Having completed the capacity audit, the table below will enable the assessor to map out the most pressing and urgent issues that need to be addressed and make recommendations. This will assist the specialist in deciding with the organization a programme of work.
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Overall assessment Level (1-4) |
How does the gap affect current performance |
How will the gap affect performance in the medium to longer term |
Recommended Action |
Urgency of action |
Abiltiy to absorb | |
|---|---|---|---|---|---|---|---|
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1 |
Mission, Strategic framework, and Policy objectives |
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Vision |
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Values |
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Strategic policy framework |
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Strategic planning |
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Policy goals |
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2 |
Brand |
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Brand recognition |
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Brand impact |
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3 |
Member driven |
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Assessing members needs, including those of women
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Cross-sectoral engaged members |
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| 4 | Governance Structures |
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Effective and fair governance structures |
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Board composition |
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Board Governance |
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5 | Services |
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Service offer |
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6 |
Policy |
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Research |
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Policy influence |
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Advocacy approach |
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7 |
Management |
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Director General |
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Operations planning |
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8 | Resources |
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Staff |
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HR planning |
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Financial robustness |
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| 9 | Communications |
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Strategy |
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| 10 | Measurement & Evaluation |
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Performance appraisal |
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(1) Levels: (4): urgent and is affecting organizational development in the immediate term; (3): urgent; (2); needs to be looked at but not a factor; (1): not an issue.
(2) The assessor should provide in this box his or her analysis of what kind of assistance the organization is capable of utilising effectively. It should be a judgement call on the part of assessor based on the information he or she has been able to gather.
