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Capacity Development Tool
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1. Vision / Wording and Application of Vision
No vision has been formulated.
CSO members do not know the CSO's vision.
CSO members do not understand the vision or do not agree with it.
The vision gives an approximate picture of what the CSO aims to become and achieve.
Some people, not everyone, within the CSO know the vision and accept it.
The vision is largely declarative in nature and is ignored when the CSO's operations are planned.
The vision is worded as a clear picture of the CSO's ambitions.
The CSO often refers to the vision when setting priorities and planning.
Many people within the CSO know and often use the vision when planning or setting priorities.
There is a clear and impactful picture of the CSO's ambitions, which guides the CSO's operations.
The vision is generally accepted within the CSO.
The CSO's vision is consistently applied during operations and when planning and setting priorities.
2. / Objectives / Efficiency Targets
The vision has not been converted into concrete objectives.
There are general (but inconsistent and non-specific) perceptions within the CSO about the overarching or short-term objectives.
Specific objectives stemming from the vision only exist on paper, few people within the CSO are aware of them.
The CSO is rarely guided by these objectives in its operations.
The vision is reflected in a small series of specific objectives, with at least two of the four following characteristics present in those objectives: simplicity, boldness, efficiency criteria and deadlines.
The objectives are known to many people within the CSO and are often used when planning operations and setting priorities.
Up to three specific objectives are clearly worded, bold and correspond to the vision, outlining the achievements that the CSO is pursuing.
Indicators and clear deadlines have also been developed for the achievement of each objective.
Those objectives are widely known within the CSO and are always considered when planning and implementing operations, and setting priorities.
3. / Mission / Clear Wording and Application
No mission has been formulated
The mission reflects the reason for the CSO's existence, its values and/or objectives, but not clearly.
A clearly-worded mission expresses the reason for the CSO's existence and reflects its values and objectives.
Many people within the CSO accept and often follow this wording during their work.
A clearly-word and regularly updated mission that expresses the reason for the CSO's existence, its values and objectives.
It is accepted within the CSO as a guidelines for operations.
4. Advocacy (evaluate this line if the advocacy is part of the CSO's mission)
The advocacy is not reflected in the CSO's mission or objectives.
The mission refers to the advocacy, although not clearly.
The advocacy is clearly reflected in the CSO's mission or main objectives.
The CSO's mission clearly reflects the advocacy.
The advocacy is periodically revised and considered a guideline.
5. Reflection of Gender Issues (evaluate this line if gender issues are part of the CSO's mission)
The principle of gender equality is not literally included in the CSO's mission and does not stem from its meaning
The principle of gender equality is indirectly reflected in the CSO's mission or can be assumed from the CSO's mission.
The principle of gender equality is directly reflected in the CSO's mission, but there is no direct link between it and program operations.
The principle of gender equality is literally included in the CSO's mission or stems from its meaning. In any case, it serves as a guiding principle for everyday operations.
6. Theory of Change / Approach to Implementing Change
The theory and approaches to achieve the CSO's vision are not defined.
The theory and approaches to act in accordance with the CSO's mission and achieve its vision are incompletely formulated.
There is no general agreement on the CSO's mission.
The approaches to implement the CSO's mission and achieve its vision are formulated in the CSO's strategic plan and other basic documents, but they do not always serve as a guideline in everyday operations.
The approaches to implement the CSO's mission and achieve its vision are defined, periodically revised, and act as a guideline. Staff members actively participate in discussions on the change theory, vision, strategy and mission.
7. General Strategy
There is no written strategy.
The strategic plan does not match the CSO's mission.
The strategic plan does not impact everyday operations and occurring organizational changes.
Although a strategy exists, it is not clearly worded or connected to the mission, vision and objectives. It is incomplete or unrealistic.
The strategy is known to a few within the CSO and has a limited impact on the CSO's everyday operations.
There is no way to measure the efficiency of the strategy or to calculate the necessary resources to implement it.
A consistently developed strategy is linked to the mission and vision, but is not fully implemented.
It is known to many within the CSO and partially dictates the everyday operations of the CSO.
All of the CSO's planning, including fundraising, stem from the strategy to a certain extent.
The CSO has a clear, consistently developed mid-term and/or long-term strategy linked to the mission, vision and objectives.
The strategy is known to almost everyone and, applied broadly, guides everyday operations at all levels in the CSO.
8. Strategy / Beneficiaries and Stakeholders
There are weak ties with beneficiaries and members of target groups or the community.
Work with the beneficiaries and members of target groups or the community is improving, although it is mainly done for the assessment of their needs or on other special occasions.
