NGO Reference Model PROCEDURE

Activity (Level 1) Function (Level 2) Description Level 3 - examples only

Research and analyse the environment surrounding the programme, establish Collect Data; Analyse Data (Problem Analysis, Stakeholder Analysis,
Context assessment
organisational fit and decide whether to intervene or not. Lessons Learnt Review, Organisation Strategic Fit)

Programme design Partner Identification; Risk And Assumption Assessment; Intervention

Engage stakeholders to define how the programme will be completed within a certain Options (Advocacy, Education, Health, Research etc.); Identify
Programme planning
timeframe and with designated resources. Intervention Logic (Log frames etc.); Budgeting; Develop
Implementation Plan; Target group Participation; Capacity Assessment
Research and analyse donors and markets. Identify funding opportunities, prospects and
External/ market research; Internal learnings; Identify opportunities
Fundraising research and analysis potential. Detect grant givers. Identify tender opportunities and new engagements.
(prospects, potential, tenders)
Identify any market and/or donor limitations.
Forecast based on scenarios. Define strategic objectives and activities to meet these
Alignment with organisation Strategy; Objective setting; Income
Income strategy objectives. Organisation plan, including resources, systems and ROI to support the
Projection; Resource Planning; Fundraising activity development
Fundraising funding strategy.
encompasses a spectrum of funding streams from selling goods and services through
individual donations to institutional donors. Activities include customer services, account
Campaign management; Donor-led programme design; Proposal
Income acquisition and retention management, responding to tenders, proposal development, planning and executing the
development; Donor relationship management; customer services
donor journey as well as networking and fundraising campaigns including event
management.
Arbitrating restricted and unrestricted funds with programme needs to achieve confirmed Understand donor and funding requirements; Understand programmes
Portfolio matching
budgets per programme. requirements; Pipeline analysis; Match funds with programme needs
Funding Management
Primary Activities Monitor and report on compliance of programmes and partners to the agreement of the
Compliance management Donor reporting; Monitor compliance
organisation and donor.
Communications; Establish Governance (Internal & External); Gain
Establish governance structure, authorise the start of the programme, communicate the
Setup Official Authorisation To Start (District Government etc.); Resource
launch, and mobilise resources.
Mobilisation
Implementation Implement the delivery plan including the management of issues and resources. Task Management; Logistics; Managing Risk; Managing Issues
Manage variances between the programme plans (in terms of scope, cost, schedule, etc.)
Control Change management process; Tolerances; Issue escalation
and the realities of programme implementation.
A continuing assessment that uses systematic collection of data on indicators to provide
Monitoring stakeholders an indications of progress against objectives and identifies necessary Define programme indicators; Collect and review indicator data
corrective action if appropriate.
Programme delivery
The systematic and objective assessment of an on-going or completed programme, its
Evaluation Define programme indicators; Collect and review indicator data
design, implementation, and results to determine the impact and sustainability.
Provide information, communicate, and participate with stakeholder
Ensures accountability of the programme to all stakeholders through: participating,
groups; Collect, analyse and respond to feedback from stakeholder
Accountability analysing responses and providing feedback to stakeholder groups.  Includes collective
groups; Collective accountability activities with other stakeholders
accountability activities with other stakeholders (e.g. other NGOs).
(e.g. other NGOs).
Define and manage transition strategy (redesign, extend, expand, terminate), complete Governance Closure; Complete Programme Learning; Verify: Scope,
End of programme transition programme learning, verify scope/deliverable acceptance, and complete governance Deliverables, Acceptance; Define Transition Strategy (Re-design,
closure. Extension, Expansion, Termination (hand-off to another Duty Bearer)
Establishes organisational direction and vision. This involves defining the mission and
Develop vision, mission, values and
vision, as well as developing the organisation strategy and moral framework (including
strategy
values and ethical policies).
Establishing and administering the system of rules, practices, and processes through
Governance
which the organisation is directed and controlled.
Identifying programmes and initiatives; initiating, delivering and closing programmes;
Portfolio and programme
monitoring the overall programme performance and status; establish a programme
management (non-programmatic)
overview and provide decision basis for programmes.
Plan, develop, implement, and monitor major changes throughout the organisation or in
Change management
a selected unit, department, division, etc.
Ensure that an organization, product or service is delivered at the appropriate quality
Process and quality management using suitable processes.  It has four main components: quality planning, quality
assurance, quality control and quality improvement. 
Identify, assess and prioritise risks.  Coordinate the application of resources to minimize
Risk management the probability and impact of unfortunate events and to maximise the realisation of
opportunities.
Communications among stakeholders both within and outside the organisation, helping
