"Fund Development Strategy"
SVP Organizational Capacity Assessment Tool* Introduction SVP focuses on organizational capacity building because we believe that supporting nonprofits as they develop their core skills, management practices, and systems enhances a nonprofit‟s ability to fulfill their mission. SVP supports capacity building for its investees by providing cash grants, skilled volunteers, technical assistance, leadership development, and management training opportunities. The SVP Organizational Capacity Assessment Tool is a self-assessment instrument that helps nonprofits identify capacity strengths and challenges and establish capacity building goals. As such, it is primarily a diagnostic and learning tool. In addition, the Assessment provides a useful framework for measuring growth in organizational capacity over time. For SVP investees, results from the Assessment should guide the development of the annual workplan and contribute to the establishment of a long-term vision for the areas where SVP‟s resources can be directed in support of capacity building. Who Should Complete the Tool? The Assessment is intended for self-guided use by nonprofit organizations. Three to five participants from various levels of the organization (e.g., staff, Executive Director, Board President) should be invited to complete the Assessment individually. Upon completing the Assessment on an individual basis, participants should gather to discuss their ratings and reach consensus on one set of ratings that best represents the organization; this set of ratings is the one that should be submitted on behalf of your organization. Completing the Assessment using a team approach both improves validity and reduces individual biases. More importantly, this process serves as a catalyst for key people to engage in rich conversation about the organization. Instructions You will be rating your organization on a variety of capacity elements, which have been grouped into ten areas of organizational capacity: Mission, Vision, Strategy, and Planning; Program Design and Evaluation; Human Resources; CEO/ED/Senior Management Team Leadership; Information Technology; Financial Management; Fund Development; Board Leadership; Legal Affairs; and Marketing, Communications, and External Relations. This workbook contains 14 separate worksheets -- one worksheet for each area of organizational capacity and additional worksheets for these instructions, respondent information, a summary table, and a summary chart. You should see the various worksheet tabs at the bottom of the screen; click on the tabs to view each worksheet. For each capacity element, identify the description that best describes your organization's status or performance. You are likely to discover that, with some elements, your organization will not fully match any of the descriptions; in these instances, simply identify the description that is most suitable or accurate for your organization. To input your selections, select the yellow cell to the right of each capacity element. Then select the down arrow and choose from the list that appears. If a capacity element does not apply to your organization, select "N/A". Please provide a capacity rating (or select "N/A") for each capacity element, as failing to do so will impact your summary scores. A section for comments is included at the bottom of each capacity worksheet. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, Introduction & Instructions, 9/19/2011, Page 1 of 27 On the Summary Table worksheet, you will notice a "priority" column. Use this column to indicate whether each area of organizational capacity is a low, medium, or high priority for your organization. To print multiple worksheets at once, press and hold the CTRL key while clicking on each of the worksheet tabs at the bottom of the screen. After you have selected the worksheets you want to print, press CTRL-P or select the printer icon. When finished, right-click on any one of the selected worksheet tabs, and select "Ungroup Sheets". Please proceed to the Respondent Information Worksheet to begin. *The original version of the Capacity Assessment Tool was created by McKinsey and Company for Venture Philanthropy Partners (www.vppartners.org), and published in Effective Capacity Building in Nonprofit Organizations (2001). It was modified and assembled in electronic format by Blueprint Research and Design, Inc. (www.blueprintrd.com) for Social Venture Partners Seattle (www.svpseattle.org), and is used with permission from Venture Philanthropy Partners. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, Introduction & Instructions, 9/19/2011, Page 2 of 27 RESPONDENT INFORMATION Organization Name of Person Completing Assessment Title of Person Completing Assessment Date Assessment Completed Others Involved with the Assessment Process Name Title Name Title Name Title Name Title Name Title Please proceed to Worksheet 1. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, Respondent Information, 9/19/2011, Page 3 of 27 1. MISSION, VISION, STRATEGY & PLANNING Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 1.01 Mission No written mission or limited Some expression of Clear expression of Clear expression of expression of the organization‟s reason for organization‟s reason for organization‟s reason for organization‟s reason for existence that reflects its existence which reflects its existence which describes an existence; lacks clarity or values and purpose, but may values and purpose; held by enduring reality that reflects specificity; either held by very lack clarity; held by only a many within organization and its values and purpose; few in organization or rarely few; lacks broad agreement often referred to broadly held within referred to or rarely referred to organization and frequently referred to 1.02 Clarity of Vision Little shared understanding of Somewhat clear or specific Clear and specific Clear, specific, and what organization aspires to understanding of what understanding of what compelling understanding of become or achieve beyond organization aspires to organization aspires to what organization aspires to the stated mission become or achieve; held by become or achieve; held by become or achieve; broadly only a few; or “on the wall,” many within the organization held within organization and but rarely used to direct and often used to direct consistently used to direct actions or set priorities actions and set priorities actions and set priorities 1.03 Boldness of No clear vision articulated Vision exists but falls short of Vision is distinctive along only Vision reflects an inspiring Vision reflecting an inspiring view of one of following two view of future and is the future and of being attributes: reflects an inspiring demanding but achievable demanding yet achievable view of future; demanding yet achievable 1.04 Overarching Vision (if it exists) not Vision translated into a Vision translated into small Vision translated into clear, Goals explicitly translated into small concrete set of goals; goals set of concrete goals, but bold set of (up to three) goals set of concrete goals, though lack at least two of following goals lack at most two of that organization aims to there may be general (but four attributes: clarity, following four attributes: achieve, specified by inconsistent and imprecise) boldness, associated metrics, clarity, boldness, associated concrete to measure success knowledge within organization or time frame for measuring metrics, or time frame for for each criterion, and by well- of overarching goals and what attainment; goals known by measuring attainment; goals defined time frames for it aims to achieve only a few, or only are known by many within attaining goals; goals are occasionally used to direct organization and often used broadly known within actions or set priorities by them to direct actions and organization and consistently set priorities used to direct actions and set priorities 1.05 Overall Strategy Strategy is either non- Strategy exists but is either Coherent strategy has been Organization has clear, existent, unclear, or not clearly linked to mission, developed and is linked to coherent medium- to long- incoherent (largely set of vision, and overarching goals, mission and vision but is not term strategy that is both scattered initiatives); strategy or lacks coherence, or is not fully ready to be acted upon; actionable and linked to has no