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The Philadelphia Foundation

Organizational Effectiveness Assessment Tool1

Introduction
The Philadelphia Foundation is dedicated to the stewardship of contributions made by hundreds of donors,
living and deceased, who for nearly 90 years have entrusted their funds to us to be invested wisely and
distributed for the benefit of the community. The Philadelphia Foundation serves to broaden the base of
philanthropy in Bucks, Chester, Delaware, Montgomery and Philadelphia Counties. It actively develops,
manages and allocates resources, in partnership with donors and grantees, to build on community assets and
to promote empowerment, leadership and civic participation among underserved groups. The Foundation
practices and encourages diversity, equity and inclusiveness as fundamental values of community.

The Philadelphia Foundation Organizational Effectiveness (OE) Assessment is a self-employed tool that helps
nonprofit organizations to identify capacity strengths and challenges, and to establish organizational
effectiveness goals. As such, the Foundation is making this tool available primarily as a diagnostic and
learning tool. In addition, the OE Assessment Tool can be used by any nonprofit to assess and track growth in
organizational effectiveness over time. As TPF works with nonprofits using this tool, the Foundation will be
able to deepen its understanding of the capacity of its grantees and better inform our donors who want
information about charitable causes.
PLEASE NOTE: Your responses on the OE Assessment Tool will not be connected to funding decisions. The OE
Assessment Tool is designed to 1.) inform your organization; 2.) assist program officers in understanding your
organizational effectiveness needs and priorities; and 3.) serve as a guide in the development of a successful
grant applicant's organizational effectiveness work plan.
In completing the tool, you will be rating your organization on a variety of organizational capacity elements.
The capacity elements are clustered into four dimensions of nonprofit organizational capacity:2

1. Leadership Capacity - the ability of organizational leaders to inspire, prioritize, make decisions, provide
direction,
2. Adaptiveand innovate.
Capacity - the ability of a nonprofit organization to monitor, assess, and respond to internal and
external changes.Capacity - the ability of a nonprofit organization to ensure the effective and efficient use of
3. Management
organizational
4. Operationalresources.
Capacity - the ability of a nonprofit organization to implement all of the key organizational and
programmatic functions.

Who Should Complete the Assessment?


The Assessment Tool is intended for self-guided use by nonprofit organizations. Ideally, the Executive
Director/Chief Executive Officer and Board President should complete the Tool individually. Many
organizations will find it useful to have other staff, board members, and/or constituents complete the
Assessment Tool as well. Upon completing the Assessment Tool 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 Tool using a team approach both improves validity and reduces individual biases. This process
also serves as a catalyst for key people to engage in rich conversation about the organization. On average,
the assessment should take 30 -45 minutes for each individual to complete; additional time may be spent
discussing the tool collectively.

Instructions
This workbook contains four separate worksheets -- one worksheet for each dimension of organizational
capacity -- and additional pages for general information about your organization and persons involved with
this assessment, 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 (on worksheets 1-4), 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. Your honesty is essential. Because the data will be used to help the Foundation
understand the evolving capacity of its grantees, it is better to underestimate than overestimate your
organization’s capacity. With an accurate portrait of the capacity of grantees, the Foundation will be better
equipped to provide assistance in the most critical areas.

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 (e.g.,
some organizations do not have revenue generation activities nor the intention to create them), select "N/A".
You must select a capacity rating for each element, as failing to do so will impact your summary scores.

If there is a capacity rating that you are unsure about or you feel that your organization ranks somewhere in
between, please use the comment section included at the bottom of each capacity worksheet to elaborate on
your concern or capacity rating.
As mentioned above, the Assessment Tool includes 4 capacity elements broken down into various dimensions.
On the Summary Table worksheet, you will notice a "priority" column. Use this column to indicate the capacity
elements that your organization is most interested in strengthening.

To print multiple worksheets at once, press and hold the CTRL key while clicking on the worksheet tabs at the
bottom of the screen. After you have selected the worksheets you want to print, press CTRL-P. When finished,
right-click on any one of the selected worksheet tabs, and select "Ungroup Sheets".

If you have questions, please contact:


Shawn Mooring, Program Officer
The Philadelphia Foundation
215-563-6417
Smooring@philafound.org

Please proceed to the General Information Worksheet to begin.

1
The Philadelphia Foundation Organizational Effectiveness Assessment Tool is a derivative product of the Capacity
Assessment Tool 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, reorganized, and assembled in
electronic format for The Philadelphia Foundation (www.philafound.org) by the OMG Center for Collaborative Learning
(www.omgcenter.org), and is used with permission from Venture Philanthropy Partners.
Connolly, P. & York, P. Building the Capacity of Capacity Builders: A Study of Management Support and Field-building
2

Organizations in the Nonprofit Sector. TCC Group June 2003.


GENERAL INFORMATION
NOTE: IT IS NECESSARY ONLY FOR THE PERSON SUBMITTING THE FINAL ASSESSMENT RATINGS
ON BEHALF OF
YOUR ORGANIZATION TO COMPLETE THIS WORKSHEET. ALL OTHERS CAN PROCEED DIRECTLY TO
WORKSHEET 1.

