Mission Performance Assessment: Detail EXAMPLE
Performance CategorySub-CategoryVariableMeasureDocumentSurveyInterviewNotes
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...EXAMPLE FOR ILLUSTRATIVE PURPOSES ONLY
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Performance Index:
...ALTRUIST Performance Assessment completed: 2 Feb 2019
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44%
...CONFIDENTIAL - For Discussion Purposes Only. NOT FOR CIRCULATION.
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PEOPLE
55%.....Copyright (C) 2019, Altruist Partners LLC. All Rights Reserved.
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PROGRAMS
38%...
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PLANS
31%...
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FINANCE
53%...
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DocumentSurveyInterview
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-PEOPLE
2.73truetruetrue
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2.0STAFF ---truetruetrueDecent morale despite very low pay; staff development and retention plan needs investment
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Pay3truetrueIncrease staff comp 5%/year in financial projection
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Turnover0truetruetrueIncreased pay, paired with authentic engagement and greater involvement in decisions, will reduce turnover to goals
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Morale3truetrueOne problematic supervisor needs training
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4.3BOARD ---truetruetrueBoard can streamline and align committee structure; create a board development profile w/ goals
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Network4truetrueExcellent access to capital
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Expertise4truetrueStrong executive experience
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Priority5truetrueMajority espouse strong passion for mission
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4.0CEO ---truetruetrueCEO compensation should increase 10%; succession plan needed
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Growth3truetrueModerate growth experience
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Speed4truetrueGood implementation of previous program initiative bodes well for planning
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Ambition5trueStrong consensus for BHAG
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2.3FUNDRAISING ---truetruetrueComplete business plan; tie to revenue strategy matrix and create funding projections
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Efficiency2truetruetrueEvents should be used for investor identification, cultivation and reporting, not solicitation
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Experience3truetrueMentorships with university partners recommended
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Breadth2truetrueTraining needed for potential corporate and earned income ventures
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1.0VOLUNTEERS ---truetruetrueSignificant untapped volunteer potential; strategy and measurement needs articulation in business plan
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Recruitment2truetrueAdhoc recruitment polices need structuring
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Support1truetrueLack of support is leading to serious turnover problems
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Turnover0truetrueNear-term priority to fix; volunteers have suffered from lack of clarity and problematic staff
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-PROGRAMS
1.89truetruetrue
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2.3QUALITY ---truetruetrueOrg needs lead & lag metrics tied to goal; set of no more than 5 KPIs; short-cycle analysis
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SROI3truetruetrueNeed clarity on size of problem
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KPI1truetruetrueSelection is near-term priority
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Perception3truetruetrueUneven internal sense of program effectiveness
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2.0SCALE ---truetruetrueBusiness plan completion will align milestones and resources with SMART goals
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Goal3truetrueLast goal articulation took too long; staff concerns need facilitation
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Milestones0truetrueGoal must not be soft; clear milestones essential
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Resources3truetruetrueConcerns over lack of adequate capital
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1.3LEVERAGE ---truetrueEnvironmental scan to determine likely cross-sector partners must be a milestone in plan; strategy for including partners needs articulation and measurement
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Network0truetrueUndervalued connections with partners needs immediate redressing
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Value2truetrueTo be incorporated in metrics worksheet
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Learning2truetruetrueBusiness plan draft will be shared with partners.
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-PLANS
1.56truetrue
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1.0BUSINESS ---truetrueNeed end-to-end planning process
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Architecture1truetrueComplete plan is next step
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Updates1trueDocument must be "living" and authentically used
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Focus1truetruetrueMetrics will provide focus
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2.0OPERATIONS ---truetrueMultiple operational initiatives are undertaken without alignment to plan; continuous analysis needed.
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Infrastructure3truetrueLack of permanent facilities for core programs a barrier
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Alignment0truetrueTechnology plan is insufficient
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Clarity3truetruetrueRecommendation: Chief Administrative Officer position to replace overwhelmed Operations Manager
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1.7REVENUE ---truetrueMissing statement of ethics, gift processing documentation, job descriptions. Reporting cadence and format needs revision.
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Policies0truetrueNear term priority to put in place comprehensive policies
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Marketing3truetrueMarcom efforts in digital, social media need defintion
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Reporting2truetruetrueReporting needs cadence, clarity around lead metrics, pipelines
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-FINANCE
2.67truetrue
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3.7FRAMEWORK ---truetruetrueAdequate controls; transparent reporting process and elevation of critical status indicators needed
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Controls4truetruetrueDecrease reporting period to board to monthly from quarterly to reach optimum control
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Reporting3truetruetrueReporting format too detailed: need roll-up, roll down statements
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Clarity4truetrueMonitoring will improve with increased clarity and cadence
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3.0HEALTH ---truetrueExcellent cash position; missing 5-year forecast, robust reporting process
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Cash5truetrueLimit liquid reserves to 6 months; revisit spending and investment policy
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Forecast1truetruetrueNeed 5-year forecast as part of plan
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Transparency3truetrueIncrease circulation of financial reports to all staff
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1.3REVENUE ---truetruetrueRevenue strategy needs to be fleshed out. Entire revenue infrastructure needs design, investment and deployment.
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Strategy1truetruetrueRevenue worksheet is near-term priority
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Metrics0truetrueComprehensive lead and pipeline metrics are ready to go
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Awareness3truetruetrueBoard and staff training to be scheduled next quarter
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