Theme Indicators

The results of the Organisational Resilience Check will give a good baseline of the institutional capacity of your organisation. The results of the assessment can be used to inform organisational planning. If the assessment is repeated every year then you’ll be able to see trends in capacity development.

However, when planning for capacity development, it is wise to include several different measures of success. Your organisation may require a more quantitative measure of a particular capacity area. Below are some suggested indicators that can be used to measure the development of 12 key capacity areas over time are presented below. These areas broadly correspond to those found in the Organisational Resilience Check.

Every organisation differs in its monitoring needs, and this list of indicators can be adapted for your own capacity development and planning needs. It is good practice to use multiple methods of monitoring, and these indicators should be used alongside other resources such as the Organisational Resilience Check and Development Plan to get a well-rounded view of the effectiveness of capacity building.

List of indicators:

Crisis Preparation and Response

Your organisation has clear systems in place to both prepare for and respond to crises.

Risk management plans are being actively implemented and regularly reviewed. The organisation has a continuity plan for how to determine and maintain core operations during crises, including establishing financial reserves. Staff feel supported and empowered and collaborate well.

  • Number of months since the last risk assessment and mitigation process was reviewed and updated
  • Number of months basic operational costs the organisation’s financial reserves can cover
  • Qualitative assessment of responses in the last crisis the organisation faced (for example: ratings of clarity of communication, ratings of clarity of roles and decision-making)
  • Percentage of staff who feel cared for by the organisation, including their general wellbeing and mental health

External Communications

Your organisation is able to produce engaging and informative communication materials to tell people outside your organisation about your work.

Communicating well with external audiences increases the public profile of your work and organisation and can help attract funding, recruit staff/volunteers, build networks, and raise awareness.

  • Number of subscribers to newsletters
  • Percentage of subscribers who click to read each newsletter
  • Number of website/social media update views/comments
  • Number of supporters (disaggregated by individuals and organisations) who donate to your organisation a year
  • Amount of funds that were raised per year from outreach

Finance Management

Your organisation has the appropriate systems in place to ensure effective management of funds.

Effective finance management helps you be accountable to funders and to local stakeholders, use resources efficiently, and ensure your organisation’s financial sustainability.

  • Percentage of staff confident in implementing the organisation’s financial management policies and procedures
  • Number of months/years since the last annual budget was produced and approved by the Board
  • Number of months since the last management accounts were produced and approved by the Board
  • Number of months/years since the last organisational audit
  • Percentage of project budgets with complete records of expenditure

Fundraising

Your organisation is able to effectively raise funds for its work and cover core costs.

Funding is about getting enough money into your organisation to carry out your work well. Organisations can improve financial resilience through funder diversification, securing unrestricted funding and building financial reserves.

  • Percentage income coming from restricted sources
  • Percentage income coming from unrestricted sources
  • Number of sources of funding (number of donors and other sources) per year
  • Percentage of submitted project proposals that are successful
  • Percentage increase in financial reserves per year

Governance

The Board/Council/Trustees effectively govern the organisation.

Many organisations aim to hold four board meetings every year, with a high level of attendance. Too many meetings suggests that the board is inefficient or ineffective, while fewer meetings may mean that the board is unable to provide guidance and insight when required. Governance should be participatory, with all relevant stakeholders represented and able to hold the organisation to account.

  • Number of board meetings held per year, with minutes kept and approved
  • Percentage attendance at board meetings
  • Number of emergency board meetings held
  • Percentage of relevant and diverse stakeholders represented on the board
  • Percentage of board members with clear Terms of Reference

Human Resources & Volunteer Management

Your organisation is well placed to employ highly skilled staff and committed volunteers.

An increasing number of permanent staff indicates growth of an organisation, while a low rate of staff turnover suggests that employees are happy with work and working conditions within the organisation.

  • Number of full time equivalent paid staff that work for the organisation
  • Number of staff that left the organisation in the last year
  • Number of volunteers that work for the organisation
  • Percentage of staff who had a performance review in the last year
  • Percentage of staff who took part in professional development opportunities in the last year
  • Percentage of staff roles with an up-to-date Terms of Reference, including a transparent rationale for salary level

Internal Communications

Your organisation has clear and efficient systems in place to communicate between staff.

Internal Communications is about how people at the organisation share information with each other to do their work well together. Communicating effectively can improve efficiency, makes the most of other’s skills and experience, and avoids duplication. 

  • Number of meetings per year that involve all or most staff
  • Number of senior management meetings per year
  • Number of cross-team collaborations per year
  • Percentage of staff who are confident they can find the information they need, when they need it.

Leadership

The leadership of your organisation is appraised regularly and held to account if necessary. Future leaders are identified and encouraged.

It is important to regularly review the effectiveness of current leadership and to develop leadership at all levels within the organisation. 

  • Number of times the Executive Director/Chief Executive Officer has been appraised by the board in the last 5 years
  • Number of employees receiving training in leadership skills in the last 5 years
  • Percentage of staff who report feeling well-led by senior management

Monitoring, Evaluation & Learning

Your organisation has appropriate systems in place to assess progress with projects, programmes and organisational development.

Good planning, monitoring and management saves you time and effort in the long run, and makes you more effective.

  • Percentage of project workplans reviewed every 12 months
  • Percentage of project objectives on track to be achieved (point in time)
  • Percentage of projects that have monitored, updated and learned from their indicators in the last year
  • Percentage of projects that have sought input from stakeholders into their indicators of success in the six months, including including complaints and suggestions

Organisational Planning & Management

Your organisation takes a strategic approach to planning and you regularly review your organisation’s strategy, organisational documents, and structure.

Your organisation will be more sustainable if you plan for the future. Regular reviews of your overarching strategy and organisation’s structure will allow you to adapt to changes in the external landscape.

  • Number of years since last strategic plan review
  • Percentage of strategic objectives you are on track to achieve
  • Number of years since organogram review
  • Percentage of key staff roles (roles essential for the effective delivery of the organisation’s mission) currently filled

Partnerships & Networks

Your organisation is able to form robust relationships that benefit both your work and ability to advocate.

The number of partnerships that your organisation has formed or participates in is a good indicator of an ability for an organisation to network. 

  • Number of governmental or parastatal groups on which the organisation is officially represented
  • Number of NGO partnerships in which the organisation is formally involved
  • Number of business partnerships in which the organisation is formally involved

Project Planning & Management

Your organisation plans and implements successful conservation projects, meeting realistic targets and producing measurable outcomes.

Projects should be developed in a participatory manner. All annual project targets and reporting requirements of the organisation should be met on time.

  • Percentage of projects developed with participation of project stakeholders
  • Percentage of projects with realistic budgets
  • Percentage of annual project activity targets met
  • Percentage of reporting requirements met on time
  • Percentage of projects reviewed and updated in the last year, including updates to the situation analysis, project assumptions, plans and budgets.