Well-defined beneficiaries, target groups or the community, and their needs are considered during planning and decision making.
Clearly-defined beneficiaries, target groups and/or the community are regularly involved in the development and revision of the CSO's mission and strategy.
9. Strategy / Beneficiary and Stakeholder Involvement
The beneficiaries may be considered by the CSO to be deserving, but passive recipients of services or other activities, and not potential partners.
The CSO may consult with some influential beneficiaries or community members and/or invite them to participate in decision making; a realization of the role in CSO operations of beneficiaries and its appreciation is gradually taking shape within the CSO.
The CSO is involved on behalf of its beneficiaries in those lobbying and advocacy functions, which are selected as the strategic directions of the CSO and/or the civil sector.
The necessity for supporting the institutionalization and capacity building of beneficiary groups or community structures is considered during planning and decision making processes. The CSO recognizes them as partners.
10. Strategy / Beneficiary and Stakeholder Involvement
The idea of serving to protect the interests of this group has not yet formed in the CSO.
The CSO has formed with a certain understanding of its role in the sphere of the advocacy.
The CSO realizes the necessity of legislative and institutional changes to support reform.
The community/beneficiaries are seen as important and interested groups in development, with whom one should consult, but there are sporadic attempts to organize the beneficiaries and develop their self-supporting capacities.
A regular assessment of their needs is an important part of the planning process.
Complete and comprehensive lobbying and advocacy functions are carried out in the context of the strategic directions chosen by the CSO.
11. Reflection of Advocacy (if the advocacy is the part of the CSO's Mission)
The strategy does not foresee the advocacy as a main method of operation.
The advocacy component is included in the strategy, but the directions of its implementation are not clearly formulated. [Awareness raising, mobilization or other separate components should not be considered advocacy in this section]
The strategy treats advocacy as the most important section/objective, but the staff does not focus on it while planning activities /or does not believe in the effectiveness of the advocacy approach adopted by the CSO.
The strategy clearly defines advocacy as the CSO's strategic objective and means, the staff is fully aware of it and focuses on it when planning activities.
12. Reflection of Gender Issues (if gender issues are part of the CSO's mission)
Issues of gender equality are not included in the strategy.
The strategy addresses gender issues, but they are not clearly defined as a strategic objective, activity or outcome.
Gender issues are included in the strategy, including as strategic objectives.
The strategy clearly defines the issues of gender equality and equal opportunities as a strategic objective.
13. Prospects for Expansion
The CSO's strategy does not include prospects for expansion.
The CSO's strategy addresses the prospects for evaluation in an unclear way and does not clarify them.
The CSO's strategy clearly addresses the prospects for expansion, but it is not mentioned as a strategic objective.
The expansion of the CSO is a strategic objective.
14. Board Composition and Efficiency, Involvement and Dedication
Board members are mainly from the same background, have the same skills and same profession, do not have CSO management skills, are unaware of how to support the CSO achieve its objectives.
Board meetings occur rarely, although without violations of the law. The decisions of the meetings are not known or are not important to the staff.
The Board is unaware of urgent issues and does not support the management. The staff does not know the composition of the board, their range of roles and responsibilities, there is no board-CSO communication.
The board is representative, and consists of members from varying backgrounds, to a certain extent.
Board members are supporters of the CSO and show some dedication to the CSO's operations.
The presence of a quorum is secured at meetings. There is a partial distribution of roles among board members. The Board supports the management from time to time.
The board consists of members from a considerably varying background. Board members are experienced and supporters of the CSO.
Board members show sufficient dedication to the CSO's operations. They supports the management (without micro-managing), and participate in the resolution of important issues.
A majority of board members participate in well organized meetings, and separate meetings of some board members occur to discuss specific issues.
Board members are supporters of the CSO and represent a wide range of professions. They also have experience in program and financial work.
Well-known people are part of the board and are dedicated to the CSO's operations, they have a tangible investment in the CSO's achievements and are involved in the development of the strategy and the resolution of urgent issues.
Board members meet in small groups and as a whole to solve urgent and strategic issues. The board has a clear mechanism to communicate with the staff.
15. Decision Making Wording, Implementation, and Transparency
Decisions are made by one person, they are informal and not systematized. There is no agreement, even verbal, on how decisions are made, the limits of authority and decision making are not clear.
The staff is aware of the decision makers. There is a procedure for decision making, but there are also surprise decisions that are not made through the accepted procedure.
There is a procedure for decision making and it is usually followed, but some decisions are made in an informal manner.
The CSO has a clear procedure for decision making, but decisions are not always taken or implemented adequately.