Organization

Number of Staff (FTE)

Total Annual Expenses (from most recent fiscal


year)

Age of Organization

Number of Clients/Constituents served (annually)

Tenure of Current ED/CEO

Website Address (leave blank if N/A)

Name of Person Submitting Final Assessment


Ratings
Title of Person Submitting Final Assessment
Ratings
Phone Number of Person Submitting Final
Assessment Ratings
E-mail of Person Submitting Final Assessment
Ratings

Date Final Assessment Ratings Completed

Use this space to briefly describe the impact your organization's services has on its constituency
and community. (150 words or less):

Others Involved with the Capacity Assessment Process

Name

Title

Name

Title

Name

Title

Name

Title

Name

Title

Please proceed to Worksheet 1.


1. LEADERSHIP CAPACITY
Input
capacit
y
Capacity
LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR rating
Elements in
this
1.0
column
Mission No written mission or Some expression of Clear expression of Clear expression of
1
limited expression of organization’s reason organization’s reason organization’s reason
the organization’s for existence that for existence which for existence which
reason for existence reflects its values and reflects its values and describes an enduring
(lacks clarity or purpose, but may lack purpose; held by many reality that reflects its
specificity); either held clarity; held by some within organization and values and purpose;
by very few in within organization and often referenced universally held within
organization or rarely occasionally referenced organization and
referenced frequently referenced

1.0 Vision No clear vision Somewhat clear or Clear and specific Clear, specific, and
2
articulated; little specific understanding understanding of what compelling
shared understanding of what organization organization aspires to understanding of what
of what organization aspires to become or become or achieve; organization aspires to
aspires to become or achieve; held by only a held by many within become or achieve;
achieve beyond the few, or “on the wall,” the organization and universally held within
stated mission but rarely used to often used to direct organization and
direct actions or set actions and set consistently used to
priorities priorities direct actions and set
priorities
1.0 Overarchin Vision (if it exists) not Vision translated into a Vision translated into Vision translated into
3
g Goals explicitly translated concrete set of goals; small set of concrete clear, bold set of (up to
into set of concrete goals lack at least two goals, but goals lack at three) goals that
goals, though there of following four most two of following organization aims to
may be general (but attributes: clarity, four attributes: clarity, achieve, with specific
inconsistent and boldness, associated boldness, associated time frames and
imprecise) knowledge measures, or time measures, or time concrete measures for
within organization of frame for measuring frame for measuring each goal; goals are
overarching goals and attainment; goals attainment; goals are universally known
what it aims to achieve known by only a few, or known by many within within organization and
only occasionally used organization and often consistently used to
to direct actions or set used by them to direct direct actions and set
priorities actions and set priorities
1.0 Overarchin Strategy is either non- Strategy exists but is priorities strategy has Clear, coherent
Coherent
4
g Strategy existent, unclear, or either not clearly linked been developed and is medium- to long-term
incoherent (largely a to mission, vision, and linked to mission and strategy that is both
set of scattered overarching goals, or vision but is not fully actionable and linked
initiatives); strategy lacks coherence, or is ready to be acted to overall mission,
has no influence over not easily actionable; upon; strategy is vision, and overarching
day-to-day behavior strategy is not broadly mostly known and day- goals; strategy is
known and has limited to-day behavior is universally known and
influence over day-to- partly driven by it consistently helps drive
day behavior day-to-day behavior at
all levels of the
1.0 Board Membership with organization with broad
Some diversity in fields Good diversity in fields Membership
5
Compositio limited diversity in of practice and of practice and variety in fields of
n& fields of practice and expertise; membership expertise; membership practice and expertise,
Commitme expertise; drawn from represents a few represents most and drawn from the full
nt a narrow spectrum of different constituencies constituencies relevant spectrum of
constituencies relevant relevant to to the organization; constituencies relevant
to the organization; organization; some solid evidence of to the organization;
little or no relevant evidence of commitment to includes functional and
experience; commitment to organization’s success, issue area expertise;
commitment to organization’s success, vision, and mission; proven track record of
organization’s success, vision, and mission; regular, purposeful learning about the
vision, and mission is regular meetings are meetings are well- organization and
unclear; meetings are well-planned and planned and addressing its issues;
sporadic and/or attendance is attendance is consistently
attendance is adequate; occasional consistently good; demonstrated
sometimes poor subcommittee regular subcommittee commitment to the
meetings meetings organization’s success,
mission, and vision;
regular, purposeful
meetings are well-
planned and
1.0 Board Roles of legal board, Roles of legal board, Roles of legal board, Legal board,isadvisory
attendance
6
Governance advisory board, and advisory board, and advisory board, and board, and strong;
