect, and                be.                         have some of the           some weaknesses
      transparency. (See                                      characteristics of         e.g. they may be
      References)                                             partnerships.              reliant on specific
                                                                                         individuals or the
                                                                                         agreed roles and
                                                                                         responsibilities are
                                                                                         not being fully carried
      Relationships with          Funds accepted from         Developing dialogue        Some good                 Good, well managed       Strong donor
      donors within or outside    donors but limited          with donors on             relationships with        relationships with       relationships based
      the WWF network (See        dialogue or                 respective goals. Low      donors based on           most donors based on     on mutual trust and
      References)                 understanding of            level of trust.            common                    developing trust and     transparency.
                                  respective goals.           Organization has little    understanding.            transparency.            Organization is well
                                  Minimal accountability      recognition of need        Organization does not     organization is          respected by donors,
                                  and low level of            for accountability or      always demonstrate it     occasionally able to     and able to influence
ER4                               mutual trust.               donor management.          is accountable or able    influence donor          them. Organization
                                  Organization is often                                  to deliver and has        agenda. Donor            is acknowledged by
                                  driven by donor                                        limited donor             respect for              donor as professional,
                                  agenda.                                                management skills.        organization is          accountable, and able
                                                                                                                   growing                  to deliver.

      NGOs and other civil        Little contact or      Little or sporadic              Regular contact and       Regular contact and      Close working
      society Organizations       sharing of information contact and / or                sharing of information    sharing of information   relations with other
      (non-funding                with other NGOs        collaboration with              with other NGOs.          with other NGOs.         NGOs. Regular
      relationship). Iincluding                          other NGOs                      Few collaborative joint   Good working             collaboration on
ER5   networks, alliances and                                                            activities.               relations with several   activities/issues of
      coalitions)                                                                                                  other NGOs. Some         common interest.
                                                                                                                   joint activities on
                                                                                                                   issues of common

      NGOs and other civil      Funding agreements         Written funding            Written funding         Written funding           Written funding
      society organizations     (verbal or written) in     agreements in all          agreements. Mutually    agreements. Mutually      agreements.
      (funding relationships)   place. Roles and           cases. Some                agreed roles and        agreed roles and          Transparent and
                                responsibilities are       understanding of roles     responsibilities.       responsibilities.         trusting relationship
                                not clear or mutually      and responsibilities,      WWF is fulfilling its   WWF is fulfilling its     with clearly agreed
                                understood. Different      but these have not         role, and actively      role as a donor, and      roles and
                                expectations. Little       been explicitly            managing the            actively managing the     responsibilities. .
                                trust, potential for       negotiated.                contract, monitoring    contract. Where           Mutual learning and
                                conflict. Little           Expectations may be        progress and            appropriate, WWF          sharing about the
                                communication              different. Some            following up where      provides information      funded activity and
ER6                             between the                communication              necessary.              and advice in relation    wider conservation
                                organizations. WWF         between the                                        to the funded activity.   and/or organizational
                                not monitoring the         organizations. WWF                                                           issues. WWF is
                                contract.                  is monitoring the                                                            interested in the
                                                           contract i.e. checking                                                       broader development
                                                           on agreed outputs.                                                           of the NGO and not
                                                                                                                                        just the funded activity.

      Relations with            Little or no contact or    Some relationships         Some relationships      Strategic and co-         Strategically targeted,
      Business & Industry       influence with the         with companies for         with companies for      ordinated approach to     co-ordinated, and well-
      (B&I) (See References)    business sector. Low       fundraising. No            fundraising, and        relationships with        managed relations
                                recognition of the         environmental risk         sporadic risk           companies for             with B&I. These
                                potential role of B&I in   assessment of B&I          assessment of           furthering fundraising    further the
                                furthering                 relationships. No          environmental impact.   and/or conservation       organization's
                                conservation               systematic approach         Some targeting of      objectives. Routine       conservation and
                                objectives.                to B&I to further          specific industry       environmental risk        fundraising objectives
                                                           conservation               sectors to further      assessment of
ER7                                                        objectives.                conservation            potential
                                                                                      objectives. Approach    relationships.
                                                                                      is not co-ordinated.    Relationships are not
                                                                                                              always well-managed
                                                                                                              or effective.