There are notifications about the decisions made, but those mechanisms can be more effective. Staff members participate in the discussions of decisions.
The CSO has an effective, tested and clear procedure for decision making, which includes the broad participation of members and staff in decision making.
The staff and members receive clear information about the decisions made, starting from the preliminary stages. People does not have a feeling that decisions are unexpectedly "dumped on their heads."
16. Decision Making, Participatory Mechanisms (for those CSOs that have members)
There is no participatory method for decision making, the board is not accountable to the members, there is no transparency when it comes to decision making and implementation.
There is no clear policy for decision making. The board keeps members informed about its decisions, but does not pursue a policy of clear accountability.
The board involves members in the decision making process, but there is no institutional participatory mechanism for decision making. The board is accountable in its decision making process.
The board always involves members in its decision making procedure. A participatory mechanism is part of the institutional policy. The board is fully accountable in its decision making process.
17. Planning / Planning Efficiency
Long-term planning is absent. Short-term situational planning occurs at the level of separate activities.
Planning periodically occurs in the CSO based on information that is external–from research, studies by other organizations–and internal - based on the results of the organization's operations.
Planning occurs periodically in the CSO, and is periodically complemented as needed by additional planning.
The CSO relies on certain data when making decisions, the planning procedure is in the process of reform.
The CSO also undertakes long-term planning, based on its mission and strategic objectives.
There is a periodic planning procedure and mechanism, which is functional.
There is a clear mechanism for data collection. The data is mandatorily considered during planning.
The CSO also undertakes long-term planning. The CSO considers gender issues during planning.
18. Financial Sustainability Strategy
The CSO's financial mechanisms are not planned in advance and there is no sufficient rationale.
No long-term (3-5 year) financial planning has been undertaken.
The CSO mainly undertakes short-term situational planning at the level of separate activities.
The organization has started to undertake long-term (3-5 year) planning.
The CSO's financing mechanisms have only been thought through to a certain extent, there is long-term planning, but members and the staff are almost not a part of this planning, there is no long-term financial sustainability strategy.
The organization undertakes long-term financial planning based on its mission and strategic objectives.
The CSO identifies the main avenues for fundraising and undertakes business planning. Staff members undertake personal or departmental financial and business planning. There is a function and CSO department dedicated to development.
The CSO has a clearly developed financial sustainability strategy. It defines the priority directions for the CSO's fundraising as the foundation of its long-term planning.
This strategy is realistic - it includes achievable outcomes and a list of activities/actions for their achievement.
The CSO provides for the understanding and implementation by its staff of financial sustainability through educational activities and practical work.
19. Professional Efficiency of Manager
The CSO manager has difficulty in gaining trust and building working relationships with the staff, micro-manages programs, shares little experience for the purposes of professional development and education of the staff.
The manager involves staff in the areas of planning and decision making, confidently speaks about the abilities of the staff, shares personal experience.
Actively and easily builds working relationships and enjoys people's trust, effectively encourages and helps others achieve success, and creates the possibility for them to work in their preferred way, testing their own ideas freely and growing.
By constantly creating productive human relationships both within the CSO and in the outside world, the manager consistently exudes a positive attitude, motivating people to work productively, consistently empowering staff members to make decisions and bear responsibility, finding or creating special opportunities to facilitate people's development.
20. Professional Efficiency of Manager
The CSO manager/director does not have experience managing civil society/non-government organizations, or has limited experience.
The CSO manager has some experience managing civil society/non-government organizations, but his/her management is not efficient - the CSO's operations are not expanding, staff turnover can be seen. The relationship between the CSO manager and the staff needs improvement.
The CSO manager/director has many years of experience in managing civil society/non-government organizations. The CSO has achieved some of the objectives through his/her management.
The manager's relationships with the whole of the staff are constructive. He/she has sufficient experience in developing constructive relationships with the managing board and to make the board best serve the interests of the CSO.
The CSO manager/director has many years of experience in managing civil society/non-government organizations. He/she manages the CSO efficiently, as a result of which it achieves its objectives and efficiently carries out its strategy.
The manager has the clear characteristics of an empowering leader, he/she effectively builds relationships with the staff, partners, supporters, and successfully represents the CSO, clearly undertakes short and long-term planning.
21. Leadership Style
The CSO manager is the main leader in the CSO simply through his/her position.
The CSO encourages leadership as the main working style, but the main leader in the CSO is the manager through his/her position.
The organization has a leadership team recognized by internal and external structures.
Cloud leadership is the main leadership style. In contrast to traditional leadership styles, it creates a working atmosphere based on mutual trust, where power is not centralized on one person, leaders get their power from the bottom up, through participatory decision making, while the manager is a facilitator for decision making.
