Organisational Resilience Check

Organisational planning and management guides your organisation. This theme is about focusing your efforts and ensuring that everyone in the organisation is working towards a common goal and agrees how to get there.

Organisational planning & management therefore includes issues that clarify your goals, like vision, mission, and strategic planning. It also includes processes that keep everyone working together to achieve those goals, like annual operational plans, individual workplans, and organisational structure.

Clear

Vision & Mission	Not applicable	Not there	Getting there	Good	Previous response
The vision clearly and specifically describes what the organisation wants to achieve in the future, and staff understand it.	Not applicable	Not there	Getting there	Good	Previous response:
A clear and specific mission describing what your organisation does now is understood by staff and used to guide the organisation’s work.	Not applicable	Not there	Getting there	Good	Previous response:
Relevant external stakeholders (such as partners and communities) broadly understand the organisation’s vision and mission.	Not applicable	Not there	Getting there	Good	Previous response:

Goals	Not applicable	Not there	Getting there	Good	Previous response
The organisation has a clear set of goals that it aims to achieve	Not applicable	Not there	Getting there	Good	Previous response:
The goals are realistic, specific, time bound and measurable	Not applicable	Not there	Getting there	Good	Previous response:
The goals are understood and used by all staff working in the organisation	Not applicable	Not there	Getting there	Good	Previous response:
The goals are consistently used to direct actions and set priorities	Not applicable	Not there	Getting there	Good	Previous response:

Strategic Plan	Not applicable	Not there	Getting there	Good	Previous response
The organisation has a strategic plan that has been agreed by its governing body (Board/Council/Trustees)	Not applicable	Not there	Getting there	Good	Previous response:
The strategic plan has been developed by all staff and its governing body in a participatory way	Not applicable	Not there	Getting there	Good	Previous response:
The strategic plan is accessible and understood by all staff within the organisation	Not applicable	Not there	Getting there	Good	Previous response:
The strategic plan is reviewed annually and updated every 3-5 years	Not applicable	Not there	Getting there	Good	Previous response:

Annual Workplan	Not applicable	Not there	Getting there	Good	Previous response
A programme of core activities is agreed annually, in good time, and is in line with the strategic plan (for example, an annual workplan)	Not applicable	Not there	Getting there	Good	Previous response:
The annual workplan puts in place clear targets, responsibilities and timeframes	Not applicable	Not there	Getting there	Good	Previous response:

Organisational Management	Not applicable	Not there	Getting there	Good	Previous response
The organisation’s management structure is detailed in an organogram and made available to staff and stakeholders	Not applicable	Not there	Getting there	Good	Previous response:
Decision-making in the organisation follows a clear and transparent process, with clear processes for official approvals.	Not applicable	Not there	Getting there	Good	Previous response:

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Crisis preparation and response involves anticipating and mitigating future challenges but also, crucially, coping with crises that couldn’t be predicted or avoided, and adapting for continued growth.

An organisation that is prepared for a crisis will have an active risk management plan, identifying in advance what may affect operations and taking steps to avoid or mitigate them before they can occur. They will also have processes in place to cope if a crisis did occur, for example flexible resources to help cope during difficult periods. Underscoring all of this is the need to ensure staff well-being and create a strong sense of teamwork and collaboration.

Clear

Crisis prediction and avoidance	Not applicable	Not there	Getting there	Good	Previous response
The organisation regularly assesses risks; it considers changes internally and externally so that emerging threats and opportunities are identified early.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has clear and transparent processes for escalating information about risks and decisions along line management	Not applicable	Not there	Getting there	Good	Previous response:
A risk register is in place, which is regularly updated and reviewed by the organisation’s governing body. It includes details for each risk: the likelihood, the impact, mitigation actions, responsible person and timeframe for completing mitigation actions.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation regularly practices how it will respond to each high risk if it happens, even if that risk doesn’t seem likely. When practicing, it considers changing contexts and environments.	Not applicable	Not there	Getting there	Good	Previous response:
Risk assessments and mitigation action plans are appropriately communicated internally to relevant staff.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation is part of external forums (for example, NGO forums or business roundtables) that share learning and compare strategies to mitigate risk and build resilience. It shares specific hazards identified as high risks with these forums.	Not applicable	Not there	Getting there	Good	Previous response:

Crisis coping	Not applicable	Not there	Getting there	Good	Previous response
During crises the organisation has a process in place for sharing timely and consistent information with staff and other stakeholders (such as funders, partners, community groups) about threats and response action plans.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has agreements in place with other organisations in their sector or nearby neighbours for sharing resources during crises to allow for continued operations (for example, sharing information, staff or infrastructure)	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has enough extra or flexible resources to be able to respond to crises. (For example, staff time can be reallocated, and unrestricted financial reserves are available.)	Not applicable	Not there	Getting there	Good	Previous response:
Staff have a clear understanding of organisational priorities during crises, empowering them to make decisions and take action.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has a culture of proactively and sensitively managing changes that come out of crises, and using lessons learned or opportunities to grow	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has a continuity plan for how to determine and maintain core operations during crises, including critical support functions, such as IT.	Not applicable	Not there	Getting there	Good	Previous response:

Staff well-being and collaboration	Not applicable	Not there	Getting there	Good	Previous response
The organisation recognises the importance of taking care of staff. It plans for worker care when responding to crises.	Not applicable	Not there	Getting there	Good	Previous response:
Staff feel cared for by the organisation, including their general wellbeing and mental health.	Not applicable	Not there	Getting there	Good	Previous response:
Staff have strong sense of team work and collaboration, pulling together particularly in times of difficulty,	Not applicable	Not there	Getting there	Good	Previous response:
Staff are clear about their own decision-making ability and feel empowered and supported to take action appropriate to their role	Not applicable	Not there	Getting there	Good	Previous response:
Staff feel strongly connected to the organisation and are likely to go out of their way to support it in times of difficulty or change	Not applicable	Not there	Getting there	Good	Previous response:

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A leader is someone who has the ability to inspire and positively influence colleagues and the organisation. Leadership does not only come from the top of an organisation, but should be present at all levels. Managers have formal positions and line management responsibilities.

Leadership encompasses concepts such as knowing yourself, visioning, mentoring, constituency building, making sense of and challenging assumptions. Effective leadership increases legitimacy and contributes to organisational sustainability, effective and strategic partnerships, and high quality project delivery. Additionally, clear management is necessary to support and enable to staff in their roles and their own leadership growth.

Clear

Organisational leadership	Not applicable	Not there	Getting there	Good	Previous response
The organisation provides regular opportunities for a diverse range of staff to develop leadership qualities and take on leadership roles	Not applicable	Not there	Getting there	Good	Previous response:
The organisation invests in strong succession planning at all levels of staff	Not applicable	Not there	Getting there	Good	Previous response:

Managing for resilience	Not applicable	Not there	Getting there	Good	Previous response
Staff feel well-led by senior management	Not applicable	Not there	Getting there	Good	Previous response:
Staff feel the organisation’s managers care for their wellbeing and ability to thrive	Not applicable	Not there	Getting there	Good	Previous response:
Staff trust the organisation’s managers.	Not applicable	Not there	Getting there	Good	Previous response:

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An organisation’s governing body gives it strategic direction, makes sure it does what it says it will, and holds senior management and the organisation as a whole accountable. Organisations with good governance have strong, effective governing bodies with clear processes, and diverse skills and perspectives. Examples of clear processes might include policies on Conflict of Interest, or Terms of Office. Additionally, good governance includes being transparent and accountable to stakeholders.

Examples of governing bodies include Boards, Councils or Trustees, although there are also other models. Below, we’ve used ‘Board/Council/Trustee’s to refer to any kind of governing body.

Clear

Governing Documents	Not applicable	Not there	Getting there	Good	Previous response
The organisation has governing documents that have been agreed by the members (if appropriate), are registered with the country’s governing authorities, and are in-line with national legal requirements.	Not applicable	Not there	Getting there	Good	Previous response:
The governing documents lay out effective, equitable, transparent, accountable and democratic governance for the organisation	Not applicable	Not there	Getting there	Good	Previous response:
The Board/Council/Trustees exercise their responsibilities as set out in the governing documents	Not applicable	Not there	Getting there	Good	Previous response:

Transparent Governance	Not applicable	Not there	Getting there	Good	Previous response
The organisation is governed transparently, allowing stakeholders to hold it to account, with, for example, processes to receive feedback and critique and to respond to it.	Not applicable	Not there	Getting there	Good	Previous response:

Governing Body Composition	Not applicable	Not there	Getting there	Good	Previous response
The Board/Council/Trustees have the necessary skills to provide guidance and oversight to the organisation	Not applicable	Not there	Getting there	Good	Previous response:
The Board/Council/Trustee members have diverse perspectives and backgrounds, including representation by women and men, and by groups affected by the organisation's work	Not applicable	Not there	Getting there	Good	Previous response:
There is a process for deciding terms of office for Board/Council/Trustee members to ensure regular turn-over, diversity and necessary skill set, and it is followed	Not applicable	Not there	Getting there	Good	Previous response:

Governing Body Roles	Not applicable	Not there	Getting there	Good	Previous response
The Board/Council/Trustees have clear Terms of Reference and clearly understand their roles and responsibilities. New members/trustees are clearly introduced to their responsibilities when they join.	Not applicable	Not there	Getting there	Good	Previous response:
The Board/Council/Trustees have a good working relationship with executive staff, but can still hold them accountable	Not applicable	Not there	Getting there	Good	Previous response:
The Board/Council/Trustees take active responsibility for evaluating the performance of the organisation and of the Executive Director.	Not applicable	Not there	Getting there	Good	Previous response:

Governing Body Meetings	Not applicable	Not there	Getting there	Good	Previous response
Board meetings are held regularly according to the governing documents, minutes are kept and approved, and decisions are acted on in a timely fashion	Not applicable	Not there	Getting there	Good	Previous response:
Meetings are well attended by the Board/Council/Trustees to ensure a quorum (minimum number required for official decision-making).	Not applicable	Not there	Getting there	Good	Previous response:

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Human resources and volunteer management is about how you manage the people power at your organisation so each individual performs to their best ability and can develop through their work. It’s also about making sure those people are appropriately cared for as they carry out that work.

Managing human resources involves more than recruiting staff and volunteers.  It involves having appropriate policies and procedures in place (e.g. Code of conduct & Safeguarding, Complaints and conflict management, Whistleblowing, Health and safety, Recruitment, Salary levels, or Equal opportunities, etc.) and processes for enabling staff and volunteers to do their work well, like performance management and professional development.

Clear

Staff roles/Job Descriptions	Not applicable	Not there	Getting there	Good	Previous response
Each staff member is appointed based on a clear, regularly reviewed job description	Not applicable	Not there	Getting there	Good	Previous response:
All staff understand their roles, responsibilities, and reporting relationships within the organisation	Not applicable	Not there	Getting there	Good	Previous response:
All staff have the necessary skills and experience to effectively deliver their responsibilities	Not applicable	Not there	Getting there	Good	Previous response:
Staff have enough overlap in skills and knowledge to support each other’s roles, including during staff transitions	Not applicable	Not there	Getting there	Good	Previous response:

Performance Management	Not applicable	Not there	Getting there	Good	Previous response
All staff receive regular performance reviews and feedback	Not applicable	Not there	Getting there	Good	Previous response:
Results of reviews are acted upon	Not applicable	Not there	Getting there	Good	Previous response:

Professional Development	Not applicable	Not there	Getting there	Good	Previous response
All staff have regular access to relevant professional development opportunities	Not applicable	Not there	Getting there	Good	Previous response:
Staff are given opportunities to put new training into practice	Not applicable	Not there	Getting there	Good	Previous response:

Administration Policies	Not applicable	Not there	Getting there	Good	Previous response
Appropriate policies are in place to ensure staff safety and ensure that staff act appropriately toward others, including those policies required by your nation's laws.	Not applicable	Not there	Getting there	Good	Previous response:
Staff are aware of these policies and know how to act on them.	Not applicable	Not there	Getting there	Good	Previous response:
Staff feel they are respected, listened to, and given authority in line with their responsibilities without consideration of their culture, belief system, gender or disability	Not applicable	Not there	Getting there	Good	Previous response:

Recruitment	Not applicable	Not there	Getting there	Good	Previous response
The recruitment process is clearly defined, competitive and non-discriminatory. Those recruiting for the organisation follow these processes.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation strives for an equal and fair representation of men and women as well as other relevant underrepresented groups on the staff	Not applicable	Not there	Getting there	Good	Previous response:

Salary Scale/Benefits	Not applicable	Not there	Getting there	Good	Previous response
The organisation has a clear and fair salary system, with rules about how to decide salary levels for each position and how to regulate benefits and pay rises over time.	Not applicable	Not there	Getting there	Good	Previous response:
Staff salaries and benefits are competitive within the sector	Not applicable	Not there	Getting there	Good	Previous response:

Volunteers	Not applicable	Not there	Getting there	Good	Previous response
Staff and volunteers understand their respective roles without confusion, duplication and tensions.	Not applicable	Not there	Getting there	Good	Previous response:
Volunteers receive appropriate support from the organisation for their contributions (for example, training or having their expenses covered).	Not applicable	Not there	Getting there	Good	Previous response:
Volunteers are clear about: what they are supposed to do, support available to them, and to how to report to the organisation	Not applicable	Not there	Getting there	Good	Previous response:

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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. Conservation organisations with internal communications that support a cohesive organisational culture more effectively achieve their objectives. These organisations’ staff and leaders regularly share information for better collaboration, which includes having clear information management structures.

Below ‘team’ refers to a department or division of the organisation.

Clear

Information sharing and collaboration	Not applicable	Not there	Getting there	Good	Previous response
All staff receive relevant updates about the organisation, including key information and decisions. Updates might be communicated in person or online.	Not applicable	Not there	Getting there	Good	Previous response:
There are opportunities for staff to interact with senior leaders and managers	Not applicable	Not there	Getting there	Good	Previous response:
Teams regularly share information and decisions that allow them to work well together.	Not applicable	Not there	Getting there	Good	Previous response:
Activities and communication across teams are encouraged to build understanding and collaboration across the organisation	Not applicable	Not there	Getting there	Good	Previous response:

Information Management	Not applicable	Not there	Getting there	Good	Previous response
Logical physical and electronic filing systems are in place for storing and sharing information	Not applicable	Not there	Getting there	Good	Previous response:
Staff are able to easily access key information and data relevant to the whole organisation (for example, strategic plans)	Not applicable	Not there	Getting there	Good	Previous response:
Sensitive and confidential information is stored securely (for example, locked or password protected), including when it’s being shared among staff.	Not applicable	Not there	Getting there	Good	Previous response:
A system is in place to ensure all key information and data is kept up to date, regularly backed up, and protected (for example, through password protected computers, updated antivirus software, and purchasing official versions of software)	Not applicable	Not there	Getting there	Good	Previous response:

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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. Effective fundraising requires careful planning; effective management of relationships with donors, members and partners; and strong processes for funding applications.

Clear

Restricted Fundraising plan	Not applicable	Not there	Getting there	Good	Previous response
The organisation has a fundraising plan that includes clear roles and responsibilities	Not applicable	Not there	Getting there	Good	Previous response:
The fundraising plan identifies and analyses potential funding opportunities and matches those opportunities to the organisation’s priority activities	Not applicable	Not there	Getting there	Good	Previous response:
The fundraising plan is reviewed regularly and updated based on changing circumstances. The Board/Council/Trustees play an active role in the review process	Not applicable	Not there	Getting there	Good	Previous response:

Fundraising capacity	Not applicable	Not there	Getting there	Good	Previous response
The organisation is able to prepare quality funding applications and respond to calls from funders on time	Not applicable	Not there	Getting there	Good	Previous response:
Enough funding applications are submitted and funded to successfully implement the organisations work in the next 1-5 years.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation monitors which funding applications are successful and not successful, and learns what works, so that proposal development processes become more effective at identifying the right funding opportunities and at successfully applying.	Not applicable	Not there	Getting there	Good	Previous response:

Funding Diversification	Not applicable	Not there	Getting there	Good	Previous response
The organisation raises funds from a number of sources, with no single source contributing a majority of its income (for example, any one source contributes no more than 50% of the organisation's budget).	Not applicable	Not there	Getting there	Good	Previous response:
Fundraising activities target a range of funding sources. For example, local, national and international, private, state and/or philanthropic sectors	Not applicable	Not there	Getting there	Good	Previous response:

Funder due diligence	Not applicable	Not there	Getting there	Good	Previous response
A process is in place to assess fund sources’ origin and legitimacy, to identify any risks from accepting the funding.	Not applicable	Not there	Getting there	Good	Previous response:

Unrestricted Fundraising Plan	Not applicable	Not there	Getting there	Good	Previous response
The organisation recognises the need and value of unrestricted funding, and deliberately works towards obtaining it.	Not applicable	Not there	Getting there	Good	Previous response:
Costs for core overheads are consistently and systematically written into the budgets for new project proposals	Not applicable	Not there	Getting there	Good	Previous response:

Funder Relations	Not applicable	Not there	Getting there	Good	Previous response
A process is in place to review funding agreements, negotiate burdensome clauses, understand each grant’s compliance obligations, and confirm that the organisation can comply before signing agreements	Not applicable	Not there	Getting there	Good	Previous response:
Reports to funders are submitted on time and meet all funder requirements and expectations	Not applicable	Not there	Getting there	Good	Previous response:
Funders are satisfied with the quality of project delivery and the management of their funds	Not applicable	Not there	Getting there	Good	Previous response:

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Finance Management is about how an organisation manages money, including clear rules about how money is used, tracked, and accounted for. Effective finance management helps you be accountable to funders and to local stakeholders, use resources efficiently, and ensure your organisation’s financial sustainability.

Finance management includes financial procedures (for example: Banking & cash management; Income; Purchasing, including procurement; Payments, including salaries; Staff expenses, including petty cash), processes like auditing and complying with laws, and accounting. It also includes strong planning (budgeting) for the future, such as for financial sustainability. Policies on financial reserves and for calculating overheads into project budgets is one way to support organisational financial sustainability.

Clear

Financial Procedures	Not applicable	Not there	Getting there	Good	Previous response
There are clear procedures in place for handling and banking income, cash transactions and petty cash, making payments, paying salaries, and purchasing and procurement.	Not applicable	Not there	Getting there	Good	Previous response:
All relevant staff receive training in financial procedures and follow them in practice.	Not applicable	Not there	Getting there	Good	Previous response:

Budgeting	Not applicable	Not there	Getting there	Good	Previous response
Before each fiscal year starts, a realistic, detailed annual budget is developed, and high-level income/expenditure projections are made for the following three years. The Board/Council/Trustees approve the annual budget.	Not applicable	Not there	Getting there	Good	Previous response:
A financial plan is prepared every year and details high-level cashflow, investments and contingencies.	Not applicable	Not there	Getting there	Good	Previous response:
The annual budget supports and aligns with the organisation’s annual workplan.	Not applicable	Not there	Getting there	Good	Previous response:
The annual programme budgets are developed by programme and finance staff working together	Not applicable	Not there	Getting there	Good	Previous response:
Expenditure is regularly analysed against the original annual budget. Variances are analysed and explained; what’s learned from variances is applied to future budgets.	Not applicable	Not there	Getting there	Good	Previous response:

Accounting	Not applicable	Not there	Getting there	Good	Previous response
The organisation has a Chart of Accounts, and all transactions are systematically coded using a double entry accounting system	Not applicable	Not there	Getting there	Good	Previous response:
Management accounts are produced regularly (at least quarterly, but ideally monthly) and are reviewed by the Board/Council/Trustees	Not applicable	Not there	Getting there	Good	Previous response:
Financial reports to funders are reviewed by finance staff and reconciled to the accounts	Not applicable	Not there	Getting there	Good	Previous response:
Appropriate accounting software is in place and used by qualified staff. Official versions of software are used.	Not applicable	Not there	Getting there	Good	Previous response:
An appropriate period-end (month or quarter) reconciliation process is documented and followed, including reconciliation of bank, cash and balance sheet.	Not applicable	Not there	Getting there	Good	Previous response:

Financial Sustainability	Not applicable	Not there	Getting there	Good	Previous response
The organisation has planned for financial sustainability, including strategies for desired financial reserves, cash flow, and appropriately diverse sources of funds	Not applicable	Not there	Getting there	Good	Previous response:
Appropriate processes are in place to support financial sustainability in the organisation’s regular work.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has a strong liquidity and cash flow position to be able to respond to challenges or crises. Ideally, 3-6 months of core costs can be covered with available unrestricted financial reserves.	Not applicable	Not there	Getting there	Good	Previous response:

Legal requirements	Not applicable	Not there	Getting there	Good	Previous response
The organisation meets all legal financial and fiscal obligations according to the national law, including any legally required documentation.	Not applicable	Not there	Getting there	Good	Previous response:

Audits	Not applicable	Not there	Getting there	Good	Previous response
The organisation's accounts are annually reviewed (for example, through an internal or external audit). Where required legally or by funders, fund-level or organisational-level audits are budgeted for and conducted by a qualified and recognised independent firm.	Not applicable	Not there	Getting there	Good	Previous response:
Findings from audits are reviewed by the Board/Council/Trustees, and any gaps are addressed through appropriate action and monitored.	Not applicable	Not there	Getting there	Good	Previous response:

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The Project Lifecycle is about making sure your organisation’s work is impactful in the way you want it to be. Good planning, monitoring and management saves you time and effort in the long run, and makes you more effective. It includes setting and achieving goals through planning, organising and directing implementation, monitoring your work’s impact and processes, and managing and reporting on your work.

Planning projects well is especially crucial to ensure your work is impactful and doesn’t cause harm. Policies or positions can support planning intentionally, for example on Human Rights; Stakeholder Engagement (including Free, Prior and Informed Consent, and Equity); Resettlement and Access Restrictions; Gender in Conservation; Conduct of staff towards local community stakeholders.

Clear

Project Design	Not applicable	Not there	Getting there	Good	Previous response
Staff and key stakeholders, including local stakeholders, participate in designing and planning projects. Stakeholder engagement includes strategies for equitable participation, including consideration of gender.	Not applicable	Not there	Getting there	Good	Previous response:
Each project/activity has a realistic budget and a plan to guide implementation. This plan includes realistic, specific and time-bound outcomes, and activities to achieve these outcomes	Not applicable	Not there	Getting there	Good	Previous response:
All complex projects use appropriate design tools (for example logical frameworks or theories of change)	Not applicable	Not there	Getting there	Good	Previous response:
Project planning includes risk assessment and risk mitigation strategies.	Not applicable	Not there	Getting there	Good	Previous response:
Processes are in place to assess the potential social impacts of project activities, including participatory risk assessments with local stakeholders. Projects are designed to avoid, minimise and mitigate any potential negative social impacts.	Not applicable	Not there	Getting there	Good	Previous response:

Project Implementation	Not applicable	Not there	Getting there	Good	Previous response
Work is done according to agreed plans and implementation is monitored	Not applicable	Not there	Getting there	Good	Previous response:
Project activities are impactful and result in long-term positive change.	Not applicable	Not there	Getting there	Good	Previous response:
Project activities contribute to the organisation’s strategic goals, vision and mission	Not applicable	Not there	Getting there	Good	Previous response:
Staff are encouraged to assess progress against the project workplan.	Not applicable	Not there	Getting there	Good	Previous response:
A monitoring system is in place and used to regularly record verifiable indicators against objectives, activities and outcomes	Not applicable	Not there	Getting there	Good	Previous response:

Project monitoring	Not applicable	Not there	Getting there	Good	Previous response
The monitoring system includes social impact indicators to measure and address any negative social impacts that happen in practice.	Not applicable	Not there	Getting there	Good	Previous response:
Monitoring data is disaggregated into relevant groupings for analysis and learning (for example, disaggregating by gender)	Not applicable	Not there	Getting there	Good	Previous response:
Inputs from staff and stakeholders, including complaints and suggestions, are recorded, analysed and used in monitoring	Not applicable	Not there	Getting there	Good	Previous response:

Project Management	Not applicable	Not there	Getting there	Good	Previous response
Projects are managed well, with timely and quality implementation, appropriate use of resources and quality reporting within deadlines.	Not applicable	Not there	Getting there	Good	Previous response:
Each project is regularly reviewed, including regularly updating the situation analysis and project assumptions.	Not applicable	Not there	Getting there	Good	Previous response:
Plans and budgets are updated as needed to reflect changes in circumstances.	Not applicable	Not there	Getting there	Good	Previous response:

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A learning organisation is an organisation skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights. Learning is particularly relevant to resilience, as it allows you to adapt after change or crisis. Organisational learning includes both cultivating an organisational culture of learning and having processes to encourage that learning, such as using results from monitoring.