influence over day-to- easily actionable; strategy is strategy is mostly known and overall mission, vision, and day behavior not broadly known and has day-to-day behavior is partly overarching goals; strategy is limited influence over day-to- driven by it broadly known and day behavior consistently helps drive day- to-day behavior at all levels of organization 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 1, 9/19/2011, Page 4 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 1.06 Strategic Limited ability and tendency Some ability and tendency to Ability and tendency to Ability to develop and refine Planning to develop strategic plan, develop high-level strategic develop and refine concrete, concrete, realistic and either internally or via external plan either internally or via realistic strategic plan; some detailed strategic plan; critical assistance; if strategic plan external assistance; strategic internal expertise in strategic mass of internal expertise in exists, it is not used plan roughly directs planning or access to relevant strategic planning, or efficient management decisions external assistance; strategic use of external, sustainable, planning carried out on a near- highly qualified resources; regular basis; strategic plan strategic planning exercise used to guide management carried out regularly; strategic decisions plan used extensively to guide management decisions 1.07 Planning Planning happens on an ad Planning done regularly and Regular planning Regular planning Systems hoc bases only and is not uses some systematically complemented by ad hoc complemented by ad hoc supported by systematically collected data planning when needed; some planning when needed; clear, collected data data collected and used formal systems for data systematically to support collection in all relevant planning effort and improve it areas; data used systematically to support planning effort and improve it 1.08 Goals / Targets are non-existent or Realistic targets exist in some Quantified, aggressive targets Limited set of quantified, Performance few; targets are vague, or key areas, and are mostly in most areas; linked to genuinely demanding Targets confusing, or either too easy aligned with aspirations and aspirations and strategy; performance targets in all or impossible to achieve; not strategy; may lack mainly focused on areas; targets are tightly clearly linked to aspirations aggressiveness, or be short- “outputs/outcomes” (results of linked to aspirations and and strategy, and may term, lack milestones, or doing things right) with some strategy, output/outcome- change from year to year; mostly focused on “inputs” “inputs”; typically multiyear focused (i.e., results of doing targets largely unknown or (things to do right), or often targets, though may lack things right, as opposed to ignored by staff renegotiated; staff may or milestones; targets are known inputs, things to do right), may not know and adopt and adopted by most staff have annual milestones, and targets who usually use them to are long-term nature; staff broadly guide work consistently adopts targets and works diligently to achieve them 1.09 Operational Organization runs operations Some ability and tendency to Ability and tendency to Organization develops and Planning purely on day-to-day basis develop high-level operational develop and refine concrete, refines concrete, realistic, and with no short- or longer-term plan either internally or via realistic operational plan; detailed operational plan; has planning activities; no external assistance; some internal expertise in critical mass of internal experience in operational operational plan loosely or not operational planning or expertise in operational planning linked to strategic planning access to relevant external planning, or efficiently uses activities and used roughly to assistance; operational external, sustainable, highly guide operations planning carried out on a near- qualified resources; regular basis; operational operational planning exercise plan linked to strategic carried out regularly; planning activities and used operational plan tightly linked to guide operations to strategic planning activities and systematically used to direct operations 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 1, 9/19/2011, Page 5 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 1.10 Use & Limited set of processes (e.g., Basic set of processes in core Solid, well-designed set of Robust, lean, and well- Development of decision making, planning, areas for ensuring efficient processes in place in core designed set of processes Organizational reviews) for ensuring effective functioning of organization; areas to ensure smooth, (e.g., decision making, Processes functioning of the processes known, used, and effective functioning of planning, reviews) in place in organization; use of truly accepted by only portion organization; processes all areas to ensure effective processes is variable, or of staff; limited monitoring and known and accepted by and efficient functioning of processes are seen as ad hoc assessment of processes, many, often used and organization; processes are requirements (“paperwork with few improvements made contribute to increased widely known, used and exercises”); no monitoring or in consequence impact; occasional monitoring accepted, and are key to assessment of processes and assessment of ensuring full impact of processes, with some organization; continual improvements made monitoring and assessment of processes, and systematic improvement made 1.11 Decision Decisions made largely on an Appropriate decision makers Clear, largely formal Clear, formal lines/systems Making ad hoc basis by one person known; decision making lines/systems for decision for decision making that Framework and/or whomever is process fairly well established making but decisions are not involve as broad participation accessible; highly informal and process is generally always appropriately as practical and appropriate followed, but often breaks implemented or followed; along with down and becomes informal dissemination of decisions dissemination/interpretation of generally good but could be decision improved 1.12 Monitoring of Minimal knowledge and Basic knowledge of players Solid knowledge of players Extensive knowledge of Landscape understanding of other and alternative models in and alternative models in players and alternative players and alternative program area but limited program area; good ability to models in program area; models in program area ability to adapt behavior adapt behavior based on refined ability and systematic based on acquired acquired understanding, but tendency to adapt behavior understanding only occasionally carried out based on understanding 1.13 Knowledge No formal systems to capture Systems exist in a few areas Well-designed, user-friendly Well-designed, user-friendly, Management and document internal but either not user-friendly or systems in some areas; not comprehensive systems to knowledge not comprehensive enough to fully comprehensive; systems capture, document, and have an impact; systems are known by many people disseminate knowledge known by only a few people, within the organization and internally in all relevant areas; or only occasionally used often used all staff is aware of systems, knowledgeable in their use, and make frequent use of them 1.14 Interfunctional Different programs and Interactions between different All programs and units Constant and seamless Coordination organizational units function programs and organizational function together effectively integration between different in silos; little or dysfunctional units are generally good, with sharing of information programs and organizational coordination between them though coordination issues do and resources; few units with few coordination exist; some pooling of coordination issues issues; relationships are resources dictated by organizational needs (rather than hierarchy or politics) 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 1, 9/19/2011, Page 6 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 1.15 Shared Beliefs No common set of basic Common set of basic beliefs Common set of basic beliefs Common set of basic beliefs & Values beliefs and values exists exists in some groups within held by many people within and values (e.g., social, within the organization the organization, but is not the