22. Change Management
There is no process or organizational unit to react to changes in management, staff, budgets, state policy or donor priorities.
Significant setbacks or a halt in operations have been seen in response to changes.
The management does not appreciate the perception of change by the staff.
There are weak processes or organizational units to react to changes in management, staff, budgets, state policy or donor priorities.
Significant setbacks, problems or delays have been seen in response to changes.
The management does not usually appreciate the perception of change by the staff.
Processes are being created to react to changes in management, staff, budgets, state or donor policy and priorities.
Limited setbacks, problems or delays have been seen in response to changes.
The management usually appreciates the perception of change by the staff, but there is no system for monitoring the occurring changes and their impact.
There are good processes or organizational units to react to changes in management, staff, budgets, state policy or donors priorities.
No setbacks, problems or delays have been seen in response to changes.
The management always appreciates the perception of change by the staff. There is a system for monitoring the occurring changes and their impact, through which the CSO itself proactively leads the process of changes that will impact its own development.
23. Procurement Process
The procurement policy and procedures have not yet been written, or even if they are documented, they are not complete and need significant changes.
The policy is not monitored in order to maintain its relevance to the procedures. There are no adequate documents for procurement.
The procurement policy does not include a guide for behavior, fair competition, irrelevant goods and services. The staff does not receive training regarding procurement.
The procurement policy does not match donor requirements.
The document on procurement policy and procedures meets local legislation and donor requirements, but it rarely followed.
There is a guide for behavior, fair and open competition, a list of prohibited goods, services and suppliers, as well as a certain notion of acceptable allocations and reasonable expenses.
The procurement policy includes a rarely used section on staff training, on topics including ethics.
The procurement policy matches donor requirements, including sections on pre-payment approval.
The document on procurement policy and procedures is comprehensive, mostly accepted and followed, but might require an update or a several changes.
The procurement policy includes a clear guide for behavior, fair and open competition, irrelevant goods, services, suppliers, and sources, as well as acceptable allocations and reasonable expenses.
The policy is reinforced by adequate documentation of procurement and is monitored for relevance. Periodically conducted staff training includes education on ethics.
There is almost no risk of double payments, voucher abuse and forcing of cash payment.
The procurement policy and procedures are good and are reviewed periodically and in case of necessity and updated consistently.
Procurement procedures are consistently monitored. The guide for behavior, fair and open competition, irrelevant goods, services and suppliers, as well as acceptable allocations and reasonable expenses is consistently implemented.
The procurement policy and procedures are reinforced by good documentation of procurement. Staff training, including education on ethics, is conducted regularly.
There is no risk of double payments, voucher abuse and forcing of cash payment.
24. Property and Other Material Resource Management
There is no property documentation/ no property list and this is not considered an important process to implement.
There is a simple property list, but it is not updated.
There is a property list that is updated when new property is procured, but there are no property documentation stickers.
There is a property list, it is updated periodically, the present property has the corresponding stickers on it.
25. Document Management
The CSO does not have a well organized workflow system to name, number, preserve and archive documents.
The organization has an internal approach to naming, numbering, preserving and archiving documents, but this is not written in any of the procedures.
The organization has a workflow system, but it is not efficient enough and does not facilitate everyday operations at the CSO.
There is an efficiently implemented and written document workflow system, which is well known to staff members, is periodically improved and updated based on their suggestions.
26. Work Arrangements / Culture of Teamwork
The need is not well understood to organize work not only by instructions from superiors. There are no mechanisms to coordinate work. The understanding of teamwork is still undergoing a process of formation․
Work is arranged by managers. Little attention is paid to arranging the course of the work outside of written programs. The main purpose is to get to a result without discussing the "how."
The staff makes useful suggestions on how to arrange work. Teamwork is encouraged.
Teams arrange their work themselves through a clear understanding of the CSO's mission and strategy. They use innovative method and work approaches.
There is a mechanism to encourage, coordinate and evaluate teamwork.
27. Work Arrangements / Internal Accountability
The CSO does not have a clear internal accountability system.
There is an internal accountability system, but it only partially manages the accountability of the CSO's lower, middle and upper management with regard to each other. It also does not clearly define the accountability of the manager and the board with regard to the staff.
There is an internal accountability system. It includes the CSO's internal communication, defines the mutual accountability of lower, middle and upper management, the accountability of the manager and the board with regard to the staff, but is not efficient enough is not periodically reviewed.
The CSO has an efficient internal accountability system. It helps the CSO's board, management and staff arrange everyday work in a maximally efficient manner. It is periodically reviewed and updated.
