This section will help you think about the things that contribute to job satisfaction and the effectiveness of your day-to-day work.
ARE YOUR DAY-TO-DAY OPERATIONS RUNNING SMOOTHLY?
Organisations work best when decision-making processes are clear, roles and responsibilities are well defined, people communicate well, and everyone has easy access to the information they need to do their jobs. Communications with people outside the organisation are most effective when messages are consistent and aligned with the organisation’s vision and mission. Agreed-upon operating principles (or values) can help guide the way people in an organisation work together day-to-day.
STRENGTHENING YOUR DAILY OPERATIONS
Use your assessment to determine your next steps. In all cases, you should:
- Discuss the results of this organisational strength map with IFEX. We may be able to connect you with relevant reference materials, external consultants, training opportunities or a skills exchange with another IFEX member.
- Discuss the results with some of your most committed funders who may be able to support some areas of your organisational development.
ARE YOUR DAY-TO-DAY OPERATIONS RUNNING SMOOTHLY?
1. Decision-making processes in our organisation are clear and work well.
Yes
Somewhat
No
2. Management responsibilities in our organisation are clear, e.g., we know who is responsible for management of finances, human resources, planning, fundraising.
Yes
Somewhat
No
3. We have effective ways for people in our organisation to communicate with one another, so that everybody has access to the information they need to do their work, e.g., staff or team meetings.
Yes
Somewhat
No
4. We deal effectively with conflicts within our organisation when they arise.
Yes
Somewhat
No
5. We have effective ways to manage the information that comes into our organisation, so people have what they need, but are not overwhelmed, e.g., shared files, databases, intranet spaces.
Yes
Somewhat
No
6. We have considered the risks faced by people in our organisation and we have administrative policies and procedures to address them.
Yes
Somewhat
No
7. Our organisation has stated operating principles (or values) that guide our day-to-day operations, e.g., participation, transparency, gender equality, intellectual freedom.
Yes
Somewhat
No
8. We have identified public spokespeople for our organisation, and everyone understands and respects these roles.
Yes
Somewhat
No
9. We have good working relations with the people outside our organisation that we work with most closely.
Yes
Somewhat
No
10. Working relations between our staff and Board are positive and productive.
Yes
Somewhat
No
If your assessment shows that you have answered mostly “No”
• Review or rewrite the functions and job descriptions for one part of your organization.
• Draw up a table of the organisation’s key operational functions (e.g., fundraising, human resources, administration, communication, research, campaigning) and identify the decision-making path and decision-makers for each function. TIP: Link the operational functions to the organisation’s strategic objectives.
• Identify and document ways that your organisation shares information internally (e.g., at meetings, via mailing lists, shared databases or intranets) to see if some areas need improvement. Review and update these practices periodically.
If your assessment shows that you have answered mostly “Somewhat”
• Review the tips under “mostly no” to ensure that you have covered the basics.
• List your operational policies and check how well they relate to your organisational values or principles.
• Make sure that all areas of your daily operations are treated equally (e.g., it may be clear who gives final approval for a bank transfer but not for a campaign press release).
• List the operational principles that are working well and those that are less useful, and set aside time to review these as an organisation.
• Share the results of this assessment with consultants in your community who can advise you on targeted ways forward.
If your assessment shows that you have answered mostly “Yes”
• Review the advice under “mostly no” and “mostly somewhat” to ensure there are no gaps in your planning.
• Identify operational best practices and record these as written policies. Compare past situations with the present to analyse why and how they improved.
• Set goals to improve your daily operations and prepare for the future (e.g., plan for staff hand-overs, orientation for new staff, exit interviews for staff, volunteers and board members).
• Share the results of this assessment with consultants in your community who can advise you on targeted ways forward.
Organisational Strength Map
Use this tool to identify your organisation’s strengths and explore areas for growth and development.
Chapters
Strategic Planning Toolkit
Build your strategic plan and improve your organisation’s effectiveness with these strategic planning tools and fact sheets. Not sure where to start? Check out the Starting Points page for advice tailored to your situation.
Communications Strategy Toolkit
Effective communications planning will enable you to raise your organisation’s voice on issues that matter.
Financial Sustainability Plan
Ensure that your organisation survives and thrives by strengthening its fiscal framework.
Social Media Strategy
This step-by-step tool will enable you to build an effective social media strategy and engage your online audiences.
Website Optimisation Plan
This 10-step plan will help you improve your website’s impact and usability.