Clear

Organisational Learning	Not applicable	Not there	Getting there	Good	Previous response
Staff at all levels feel encouraged to think creatively, problem-solve and identify and develop improvements to workplace processes	Not applicable	Not there	Getting there	Good	Previous response:
Staff see the organisation recognised externally for proactively seeking out learning and adapting for continued growth	Not applicable	Not there	Getting there	Good	Previous response:
Information from monitoring is used to evaluate programmes, staff and the organisation as a whole, and used in planning to improve performance	Not applicable	Not there	Getting there	Good	Previous response:
A culture of learning exists in the organisation, and a system is in place to share lessons learnt by individuals and teams. Learning is used in future planning	Not applicable	Not there	Getting there	Good	Previous response:

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External Communications is about telling people outside your organisation about your work. Communicating well with external audiences raises your organisation’s public profile and can help attract funding, recruit staff/volunteers, build networks, and raise awareness. As such, developing and maintaining a positive public image can help an organisation become more financially sustainable.

Conservation organisations with good external communications have a communications strategy that supports their organisational strategic plan, and intentionally communicate about their work and their goals through appropriate channels, which may include working with media.

Clear

Communications Strategy	Not applicable	Not there	Getting there	Good	Previous response
A communications strategy is in place and is regularly reviewed. It includes: goals for communication, target audiences, and (if appropriate) advocacy purposes.	Not applicable	Not there	Getting there	Good	Previous response:
Annual communications plans are developed and implemented in line with the communications strategy	Not applicable	Not there	Getting there	Good	Previous response:
The organisation has a unique and robust brand. Detailed brand guidelines explain use of the brand, and there’s a system to ensure those guidelines are followed.	Not applicable	Not there	Getting there	Good	Previous response:

Communications outputs	Not applicable	Not there	Getting there	Good	Previous response
A variety of communications outputs support the organisation in building visibility, legitimacy and networks.	Not applicable	Not there	Getting there	Good	Previous response:
The organisation maintains and regularly updates an online profile (for example, a website or social media) for communications, promotion and (if appropriate) advocacy purposes	Not applicable	Not there	Getting there	Good	Previous response:
More detailed communications pieces, such as magazines or newsletters, are regularly produced, distributed to key stakeholders, and made available publicly (for example, on the website).	Not applicable	Not there	Getting there	Good	Previous response:

Media Relations	Not applicable	Not there	Getting there	Good	Previous response
The organisation regularly informs and engages with appropriate press or media outlets about key goals, activities and achievements	Not applicable	Not there	Getting there	Good	Previous response:
If appropriate, the organisation systematically utilises the press and media for campaigns and advocacy	Not applicable	Not there	Getting there	Good	Previous response:

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Partnerships and Networks is about interacting with other key groups or individuals:

1. To work together for increased reach and impact
2. To build your organisation’s visibility and credibility, and
3. To access to information, expertise and resources.

Some of those key groups may include NGOs, the private sector and government.

Clear

Relationships with NGOs	Not applicable	Not there	Getting there	Good	Previous response
The organisation regularly communicates and collaborates with other local, national or international NGOs as appropriate	Not applicable	Not there	Getting there	Good	Previous response:
The organisation regularly forms partnerships with other NGOs to achieve common objectives	Not applicable	Not there	Getting there	Good	Previous response:
The organisation is part of formal alliance(s) of national or international NGOs who work collaboratively on specific high priority issues	Not applicable	Not there	Getting there	Good	Previous response:
The organisation uses formal Partnership Agreements, Sub-Grant Agreements, and Memoranda of Understanding as appropriate	Not applicable	Not there	Getting there	Good	Previous response:

Relationships with the Private Sector	Not applicable	Not there	Getting there	Good	Previous response
The organisation communicates and collaborates with private sector organisations as appropriate.	Not applicable	Not there	Getting there	Good	Previous response:

Relationship with Government	Not applicable	Not there	Getting there	Good	Previous response
The organisation is recognised for its expertise by Government agencies. It is consulted regularly, or is part of groups or committees that advise or made decisions.	Not applicable	Not there	Getting there	Good	Previous response:
A productive relationship with the Government is maintained without losing capacity to criticise or (if appropriate) lobby on decisions which may affect the organisation’s vision or mission	Not applicable	Not there	Getting there	Good	Previous response:
Relevant registrations or Memorandums of Understanding are in place with national, sub-national and local governance bodies.	Not applicable	Not there	Getting there	Good	Previous response:

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