consistently
management are management are clear; management are clear managementregular meetingsworkofwell
unclear; board rarely board functions and function well; together form clear
focused subcommittees
scrutinizes budgets, according to by-laws, board reviews budgets, roles; board fully
holds CEO/ED reviews budgets, and audits, IRS and state understands and fulfills
accountable, or occasionally sets filings; size of board set fiduciary and policy
operates according to organizational direction for maximum duties; size of board
formal procedures and targets, but does effectiveness with set for maximum
not regularly review formal nomination effectiveness with
CEO/ED performance, process; board co- rigorous nomination
monitor potential defines performance process; board actively
conflicts of interest, targets and actively defines performance
scrutinize audits, or encourages CEO/ED to targets and holds
review IRS and state meet targets; annual CEO/ED fully
filings review of CEO/ED’s accountable; board
performance, but board empowered and
1.0 CEO/ED
not prepared to hire or prepared to hire or fire
Limited experience in Some relevant Significant experience Extensive and varied
7 fire CEO/ED CEO/ED if necessary;
Experience nonprofit management; experience in nonprofit in nonprofit experience in nonprofit
board periodically
& Standing few relevant management; some management; many management; many
evaluated
capabilities from other relevant capabilities relevant capabilities distinctive capabilities
sectors (e.g., for-profit, from other fields; some from other fields; clear from other fields;
academia); little evidence of innovative evidence of innovative exceptional evidence of
evidence of innovative thinking and thinking; solid innovative thinking and
thinking; limited understanding of the understanding of the approaches;
recognition among sector; occasional sector; some comprehensive and
peer organizations recognition among recognition as a deep understanding of
peer organizations leader/shaper among the sector; regularly
peer organizations recognized as a
leader/shaper among
1.0 CEO/ED Some difficulty building Responsive to Actively and easily peer organizations
Constantly establishing
8
Organizatio trust and rapport with opportunities from builds rapport and trust successful, win-win
nal others; micromanages others to work with others; effectively relationships with
Leadership projects; shares little of together; generally encourages others to others, both within and
/ own experiences as confident in others’ succeed; shares outside the
Effectivene developmental/coachin ability to be successful; relevant experience organization; delivers
ss g tool; inconsistent shares own experience and expertise, yet consistent, positive,
attention to and expertise; visible gives others freedom and reinforcing
organizational vision commitment to to work their own way, messages to motivate
organization and its try out new ideas, and people; finds or creates
vision grow; shows constant special opportunities to
commitment to promote people’s
organization and its development; lives the
vision; inspires others organization’s vision;
around vision compellingly articulates
path to achieving vision
that enables others to
see where they are
going
1.0 CEO/ED Somewhat Able to cope with some Quickly assimilates Possesses keen and
9
Analytical & uncomfortable with complexity and complex information exceptional ability to
Strategic complexity and ambiguity; able to and able to distill to synthesize complexity;
Thinking ambiguity; some ability analyze and core issues; welcomes makes informed
to analyze strategies periodically generate ambiguity and decisions in
strategies comfortable dealing ambiguous, uncertain
with the unknown; situations; develops
develops robust strategic alternatives
strategies and identifies
associated rewards,
risks, and actions
1.1 CEO/ED Difficulty considering Draws appropriate Uses sound financial Exceptional financial
0
Financial financial implications of conclusions after judgment; solid judgment; deep
Judgment decisions; limited studying the facts; understanding of understanding of
understanding of basic understands basic financial concepts; complex financial
financial concepts financial concepts; regularly considers concepts; has keen,
gives some financial impact of all almost innate sense for
consideration to decisions financial impact of all
financial impact of decisions
1.1 Community Organization is not Community presence Known within the
major decisions Widely known within
1
Presence & known or regarded as a somewhat recognized, broader community the community, and
Standing player in the and organization is beyond actively engaged in a
community or the field regarded as a player in constituents/members; system-wide approach
in which you work. Few the community; some is knowledgeable and that includes the larger
members of the members of the responsive to community and/or
community (e.g., other community actively community needs; sector including cross
nonprofit leaders, engage with members of larger sector collaboration.
government organization; community (including Community leaders
representatives, and community leaders some highly respected always call on
academics) engage occasionally call on members) actively organization for its
with organization; organization for its engage with input on issues
community leaders input on issues organization; important to the sector.
rarely call on important to the community leaders
organization for its community or your often call on
input on issues field of work organization for its
important to the input on issues
Comments: Type comments here.
community or your important to the
field of work community or your
field of work

