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Organizational assessment

McKinsey 7-S Assessment

Evaluate the seven organizational elements using the predefined importance weights.

Scoring guide

Rate the current situation from 1 (very weak) to 10 (excellent).

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Section 1

Strategy

1.1 The Foundation has a clear and modern strategy.

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1.2 The Foundation needs a clear and written message and vision.

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1.3 Periodic analysis of the internal and external realities of the institution and the necessary procedure are carried out.

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1.4 Preparation of the annual plan of the Foundation (2026).

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1.5 At least two half evaluations of the annual plan of the Foundation (2025m).

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1.6 Percentage of total completion of the annual plan of the Foundation for 2025.

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1.7 The results of previous plans are used in the planning process.

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1.8 There are objectives and notable efforts to build partnerships and networking.

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1.9 Marketing and promotional orientations and objectives of the Foundation.

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1.10 There are charitable codes with which the Foundation cooperates to market its projects.

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1.11 There are agreements and partnerships with civil society institutions.

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1.12 Strong and attractive enterprise projects.

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1.13 Ownership of the enterprise ' s tariff and video media of its products.

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1.14 Various and continuing sources of self-financing.

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1.15 Proportion of self-income to total total income during 2025m.

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1.16 Securing funding through financial resource development and focusing on donor diversity.

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1.17 Percentage of beneficiaries of enterprise services to the total number of targeted beneficiaries.

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1.18 Ratio of Foundation administrative expenses to income for 2025m.

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1.19 Ratio of salary expenses to total administrative expenses in the budget for 2025m.

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1.20 No financial deficit in the budget for 2025.

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1.21 The extent to which the institution is interested in or contributing to public activities and events.

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1.22 2026.

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1.23 Completion of total area of Foundation headquarters.

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1.24 Ownership of premises occupied by the Foundation or a rent donor.

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1.25 At least one transfer facility.

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1.26 The Foundation ' s headquarters (computers for all staff of the Foundation, Internet, facsimile, Datash, display screen, camera).

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Section 2

Structure

2.1 Adherence to and adherence to policies and rules that regulate all areas of work.

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2.2 Building the organizational structure of the Foundation in the most modern and effective manner.

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2.3 Applicability of the organizational structure of the enterprise.

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2.4 The functions of organizational units are described in the administrative structure of the organization to ensure full coordination of activities.

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2.5 The lines of communication and communication between vertical, horizontal, explicit and implied levels of management are clear.

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2.6 Electronic communication between the Foundation and the members of its Board of Directors.

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2.7 E-communication among staff at the Foundation ' s administrative levels.

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2.8 Obligation to a document setting out the terms of reference (for each administrative level of the institution).

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2.9 The structure is linked to and continuously revised to the strategy with the necessary adjustments, if any.

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2.10 The institution has its own pattern of decision-making and cross-central or decentralized control, and it does so deliberately because it is required.

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2.11 The existence of the enterprise ' s job description manual.

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Section 3

Systems

3.1 Presence and adherence to the Statute of the Foundation.

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3.2 Obligation to the labour law of the State.

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3.3 Obligation to apply the State Social or Pension Insurance Act.

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3.4 Health insurance and operation system.

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3.5 Active recruitment of employees (contractors, salaries, permanency)

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3.6 Follow an accurate information system for preservation and circulation.

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3.7 Systems are in place to preserve files, documents and electronic archives of the Foundation ' s data and information.

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3.8 The Foundation has a system for measuring staff performance.

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3.9 Recommendations from the evaluation of staff performance are applied.

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3.10 Follow a system of incentives.

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3.11 A disciplinary procedure system.

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3.12 There are organizational, computerized and up-to-date databases for the beneficiaries of the Foundation ' s services.

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3.13 There is a special guide for beneficiaries explaining access mechanisms and working procedures.

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3.14 The Foundation has procedures for quality control and good service delivery.

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3.15 Administrative records and templates (issued and received, meeting records, personnel files, duration).