organization; helps religious) exists and is widely shared broadly; values may provide members a sense of shared within the be only partially aligned with identity; beliefs are aligned organization; provides organizational purpose or with organizational purpose members sense of identity only rarely harnessed to and occasionally harnessed and clear direction for produce impact to produce impact behavior; beliefs embodied by leader but nevertheless timeless and stable across leadership changes; beliefs clearly support overall purpose of the organization and are consistently harnessed to produce impact 1.16 Shared No major common set of Common set of references Common set of references Common set of references References & practices and references and practices exists in some and practices exists, and are and practices exist within the Practices exists within the organization groups within the adopted by many people organization, which may (such as traditions, rituals, organization, but are not within the organization; include: traditions, rituals, unwritten rules, stories, shared broadly; may be only references and practices are unwritten rules, stories, heroes or role models, partially aligned with aligned with organizational heroes or role models, symbols, language, dress) organizational purpose or purpose and occasionally symbols, language, dress; are only rarely harnessed to harnessed to drive towards truly shared and adopted by produce impact impact all members of the organization; actively designed and used to clearly support overall purpose of the organization and to drive performance Comments: Type comments here. Please proceed to Worksheet 2. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 1, 9/19/2011, Page 7 of 27 2. PROGRAM DESIGN & EVALUATION Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 2.01 Performance Very limited measurement Performance partially Performance measured and Well-developed Measurement and tracking of performance; measured and progress progress tracked in multiple comprehensive, integrated all or most evaluation based partially tracked; organization ways, several times a year, system (e.g., balanced on anecdotal evidence; regularly collects solid data considering social, financial, scorecard) used for organization collects some on program activities and and organizational impact of measuring organization‟s data on program activities outputs (e.g., number of program and activities; performance and progress on and outputs (e.g., number of children served) but lacks multiplicity of performance continual basis, including children served) but has no data-driven, externally indicators; social impact social, financial, and social impact measurement validated social impact measured, but control group, organizational impact of (measurement of social measurement longitudinal (i.e., long-term) or program and activities; small outcomes, e.g., drop-out rate third-party nature of number of clear, measurable, lowered) evaluation is missing and meaningful key performance indicators; social impact measured based on longitudinal studies with control groups, and performed or supervised by third-party experts 2.02 Performance Few external performance Some efforts made to Effective internal and external Comprehensive internal and Analysis & comparisons made; internal benchmark activities and benchmarking occurs but external benchmarking part of Program performance data rarely used outcomes against outside driven largely by top the culture and used by staff Adjustments to improve program and world; internal performance management and/or confined in target-setting and daily organization data used occasionally to to selected areas; learnings operations; high awareness of improve organization distributed throughout how all activities rate against organization, and often used internal and external best-in- to make adjustments and class benchmarks; systematic improvements practice of making adjustments and improvements on basis of benchmarking 2.03 Program Core programs and services Most programs and services Core programs and services All programs and services Relevance & vaguely defined and lack well defined and can be well defined and aligned with well defined and fully aligned Integration clear alignment with mission solidly linked with mission mission and goals; program with mission and goals; and goals; programs seem and goals; program offerings offerings fit together well as program offering are clearly scattered and largely may be somewhat scattered part of clear strategy linked to one another and to unrelated to each other and not fully integrated into overall strategy; synergies clear strategy across programs are captured 2.04 Program Growth No assessment of possibility Limited assessment of Occasional assessment of Frequent assessment of & Replication of scaling up existing possibility of scaling up possibility of scaling up possibility of scaling up programs; limited ability to existing programs and, even existing programs and when existing programs and when scale up or replicate existing when judged appropriate, little judged appropriate, action judged appropriate, action programs or limited action taken; some occasionally taken; able to always taken; efficiently and ability either to scale up or scale up or replicate existing effectively able to grow replicate existing programs programs existing programs to meet needs of potential service recipients in local area or other geographies 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 2, 9/19/2011, Page 8 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 2.05 New Program No assessment of gaps in Limited assessment of gaps Occasional assessment of Continual assessment of Development ability of current program to in ability of existing program gaps in ability of existing gaps in ability of existing meet recipient needs; limited to meet recipient needs, with program to meet recipient programs to meet recipient ability to create new little or limited action taken; needs, with some needs and adjustment always programs; new programs some ability to modify existing adjustments made; made; ability and tendency created largely in response to programs and create new demonstrated ability to modify efficiently and effectively to funding availability programs and fine-tune existing create new, truly innovative programs and create new programs to the needs of programs potential service recipients in local area or other geographies; continuous pipeline of new ideas Comments: Type comments here. Please proceed to Worksheet 3. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 2, 9/19/2011, Page 9 of 27 3. HUMAN RESOURCES Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 3.01 Recruitment, Standard career paths in Some tailoring of Recruitment, development, Well-planned process to Development, & place without considering development plans for and retention of key recruit, develop, and retain Retention of managerial development; no brightest stars; personal managers is priority and high key managers; CEO/ED takes Management or very limited training, annual reviews incorporate on CEO/ED‟s agenda; some active interest in managerial coaching, and feedback; no development plan for each tailoring in development plans development; individually regular performance manager; limited willingness for brightest stars; relevant tailored development plans appraisals; no to ensure high-quality job training, job rotation, for brightest stars; relevant systems/processes to identify occupancy; some formal coaching/feedback, and and regular internal and new managerial talent recruiting networks are in consistent performance external training, job rotation, place appraisal are institutionalized; coaching/feedback, and genuine concern for high- consistent performance quality job occupancy; well appraisal are institutionalized; connected to potential proven willingness to ensure sources of new talent high-quality job occupancy; well-connected to potential sources of new talent 3.02 Recruitment, Standard career paths in No active development Limited use of active Management actively Development, & place without considering tools/programs; feedback and development tools/programs; interested in general staff Retention of staff development; limited coaching occur sporadically; frequent formal and informal development; well-thought- General Staff training, coaching and performance evaluated