Please proceed to Worksheet 2.


2. ADAPTIVE CAPACITY
Input
capacit
y
Capacity
LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR rating
Elements in
this
column
2.0 Strategic Limited ability and Some ability and Ability and tendency to Ability to develop and
1
Planning tendency to develop tendency to develop develop and refine refine concrete,
strategic plan, either high-level strategic concrete, realistic realistic, and detailed
internally or via plan either internally or strategic plan; some strategic plan; critical
external assistance; if via external assistance; internal expertise in mass of internal
strategic plan exists, it strategic plan strategic planning or expertise in strategic
is rarely or never sometimes directs access to relevant planning, or efficient
referenced management decisions external assistance; use of external,
strategic planning sustainable, highly
carried out on a near- qualified resources;
regular basis; strategic strategic planning
plan used to guide exercise carried out
management decisions regularly; strategic
2.0 Evaluation / Very limited Performance partially plan used extensively
Performance measured Comprehensive,
2
Performanc measurement and measured and progress and progress tracked in to guide management
integrated system
e tracking of partially tracked; some multiple ways on a decisions
(e.g., balanced
Measureme performance and external performance regular basis; effective scorecard) used for
nt progress; all or most comparisons made; internal and external measuring
evaluation based on organization regularly benchmarking occurs organization’s
anecdotal evidence; no collects solid data on but may be confined to performance and
external performance program activities and select areas; multiple progress on continual
comparisons made; outputs, and has begun indicators used in basis; internal and
organization collects to measure outcomes evaluation, with external benchmarking
some data on program primary focus on part of the
activities and outputs outcomes; some organizational culture
(e.g., number of attention paid to and used by staff in
children served), but cultural target-setting and daily
has no measurement of appropriateness of operations; clear and
outcomes (e.g., the evaluation meaningful outcomes-
extent to which the process/methods; based performance
drop-out rate has been social impact indicators exist in all
lowered) measured, but areas; careful attention
longitudinal (long-term) paid to cultural
or independent nature appropriateness of
of evaluation is missing evaluation
2.0 Evaluation Performance data Performance data Learnings from Systematic staff and
process/methods;
3
& rarely used to improve occasionally used by performance data board practicesofofsocial
measurement
Organizatio program and staff and board to distributed throughout making adjustments
impact based on
nal organization; little improve organization; organization, and often and improvements
longitudinal studieson
Learning experience with some staff time used by staff and board basis of performance
with independent
evaluation beyond devoted to evaluation to make adjustments data; resources are
evaluation
capturing information efforts, as required by and improvements; devoted to thoroughly
to report to funders; funders, however staff some staff time documenting
information systems and board do not devoted to organization's work and
not in place typically see evaluation documenting capturing the complete
as integral to organization's work; story of its impact;
organization's work; some information evaluation processes
information systems systems in place to fully integrated into
not in place support on-going information systems
2.0 Use of Sporadic use of data Basic data from outside evaluation
Familiarity with useful Respected by peers as
4
Research from outside sources to or internal sources data sources in both consumer and
Data to support proposals or used to support relevant issue areas; producer of data;
Support program decisions; significant proposals data used to support dedicated research
Program limited capacity to and major advocacy; decisions, proposals, staff capable of
Planning & work with research ability to read research and advocacy; employs working with complex
Advocacy data; little reports and evaluate staff with research and data and making
understanding of where quality of data exists, data skills, although assessments about
to find useful data or but data is not relied they may not conduct relevance and cultural
how to assess its upon as part of regular analysis full time; appropriateness of
quality decision making; capacity to manipulate findings for its
familiarity with one or data from existing data community or clients;
two sources of data sets, merge data sets, research regularly
especially relevant to and make assessments scanned for relevant
organization's work; about relevance and data to support
little capacity to cultural decisions, proposals,
analyze raw data or appropriateness of and advocacy;
present it in graphical, findings for its important
engaging ways community or clients; organizational
ability to present data questions answered
from outside sources through research;
2.0 Program No assessment of Limited assessment of Occasional assessment Frequent assessment
using charts, tables, ability to effectively
5
Growth & possibility of scaling up possibility of scaling up of
andpossibility
graphics of scaling of possibility
present data of scaling
using
Replication existing programs; no existing programs and, up existing programs up existing
charts, programs,
tables, and
ability to scale up or even when judged and, when judged and whenfor
graphics judged
a variety
replicate existing appropriate, action appropriate, action appropriate,
of audiences action
programs rarely taken; limited occasionally taken; consistently taken;
ability either to scale able to scale up or efficiently and
up or replicate existing replicate existing effectively able to grow
programs programs existing programs to
meet needs in local
area or other
2.0 New No assessment of gaps Limited assessment of geographies
Occasional assessment Continual assessment
6
Program in ability of current gaps in ability of of gaps in ability of of gaps in ability of
Developme programs to meet existing programs to existing programs to existing programs to
nt recipient needs; limited meet recipient needs, meet recipient needs, meet recipient needs,
ability to create new with little or limited with some adjustments with adjustments
programs; new action taken; some made; demonstrated regularly made; ability
programs created only ability to modify ability to modify and and tendency to
in response to funding existing programs and fine-tune existing efficiently and
availability create new programs programs and create effectively create new,
new programs innovative programs to
meet needs in local
area or other
geographies;
2.0 Monitoring Minimal knowledge andBasic knowledge of Solid knowledge of continuousknowledge
Extensive pipeline ofof
7
of Program understanding of other
community trends and community trends and new ideas trends and
community
and players as well as other players as well as other players as well as other players as well as
Community alternative and alternative and alternative and alternative and
Landscape complementary models complementary models complementary models complementary models
in program area, as in program area, but in program area; good in program area;
well as community limited ability to adapt ability to adapt refined ability and
trends behavior based on behavior based on systematic tendency to
acquired understanding acquired understanding adapt behavior based
and cultural on acquired
2.0 Partnership No partnerships or appropriateness,
Early stages of building Some but
key relationships understanding
Strong, and
high-impact,
8
s& alliances with other for- relationships and only a
with carried out on
few types of cultural
relationships with
Alliances profit, nonprofit, or occasion entities (e.g., variety
collaborating with other relevant appropriateness
of relevant
public sector entities for-profit, nonprofit, or for-profit, nonprofit, entities (local, state,
public sector entities; if public sector) have and federal
relations do exist, been built and government as well as
some may be leveraged; action for-profit, other
precarious or not fully around common goals nonprofits) have been
“win-win” is generally short term built, leveraged, and
maintained;
relationships anchored
in stable, long-term,
mutually beneficial
2.0 Organizing Advocacy work is Some understanding of Broad understanding of Primarycollaboration
focus is on
9
focused only on short- the need to grow the need to grow growing constituent
term achievements; constituent capacity constituent capacity capacity and social
long-term strategy and social capital to and social capital to capital to tackle
does not exist; tackle issues/problems; tackle issues/problems; issues/problems;
campaign targets are advocacy work advocacy work is advocacy work is
sometimes vague; generally promotes directed toward that aligned with that focus;
organizing tactics may short-term gains rather end, but could be a carefully developed
not be those best than long-term better aligned; a strategy for long-term
suited to the capacity building; strategy for long-term change exists, with
constituency organizing tactics are change exists, with appropriate campaign
engaged in without a appropriate campaign targets and organizing
detailed plan of how targets and organizing tactics
Comments: Type comments here. they will lead to long- tactics
term change

Please proceed to Worksheet 3.