28. Work Arrangements / Talent Management
The main motivating factor for staff members is their salary.
There is specific work done in the CSO to strengthen the motivation and loyalty of staff members. There are financial (awards, bonuses, other) and non-financial (manager's praise, board appreciation, internal awards and certificates) mechanisms for motivation.
Staff members are motivated and help form a positive environment for work. There is an environment that encourages training and development, open and transparent communication, work-life balance, appreciation of work dedication, the feeling of belonging to a team, a sense of ownership regarding the CSO.
Staff members are stakeholders in the success of the CSO. They show a proactive support to the CSO's constant progress and the successful implementation of strategic reforms.
29. Staff Development Planning
There is no staff development and relevant planning for this. The staff does not participate in trainings or other knowledge/skill development activities.
Only a part of the staff, the most active, participates in development trainings or other events, or uses development tools. No specific development planning occurs. Participation in trainings and the topics are indirectly linked to the main roles and responsibilities.
The staff participates in activities and programs aimed at development. The management helps staff overcome difficulties, guides and teaches them. The development plans have a clear and logical connection to the given person's role in the CSO.
The management plans activities and allocates a budget for staff development. The staff members decide their own development needs and the strategies to obtain new capacities. They receive development opportunities not just for the skills linked to the fulfillment of their regular duties, but also in innovative and fundamental areas which allow them to become more competitive in the labor market and obtain new prospects for growth.
30. Professional Work Skills
The staff has certain professional capacities and skills, but they do not meet all the CSO's needs. Not enough attention is paid to professional capacities at the moment of recruitment.
The professional capacities and skills of the staff are not always sufficient to meet/match the CSO's needs.
In general, the professional capacities and skills of the staff match the CSO's needs, but this issue does not receive the necessary attention when new human resources are recruited.
The professional capacities and skills of the staff fully match the CSO's needs. When the CSO plans its human resources, it pays special attention to the availability of the necessary professional skills and their recruitment.
31. Staff Efficiency Evaluation
No evaluation of staff efficiency takes place. There are no mechanisms for evaluation
Staff efficiency evaluations are conducted irregularly. Staff members are verbally informed of the results of their efficiency evaluations. The evaluation is top down/ results are not discussed with staff members, no development plan is prepared.
Staff efficiency evaluations are conducted periodically and discussed with each staff member. Based on criteria, that discussion is positive and appreciative, it is not a crude criticism. Its minutes reflect the professional objectives, progress and success story of the staff member.
The mechanism for staff efficiency evaluation is one of the management tools of the CSO. The evaluation criteria are institutionalized and periodically reviewed. They are clearly linked to the strategy and mission. The staff members set the criteria themselves. Horizontal and 360 degree evaluation are common practice.
32. Member Recruitment, Retention and Development (omit this if the CSO has no membership)
The CSO does not have a member recruitment, retention and development policy.
A member recruitment, retention and development policy exists, but is incomplete.
The CSO has a functional member recruitment, retention and development policy, but it is not efficient enough. It is not reviewed and updated periodically.
There is an efficient member recruitment, retention, motivation and development policy, which is periodically reviewed and updated. The development of this capacity and increasing the role of members is reflected in the CSO's strategy. Staff members are motivated to help in this and they involve the members in their everyday activities.
33. Human Resource Potential in Area of Advocacy
The staff of the CSO does not have any knowledge or skills in the area of the advocacy.
The staff has limited knowledge/skills in the area of the advocacy and is only able to set priority objectives, use the relevant resources for advocacy, involve media, engage in data analysis, implement strategy, engage in lobbying and evaluate the results of these activities, all to a certain extent.
The staff has general knowledge in the area of the advocacy, and is able, in general, to reveal issues, use the CSO's resources as well as, to a certain extent, involve media, engage in data analysis and finally evaluate some of the results of these interest protection activities.
The staff has the potential, knowledge and skills to plan and manage advocacy activities. The CSO skillfully reveals issues, studies them, gathers and analyzes the necessary data, plans and mobilizes resources, undertakes efficient lobbying, involves partners, and evaluates the intermediate and final results.
34. Application of Gender Equality Principle
When planning and recruiting human resources (including volunteers), the principle of gender equality is not taken into consideration.
When planning and recruiting human resources (including volunteers), the principle of gender equality is taken into consideration, but not always.
When planning and recruiting human resources (including volunteers), the principle of gender equality is taken into consideration, but the CSO does not put enough effort into fully applying it.
When planning and recruiting human resources (including volunteers), the principle of gender equality is taken into consideration as one of the main principles of management, and enough effort is put into applying this principle. The staff is well informed and applies this principle. There are activities that aim to even better understand this principle.
