Characteristic of Organisation
rating: 1 = less developed, 6 = well-developed 1
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Recognised legitimacy through proven performance Added value (distinctive competence), also geographical Positive image amongst relevant stakeholders rating: 1 = less developed, 6 = well-developed 1
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Understands reality: factors and actors influencing the problems the organisation wants to tackle Makes optimal use of external information and knowledge, experience and commitment of target group/clients, staff, volunteers and other (external); experts Recognises diversity and conflicting interests in target group Knowledge on best practices Planning, budgeting, monitoring and evaluation system is operational Operational planning, budgeting, monitoring and evaluation system Able to recognise obstacles for own development. Strategic planning exists involving different stakeholders, including mission, long-term objectives, strategies, programmes and a financial plan (to generate funds and to allocate budgets to strategies) rating: 1 = less developed, 6 = well-developed 1
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Programmes are designed in true consultation and negotiation with target group / members Relevant programmes (answering urgent and serious needs) Effective programmes (improving lifes, empowering people, sustainable results) Appropriate implementation and technical quality Balance between costs and expected effects (for every programme); rating: 1 = less developed, 6 = well-developed 1
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Appropriate legal status / constitution Financial management is integrated with organisational development and is executed in accordance with an existing financial strategy. Finance is also involved with the provision of financial management information (management accounting) at all organisation levels Competent leadership: visionary, respected internally and externally, incorruptible, recognises and manages internal tensions, takes in-time decisions, result- and culture-oriented, coach when and where needed, appropriate delegation, accessible and accountable Competent staff: skilled, experienced, committed, incorruptible, credible, costs-conscious, has concern for quality Transparent structures and systems that ensure optimal use of resources: Transparent costs and income reporting, linked to programmes Supportive organisational climate: open, critical, eager to learn, balance between result- and people-oriented, open communication channels rating: 1 = less developed, 6 = well-developed 1
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Knows other relevant actors Initiates and actively maintains relevant relations with these actors Active in search for strategic alliances and coalitions without selling out on ideals and principles Self-confident, business-like and adequate relation with donors Accountable to all stakeholders (see annual report, including audited financial report) rating: 1 = less developed, 6 = well-developed 1
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Balance between hardware (structures, systems) and software (vision, people) Logical (understandable) links between vision, mission, strategies, activities, structure, systems, allocation of resources and (management) culture
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