3. MANAGEMENT CAPACITY
Input
Capacity capacity
LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR
Elements rating in
this column
3.0 Board – Provide little Provide occasional Provide direction, Provide strong
1
involvemen direction, support, direction, support and support and direction, support,
t and accountability to accountability to accountability to and accountability to
and support leadership; board not leadership; informed programmatic programmatic
fully about all ‘material’ leadership; leadership
informed about matters in a timely fully informed of all and engaged as a
‘material’ manner and major strategic
and other major responses/decisions matters, input and resource;
organizational matters; actively solicited responses actively communication
largely “feel-good” sought between board and
support and valued; full leadership reflects
participant in major mutual
decisions respect, appreciation
for
3.0 Senior No or very limited prior Some prior experience Significant prior roles and and varied
Extensive
2 responsibilities,
Manageme experience in nonprofit in nonprofit or for-profit experience in nonprofit experience in nonprofit
nt Team or for-profit management; some or for-profit shared
or commitment
for-profit
management; limited diverse and relevant management; many and
management; highly
skills; limited track skills, decent track diverse and relevant valuing of collective
evolved and diverse
record of learning and record of learning and skills; good track wisdom
skills and track record;
personal development; personal development; record of learning and outstanding track
limited recognition in some recognition in the personal development; record of learning and
the nonprofit nonprofit community increased recognition personal development
community in the nonprofit
3.0 Staff Drawn from a pool with Drawn from a more Drawn
community fromanddiverse
beyond Drawn from
3
limited skill set and developed skill set and backgrounds and extraordinarily diverse
range of experience; experiences; good experiences and bring backgrounds and
serve as generalist with capabilities, including a broad range of skills; experiences, and bring
limited specific skill some ability to solve most highly capable broad range of skills;
set; multiple areas of problems as they arise; and committed to most highly capable in
responsibility; interest some areas of mission and strategy; multiple roles and
and abilities limited to specialization many eager to learn and committed to both
present job; little ability interested in work develop, and assume mission/strategy and
to solve problems as beyond their current increased responsibility continuous learning;
they arise jobs and in the success eager and able to take
of organization’s on special projects and
mission collaborate across
divisional lines;
frequent source of
ideas and momentum
3.0 for improvement and
Dependenc Very strong High dependence on Limited dependence on Reliance but not
4 innovation
e of dependence on CEO/ED; organization CEO/ED; organization dependence on
Manageme CEO/ED; organization would continue to exist would continue in CEO/ED; smooth
nt Team & would cease to exist without his/her similar way without transition to new leader
Staff on without his/her presence, but likely in his/her presence but could be expected;
CEO/ED presence a very different form areas such as fundraising and
fundraising or operations likely to
operations would likely continue without major
suffer during transition interruption; senior
period; no current management team can
member of fill in during transition
management team time; several members
could potentially take of management team
on CEO/ED role could potentially take
3.0 Shared No significant common Common set of Common set of on CEO/ED
Common role
set of
5
References set of references and references and references and references and
& Practices practices (e.g., rituals, practices exists in practices exists, and is practices exists, and is
unwritten rules, stories, some groups within adopted by many shared and adopted by
heroes or role models, organization, but is not people within all members of
symbols, language, shared broadly; only organization; organization;
cultural practices or partially aligned with references and references and
traditions of organizational purpose practices aligned with practices consciously
communities served, or only rarely utilized organizational purpose designed and used to
etc.) exists within or referred to by staff and occasionally support organizational
organization utilized or referred to purpose and regularly
3.0 Goals / Targets are non- by staff yet
Realistic targets exist Realistic utilized oryet
Realistic referred to
6 by staff
Performanc existent or few, vague in some key areas, and demanding targets demanding targets
e Targets or confusing, or either are mostly aligned with exist in most areas, exist in all areas;
too easy or impossible data, overarching goals and are aligned with targets are tightly
to achieve; not clearly and strategy; may lack data, overarching goals linked to data,
linked to data, aggressiveness, be and strategy; primarily overarching goals and
overarching goals and short-term, or lack quantifiable and strategy, quantifiable,
strategy; targets milestones; targets are focused on outcomes; outcome-focused, have
largely unknown or known and utilized by typically multi-year annual milestones, and
ignored by staff some staff targets, though may are long-term in
lack milestones; nature; all staff
targets are known and consistently utilize
utilized by most staff targets and work
3.0 Program Core programs and Most core programs who use
Core them to
programs and diligently
All programsto achieve
and
7
Relevance services vaguely and services well- broadly guide
services work
well-defined them
services well-defined
& defined and lack clear defined and solidly and aligned with and fully aligned with
Integration alignment with mission linked with mission and mission and mission, overarching
and overarching goals; overarching goals; overarching goals; goals, and
programs seem program offerings may program offerings fit constituency; program
scattered and largely be somewhat scattered together well as part of offerings are clearly
unrelated to each other and not fully integrated clear strategy linked to one another
into clear strategy and to overall strategy;
synergies across
3.0 Funding Organization Organization has Solid basis of Highly
programs diversified
are captured
8
Model highly dependent access to multiple funders in most funding across
on a few funders, types of funding (e.g., types of funding source multiple source types;