35. Volunteer Management
The CSO does not have volunteers or does not manage them well. Volunteers have limited rights, and show limited capacities in participating in the CSO's work, and have no prospects for development. The CSO does not have or does not allocate resources to recruit, work with and/or develop volunteers.
Volunteers have opportunities and are ready to help the CSO. The CSO is able to manage the volunteers, but does not have volunteer management standards and does not maintain transparency.
The CSO finds it difficult to mobilize volunteers for participation in interest protection initiatives.
Volunteers have opportunities to invest their knowledge and skills towards the fulfillment of the CSO's objectives while also developing them. They work with the staff easily, but do not have a significant role without the support of the staff.
The CSO is able to manage the volunteers and the latter have a contribution in the successes achieved by the CSO.
The CSO is able to mobilize volunteers as active implementers and participants in its initiatives.
Volunteers get involved easily, and quickly discover their skills. They work outside of the limits of their duties, without constant supervision. They participate in the development of the CSO's strategy and its implementation, and become a stakeholder of the CSO, maintaining contact even after leaving the CSO.
Staff members know how to work with them, and constantly improve these skills, while the volunteers have a big role in the CSO's successes. Volunteers spread positive messages and information about the CSO during the period of their recruitment and beyond.
36. Conflicts / Frequency of Conflicts and Resolution Style
Conflicts occur unexpectedly, there is no resolution style in the CSO. The relevant skills do not exist.
The main part of the CSO staff has undergone training on conflict resolution methods, but does not apply them in everyday work or applies them inconsistently.
The CSO staff tries to predict conflicts, and differentiates between positive and negative conflicts (positive ones center around issues, negative ones - around people), with people adapting behavior that actively supports conflict resolution at work.
The CSO has profound experience and capacities to critically approach its own activities and behavior (self-awareness). While preventing negative conflicts, it does not avoid positive conflicts and immediately proposes options for their solution. The staff does not only help efficient conflict resolution within the CSO, but also among beneficiaries and partners.
37. Conflicts / Impact of Conflicts
Conflicts weaken the CSO.
Conflicts sap up a lot of enthusiasm and resource from the organization, leading to emotional setbacks.
The CSO develops an internal culture where unnecessary conflicts do not arise, and those that do arise are resolved without major damage to the general environment.
Conflicts reinforce the CSO and constitute one of its methods of adapting to change.
38. Budget Planning and Oversight
The budgets don't match the activities or exist only for the reason that they are part of the donors' demands.
Budgets are still not perceived as a management tool. The reliability of forecasts is doubtful.
Budgets are developed for the activities planned by a program, but there is often overspend or underspend by more than 20%.
The executive director or accountant are the only staff members who understand the budget. Staff members do not participate in budget management.
Budget management and cost implementation is strictly centralized in the hands of the executive director and/or the accountant.
Deviations usually do not exceed (or fall below) 20% of the budget, although the actual activities are often different from the ones forecast by the budget.
The financial director(s) consults with the heads of departments or heads of other organizational units on budget planning and costs.
Multiple people within the CSO participate in budget management.
Budgets are inseparable parts of the governance of program and organizational units (departments of the CSO) and are adjusted during program implementation.
Budget processes are integrated into the annual work planning processes.
The senior staff of the organizational units (departments of the CSO) is responsible for the preparation, management and fundraising of the budget for their unit and programs.
39. Resource Combination
The CSO's budget comes from a limited number of funding sources, for example, funds from one or two donors.
The CSO makes an effort to combine resources from different sources, but this fundraising is not efficiently planned and does not have a significant result for this reason. Կազմակերպությունը ջանքեր է գործադրում տարբեր աղբյուրներից եկող ռեսուրսները համադրել, սակայն դրանց հայթայթումն արդյունավետ պլանավորված չէ և այդ իսկ պատճառով համադրումը նշանակալի արդյունքի չի բերում:
The CSO succeeds in combining resources coming from different sources, but this is not part of a wider financing policy. In this regard, decisions are taken on a situational basis and do not include long-term planning.
The CSO's position on combining resources is reflected in the financial policy and strategy.
The CSO efficiently combines resources gathered from different sources, implements short-term and long-term planning of resource combination. There is a resource management policy, which the whole staff supports, by participating in discovering, attracting and conserving resources.
40. Financial Reporting, Audit
No audit or external financial verification has been conducted. Financial documentation is incomplete and an obstacle to conducting a full audit.
Independent audits or external financial checks are conducted rarely, mainly upon the demand of a donor or the board.
Although financial documentation is not complete, there is enough financial data to conduct an external audit.
