undocumented and practices/policies consistent and dependent on documented leadership Mission/Meaning Increases in Salary/Benefits Autonomy, Career Ladder, Sabbatical, other professional development, Titles external roles/focus Few systems Basic systems More sophisticated systems Major investment in systems/technology Experimental Beginning of documented Institutionalized processes Long range planning feeds processes processes re-engineering of processes Regular monitoring/ Results-oriented Articulated performance reporting of performance with Interpret performance trends, reach for measurement measurement standards trend analysis higher standards; institutionalize feedback loop Changing Systems and Resources Stage 1 Stage 2 Stage 3 Stage 4 Creativity/Startup Direction/Establishment Delegation/Institution Consolidation/Permanence Financial Systems Largely manual systems, Non-compatible PC-based Consolidate financial Upgrade financial software, some spreadsheets systems software possibly customize Few or no internal controls, Some internal controls, add Established internal controls More sophisticated controls to one-drop staff financial keep up with technology Develop relationship w/ Beginner Auditor May change auditors for auditor Work w/auditor around more better fit complex financial structure Back-of-envelope budgeting Defined budget process with by Director More formal budgeting using staff involvement and clear goals Strategic budget process with historical data analysis and multi-year Basic reporting Consolidate reporting projections More complex reporting involved in details Board streamlines Automate/streamline may form Finance information needs, delegates to reporting Committee Finance Committee and Staff looks at key, strategic financial indicators
undocumented and dependent on leadership practices/policies consistent and documented Mission/Meaning Increases in Salary/Benefits Autonomy, Career Ladder, Titles Sabbatical, other professional development, external roles/focus Few systems Experimental processes Results-oriented measurement Basic systems Beginning of documented processes Articulated performance measurement standards More sophisticated systems Institutionalized processes Regular monitoring/ reporting of performance with trend analysis Major investment in systems/technology Long range planning feeds re-engineering of processes Interpret performance trends, reach for higher standards; institutionalize feedback loop Changing Systems and Resources Stage 1 Creativity/Startup Stage 2 Direction/Establishment Stage 3 Delegation/Institution Stage 4 Consolidation/Permanence Financial Systems Largely manual systems, some spreadsheets Few or no internal controls, one-drop staff Beginner Auditor Back-of-envelope budgeting by Director Basic reporting involved in details Non-compatible PC-based systems Some internal controls, add financial May change auditors for better fit More formal budgeting using historical data More complex reporting may form Finance Committee Consolidate financial software Established internal controls Develop relationship w/ auditor Defined budget process with staff involvement and clear goals Consolidate reporting Board streamlines information needs, delegates to Finance Committee and Staff Upgrade financial software, possibly customize More sophisticated controls to keep up with technology Work w/auditor around more complex financial structure Strategic budget process with analysis and multi-year projections Automate/streamline reporting looks at key, strategic financial indicators
Overview%20of%20Org%20Dev%20Framework.docx