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3.16 Existence of financial records and models in particular: (Supplies Register, book of arrest bonds, and budget records).

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3.17 Use of a computerized corporate accounting programme.

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3.18 Completion of audit budget preparation for 2025m (2026m).

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3.19 Presence of backup versions of the CD or Harddisk accounting software.

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3.20 There are updated lists and periodic inventory of the enterprise ' s property.

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3.21 The institution ' s legal documents register is in place and documented.

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3.22 The existence and updating of enterprise relations databases.

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3.23 Communication with those mentioned in the Foundation database.

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3.24 The Foundation needs the project management cycle and donor feedback.

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3.25 The business environment is catalytic and encouraging.

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Section 4

Style

4.1 The effectiveness of corporate leadership is high.

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4.2 The leadership of the Foundation believes in and encourages the team spirit.

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4.3 The staff of the relevant institution shall be involved in the planning process.

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4.4 Leadership is required by the principle of delegation and authorization.

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4.5 Effective decision-making and problem-solving system.

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4.6 Corporate leadership encourages creativity and innovation.

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4.7 Leadership follows comprehensive quality management.

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4.8 Effective follow-up, performance control and internal audit system (governance).

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4.9 Follow an accurate financial and accounting system at the Foundation (financial instructions).

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4.10 Board meetings are regular and are held at least once a month.

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4.11 There are a number of scientific studies on which the Foundation relies in its work.

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4.12 Evidence, information and clarity of the organization ' s data.

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Section 5

Staff

5.1 There's a polarization programme for distinct cadres.

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5.2 Constituent rehabilitation programmes are in place before the job is received and are implemented.

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5.3 Continued follow-up to the career growth of individuals.

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5.4 Attention is given to the psychological structure and morale of individuals.

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5.5 The presence of a director of the Foundation at a total time.

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5.6 Total staff in the Foundation.

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5.7 Part-time staff in the Foundation.

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5.8 Ratio of full-time staff to total number of staff of the Foundation (full and partial)

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5.9 Ratio of permanent volunteers to total staff at the Foundation.

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5.10 The extent to which women are employed.

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5.11 Proportion of Bachelor ' s Certificate holders is higher than the total number of full-time employees in the Foundation.

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5.12 Public relations officer and development of at least one financial resources at the enterprise.

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5.13 A full-time accountant or trustee in the enterprise.

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5.14 There is a budget line for the training and development of the crew.

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5.15 Lack of gaps in competencies required for work.

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5.16 Staff files.

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5.17 Establishment of an annual evaluation and certification ceremony for employees of the Foundation.

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5.18 (Population rate), the number of futures during 2025m) to the total number of staff in the enterprise.

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Section 6

Skills

6.1 Lack of gaps in skills required for work.

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6.2 A study of the training needs of the staff of the Foundation.

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6.3 Ratio of participants in training courses from the Foundation to the total number of staff (full or part-time) during the year (2025m).

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6.4 The intellectual skills of workers (e.g. information, knowledge, thinking, innovation and innovation) are monitored, evaluated and developed.

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6.5 The behavioural skills of workers (such as leadership, management, personal and community skills) are monitored, evaluated and developed.

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6.6 Encouraging its members to specialized postgraduate studies.

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6.7 The Foundation has a more creative achievement than expected. etc.

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Section 7

Shared Values

7.1 The corporate strategy contains core values.

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7.2 The Foundation is making efforts to instil core values.

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7.3 The strength of existence and the core values of staff members.

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7.4 Regular and planned efforts are in place to manage the reputation of the institution and build its mental image.

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7.5 An updated tariff bulletin on the Foundation ' s objectives, programmes and projects is available to the public at the reception hall.

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7.6 The Foundation has an up-to-date website containing a profile of the Foundation and disseminates its day-to-day activities.

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7.7 Foundation ' s interest in social media.

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I agree that this assessment response may be stored and reviewed by Miray Humanitarian Aid Association.