Independent audits or external financial checks are conducted frequently, but their procedure has not yet been formalized.
Financial documents are almost complete.
The CSO has begun to undertake annual checks.
Independent audits or external financial checks are conducted regularly and through a defined frequency.
The staff is well aware of the financial system and its current state, and participates wholly in the audit, if necessary. There are well established systems to notify about violations.
The organization has a clean history of annual verifications.
41. Fundraising / Attraction of Financial Resources
Fundraising skills are weak and there is a lack of experience or of accessibility of external expert support.
The organization has some skills and experience to meet its main fundraising needs. There is also access to some external expert support to attract financial resources.
Regular fundraising is undertaken. The skills to attract resources are developed among most of the staff. There is a development function and department. The external experts who can help are known and they are invited to participate when necessary.
There is a constantly improving set of skills and experience in fundraising. The issue of attracting and improving resources is at the foundation of strategic planning. A healthy "business" culture is being developed.
There is a marketing function and department, and a strategy for cultivating donors. Innovations are established and implemented in the area of fundraising.
42. External Communication Policy
The CSO forms external messages irregularly and is variable in the issues of their content, consistency and development. The CSO does not have a conscious policy of creating and developing external messages.
The CSO is careful when preparing external messages and shows some consistency in this area, but does not have a policy for their creation and development.
The CSO creates external messages efficiently, plans relations with external partners, supporters and beneficiaries in advance, has a relevant policy, which is not updated sufficiently frequently and about which not all staff members are aware.
There is a clearly development external communication policy. It describes the rules and boundaries for external relations and defines the list of individuals who represent the CSO when communicating with mass media, donor or partner organizations, beneficiaries, or other individuals/organizations.
43. Relations with Beneficiaries or Public
The CSO does not maintain adequate contact with its beneficiaries or community, or this is done through rare meetings or phone conversations.
The CSO meets with its beneficiaries or community periodically. The beneficiaries are aware of the CSO's activities to a certain extent.
The CSO is in constant contact with its beneficiaries and community. The beneficiaries or community are aware of the CSO's activities and contact with them is maintained through telephone, social media and electronic mail.
The CSO is consistent in the contact it maintains with its beneficiaries and community. The organization communicates with its beneficiaries and community through various direct and electronic means. The community and beneficiaries are aware of the CSO's work, participate in activities and strategy discussions.
44. Role of CSO
The CSO is not well known in the community/sector and among beneficiaries.
The CSO manager or leaders, but not the organization, are known in the given area/sector of work.
The CSO is known as one of the leading organizations in its community or sector.
The CSO is known as the leading organization in its community or sector, and is the leader and cause of strategic changes in the sector.
45. Work with Media
The CSO does not have relations with mass media and its work is not known to them.
The activities of the CSO are not known outside of the community of its beneficiaries.
The CSO does not know how to use media to inform the public about its activities.
The CSO has established ties with the media as part of its work, which it then uses as it wishes to inform the public.
The CSO receives a certain amount of attention from the media and involves them in its activities.
The CSO has a strategy for media relations. It enjoys the attention of the media. The media consult with the CSO around relevant issues.
There is a strategy and procedure for working with the media. The media consult with the CSO around relevant issues. A few of the staff members are the "public faces" and often speak through the media as "opinion makers."
46. Work with State Governing Bodies
The CSO does not collaborate or work with state or local self-governing bodies.
The CSO is at the preliminary stages of establishing relations with state or local self-governing bodies and undertakes limited activities with those structures.
The organization works efficiently only with the departments or representatives corresponding to its main directions of work in state and/or local self-governing bodies and that collaboration is usually one-sided, the CSO informs them of its activities and that concludes the interaction.
The CSO's mutually beneficial relations with state and local self-governing bodies have a solid foundation, and do not depend on specific individuals. The CSO periodically presents the work it has done and has deep connections through which it can involve these bodies in discussions on topics that interest it. That is a natural part of its strategy for the advocacy.
47. Involvement in National and International Networks and Coalitions
The CSO is not a member of national or international networks.
The CSO is a member of a local network, but is not a part of national or international networks or coalitions.
The CSO is an active member of local, national and international networks, is actively involved in networks activities and shares in the achievements of the network or coalition.
The CSO forms and leads local, national and international networks and coalitions. The CSO's objectives are shared by those networks and coalitions of which it is a member. There is a fusion of strategies. The CSO has a constantly improving level of expertise and know-how in creating and managing networks.
48. Advocacy
The CSO does not use its internal and external contacts well to effectively undertake the advocacy.
