Viability and Sustainability Integrated assessment tool worksheet extract 2.1 2.4 Organisational Capacity March 2014
The following pages are an extract of CSA s Viability and Sustainability Assessment Tool used as part of our nonaccredited training workshop for National Disability Services (Qld). This tool has been developed by CSA from, and with acknowledgement to the Integrated Viability Assessment Framework (International Development Research Centre and Canada& Inter-American Development Bank, 2010). This extracted section focuses on the assessment of the current environment in which we operate, and how we function within this environment. The full tool includes stimulus questions for assessing the components of Organisational Capacity, Motivation and Performance as outlined in these contents. To receive the full version of this tool, please email Corporate Synergies Australia at info.csa@bigpond.com Contents Introduction...A 1. Enabling Enviroment...1 1.1 Governmental...1 1.2 Administrative...1 1.3 Legal...2 1.4 Political...3 1.5 Economic...4 1.6 Social and Cultural...5 1.7 Capability...7 1.8 Technology...8 1.9 Physical...9...10 2.1 Strategy Leadership...10 Planning...10 2.2 Structure Niche Management...11 Organisation...12 Governance...12 Operating...13 2.3 Human Resources Planning...14 Staffing...15 Development...15 Assessment and Performance...16 Staff...17 2.4 Finance Planning...17 Accountability...18 Monitoring...19 2.5 Infrastruture Facilities...19 Technology...20 2.6 Program Management Planning...21 Implementation...21 Monitoring and Evaluation...22 2.7 Process Management Problem-Solving...23 Decision-Making...24 Planning...24 Communication...24 Organisational Monitoring and Evaluation...25 2.8 Networks, Joint Ventures, Coalitions and Partnerships...26 2.9 Electronic Linkages...26 3. Organisational Motivation...28 3.1 History...28 3.2 Vision and Mission...28 3.3 Culture...29 3.4 Incentives...30 4. Organisational Performance...31 4.1 Effectiveness...31 4.2 Efficiency...31 4.3 Relevance...32 4.4 Financial Viability...33 Disclaimer This workbook is a synthesis of information from a range of sources believed to be reliable. CSA gives no warranty that the said base sources are correct, and accepts no responsibility for any resultant errors contained herein or for decisions and actions taken as a result, and any damage. 2014 Corporate Synergies Australia. Acknowldgement to the International Development Research Centre and Canada & Inter-American Development Bank for the Integrated Viability Assessment framework, 2010
Introduction The question of financial viability and sustainability is often limited to the assessment accounting and other quantitative data. This is because the money side of our operations is relatively more easily measurable (dollar values) and there are generally accepted accounting principles and standards to which we can benchmark these outcomes and outputs. But there are inherent weaknesses in such a one-dimensional model. Money is only one of many input resources that drive our viability and sustainability, and contribute to the long-term value of our organisations. To gain a true assessment of, we need to look at the organisation as a whole. The Integrated Viability Model provides an internationally recognised framework for assessing the viability and sustainability of not-for-profit organisations. The following tool is a series of questions developed from this framework to be critically discussed by the key stakeholders of our organisations. Each question should be rated for risk and priority to your organisation, and notes made with relevance to your organisation s Strengths Weaknesses Opportunities Threats. Organisational Motivation History Mission Culture Incentives Brand Environment Administration Political Social/Culture Economic Stakeholder Organisational Performance Effectiveness Efficiency Relevance Financial Viability Organisational Capacity Strategy Structure Human Resources Financial Management Infrastructure Program Management Process Management Inter-organisational Linkages 2014 Corporate Synergies Australia. Acknowldgement to the International Development Research Centre and Canada & Inter-American Development Bank for the Integrated Viability Assessment framework, 2010
2.1 Strategy Leadership 2.1.1 Do people in the organisation support formal leadership? 2.1.2 Do people in the organisation take on positive informal leadership roles? 2.1.3 Does the organisation recognize the importance of distributive leadership? 2.1.4 Is staff throughout the organisation willing to take on leadership roles? 2.1.5 Is staff willing to try new suggestions made by those in leadership positions? 2.1.6 Are both internal and external stakeholders supportive of the formal organisational leadership? 2.1.7 Does all staff have an opportunity to suggest changes in the organisation? 2.1.8 Is leadership that supports organisational goals rewarded? Strategy Planning 2.1.9 Is there a formal or informal organisational strategy? Is the strategy supporting a high level of performance? 2.1.10 Do the board of governors, senior managers and staff members support the organisation s strategy? 2.1.11 Is the strategy generally accepted and supported in the organisation? 2.1.12 Has the strategy helped clarify priorities and set indicators, thus giving the organisation a way to assess its performance? 2.1.13 Is the strategy used as a way to help make decisions? 2.1.14 Is the strategy an impediment or a facilitator to capacity building or improved performance? 10