largely government, (e.g., government, organization insulated
of same type (e.g., foundations, foundations, from
government or corporations, private corporations, potential market
foundations or private individuals) with only a private individuals); instabilities (e.g., fully
individuals) few funders in each some developed endowment)
type, activities to hedge and/or has developed
or has many funders against market sustainable revenue
within only one or two instabilities (e.g., generating
types of funders building activities; other
of endowment); nonprofits try to imitate
organization has organization’s fund-
developed some raising
sustainable revenue activities and
generating strategies
3.0 Fund No systems in place for Recognize need to Some
activity systems in place Well-developed
9
Developme long-term planning, develop systems for for long-term planning, systems for long-term
nt Planning diversifying revenue long-term planning, revenue diversification, planning, revenue
streams, or outlining revenue diversification, and outlining and diversification, and
and managing to target and outlining and managing to target outlining and managing
goals; fundraising is managing to target goals; fund to reach target goals;
reactive; fund goals; fund development strategy multi-pronged fund
development strategy development includes includes multiple development strategy
not well-articulated and several activities, but is activities and is loosely is proactive and
focuses on one type of not connected to connected to integrated into
activity such as grants organization's long- organization's long- organization's long-
term strategic plan and term strategic plan and term strategic plan and
3.1 Financial No or very limited budget projections
Limited budget
Solid projections
financial/business budget
Very projections
solid
0
Planning / financial/business financial/business plans, updated financial/business
Budgeting planning; general plans, updated on an regularly; budget plans, continuously
budget developed; only ad hoc basis; budget integrated into most updated; budget
one budget for entire utilized as operational operations; reflects integrated into all
organization; tool; used to organizational needs; operations; used as
performance against guide/assess financial solid effort made to strategic tool; budget
budget loosely or not activities; some isolate divisional developed from
monitored attempt to isolate (program or process that
divisional (program or geographical) budgets incorporates and
geographical) budgets within central budget; reflects organizational
within central budget; performance-to-budget needs and objectives;
performance-to-budget monitored regularly well-understood
monitored periodically divisional (program or
geographical) budgets
within overall central
3.1 Financial Gifts and grants Financial activities Established internal budget;systems
Robust performance-
and
1 to-budget closely
Operations deposited and consistently controls govern all controls govern alland
Manageme acknowledged; bills documented and financial operations; regularly operations
financial monitored
nt paid regularly; reported; appropriate activities fully tracked, and their integration
supporting checks and balances supported, and with budgeting,
documentation exist; activities tracked reported; some decision making, and
collected and retained; to budget; employs attention paid to cash organizational goals;
may use volunteer or simple technology to flow management; cash flow actively
part-time bookkeeper track and report employs industry managed; employs
financial data; uses recognized technology sophisticated financial
monthly bookkeeping to track and report management system;
service or part-time financial data; full-time has a dedicated
bookkeeper staff person dedicated financial staff with lead
to bookkeeping CFO or Senior
3.1 Human Organization uncovers Some ability and Ability
function and
or tendency to Ability
uses regular Accountantto develop and
2
Resources and/or addresses HR tendency to develop develop
bookkeeping and refine
service refine concrete,
Planning needs only when HR plan either concrete, realistic HR realistic, and detailed
issue/problem is large internally or via plan; some internal HR plan; critical mass
to ignore; lack of HR external assistance; HR expertise in HR of internal expertise in
planning activities and plan loosely or not planning or access to HR planning, or
expertise (either linked to strategic relevant external efficient use of
internally or accessible planning activities and assistance; HR external, highly
externally); job roughly guides HR planning carried out on qualified resources; HR
descriptions do not activities; job near-regular basis; HR planning exercises
exist descriptions tend to be plan linked to strategic carried out regularly;
static; no dedicated HR planning activities and HR plan tightly linked
staff used to guide HR to strategic planning
activities; job activities and
descriptions systematically used to
periodically updated direct HR activities;
and revised in job descriptions
response to changing regularly updated and
organizational needs revised in response to
and to support the changing
growth and organizational needs
3.1 Constituent Constituent Constituents offered a Onedevelopment of staff; Variety
or two systems in of systems
and to support in
growth
3
Involvemen involvement is limited; range of roles in the place
uses atodedicated
actively recruit
staff place to actively recruit
and development of
t planning involves little organization; volunteer and personinvolve
or external and
staff;involve
has knowledge of
constituent input; positions of leadership constituents;
service constituents;
industry comparables
constituents not open to constituents, constituents take on a constituents take on a
trained or supported in but rarely filled by variety of roles in wide variety of roles in
their involvement them; paid staff organization, including organization, including
responsible for volunteer positions of volunteer positions of
planning; constituent leadership; paid staff leadership; paid staff
work mostly task- take a large role in work collaboratively
oriented; constituents planning, but with constituents to
trained or supported in constituents are plan and lead much of
their work on an ad hoc involved and help the organization’s work
basis define some desired and define desired
outcomes; training outcomes; training is
provided to provided to
Type comments here. constituents in some of constituents in all of
Comments:
the skill areas needed the skill areas needed
to affect change to affect change