coaching and feedback; out and targeted development feedback; no regular occasionally; limited performance regularly plans for key performance appraisals; no willingness to ensure high- evaluated and discussed; employees/positions; systems/processes to identify quality job occupancy; genuine concern for high- frequent, relevant training, job new talent sporadic initiatives to identify quality job occupancy; regular rotation, coaching/feedback, new talent concerted initiatives to and consistent performance identify new talent appraisal institutionalized; proven willingness to ensure high-quality job occupancy; continuous, proactive initiatives to identify new talent 3.03 Human Organization uncovers and/or Some ability and tendency to Ability and tendency to Organization is able to Resources addresses HR needs only develop high-level HR plan develop and refine concrete, develop and refine concrete, Planning when too large to ignore; lack either internally or via external realistic HR plan; some realistic, and detailed HR of HR planning activities and assistance; HR plan loosely internal expertise in HR plan; has critical mass of expertise (either internal or or not linked to strategic planning or access to relevant internal expertise in HR accessible external); no planning activities and external assistance; HR planning (via trained, experience in HR planning roughly guides HR activities planning carried out on near- dedicated HR manager), or regular basis; HR plan linked efficiently uses external, to strategic planning activities sustainable, highly qualified and used to guide HR resources; HR planning activities exercise carried out regularly; HR plan tightly linked to strategic planning activities and systematically used to direct HR activities 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 3, 9/19/2011, Page 10 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 3.04 Incentives No incentive system to speak Some basic elements of Many elements of incentive Well-designed, clear, and well- of; or incentive system that is incentive system in place; system in place; includes a accepted incentive system; ineffective and/or generates may include one of following: few of following: competitive includes competitive salary bad will competitive salary (possibly salary (partly performance- (partly performance-based), partly performance-based), based), attractive career attractive career development attractive career development development options, options, opportunities for options, or opportunities for opportunities for leadership leadership and leadership and and entrepreneurship; entrepreneurship; system entrepreneurship; some obvious effect in motivating effective in motivating staff to evidence of motivational staff to over-deliver over-deliver in their job effect on staff performance 3.05 Performance as Employees are hired, Performance contribution is Employee contribution to All employees are Shared Value rewarded and promoted for occasionally used and may social, financial and systematically hired, executing a set of be one of many criteria for organizational impact is rewarded and promoted for tasks/duties or for no clear hiring, rewarding and typically considered as a their collective contribution to reason, rather than for their promoting employees; preeminent criterion in social, financial and impact; decisions are mostly performance data is used to making hiring, rewards and organizational impact; day-to- made on “gut feeling” make decisions promotion decisions; day processes and decision important decisions about the making are embedded in organization are embedded in comprehensive performance comprehensive performance thinking; performance is thinking constantly referred to 3.06 Individual Job Lack of positions created to Positions exist for most key All key roles have associated All roles have associated Design address a number of key roles, with a few still missing; positions; most individuals dedicated positions; all roles (e.g. CFO, HR, learning most key positions are well- have well-defined roles with individuals have clearly and measurement); unclear defined and have job clear activities and reporting defined core roles which must roles and responsibilities with descriptions; some unclear relationships and minimal be achieved and an area of many overlaps; job accountabilities or overlap in overlaps; job descriptions are discretion where they can descriptions do not exist roles and responsibilities; job continuously being redefined show initiative and try to descriptions tend to be static to allow for organizational make a difference; core roles development and individuals‟ are defined in terms of end- growth within their jobs products and services rather than activities; individuals have the ability to define their own activities and are empowered to continuously reexamine their jobs 3.07 Organizational Organizational entities (e.g., Some organizational entities Organizational entities are Roles and responsibilities of Design headquarters, regional and are clearly defined, others are clearly defined; all roles and all organizational entities local offices) are not not; most roles and responsibilities of (e.g., headquarters, regional “designed,” and roles, responsibilities of organizational entities are and local entities) are responsibilities of entities are organizational entities are formalized but do not formalized, clear and neither formalized nor clear; formalized but may not reflect necessarily reflect complement each other; absence of organization chart organizational realities; organizational realities; organization chart is complete organization chart is organization chart is complete and reflects current reality incomplete and may be but may be outdated outdated 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 3, 9/19/2011, Page 11 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 3.08 Staffing Levels Many positions within and Most critical positions within Positions within and Positions within and peripheral to organization and peripheral to organization peripheral to organization peripheral to organization (e.g., staff, volunteers, board, (e.g., staff, volunteers, board, (e.g., staff, volunteers, board, (e.g., staff, volunteers, board, senior management) are senior management) are senior management) are senior management) are all unfilled, inadequately filled, or staffed (no vacancies), and/or almost all staffed (no fully staffed (no vacancies); experience high turnover experience limited turnover or vacancies); few turnover or no turnover or attendance and/or poor attendance attendance problems attendance problems problems 3.09 Senior Team has no or very limited Team has some experience Team has significant Team highly experienced in Management experience in nonprofit or for- in nonprofit or for-profit experience in nonprofit or for- nonprofit or for-profit Team profit management; team management; team profit management; team management; drawn from full represents few constituencies represents some represents most spectrum of constituencies (nonprofit, academia, constituencies (nonprofit, constituencies (nonprofit, (nonprofit, academia, corporate, government, etc.) academia, corporate, academia, corporate, corporate, government, etc.); and has no or very limited government, etc.); some government, etc.); significant outstanding capabilities and capabilities and track record relevant capabilities and track relevant capabilities and track track record from other fields; from other fields; limited track record from other fields; good record from other fields; good outstanding track record of record of learning and track record of learning and track record of learning and learning and personal personal development; mostly personal development; personal development; highly development; contagiously energetic and committed energetic and committed energetic and committed energetic and committed 3.10 Staff Staff drawn from a narrow Some variety of staff Staff drawn from diverse Staff drawn from range of backgrounds and backgrounds and backgrounds and extraordinarily diverse experiences; interest and experiences; good experiences, and bring a backgrounds and abilities limited to present job; capabilities, including some broad range of skills; most experiences, and bring broad little ability to solve problems ability to solve problems as are highly capable and range of skills; most staff are as they