Strategy Planning 2.1.15 Is there a process for clarifying and revising the organisation s strategy? 2.1.16 Is there an ongoing process for scanning the environment to consider potential threats and opportunities? 2.1.17 Does the organisational strategy identify the opportunities and constraints regarding core resource areas related to improving or detracting from performance? 2.2 Structure Niche Management 2.2.1 Has the organisation defined its unique place (or places) within a sector in terms of philosophy, mission and goals? 2.2.2 Are its strengths matched with the niche selected? 2.2.3 Does the organisation do competitive strength assessments to identify core and distinctive competencies that reveal its strengths and weaknesses within its niche (competitive position)? 2.2.4 Does the organisation seek information about the products and services that clients want? 2.2.5 Does the organisation collect information on its sector (market) and its role inside the sector or market? 2.2.6 Do potential clients or customers know, or can they find out about, programs and services that represent the niche? 2.2.7 Is equity served through this niche? For example, are women and other underrepresented groups served within the niche? 2.2.8 Does the organisation have sufficient financial support to keep its niche? 11
Structure Niche Management 2.2.9 Does it communicate or promote its niche to both internal and external stakeholders? Structure Organisation 2.2.10 Who has authority over whom? 2.2.11 How and why should an organisation divide labor individually and by grouping people? 2.2.12 How should organisations coordinate their work to maximize the benefits of the divisions of labour? 2.2.13 What do people look for to indicate that problems are structural in nature rather than some other type of problem, such as one of leadership? Structure Governance 2.2.14 Does the governing structure have a clearly defined way to review and set organisational direction? 2.2.15 Does the governing body have a group responsible to scan the external and internal environment to understand the forces affecting the organisation and its performance? 2.2.16 Does the governing structure have a group that reviews safeguards and incentives to ensure that managers throughout the organisation do not compromise organisational goals in the interest of their personal goals? 2.2.17 Does the governing body have a group responsible to respond appropriately to major environmental trends and influences, be they social, political or economic? For instance, are both quality and equity issues reflected in the minutes and discussions? 12
Structure Governance 2.2.18 Does the organisational charter provide an adequate framework for creating structural means to carry out the mission of the organisation? Is it adequate for dealing with the external forces challenging the organisation? 2.2.19 Does the governing structure have the various committees necessary to ensure legal and organisational accountability? 2.2.20 Does the governing structure have the mechanisms to review and assess organisational performance and, if appropriate, create conditions to support change? Structure Operating 2.2.21 Are the organisation s mission and goals supported by its structure? 2.2.22 Are roles within the organisation (groupings as well as individual) clearly defined, yet flexible enough to adapt to changing needs? 2.2.23 Are departmental lines or divisions between groups coordinated to improve performance? Or are departmental lines jealously guarded, serving as impediments to collaboration? 2.2.24 Does the structure support or inhibit an efficient production of goods or provision of services? 2.2.25 Are coordinating units formed to facilitate performance? 2.2.26 Are there clear lines of authority and accountability (individual, group and organisational)? 2.2.27 Do people have the authority to set agendas that support improved performance? 2.2.28 Are the work groups and units adequate for implementing the organisational strategy and improving performance? 13
Structure Operating 2.2.29 How centralised (versus decentralised) is decisionmaking? Does the existing approach have negative consequences such as impeded productivity, low morale, etc.? 2.2.30 Is it clear who bears responsibility for performance? 2.2.31 Does the structure of responsibility and authority make organisational sense and facilitate the work? 2.2.32 Are the functional units adequately centralised or decentralised? 2.2.33 Are work processes clear and adequately structured? 2.2.34 Are quality principles embedded in the roles and responsibilities? 2.3 Human Resources Planning 2.3.1 To what extent does the organisation s ability to plan for its human resources needs affect its performance? 2.3.2 Are the right people in the right jobs in the organisation? 2.3.3 Can the organisation forecast current and future demands for human resources? 2.3.4 Does the organisation know how and where to identify people with the skills needed to fill its needs? 2.3.5 Can the organisation link its mission and goals to its human resources planning? 2.3.6 Has the organisation developed a personnel policy manual? 14