The CSO mobilizes and uses its internal and external contacts to a certain extent in order to undertake the advocacy, but does not achieve any results.
The CSO is able to mobilize and use its internal and external contacts to undertake the advocacy and achieves some results, but is unable to measure them and consistently plan its next activities.
The CSO uses its internal and external contacts extremely well, evaluates the achievements resulting from its activities, learns lessons and reviews its policy for engaging internal and external contacts in order to attain a higher level of efficiency.
49. Service Delivery (if this is implemented)
Service delivery is not efficient.
Service delivery is efficient only to a certain degree, the CSO does not have criteria for the quality and efficiency of service delivery.
Service delivery is efficient, the CSO has mechanisms to measure efficiency, but the quality and quantity of services does not increase, their delivery is subject to only short-term planning.
Service delivery is efficient, the CSO has clear mechanisms to measure efficiency, the quantity and quality of services is periodically reviewed, service delivery is subject to long-term planning. The CSO's culture is completely adapted to the process of service delivery.
50. Program Impact
The programs leave no impact, they only reach certain intermediate-level objectives.
The programs only leave a certain impact, but the mechanism to consolidate and measure this impact is absent. The CSO does not succeed in using this impact for future planning or marketing.
Programs leave an impact, the organization has a mechanism to measure and consolidate that impact, but it is not efficient enough. In some cases, the organization uses this for future planning, as well as for the CSO's marketing purposes.
The programs leave a clear impact. There are constantly improving functional mechanisms to measure and consolidate this impact, which provide valuable material for future planning and marketing. The CSO targets the understanding and formulation of its impact on an everyday basis.
51. Advocacy Program Management (evaluate, if advocacy is part of the CSO's mission)
The CSO implements programs aiming at the advocacy or programs with an interest protection component in an incomplete or inefficient manner.
The CSO succeeds only in achieving certain results when implementing programs aiming at the advocacy or with an advocacy component.
The CSO succeeds in achieving certain significant and tangible results when implementing programs aiming at the advocacy or with an advocacy component.
The CSO implements programs aiming at the advocacy or with an advocacy component with extreme efficiency, the CSO has achieved great results and considers itself as an organization undertaking the advocacy.
52. Gender Equality / Difference in Program Impact by Gender
There is no perception of the principle of gender equality within the CSO.
No programs aiming at gender issues or having a component of this kind have been implemented.
There is a certain perception within the CSO about the principles of gender equality and equal opportunities.
The organization pays attention to gender issues when planning and implementing programs.
The CSO has developed a gender equality and equal opportunities policy.
The CSO actively applies a gender equality policy, the difference in the impact of programs by gender is studied and reflected in program reports.
Working groups are created with a consideration for the principle of gender balance.
The organization efficiently implements a gender equality and equal opportunities policy.
The organization implements programs aimed at gender equality. It is broadly recognized as an organization dealing in gender issues.
There is a gender balance in the CSO's staff.
53. Knowledge Management
No policy or system has been created to document the CSO's experience or knowledge. Lessons learned are not considered when planning new programs.
The CSO has no mechanisms to evaluate social impact.
There are knowledge management systems for several areas, but they are not comprehensive, accessible or easy to use and do not have enough impact. The systems are known within the CSO to only a few people, or are used rarely.
The CSO's mechanisms to measure social impact are incomplete.
There are some systems in some areas of the CSO's operations that are well developed and adapted to user needs. These not sufficiently comprehensive systems are known to many of the CSO's staff members and are used often.
The CSO evaluates the social impact of its work but there are no mechanisms for the long-term evaluation of impact, and no evaluation is conducted by third parties.
Well developed and adapted systems have been created for the discovery, documentation and dissemination of the accumulated experience and knowledge in all relevant areas of the CSO's operations. The whole staff knows about the ways of using these systems and the accumulation of knowledge and the development of the system for its transfer is part of the work of every staff member.
The organization has clear mechanisms to measure short-term and long-term social impact and periodically invites third parties to implement such evaluations.
54. Program Implementation
The organization implements separate and simple programs, for example, one-day conferences.
The CSO develops its capacity to implement broad and long-term programs, but has problems with implementing several programs at once and planning innovative programs.
The CSO pays special attention to the development and implementation of broad and long-term programs after raising the necessary resources. The professional activities of the staff target this objective. The CSO has specialists for the implementation of each stage of the programs.
The CSO develops and implements large, long-term network, coalition, consortium programs as strategies that consist of different program stages. It skillfully implements a range of programs, planning them such that the implementation of one amplifies the effects of the other although they can be thematically quite different from each other.
The CSO is well known as a program designer for other organizations and a supporter in their implementation.