       Government relations       Minimal or no working       Working relations with       Good relationships        Good relationships       Organization is well
                                  relations with relevant     a few Government             developed with some       developed with many      respected and
                                  Government                  agencies, but only           relevant Government       relevant Government      accepted by all
                                  agencies. Little            limited influence.           agencies. Limited         agencies.                relevant Government
                                  participation in official                                lobbying skills           Organization has         agencies. It exerts a
ER8                               events /consultation.                                    developed but not         developed lobbying       strong influence on
                                                                                           always influential.       skills and is listened   policy through good
                                                                                                                     to by Government.        working relationships
                                                                                                                                              at different levels.

       Recruitment and            Minimal efforts to          Some efforts being           Membership being          Proactive recruitment,   Proactive targeted
       maintenance of             build membership,           made to increase             actively recruited, and   management and           recruitment.
       individual membership /    and little contact with     membership.                  some efforts are          servicing of members.    Management of
       supporters. (Applicable    existing members.           Minimal service given        being made to              Membership              relationships with
       to NOs only, and in        Low membership (in          to existing members.         manage and service        sometimes active in      members to maximise
       relation to the national   relation to national        Membership is not            the membership.           supporting               mutual benefits.
       context)                   context) and/or high        actively supporting          Relatively stable         conservation and/or      Loyal and high
                                  turnover.                   the organization. Low        membership base,          fundraising goals.       membership base
ER9                                                           membership and low           with good level of        Membership numbers       which is active in
                                                              retention of members.        retention.                are around or above      supporting
                                                                                           Membership numbers        the average for NGOs     organization in
                                                                                           are around the            in the country.          achieving
                                                                                           average for NGOs in                                conservation and/or
                                                                                           the country.                                       fundraising objectives.

       Level and nature of        No systematic               Key media contacts           Up to date information    Up to date information   Extensive contacts
       relationship with the      identification of           identified. Ad hoc           base on key media         base on key media        with media, which are
       Media Print, television,   media contacts. Ad          contacts. Little             contacts and their        contacts. Regular        nurtured, maintained
       radio, on-line etc (See    hoc contacts with           nurturing of personal        interests in place.       proactive contacts,      and exploited to
       References)                media. Lack of              relationships. Some          Regular contacts and      and nurturing of         achieve WWF's
                                  understanding of the        understanding of the         limited nurturing of      personal                 goals. WWF is used
                                  importance of the           different media and          personal                  relationships.           as a respected source
                                  media and of their          their requirements.          relationships.            Contacts are not fully   of information.
                                  requirements.                                            Understanding of the      exploited to achieve
                                                                                           requirements of the       WWF's goals. WWF
                                                                                           media, but limited        is sometimes used as
                                                                                           capacity to respond to    a source of
                                                                                           these.                    information.

       Engagement with the   Organization is            Limited involvement          Senior management        Organization actively    Organization actively
       WWF Network           internally focussed,       with the WWF                 promoting active         participates and         participates and
                             and has little             network. A few staff         involvement with the     contributes positively   contributes positively
                             involvement with the       participate in network       WWF network.             to the development of    to the development of
                             WWF network.               meetings and                 Some sharing and         the network, sharing     the network. High
                             Minimal participation      processes. Some              receipt of information   and receiving            level of interaction,
                             in network meetings        communication with           and expertise. Some      information, expertise   sharing and receipt of
                             and processes. Little      the network above the        participation in         and learning. Active     information and
                             communication with         minimum required.            network meetings and     participation in WWF     expertise with the
                             the network beyond         Majority of staff don't      processes.               meetings and             network.
ER11                         the minimum                feel part of the wider                                processes.               Collaborative work
                             required. Staff don't      network.                                                                       and projects with
                             feel part of the wider                                                                                    other offices. Active
                             network.                                                                                                  participation in WWF
                                                                                                                                       meetings and
                                                                                                                                       processes. All staff
                                                                                                                                       feel they are part of,
                                                                                                                                       and have, an
                                                                                                                                       important role in the
                                                                                                                                       wider network.