arise they arise; many interested in committed to mission and highly capable in multiple work beyond their current strategy; eager to learn and roles, committed both to jobs and in the success of the develop, and assume mission/strategy and organization‟s mission increased responsibility continuous learning; most are eager and able to take on special projects and collaborate across divisional lines; staff are frequent source of ideas and momentum for improvement and innovation 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 3, 9/19/2011, Page 12 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 3.11 Volunteers Limited abilities; may be Good abilities; mostly reliable, Very capable set of Extremely capable set of unreliable or have low loyal, and committed to individuals, bring required individuals, bring commitment; volunteers are organization‟s success; skills to organization; reliable, complementary skills to poorly managed volunteers managed but loyal and highly committed to organization; reliable, loyal, without standards and little organization‟s success and to highly committed to accountability “making things happen”; work organization‟s success and to easily with most staff, but do “making things happen”; often not generally play core roles go beyond call of duty; able to without substantial staff work in a way that serves supervision; volunteers are organization well, including managed and contribute to ability to work easily with wide the overall success of the range of staff and play core organization roles without special supervision; volunteers managed very well and significantly contribute to overall success of organization Comments: Type comments here. Please proceed to Worksheet 4. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 3, 9/19/2011, Page 13 of 27 4. CEO/ED/SENIOR MANAGEMENT TEAM LEADERSHIP Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 4.01 Experience & Limited experience in Some relevant experience in Significant experience in Highly experienced in Standing nonprofit management and nonprofit management; some nonprofit management; many nonprofit management; many few relevant capabilities from relevant capabilities from relevant capabilities from distinctive capabilities from other field(s); little evidence of other field(s); emerging social other field(s); significant other field(s) (e.g., for-profit, social entrepreneur-like entrepreneur-like qualities; evidence of social academia); exceptional qualities; limited recognition some local recognition in the entrepreneur-like qualities; evidence of social in the nonprofit community nonprofit community some national recognition as entrepreneur-like qualities; a leader/shaper in particular possesses a comprehensive sector and deep understanding of the sector; recognized nationally as a leader/shaper in particular sector 4.02 Personal & Fails to show respect for Earns respect of others, takes Is respected and sought out Is viewed as outstanding Interpersonal others consistently, may be time to build relationships; by others for advice and “people person”; uses Effectiveness openly judgmental or critical; has presence, is able to counsel; has strong presence diversity of communication has difficulty influencing influence and build support and charisma; uses multiple styles, including exceptional without using power, limited using limited communication approaches to get buy-in, charisma, to inspire others charisma or influence; limited style; accepts learning and appreciates the impact of and achieve impact; curiosity about new ideas and personal development his/her words or actions; continually self-aware, experiences opportunities that arise seeks new learning and actively works to better personal development oneself; outstanding track opportunities record of learning and personal development 4.03 Passion & Low energy level and Good energy level; visible Inspiringly energetic; shows Contagiously energetic and Vision commitment; little continued commitment to organization constant, visible commitment highly committed; lives the attention to organizational and its vision to organization and its vision; organization‟s vision; vision excites others around vision compellingly articulates path to achieving vision that enables others to see where they are going 4.04 People & Has difficulty building trust Is responsive to opportunities Actively and easily builds Constantly establishing Organizational and rapport with others; from others to work together; rapport and trust with others; successful, win-win Leadership / micromanages projects; expresses confidence in effectively encourages others relationships with others, both Effectiveness shares little of own others‟ ability to be to succeed; gives others within and outside the experiences as successful; shares own freedom to work their own organization; delivers developmental/coaching tool experience and expertise way; gives people freedom to consistent, positive and try out ideas and grow reinforcing messages to motivate people; able to let others make decisions and take charge; finds or creates special opportunities to promote people‟s development 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 4, 9/19/2011, Page 14 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 4.05 Impact Focused purely on social Focused on social impact Sees financial soundness as Guides organization to Orientation impact; financials viewed as with some appreciation for essential part of succeed simultaneously in an unfortunate constraint; cost-effectiveness when organizational impact, dual mission of social impact fails to deliver impact possible; constantly delivers together with social impact; and optimal financial consistently; delays decision satisfactory impact given focuses on ways to better use efficiency; constantly seeks making; reluctant to change resources; promptly existing resources to deliver and finds new opportunities to status quo; mandates rather addresses issues; highest impact possible; has improve impact; anticipates than leads change understands implications and a sense of urgency in possible problems; has sense impact of change on people addressing issues and rapidly of urgency about upcoming moves from decision to challenges; communicates action; develops and compelling need for change implements actions to that creates drive; aligns overcome resistance to entire organization to support change change effort 4.06 Analytical & Is uncomfortable with Is able to cope with some Quickly assimilates complex Has keen and exceptional Strategic complexity and ambiguity and complexity and ambiguity; information and able to distill ability to synthesize Thinking does whatever possible to able to analyze strategies but it to core issues; welcomes complexity; makes informed reduce or avoid it; relies does not yet generate ambiguity and is comfortable decisions in ambiguous, mainly on intuition rather than strategies dealing with the unknown; uncertain situations; develops strategic analysis develops robust strategies strategic alternatives and identifies associated rewards, risks, and actions to lower risks 4.07 Financial Has difficulty considering Draws appropriate Has sound financial Has exceptional financial Judgment financial implications of conclusions after studying all judgment; consistently judgment; has keen, almost decisions the facts; understands basic considers financial intuitive sense for financial financial concepts and drives implications of decisions implications of decisions for financial impact of major decisions 4.08 Dependence of Very strong dependence on High dependence on Limited dependence on Reliance but not dependence Management CEO/ED; organization would CEO/ED; organization would CEO/ED; organization would on CEO/ED; smooth Team & Staff on cease to exist without his/her continue to exist without continue in similar way transition to new leader could CEO / ED presence his/her presence, but likely in without his/her presence but be expected; fund-raising and a very different form areas such as fund-raising or operations likely to continue operations would likely suffer without major problems; significantly during transition senior management team can period; no member of fill in during transition time; management team could several members of potentially take on CEO/ED management team could role potentially take on CEO/ED role Comments: Type comments here. Please proceed to Worksheet 5. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 4, 9/19/2011, Page 15 of 27 5. INFORMATION TECHNOLOGY Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 5.01 Telephone / Fax Status, lack of sophistication, Adequate basic telephone Solid basic telephone and fax Sophisticated and reliable or limited number of and fax facilities accessible to facilities accessible to entiretelephone and fax facilities telephone and fax facilities most staff; may be staff (in office and at front accessible by all staff (in are an impediment to day-to- moderately reliable or user- line); cater to day-to-day office and at frontline), day effectiveness and friendly, or may lack certain communication needs with includes around-the-clock, efficiency features that would increase essentially no problems; individual voice mail; effectiveness and efficiency includes additional features supplemented by additional (e.g., individual voice-mail), or contributing to increased facilities (e.g., pagers, cell may not be easily accessible effectiveness and efficiency phones) for selected staff; to some staff (e.g. front-line (e.g., individual, remotely effective and essential in deliverers) accessible voice-mail) increasing staff effectiveness and efficiency 5.02 Computers, Limited/no use of computers Well-equipped at central Solid hardware and software State-of-the-art, fully Applications, or other technology in day-to- level; incomplete/limited infrastructure accessible by networked computing Network, & day activity; and/or little or no infrastructure at locations central and local staff; no or hardware with comprehensive Email usage by staff of existing IT aside from central offices; limited sharing of equipment range of up-to-date software infrastructure equipment sharing may be is necessary; limited applications; all staff has common; satisfactory use of accessibility for frontline individual computer access IT infrastructure by staff program deliverers; high and e-mail; accessible by usage level of IT frontline program deliverers infrastructure by staff; as well as entire staff; used contributes to increased regularly by staff; effective efficiency and essential in increasing staff efficiency 5.03 Web Site Organization has no Basic Web site containing Comprehensive Web site Sophisticated, comprehensive individual Web site general information, but little containing basic information and interactive Web site, information on current on organization as well as up- regularly maintained and kept developments; site to-date latest developments; up to date on latest area and maintenance is a burden and most information is organization developments; performed only occasionally organization-specific; easy to praised for its user- maintain and regularly friendliness and depth of maintained information; includes links to related organizations and useful resources on topic addressed by organization 5.04 Databases & No systems for tracking Electronic databases and Electronic database and Sophisticated, comprehensive Management clients, staff volunteers, management reporting management reporting electronic database and Reporting program outcomes and systems exist only in few systems exist in most areas management reporting Systems financial information areas; systems perform only for tracking clients, staff, systems exist for tracking basic features, are awkward volunteers, program clients, staff, volunteers, to use or are used only outcomes and financial program outcomes and occasionally by staff information; commonly used financial information; widely and help increase information used and essential in sharing and efficiency increasing information sharing and efficiency 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 5, 9/19/2011, Page 16 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column Comments: Type comments here. Please proceed to Worksheet 6. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 5, 9/19/2011, Page 17 of 27 6. FINANCIAL MANAGEMENT Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 6.01 Financial No or very limited financial Limited financial plans, ad Solid financial plans, regularly Very solid financial plans, Planning / planning; general budget hoc update; budget utilized as updated; budget integrated continuously updated; budget Budgeting developed; only one budget operational tool; used to into operations; reflects integrated into full operations; for entire central organization; guide/assess financial organizational needs; solid as strategic tool, it develops performance against budget activities; some attempt to efforts made to isolate from process that loosely or not monitored isolate divisional (program or divisional (program or incorporates and reflects geographical) budgets within geographical) budgets within organizational needs and central budget; performance- central budget; performance- objectives; well-understood to-budget monitored to-budget monitored regularly divisional (program or periodically geographical) budgets within overall central budget; performance-to-budget closely and regularly monitored 6.02 Financial Gifts and grants deposited Financial activities Formal internal controls Robust systems and controls Operations and acknowledged, bills paid, transparent, clearly and governing all financial in place governing all Management supporting documentation consistently recorded and operations; fully tracked, financial operations and their collected/retained documented, include supported and reported, integration with budgeting, appropriate checks and annually audited fund flows decision making, and balances, and tracked to well managed; attention is organizational approve budget paid to cash flow objectives/strategic goals; management cash flow actively managed Comments: Type comments here. Please proceed to Worksheet 7. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 6, 9/19/2011, Page 18 of 27 7. FUND DEVELOPMENT Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 7.01 Funding Model Organization highly Organization has access to Solid basis of funders in most Highly diversified funding dependent on a few funders, multiple types of funding (e.g., types of funding source (e.g., across multiple source types; largely of same type (e.g., government, foundations, government, foundations, organization insulated from government or foundations or corporations, private corporations, private potential market instabilities private individuals) individuals) with only a few individuals); some activities to (e.g., fully developed funders in each type, or has hedge against market endowment) and/or has many funders within only one instabilities (e.g., building of developed sustainable or two types of funders endowment); organization revenue-generating activities; has developed some other nonprofits try to imitate sustainable revenue- organization‟s fund-raising generating activity activities and strategies 7.02 Fund Raising Generally weak fund-raising Main fund-raising needs Regular fund-raising needs Highly developed internal skills and lack of expertise covered by some combination adequately covered by well fund-raising skills and (either internal or access to of internal skills and developed internal fund- expertise in all funding source external expertise) expertise, and access to raising skills, occasional types to cover all regular some external fund-raising access to some external fund- needs; access to external expertise raising expertise expertise for additional extraordinary needs 7.03 Fund No systems in place for long- Recognize need to develop Some systems in place for Well developed systems for Development term planning, diversifying systems for long-term long-term planning, revenue long-term planning, revenue Planning revenue streams or outlining planning, revenue diversification and outlining diversification and outlining and managing to target goals; diversification and outlining and managing to target goals; and managing to target goals; fundraising is reactive; fund and managing to target goals; fund development strategy multi-pronged fund development strategy not well fund development includes includes multiple activities development strategy is articulated and focuses on several activities, but is not and is loosely connected to proactive and integrated into one type of activity such as connected to organization's organization's long-term the organization's long term grants long-term strategic plan and strategic plan and budget strategic plan and budget budget projections projections projections 7.04 Revenue No internal revenue- Some internal revenue Some proven internal Significant internal revenue Generation generation activities; generation activities, however revenue generation activities generation; experienced and concepts such as cause- financial net contribution is and skills; these activities skilled in areas such as cause- related marketing, fee-for- marginal; revenue generation provide substantial additional related marketing, fee-for- services and retailing are activities distract from funds for program delivery, services and retailing; neither explored nor pursued programmatic work and often but partially distract from revenue-generating activities tie up senior management programmatic work and support, but don‟t distract team require significant senior from focus on creating social management attention impact Comments: Type comments here. Please proceed to Worksheet 8. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 7, 9/19/2011, Page 19 of 27 8. BOARD LEADERSHIP Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 8.01 Board Board does not scrutinize Roles of legal board, advisory Roles of legal board, advisory Legal board, advisory board Governance budgets or audits, does not board and management are board, and managers are and managers work well set performance targets and clear; board functions clear and function well; board together from clear roles; hold CEO/ED accountable or according to by-laws, reviews reviews budgets, audits, IRS board fully understands and does not operate according to budgets, and occasionally and state filings; size of board fulfills fiduciary duties; size of formal procedures; executive, sets organizational direction set for maximum board set for maximum treasury, and board functions and targets, but does not effectiveness with rigorous effectiveness with rigorous unclear regularly review CEO/ED nomination process; board co- nomination process; board performance, monitor defines performance targets actively defines performance potential conflicts of interest, and actively encourages targets and holds CEO/ED scrutinize auditors, or review CEO/ED to meet targets; fully accountable; board IRS and state filings annual review of CEO/ED‟s empowered and prepared to performance, but board not hire or fire CEO/ED if prepared to hire or fire necessary; board periodically CEO/ED evaluated 8.02 Board Provide little direction, Provide occasional direction, Provide direction, support Provide strong direction, Involvement & support, and accountability to support and accountability to and accountability to support and accountability to Support leadership; board not fully leadership; informed about all programmatic leadership; fully programmatic leadership and informed about „material‟ and „material‟ matters in a timely informed of all major matters, engaged as a strategic other major organizational manner and input and responses actively resource; communication matters; largely “feel-good” responses/decisions actively sought and valued; full between board and support solicited participant in major decisions leadership reflects mutual respect, appreciation for roles and responsibilities, shared commitment and valuing of collective wisdom 8.03 Board Most members do not Members accept that the Many members embrace Majority of members embrace Involvement recognize fundraising as one board has some fundraising fundraising as one of the fundraising as a core board and of the board's roles and responsibilities, but concerns board's core roles and role and responsibility; each Participation in responsibilities; no goals or exist regarding ability of board responsibilities; core group of board member has donated to Fund Raising plans for board-driven to be successful in this area; board members consistently the organization financially; fundraising activities exist; one or two members have participate in fundraising; realistic and appropriate board members donate made significant financial gifts realistic and appropriate fundraising goals and plans minimally to the organization to the organization; board board fundraising goals and are in place; board is actively fundraising activities not yet plans exist; fundraising fundraising and has achieved underway activities are underway measurable progress towards goals 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 8, 9/19/2011, Page 20 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 8.04 Board Membership with limited Some diversity in fields of Good diversity in fields of Membership with broad Composition & diversity of fields of practice practice; membership practice and expertise; variety of fields of practice Commitment and expertise; drawn from a represents a few different membership represents most and expertise, and drawn narrow spectrum of constituencies (from among constituencies (nonprofit, from the full spectrum of constituencies (from among nonprofit, academia, academia, corporate, constituencies (nonprofit, nonprofit, academia, corporate, government, etc.); government, etc.); good academia, corporate, corporate, government, etc.); moderate commitment to commitment to organization‟s government, etc.); includes little or no relevant organization‟s success, vision success, vision and mission, functional and program experience; low commitment and mission; regular, and behavior to suit; regular, content-related expertise, as to organization‟s success, purposeful meetings are well- purposeful meetings are well- well as high-profile names; vision and mission; meetings planned and attendance is planned and attendance is high willingness and proven infrequent and/or poor good overall consistently good, occasional track record of investing in attendance subcommittee meetings learning about the organization and addressing its issues; outstanding commitment to the organization‟s success, mission and vision; meet in person regularly, good attendance, frequent meetings of focused subcommittees Comments: Type comments here. Please proceed to Worksheet 9. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 8, 9/19/2011, Page 21 of 27 9. LEGAL AFFAIRS Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 9.01 Management of Organization does not Legal support resources Legal support regularly Well-developed, effective, Legal & Liability anticipate legal issues, but identified, readily available, available and consulted in and efficient internal legal Matters finds help and addresses and employed on “as needed” planning; routine legal risk infrastructure for day-to-day issues individually when they basis; major liability management and occasional legal work; additional access arise; property insurance exposures managed and review of insurance to general and specialized includes liability component insured (including property external expertise to cover liability and workers peaks and extraordinary compensation) cases; continuous legal risk management and regular adjustment of insurance Comments: Type comments here. Please proceed to Worksheet 10. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 9, 9/19/2011, Page 22 of 27 10. MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 10.01 Communication Organization does not have Organization has a loose Organization has a packet of Organization has a packet of s & Outreach marketing materials; or collection of materials it uses marketing materials that it marketing materials that it Effectiveness materials that it has are for marketing; documents are uses on a consistent basis; uses consistently and is easy outdated; organization is generic and not updated to information contained in the to update on a regular basis; strictly internally-focused and reflect new programs and materials is up to date and materials are extremely does little to no outreach to organizational results; reflects new programs, professional in appearance stakeholders; any materials materials have a minimal activities and outcomes; and appeal to a variety that exist are unprofessional degree of professionalism or materials are reasonably stakeholders; materials in their presentation consistent look and feel professional in presentation adhere to clear "branding" and aligned with established standards for font, color, logo standards for font, color, logo placement, etc. placement, etc. 10.02 Communication Organization does not