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Olden Gray

The following has been emailed to your inbox for future reference.

This is your Ipsative Score: 80 out of 118 or a 67.8%.

Thank you for taking the MaxCI Assessment. If you found some of the
questions difficult to answer, then our hope is that reflecting on your
organization prompted a deeper understanding of where it is, and what is
needed to reach your organizational capacity.

The above score, the one that compares your organization to itself - and not
to other organizations, is called ipsative. The questions that you answered
were assigned values; your answers came to a total, and that total was
compared to the highest possible total of those particular questions. For
example, a "69 (your score) out of 92 (your potential score)" is 76% of your
potential score and indicates that you are on solid ground to advance your
organization. If your ipsative score is "54 out of 120" which is 45% of your
potential score, that suggests that the staff and board of directors should
meet to set organizational priorities. Any score of less than 50% indicates the
same action.

The Assumptions & Recommendations (A&R) often go beyond the questions


asked or descriptions presented in the Levels (scenarios), that is, some
functional elements not addressed in the scenarios or asked in the survey
may be included in the A&R.

The combination of your ipsative score, the set of A&R and the reflection on
your organization, becomes the next step toward achieving your potential
and organizational capacity.

We suggest using your ipsative score and the A&R in many ways; as
attachments to grant applications, to recruit new board members, to help set
organizational priorities, to solidify relationships, and to become better
stewards of funds awarded - or contributed - to your organization. A
statement from you like, "This is where our organization is, we know what is
needed, and this is why we need ..." will help to build and secure
relationships with all who read it.

Thank you, again, and best wishes for continuing success and good fortune.

If you need assistance contact support@maxci.net


(Please note that the following example has partial results of the MaxCI Assessment,
that is, three of the nine business Functions, the Levels and the accompanying
Assumptions & Recommendations. Under Function 1, Mission Statement, please
notice the letter “B” which is the Level, or scenario, selected because it best describes
Olden Gray's organization. The Assumptions & Recommendations follow. Similarly for
Function 2, the Board of Directors; and Function 3, the Business Plan.

The six business Functions not included in this example are: Administration, Finance,
Programs / Services, Fund Development, Marketing and Volunteers. Of course, upon
completion of the MaxCI Assessment, all Functions with your selected Levels and the
accompanying Assumptions & Recommendations will be instantly sent to you.)

FUNCTION 1. MISSION STATEMENT


Level B. Time has elapsed since the founding of the organization and the program/service
offerings continue. Those being served by the organization may be requesting additional
programs/services. The mission statement remains constant yet the base of programs and/or
services may be expanding or are in the process of being altered. Momentum towards
growth, and often complexity and degree of time and effort being spent is greater.

Assumptions:
That your organization has documentation that the community agrees with your programs or
services; that the community will continue to support your mission; and that the likelihood of
other support will be forthcoming as you grow and expand your mission.

Recommendations:
1. Identify the key people in the community –stakeholders, contributors, even your own board
of directors, et al – and make certain that you have their support.
2. Limit the expansion of your mission to those areas – services or programs – that are
affordable in terms of staff, board time, energy and funding.
3. Use the same people who support your mission to give feedback as to the priorities of your
possible addition or expansion of your mission.
4. If the new or modified mission statement changes significantly, make certain that another
nearby organization is not presently engaged in similar activities – or if they are, that your
organization is augmenting a need.
5. Expansion of your mission statement should not be attempted without carefully considering
the levels of achievement in all other business Functions, that is, growth in just one Function
will likely not lead to organizational success…growth should be simultaneously parallel and
equal in all Functions.

FUNCTION 2. BOARD OF DIRECTORS


Level C. Committees with specific responsibilities and the authority to accomplish
internal/external tasks for the organization are formed. The board structure begins to take
shape as responsibilities of individual members grow. The relationship between board and
staff is formalized. Planning for meetings and input from all members is important. The
business plan is reviewed and altered. Communication is both formal and complex. Board
training continues, and the community spirit and feeling of shared ownership grows.

Assumptions:
That your board of directors has structure, diversity and critical experience in finance and
skills that are applicable to the committees on which they serve; that the mission and
business plan are guiding the organization; that spirit within the board of directors permeates
the staff and the community being served; and that cooperation with other organizations or
maintaining the status quo has been decided.

Recommendations:
1. Have an outside consultant or professional conduct a board of directors “strengths and
weaknesses” session without staff present.
2. Board training must be available to change weaknesses into strengths.
3. Train the board of directors with staff present on topics related to the size and strengths of
your organization.
4. Board training must be related to their roles and responsibilities and to the effective
development of your business or strategic plan (particularly fund raising and cost controls –
direct and indirect).
5. The above should be used when you recruit new board members.
6. Consider the Levels of achievement in all other business Functions, that is, growth in just
one Function will likely not lead to organizational success…growth should be simultaneously
parallel and equal in all Functions.

FUNCTION 3. BUSINESS PLAN


Level B. The success of the initial offerings makes the organization pay greater attention to
planning, that is, the impact programs and services have on its other business functions. The
scope of program/service offerings is external forces (community environment and needs),
rather than internal (staff/board) aspirations and personal vision). A sense of urgency ("we
have to do something!") arises in order to maintain control of time and resources--or to
survive.

Assumptions:
That more than one or two programs or services are being offered; that they have expanded;
that needed resources have been identified; that the board of directors continues to be
enthusiastic; that creating and following a strategic plan is both understood and accepted; and
that cost containment has been discussed.

Recommendations:
1. The executive director and the board of directors must now focus on placing programs and
services in priority-order based on the mission statement and needs of the community.
2. The priority order must, in part, be based on the amount of resources spent to deliver
programs and/or services, that is, determine if the cost is worth its value.
3. Efficiency of staff performances should be considered. That is best accomplished by
initiating weekly (or daily) project time allocation sheets for staff.
4. Staff and board need to become proactive in planning based on the priority order and
assessment of resources spent.
5. Begin to assign direct costs to items in plan.
6. Consider the Levels of achievement in all other business Functions, that is, growth in just
one Function will likely not lead to organizational success…growth should be simultaneously
parallel and equal in all Functions.

(The remaining six business Functions: Administration, Finance, Programs /


Services, Fund Development, Marketing and Volunteers, the Levels selected and the
accompanying Assumptions & Recommendations will be sent to you instantly after
completing the MaxCI Assessment.)