Row no            Capacity                                         Document                                                     WWF Global Intranet Location

P2        Conservation plan          WWF Field Operations Manual Part 1 : Chapter Programme development            Other resources > operational policies & procedures
          development and use        Seven outputs / indicators of PO performance 2002
P3        Alignment with global      WWF's Global Priorities                                                       About WWF > PDO
          priorities                 Monitoring progress of the TDPs, TDP Project Definition documents               Other resources> monitoring & evaluation TDPs> project
                                                                                                                   definition docs
P7        Project plan development   WWF Field Operations Manual Part 1 : Chapter Programme development            Other resources >operational policies & procedures Resources
          and utilization            PCM Training Handbook                                                         & Guidelines > Project Guidelines > PCM

P8        Stakeholder analysis       WWF Field Operations Manual Part 1 : Chapter Programme development            Other resources > operational policies & procedures Resources
                                                                                                                   & Guidelines > Project Guidelines
P16       Monitoring & evaluation     WWF Monitoring guidelines; WWF Evaluation guidelines; Monitoring             Other resources > Monitoring and evaluation
                                     progress of the TDPs
P18       Servicing of Projects      WWF Field Operations Manual Part 1 : Chapter 3 Project administration         Other resources>operational policies and procedures
IO3       Strategic Plan             WWF Field Operations Manual Part 1 : Chapter Programme development            Other resources>operational policies & procedures
                                     Seven outputs / indicators of PO performance 2002
IO4       Legal Registration         Check list for setting up WWF presences                                       Available from WWF International
IO5 & IO6 Board                      The Role and Structure of WWF Boards and Committees                           About WWF > International Board
IO15      Learning culture           Various papers                                                                Learning Portal>knowledge sharing>knowledge management
                                                                                                                                              Kzone>Themes>Lesson Learning
IO16      Dept/Organizational        Seven ouputs / indicators of PO performance                                   Other resources> operational policies & procedures
          performance monitoring
          and evaluation
IO17      Reporting                  WWF Field Operations Manual Part 1: Chapter 4 Project reporting               Other resources > operational policies & procedures
IO18      Financial Control          WWF Field Operations Manual Part 2                                            Other resources>finance
IO19      Accounting Systems         WWF Field Operations Manual Part 2                                            Other resources>finance
IO20      Budgeting                  GAA Help Guide: What is a project budget                                      GAA funding>5.skill building>GAA help guides             WWF
                                     WWF US budgeting standards and tutorial                                       US Intranet>Policies & procedures / Field operations tutorial

IO22      Cost Recovery              GAA Help Guide: What are cost accounting and recovery?                        GAA funding>5.skill building>GAA help guides
IO23      Contracting                WWF US Standards                                                              WWF US intranet>Field Operations Tutorials
                                                                                                                   WWF US Intranet>Policies & Procedures

IO25      Internal financial reporting   WWF Field Operations Manual Part 2                                            Other resources>finance
                                         WWF US standards & tutorial                                                   WWF US Intranet>Policies & procedures / Field operations
IO27      External Communications        Communications Strategy Template                                              Communications>newsroom>background
IO29       WWF Brand                     WWF visual identity guidelines                                                Communications>corporate communications
IO30, IO31 Human Resources Policy        WWF Field Operations Manual Part III: HR Policies + Procedures                Other resources>Human Resources>Field Operations Manual

IO36      IT                             IT Self-Audit Score Chart and Instructions                                    Other resources>GTS
ER3       Partnerships                   Partnerships Toolbox                                                          K-Zone>Themes>Relationships>Partnerships
ER4       Relationships wih donors       GAA Help guides, GAA Workshop Powerpoint Presentations                        GAA funding>5.Skill Building
                                                        WWF US GAA policies & tutorials (USAID)                        WWF US Intranet>Policies & Procedures / Field Operations
                                                                                                                       Tutorials>GAA projects
ER7       Relations with Business        WWF Guidelines for B&I Relationships                                          Business & Industry
          and Industry                   Commercial Manual Procedures                                                  Available from WWF International Fundraising Department

ER10      Media Relations                General Media Relations Guideliens                                            Communications>newsroom>background

                                                                                                . Apply to WWF US for intranet access.
Note: WWF US guidelines & standards are primarily for use by WWF US managed Programme Offices. The


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