Please proceed to Worksheet 4.


4. OPERATIONAL CAPACITY
Input
capacit
y
Capacity
LEVEL ONE LEVEL TWO LEVEL THREE LEVEL FOUR rating
Elements in
this
4.0
column
Operational Operations run purely Some ability and Ability and tendency to Concrete, realistic, and
1
Planning on day-to-day basis tendency to develop develop and refine detailed operational
with no short- or operational plan either concrete, realistic plan developed and
longer-term planning internally or via operational plan; some regularly refined;
activities; no external assistance; internal expertise in critical mass of internal
experience in operational plan operational planning or expertise in operational
operational planning loosely or not linked to access to relevant planning, or efficient
strategic planning external assistance; use of external,
activities and used operational planning sustainable, highly
roughly to guide carried out on a near- qualified resources;
operations regular basis; operational planning
operational plan linked exercise carried out
to strategic planning regularly; operational
activities and used to plan tightly linked to
guide operations strategic planning
activities and
systematically used to
direct operations
4.0 Fundraising Generally weak or no Main fundraising needs Fundraising needs Highly developed
2
fundraising skills covered by some adequately covered by internal fundraising
combination of internal well-developed internal skills and expertise in
skills and expertise, fundraising skills; all funding source
and access to external occasional access to types to cover all
fundraising assistance some external needs; access to
(if/when needed) fundraising expertise to external fundraising
take on special expertise for additional
fundraising initiatives extraordinary needs
4.0 Board Most members do not Members accept that Many
and tomembers
add to an All members embrace
3
Involvemen recognize fundraising the board has some embrace fundraising
internal skill set as fundraising as one of
t& as one of the board's fundraising one of the board's core the board's core roles
Participatio roles and responsibilities mostly roles and and responsibilities;
n in responsibilities; no limited to events, but responsibilities, and realistic and
Fundraising goals or plans for some concerns exist participate with appropriate board
board-driven regarding ability of fundraising endeavors; fundraising goals and
fundraising activities board to be successful realistic and plans in place; board
exist; members do not in this area; board appropriate board actively fundraises and
generally make fundraising activities fundraising goals and has achieved
financial contributions are limited; some plans exist; fundraising measurable progress
to organization members make a activities are towards goals; 100% of
personally significant underway; most members make an
annual financial members make a annual personal
contribution to personal annual financial contribution,
organization based on financial contribution to many make a
their individual means organization based on significant annual
their individual means financial contribution to
4.0 Revenue No internal revenue- Some internal revenue Some proven internal Significant
organization internal
based on
4
Generation generation activities; generation activities, revenue generation revenue generation;
their individual means,
concepts such as however financial net activities: these experienced and skilled
and some contribute
cause-related contribution is activities provide in areas
more such as cause-
frequently
marketing, fee-for- marginal; revenue substantial additional related marketing, fee-
services, and retailing generation activities funds for program for-services, and
are neither explored may distract from delivery, but retailing; revenue-
nor pursued programmatic work occasionally distract generating activities
and often tie up senior from programmatic support, but don’t
management team work and require distract from, focus on
extensive senior creating social impact
4.0 Communicat No communications No communications management attention
Communications plan Communications plan
5 ions plan or articulated plan or articulated and strategy in place; and strategy in place
Strategy communications communications key messages defined and updated on a
strategy in place; key strategy in place, but and stakeholders frequent basis;
messages not defined key messages defined identified; stakeholders and their
or articulated; and stakeholders communications to values identified, and
stakeholders not identified; stakeholders are communications to
identified; information communications to generally consistent each of those
messages about stakeholders are fairly and coordinated; a few stakeholders
organization are inconsistent materials used customized;
inconsistent consistently provided in communications
4.0 Telephone Working status, lack of Adequate basic various
Solid languages
basic always carry aand
telephone Sophisticated
6 consistent and
& Fax sophistication, or telephone and fax and fax facilities reliable telephone and
limited number of facilities accessible to accessible to entire powerful
fax message;
facilities accessible
telephone and fax most staff; may be staff (in office and out by materials
all staffupdated
(in office
facilities are an moderately reliable or in the field); cater to regularly
and out in the field),
impediment to day-to- user-friendly, or may day-to-day includes around-the-
day effectiveness and lack certain features communication needs clock, individual voice-
efficiency that would increase with essentially no mail; supplemented by
effectiveness and problems; includes additional facilities
efficiency (e.g., additional features (e.g., pagers, cell
individual voice-mail), contributing to phones) for selected
or may not be easily increased effectiveness staff; effective and
accessible to some and efficiency (e.g., essential in increasing
staff (e.g., field staff); individual, remotely staff effectiveness and
most frequent users accessible voice-mail); efficiency; all staff
4.0 Computers, Limited/no use of receive training
Adequately on
equipped most hardware
Solid staff receive
and receive training on
State-of-the-art, fully
7
Applications computers or other phone system
at central level;features training
softwareon phone
infrastructure phone
networkedsystem features
computing
, Network, technology in day-to- incomplete/limited system
that features to
contributes hardware with
& Email day activity and/or little infrastructure at increased efficiency; no comprehensive range
or no usage by staff of locations aside from or limited sharing of of up-to-date software
existing IT central offices; equipment is applications; greatly
infrastructure equipment sharing may necessary; regular use enhances efficiency; all
be common; of IT infrastructure by staff have individual
satisfactory use of IT staff, though some computer access and
infrastructure by staff; accessibility challenges e-mail; high usage
periodic training for front-line program level of IT
provided to some staff deliverers may exist; infrastructure by staff;
members periodic training regular training
4.0 Website No individual website Basic website provided to
Comprehensive all staff provided to all staff
Sophisticated,
8
containing general members
website containing members
comprehensive, and
information, but little basic information on interactive website,
information on current organization as well as regularly maintained
developments; site up-to-date latest and kept up to date on
maintenance is a developments; most latest area and
burden and performed information is organization
only occasionally organization-specific; developments; praised
easy to maintain and for its user-friendliness
regularly maintained and depth of
information; includes
links to related
organizations and
4.0 Databases / No systems for tracking Electronic databases Electronic database useful resources on
Sophisticated,
9
Manageme clients, staff and management and management topic addressed by
comprehensive
nt volunteers, program organization
reporting systems exist reporting systems exist electronic database
Reporting outcomes and financial in only few areas; in most areas for and management
Systems information systems perform only tracking clients, staff, reporting systems exist
basic features, are volunteers, program for tracking clients,
awkward to use, or are outcomes, and financial staff, volunteers,
used only occasionally information; commonly program outcomes,
by staff used and help increase and financial
information sharing information; widely
and efficiency used and essential in
increasing information
4.1 Buildings & Inadequate physical sharing and
Physical infrastructure Fully adequate physical Physical efficiency
infrastructure
0
Office infrastructure, resulting can be made to work infrastructure for the well-tailored to
Space in loss of effectiveness well enough to suit current needs of the organization’s current
and efficiency (e.g., organization’s most organization; and anticipated future
unfavorable locations important and infrastructure does not needs; well-designed to
for clients and immediate needs; a impede effectiveness enhance organization’s
employees, no number of and efficiency; decor effectiveness and
possibility of improvements could partially reflects efficiency; favorable
confidential increase effectiveness cultural traditions of locations for clients and
discussions, insufficient and efficiency constituents employees; plentiful
workspace for space encourages
individuals, no space teamwork; layout
for teamwork) increases critical
interactions among
staff; decor clearly
reflects and affirms
Comments: Type comments here.
cultural traditions of
constituents