have Organization does not have Organization has a Organization has a s Strategy any sort of communications any sort of communications communications plan and communications plan and plan or articulated plan or articulated strategy in place; key strategy and updates it on a communications strategy in communications strategy in messages are defined and frequent basis; knows not place; key messages are not place, but key messages are stakeholders are identified; only who its stakeholders are, defined or articulated; defined and stakeholders are communications to but what they value; stakeholders are not identified; communications to stakeholders are generally customizes communications identified; information stakeholders are fairly consistent and coordinated to each of those stakeholders; messages about the inconsistent communications always carry organization are inconsistent a consistent and powerful message 10.03 Public Relations Organization makes no or Organization takes Organization considers Organization fully aware of & Marketing limited use of PR/marketing; opportunities to engage in PR/marketing to be useful, power of PR/marketing general lack of PR/marketing PR/marketing as they arise; and actively seeks activities, and continually and skills and expertise (either some PR/marketing skills and opportunities to engage in actively engages in them; internal or accessible experience within staff or via these activities; critical mass broad pool of nonprofit external) external assistance of internal expertise and PR/marketing expertise and experience in PR/marketing experience within or access to relevant external organization or efficient use assistance made of external, sustainable, highly qualified resources 10.04 Presence & Organization‟s presence Organization‟s presence Organization reasonably well- Organization widely known Involvement in either not recognized or somewhat recognized, and known within community, and within larger community, and Local generally not regarded as generally regarded as positive perceived as open and perceived as actively Community positive; few members of within the community; some responsive to community engaged with and extremely local community (e.g., members of larger community needs; members of larger responsive to it; many academics, other nonprofit constructively engaged with community (including a few members of the larger leaders) constructively organization prominent ones) community (including many involved in the organization constructively involved in prominent members) actively organization and constructively involved in organization (e.g., board, fund- raising) 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 10, 9/19/2011, Page 23 of 27 Input LEVEL ONE: LEVEL TWO: LEVEL THREE: LEVEL FOUR: capacity Capacity Elements Clear need Basic level Moderate level High level rating in for increased capacity of capacity in place of capacity in place of capacity in place this column 10.05 Development & Limited use of partnerships Early stages of building Effectively built and leveraged Built, leveraged, and Nurturing of and alliances with public relationships and some key relationships with maintained strong, high- Partnerships & sector, nonprofit, or for-profit collaborating with other for- few types of relevant parties impact, relationships with Alliances entities profit, nonprofit, or public (for-profit, public, and variety of relevant parties sector entities nonprofit sector entities); (local, state, and federal some relations may be government entities as well precarious or not fully “win- as for-profit, other nonprofit, win” and community agencies); relationships deeply anchored in stable, long-term, mutually beneficial collaboration 10.06 Influence on Organization does not have Organization is aware of its Organization is fully aware of Organization proactively and Policy-making ability or is unaware of possibilities in influencing its possibilities in influencing reactively influences policy- possibilities for influencing policy-making; some policy-making and is one of making, in a highly effective policy-making; never called in readiness and skill to several organizations active manner, on state and national on substantive policy participate in policy in policy discussions on state levels; always ready for and discussions discussion, but rarely invited or national level often called on to participate to substantive policy in substantive policy discussions discussion and at times initiates discussions Comments: Type comments here. Please proceed to the Summary Table to review your responses and indicate priority levels for each capacity area. 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, 10, 9/19/2011, Page 24 of 27 SVP Organizational Capacity Assessment Tool Summary Capacity Capacity Area Capacity Area Rating Average Priority Rating Select any Capacity Element link below INDICATE WHETHER EACH to return to that section in the Assessment NOTE: A ZERO (0) AREA IS A LOW, MEDIUM, OR SCORE INDICATES A HIGH PRIORITY FOR YOUR MISSING RESPONSE ORG. 1. MISSION, VISION, STRATEGY & PLANNING 1.01 Mission 0 1.02 Clarity of Vision 0 1.03 Boldness of Vision 0 1.04 Overarching Goals 0 1.05 Overall Strategy 0 1.06 Strategic Planning 0 1.07 Planning Systems 0 1.08 Goals / Performance Targets 0 0.00 1.09 Operational Planning 0 1.10 Use & Development of Organizational Processes 0 1.11 Decision Making Framework 0 1.12 Monitoring of Landscape 0 1.13 Knowledge Management 0 1.14 Interfunctional Coordination 0 1.15 Shared Beliefs & Values 0 1.16 Shared References & Practices 0 2. PROGRAM DESIGN & EVALUATION 2.01 Performance Measurement 0 2.02 Performance Analysis & Program Adjustments 0 2.03 Program Relevance & Integration 0 0.00 2.04 Program Growth & Replication 0 2.05 New Program Development 0 3. HUMAN RESOURCES 3.01 Recruitment, Development, & Retention of Management 0 3.02 Recruitment, Development, & Retention of General Staff 0 3.03 Human Resources Planning 0 3.04 Incentives 0 3.05 Performance as Shared Value 0 3.06 Individual Job Design 0 0.00 3.07 Organizational Design 0 3.08 Staffing Levels 0 3.09 Senior Management Team 0 3.10 Staff 0 3.11 Volunteers 0 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, Summary Table, 9/19/2011, Page 25 of 27 SVP Organizational Capacity Assessment Tool Summary Capacity Capacity Area Capacity Area Rating Average Priority Rating Select any Capacity Element link below INDICATE WHETHER EACH to return to that section in the Assessment NOTE: A ZERO (0) AREA IS A LOW, MEDIUM, OR SCORE INDICATES A HIGH PRIORITY FOR YOUR MISSING RESPONSE ORG. 4. CEO/ED/SENIOR MANAGEMENT TEAM LEADERSHIP 4.01 Experience & Standing 0 4.02 Personal & Interpersonal Effectiveness 0 4.03 Passion & Vision 0 4.04 People & Organizational Leadership / Effectiveness 0 0.00 4.05 Impact Orientation 0 4.06 Analytical & Strategic Thinking 0 4.07 Financial Judgment 0 4.08 Dependence of Management Team & Staff on CEO / ED 0 5. INFORMATION TECHNOLOGY 5.01 Telephone / Fax 0 5.02 Computers, Applications, Network, & Email 0 0.00 5.03 Web Site 0 5.04 Databases & Management Reporting Systems 0 6. FINANCIAL MANAGEMENT 6.01 Financial Planning / Budgeting 0 0.00 6.02 Financial Operations Management 0 7. FUND DEVELOPMENT 7.01 Funding Model 0 7.02 Fund Raising 0 0.00 7.03 Fund Development Planning 0 7.04 Revenue Generation 0 8. BOARD LEADERSHIP 8.01 Board Governance 0 8.02 Board Involvement & Support 0 0.00 8.03 Board Involvement and Participation in Fund Raising 0 8.04 Board Composition & Commitment 0 9. LEGAL AFFAIRS 9.01 Management of Legal & Liability Matters 0 0.00 10. MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS 10.01 Communications & Outreach Effectiveness 0 10.02 Communications Strategy 0 10.03 Public Relations & Marketing 0 0.00 10.04 Presence & Involvement in Local Community 0 10.05 Development & Nurturing of Partnerships & Alliances 0 10.06 Influence on Policy-making 0 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, Summary Table, 9/19/2011, Page 26 of 27 SVP Organizational Capacity Assessment Tool Summary MISSION, VISION, STRATEGY & PLANNING PROGRAM DESIGN & EVALUATION HUMAN RESOURCES CEO/ED/SENIOR MANAGEMENT TEAM LEADERSHIP INFORMATION TECHNOLOGY FINANCIAL MANAGEMENT FUND DEVELOPMENT BOARD LEADERSHIP LEGAL AFFAIRS MARKETING, COMMUNICATIONS, & EXTERNAL RELATIONS 1.00 1.50 2.00 2.50 3.00 3.50 4.00 8480b59b-d0b9-41ae-8ebc-6aae74280674.xls, Summary Chart, 9/19/2011, Page 27 of 27