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The Capacity
Assessment Tool
Capacity Assessment
• Useful tool to help you focus a discussion about the
  resources and practices your organization alr...
Capacity Assessment
Seven critical areas of capacity that are at the
  foundation of healthy organizations:

     1.   Str...
Strategic Planning
• Developed by a representative group of the organization’s key
  decision makers
• Articulates how the...
Management/Leadership
• Entrepreneurial, opportunistic and leverage-seeking
• Networked, allied, and influential in the so...
Board Development
• Able to attract talented board resources
• Board roles and expectations are made clear
• Participates,...
Human Resources
• Able to attract talented staff in a timely manner
• There is adequate, experienced staff
• HR policies r...
Fund Development
•   Funding is diversified and from multiple sources
•   Well-documented donor management system
•   Well...
Financial Management
• Clear financial plan for sustaining new programs and increasing
  capacity
• Sustainability factors...
Marketing and Communications
• There is a plan
• Describes the stakeholders' needs that are being served
• Assesses the en...
Social Enterprise



And for those that have a Social Enterprise…
Social Enterprise
• Plan to reach financial sustainability within a measurable timeframe
• Can successfully balance the so...
Thank You!
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Grantee Workshop - Capacity Building Presentation

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Transcript of "Grantee Workshop - Capacity Building Presentation"

  1. 1. The Capacity Assessment Tool
  2. 2. Capacity Assessment • Useful tool to help you focus a discussion about the resources and practices your organization already has and those it will need to accomplish its goals • It will help you decide which attributes, resources or practices are most critical to accomplishing your goals • Primarily a learning tool
  3. 3. Capacity Assessment Seven critical areas of capacity that are at the foundation of healthy organizations: 1. Strategic Planning 2. Management/Leadership 3. Board Development 4. Human Resources 5. Fund Development 6. Financial Management 7. Marketing and Communications
  4. 4. Strategic Planning • Developed by a representative group of the organization’s key decision makers • Articulates how the organization’s mission is expressed in its programs • Links to budget, program plans, timelines, and accountabilities • Realistically forecasts the time required to build new programs • Addresses anticipated changes in revenue • Reflects the current conditions of the social issue being addressed • Addresses the needs of all the stakeholders • Performance measurement and evaluation are linked to the strategic plan
  5. 5. Management/Leadership • Entrepreneurial, opportunistic and leverage-seeking • Networked, allied, and influential in the social issue being addressed • Organizational structure decision making supports strategy • Understanding of the plans, goals and objectives between board and management • Management and board is adequate to address fundraising goals • Strong management team not just strong ED • Succession plan
  6. 6. Board Development • Able to attract talented board resources • Board roles and expectations are made clear • Participates, supports and is accountable for the strategic planning • Board works well with management from clear roles • Board monitors progress and acts effectively to re- evaluate and adjust as conditions change • Board composition is sufficient to accomplish stated goals • Meeting schedule matches your business cycle
  7. 7. Human Resources • Able to attract talented staff in a timely manner • There is adequate, experienced staff • HR policies require staff to be regularly evaluated and rewarded • Up-to-date job descriptions and goals and objectives • Wages are sufficient to attract and retain key managers • Management and staff are committed to professional dev • Budget includes a reasonable expenditure for regular professional development • Able to forecast emerging human resources needs
  8. 8. Fund Development • Funding is diversified and from multiple sources • Well-documented donor management system • Well-developed internal fundraising skills • Well-developed systems for long-term planning • Commitment to revenue generation • Managers are held accountable for revenue generation
  9. 9. Financial Management • Clear financial plan for sustaining new programs and increasing capacity • Sustainability factors are understood, easily described and have the commitment of the organization • Managers are familiar with the cash flow cycle, requirements and status • Resources are earmarked for realizing increased activity targets • Financial management is integrated with budgeting, decision- making and strategic planning • The current budget has been reviewed, debated and approved by the BOD • The books are maintained on an accrual basis
  10. 10. Marketing and Communications • There is a plan • Describes the stakeholders' needs that are being served • Assesses the enduring nature of these needs • Well-informed about the social issue being addressed • Speaks to the need for the organization’s service(s) • Organization is widely known and viewed in a positive light • Organization maintains strong relationships in the community • Management and BOD all “speak the same language”
  11. 11. Social Enterprise And for those that have a Social Enterprise…
  12. 12. Social Enterprise • Plan to reach financial sustainability within a measurable timeframe • Can successfully balance the social mission with the enterprise • Adequate budget to support the social mission as well as the enterprise • Strategic plan that addresses the business systems required to support managed growth • A strong board with strong business skills • Rigorous accounting systems • Diversified Staff • Identified adequate staff and resources for business development, sales and marketing • Access to Advisers
  13. 13. Thank You!
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