Please proceed to the Summary Table to review your responses and select priority capacity
elements for your organization.
The Philadelphia Foundation
Organizational Effectiveness Assessment Summary
Capacity Level Priority
Rating Capacity
Elements
INDICATE THE
CAPACITY
ELEMENTS Capacity
Select any Capacity Element link YOUR ORG. IS Dimensio
below MOST n
to return to that section in the Tool INTERESTED IN Averages
STRENGTHENIN
G (PLACE AN 'X'
IN THE
APPROPRIATE
CELLS)

1. LEADERSHIP CAPACITY

1.01 Mission N/A or no response


1.02 Vision N/A or no response
1.03 Overarching Goals N/A or no response
1.04 Overarching Strategy N/A or no response
1.05 Board Composition & Commitment N/A or no response
1.06 Board Governance N/A or no response N/A
1.07 CEO/ED Experience & Standing N/A or no response
N/A or no response
1.08 CEO/ED Organizational Leadership / Effectiveness

1.09 CEO/ED Analytical & Strategic Thinking N/A or no response


1.1 CEO/ED Financial Judgment N/A or no response
1.12 Community Presence & Standing N/A or no response
2. ADAPTIVE CAPACITY

2.01 Strategic Planning N/A or no response


2.02 Evaluation / Performance Measurement N/A or no response
2.03 Evaluation & Organizational Learning N/A or no response
N/A&or
2.04 Use of Research Data to Support Program Planning no response
Advocacy

2.05 Program Growth & Replication N/A or no response N/A


2.06 New Program Development N/A or no response
N/A or no response
2.07 Monitoring of Program and Community Landscape

2.08 Partnerships & Alliances N/A or no response


2.09 Organizing N/A or no response
3. MANAGEMENT CAPACITY

3.01 Board-Involvement and Support N/A or no response


3.02 Senior Management Team N/A or no response
3.03 Staff N/A or no response
N/A or no response
3.04 Dependence of Management Team & Staff on CEO/ED

3.05 Shared References & Practices N/A or no response


3.06 Goals / Performance Targets N/A or no response
3.07 Program Relevance & Integration N/A or no response N/A
3.08 Funding Model N/A or no response
3.09 Fund Development Planning N/A or no response
3.10 Financial Planning / Budgeting N/A or no response
3.11 Financial Operations Management N/A or no response
3.12 Human Resources Planning N/A or no response
3.13 Constituent Involvement N/A or no response
4. OPERATIONAL CAPACITY

4.01 Operational Planning N/A or no response


4.02 Fundraising N/A or no response
4.03 Board Involvement & Participation in FundraisingN/A or no response

4.04 Revenue Generation N/A or no response


4.05 Communications Strategy N/A or no response
N/A
4.06 Telephone & Fax N/A or no response
4.07 Computers, Applications, Network, & Email N/A or no response
4.08 Website N/A or no response
4.09 Databases / Management Reporting Systems N/A or no response
4.10 Buildings & Office Space N/A or no response

LEADERSHIP CAPACITY N/A


ADAPTIVE CAPACITY N/A
MANAGEMENT CAPACITY N/A
OPERATIONAL CAPACITY N/A
The Philadelphia Foundation Organizational Capacity Assessment Summary

Operational Capacity

LeadershipN/A
Capacity
Adaptive Capacity
N/A
ManagementN/ACapacity
OperationalN/A
Capacity

Management Capacity

Adaptive Capacity

Leadership Capacity

1.00 1.50 2.00 2.50 3.00 3.50 4.00

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