Human Resources Staffing 2.3.7 To what extent does the organisation have adequate staffing procedures to ensure that it knows the type of staff required for high performance? 2.3.8 Does the organisation have a competent approach to staffing? 2.3.9 Does the organisation have appropriate job descriptions, competency reviews or equivalents to determine what staffing is needed? 2.3.10 Does the organisation have an appropriate system for selecting candidates (reviewing curriculum vitae, conducting interviews, and checking references)? 2.3.11 Are individuals in charge of selection appropriately trained to carry out this function (interview and listening skills, courtesy, and good judgment)? 2.3.12 Is recruitment and selection material (ads, posting, interview questions) free of discrimination (gender, religious)? Is it transparent? 2.3.13 Is there someone familiar with both the day-to day functions of the organisation as well as its longerterm vision available to orient new staff members? Human Resources Development 2.3.14 To what extent does the organisation have an overall approach to human resource development? 2.3.15 Does the organisation have a training and development policy? 2.3.16 Does it have a budget for training and development and a way to track these costs? 2.3.17 Does the organisation encourage staff to continue to learn and develop (by providing incentives for learning, by supporting training costs)? 15
Human Resources Development 2.3.18 Is there someone in the organisation able to identify training needs? 2.3.19 Does the organisation support the application and transfer of new learning on the job? 2.3.20 Is training demand driven (responds to needs in the organisation) as opposed to supply driven (responds to whatever is offered on the market or by a donor)? 2.3.21 Can and does the organisation assess training and its effect on performance? 2.3.22 Does the organisation have plans for mentoring younger staff into their careers? 2.3.23 Does the organisation have a way to deal with succession? 2.3.24 Do people see career opportunities in the organisation? Human Resources Assessment and Performance 2.3.25 To what extent does the organisation have fair and motivational assessment and reward systems? 2.3.26 Does the organisation have a compensation policy that complies with the rules and regulations of the country? 2.3.27 Does the staff see an adequate correlation between compensation and performance? 2.3.28 Are staff members generally satisfied with their compensation? 2.3.29 Are compensation packages externally competitive for the sector? 2.3.30 Is there internal equity in salaries and benefits (i.e., equal compensation for work of equal value)? 16
Human Resources Assessment and Performance 2.3.31 Are compensation differentials appropriate to motivate staff? 2.3.32 Does the organisation motivate staff with both monetary and non-monetary rewards? Human Resources Staff 2.3.33 To what extent does the organisation have effective relations among its staff? 2.3.34 Do people in the organisation feel protected from being taken advantage of (through a collective agreement or appropriate personnel policies)? 2.3.35 Are there measures and procedures inside the organisation to deal with people in emotional or physical distress? 2.3.36 Does the organisation seek ways to increase the loyalty and commitment of staff? 2.3.37 Is morale in the organisation generally good? 2.3.38 Does the organisation have measures in place to deal with harassment in the workplace? 2.3.39 Does the organisation have, if appropriate, a health and safety policy? 2.3.40 Are work-related accidents rare? 2.4 Finance Planning 2.4.1 Is regular and periodic financial planning undertaken to support performance? 2.4.2 Is there adequate budgetary planning? 2.4.3 Are cash requirements analyzed through cash flow statements? 17
Finance Planning 2.4.4 Are budget plans timely? 2.4.5 Are budget plans updated as financial information comes in? 2.4.6 Are members of the governing body involved in financial planning and monitoring? 2.4.7 Are human resources adequate to ensure effective financial planning? 2.4.8 Is the financing of grants or loans properly managed, to the maximum benefit of the organisation? 2.4.9 Are comparisons of both actual and planned budgets monitored and analyzed for decisionmaking? 2.4.10 Are there appropriate capital and equipment forecasts? 2.4.11 Are reports provided to the board and funders on a regular basis (at least once a quarter)? 2.4.12 Is financial information provided in a timely fashion to those who need it? Finance Accountability 2.4.13 Do members of the organisation follow clearly stated financial procedures? 2.4.14 Are the auditors satisfied with the organisation s controls on cash and assets? 2.4.15 Is there a clearly stated rule setting when the organisational year begins and ends? 2.4.16 Does the board of directors review financial policies and procedures on a regular basis to assess whether they are adequate, inadequate or excessive? 18
Finance Accountability 2.4.17 Are there competent staff and board members who understand the role of financial procedures and information? 2.4.18 Is the financial information contextualized within a strategic or business plan? 2.4.19 Is there a board committee to oversee financial issues? A management committee? Finance Monitoring 2.4.20 Are there financial reports and statements to support effective decision-making and good performance? 2.4.21 Is there an adequate bookkeeping system that can generate monitoring information? 2.4.22 Is there adequate staff to record financial information and generate reports? 2.4.23 Are balance sheets and income and expense statements prepared on a timely basis (at least quarterly)? 2.4.24 Are there adequate reports that allow for control of the organisation s assets? 2.4.25 Are cash flow statements prepared in timely fashion and used by managers? 2.4.26 Is cash managed so that the organisation can benefit when there is surplus, and minimize the cost of cash shortages? 19