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Organization &
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Gap Analysis Guide

The Gap Analysis Guide1 is a method for judging which services are valued from a user perspective and
therefore should be maintained and developed. It helps you to sort out priority and to deal with the reality
that your organization cannot be everything to everyone. It can help you let go of what is less important and
to free up time and energy to deal with matters that are more important.

Step 1 Preparing

a) Organization Purpose

Is service or compliance the reason your organization exists ?

The fundamental reason for some public sector organizations is to provide something of value
directly to individuals. These are service organizations. Others essentially serve the collective
interests of all citizens. These are compliance organizations.

Service vs. Compliance

Service organizations provide something of value Compliance organizations serve the collective
directly to individuals e.g. schools, parks. interests of all citizens.

Select group of citizens who use these services All citizens are the beneficiaries of compliance
are the primary stakeholders in the service. organizations. Elected officials and their agents
represent the collective interest of citizens.

The people these organizations deal with are

those whom must comply e.g. industries for
environment agencies, drivers for highway
patrol.

1 You are encouraged to use and reproduce this Guide. It is one of a number of free assessment tools you can get from OSD. All we ask is that when you do

use or reproduce it, credit is given to Organization & Staff Development. For information on other free assessment tools or consulting and training
solutions, call OSD at 945-3190 or 945-4911 or visit our website at www.gov.mb.ca/csc/osd.

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b) Organization Authority

What gives your organization permission to do what it does?

Legislation/Regulation What key responsibilities are assigned to the organization?

1.

2.

3.

Policies/Directives What key responsibilities are assigned to the organization?

1.

2.

3.

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c) Organization Support

What do stakeholders think about your organization?

Stakeholders have a vested interest in the purpose and success of your organization. They believe they
have a legitimate stake in what the organization does because they are affected by what the organization
does. They will continue to support your organization as long as their needs are met.

The stakeholder assessment focuses on how your organization is ‘coming across’ from the perspective of
those who use or otherwise have an interest in its service. An accurate assessment is essential to analyzing
later programs and services.

Stakeholder P A Objectives and Values Behind I

Attitude

1. Who are the stakeholders -those who directly receive your organization’s services and others who have
an interest in these services?

2. Do they strongly support (++), support (+), unsure (0), question (?), strongly question (??) what the
organization is doing? ( Column ‘A’)

3. What objectives or values i.e. responsiveness, cost, convenience, accountability, etc. are important to
them?

4. What influence do they have on what the organization does - very influential (VI), influential (I) or not
influential (NI)? (Column ‘I’)

Every organization has a primary stakeholder. The primary stakeholder benefits directly from the service
provided. They are in the best position to assess the effectiveness and relevance of the organization. Their
requirements define the principle reason why the organization exists.

Who is your primary stakeholder(s). Indicate with an asterisk (*) in column ‘P’.

Note: Is the choice of your primary stakeholder consistent with your answer to 1 a) and the key
responsibilities/contributions identified in 1 b)?

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Step 2. Analyzing Programs and Services

Gap analysis helps you determine which services are valued from a stakeholder perspective. It helps you
assess your priorities for service delivery and improvement. It compares the stakeholder’s expectations
with their experience. If the stakeholder doesn't want the service or if they find the delivery of that
service less than satisfactory, there are three alternatives. You may decide to drop the service, improve the
service, or provide it in a different way.

Gap analysis is based on three planning principles:

1. You can't commit to doing everything.

2. Of all the things you do only a portion is really important.
3. What is important to stakeholders is important.

Ask yourself:

a) What services does your organization provide?

b) How important is the service to the stakeholders?
c) How satisfied are they with how it is delivered?

Importance Performance
Services
(H/M/L) (H/M/L)

1.

2.

3.

4.

5.

6.

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Gap Analysis

High Importance/Low Performance High Importance/High Performance

Best Gap Best Value

Redeploy Redeploy?
Low Importance/Low Performance Low Importance/High Performance

A Best Value is a service to be kept. It represents greatest value to the stakeholder.

A Best Gap represents the greatest opportunity to improve value and relevancy. The stakeholder
wants this service. They just want it to be delivered better.

Where the service falls into the Redeploy category, this is your opportunity to stop providing it.
Why would you provide a service that the user doesn't want and when they get it they are
unimpressed? If stopping the service is not an option, think about minimizing it so that it uses
less resources.

Where the service falls into the Redeploy? category, the decision about what to do is harder. You
keep this service only when you are satisfied that once the stakeholder better understands how it
can help them they will change their mind about its importance.

There are two (2) barriers to Gap Analysis. The first has to do with having accurate information
about stakeholder perceptions. Do you really know what those perceptions are?

The second barrier has to do with self-awareness and group dynamics. Certain staff have
a natural investment in the continuation of certain services. What happens if it is my
service we are talking about? Will I be objective? Will the group encourage and
support candid discussion?

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Analysis of Service
If you are having difficulty with Gap Analysis, the table below can help.
Think of a service in terms of the 17 elements. For each of those elements, how would you rate importance to
the stakeholder and what is their perception of performance.
After assessing the service according to all 17 elements, put an asterisk (*) in the NB (critical) column to
represent those elements especially significant to the stakeholder.

Now, what does this information tell you about how important and well delivered your service is?

Importance to Perceived
Element User Performance NB
*
Hi/M ed/L ow A+/Ok/P oor

I get accurate information

Staff is knowledgeable and competent

I get what I need in a reasonable time

Staff understands my needs fully

Staff gives direct straight answers

Procedures are easy to understand

I get a quick response to my request

Staff communicates clearly/is easy to talk to

The office/service is conveniently located

Staff is courteous and helpful

The service is there when I need it

It is easy to get to the right person

The service is good value for my tax dollar/fee

My confidentiality is protected

I get consistent information from different people

The office/service is designed with my needs in mind

Staff takes pride in their work

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Step 3. Deciding What to Change

With the gap analysis complete, you are ready to make some decisions. What services to keep?
What services to delete? What services to change? Accurate answers to these questions will
increase the relevancy, effectiveness and better resource allocation of your organization.

The focus is on "Why should government/public sector provide this service?"

The following questions will help you decide what to change:

Citizen/stakeholder Does the service continue to serve public interest?

Does it deliver a good/service that is essential to meeting the future needs of
the citizen/stakeholder?
Is the service necessary to fulfill the legal mandate of the organization?
How would you compare the relative contribution to the public interest of
this service based on its overall societal benefits and its costs?

Government Is there a legitimate and necessary role for government/public sector in

this service area?

Is this an appropriate role for government/public sector to play?

What would be the impact of abandoning the service?

Partnership What services should or could be provided in whole or in part by the

private/voluntary sector or by/with another government?

Could satisfactory results be achieved through private/voluntary sector action

or government partnership, and at what cost?
Under what conditions and at what cost could/should the service be
transferred or shared?

Efficiency If the service continues, how could its efficiency be improved?

What changes would you make to provide equal or better service at the
same cost?

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Affordability Is the resultant package of services affordable within the current

fiscal climate?
Is the service considered essential and necessary, affordable given available
financial resources?

If not, what services should be abandoned?

Accountability Is the service well monitored?

What systems are in place to properly monitor or measure the results of the ser-
vice?
What changes, additions or deletions should be made?

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