Communications an organisation achieve its goals through building understanding and engagement based
Organisation on, for example, the organisations core values, strategy and advocacy targets.
management and Develops and implements a framework that guides decision makers as they use
governance resources in the pursuit of sustainable impact. It ensures that decisions are aligned with
Monitoring and controlling
organisation goals by designing targets, measuring performance against KPIs and
managing corrective action processes.
External relationships are those relationships with specific stakeholders of the entity,
External relationship management including partners, government and industry (not donor or beneficiaries), including
activities such as complaints management etc. 
Manage and audit compliance with external standards, regulations and legal
Compliance and resiliency responsibilities (such as sector standards, environmental, contextual, data, fraud
management prevention, health, organisational reporting, safety and security) as well as ethical policy
enforcement.
Create relationship between the organisation's product/service and emotional perception
of the stakeholders for the purpose of generating segregation and partnerships among
Brand Management
competition and building loyalty among donors and partners guided by our
organisational values.
Create new solutions, and revise or retire existing ones so that the revamped portfolio
Product and service portfolio
recognises shifts in programmatic context and/or the market expectations while aligning
management
with the overall organisational strategy.
Facilitates the organisation to respond to external or internal opportunities using
Innovation Management creativity to introduce new ideas, processes or products (both incremental and disruptive
innovations).
Identify the knowledge necessary to be able to effectively run and improve the
Identification
organisation
Ensure data, information and learning and experience from programmes and the
Capture
external environment is captured as evidence
Knowledge which has been captured is appropriately stored to create a knowledge asset
Knowledge Storage
and can be accessed and found efficiently when required.
Management
Knowledge is analysed and synthesised to support organisational learning in a format
Synthesis
which can be easily understood and a length which is digestible.
Knowledge is shared fittingly with the most apt audience. Linking people and content and
Sharing and dissemination
linking people with people, including both tacit and non-tacit knowledge.
Enabling Re-application Knowledge is used as evidence to inform future programme development and practice.
Activities
Balance aggregate demand and supply to develop a course of action which best meets
Plan
sourcing, production, and delivery requirements.
Source Source and procure goods and services to meet planned and actual demand
Make Transform product to a finished state to meet planned or actual demand
Supply Chain
Management provide goods and services to meet planned or actual demand, typically including order
Deliver management, transportation management, and distribution management (including
storage). 
Processes associated with returning or receiving returned products for any reason as well
Return
as disposal of products
Encompasses financial planning processes, including preparing quarterly and annual
Budgeting
projections of revenue, expenses, operating liquidity and capital investments.
Contains processes related to managing an organisation’s ongoing financial records,
including the maintenance of the chart of accounts, the processing of journal entries, and
the adjustment of the organisation’s general ledger accounts. This group also
Financial accounting
encompasses all operational activities performed to close the books on a periodic basis
as well as the recording, tracking, and depreciation of fixed assets, income and expense
recognition, accruals, reversals.
Provide partnering for management decision making, devising planning and performance
Management accounting
management, and providing expertise in financial reporting 
Finance
Process payroll Transacting salary to staff / contractors, adjusting for tax, benefits etc.
Consists of processing payments for operating expenses and other supplier charges,
which includes verifying of accounts payable with vendor records, maintaining and
Process debtors and creditors managing electronic commerce, auditing invoices and approving payments, processing
payments and taxes, researching and resolving exceptions, and adjusting accounting
records.
Includes the management of treasury policies and procedures, cash, bank accounts,
Manage treasury operations
debts, investments, and financial risks (incl. foreign currencies).
Consists of operating controls, monitoring compliance with internal controls policies and
Manage internal controls
procedures, and reporting on internal controls compliance.
Compensation and benefits Process and decision making framework for salary and benefits management
Workforce time allocation recording and reporting (e.g. pay, full economic costing of
Time reporting
grants, programme planning and absentee management).
Talent and performance
Talent and skills log with employee performance and development history.
management
Human Resource
Management Share and increase skills and competencies of the workforce.  Evaluate development
Learning and development
needs and manage their implementation.
Human Resource
Management
Recruiting and on/off boarding
Workforce administration
Service design & transition
Service operation
Information
Technology
Enterprise architecture
Workforce planning as well as, attracting, screening and inducting candidates into the
workforce, and off-boarding exiting staff.
Maintain workforce information and legal documents as required by law. Ensures all
necessary exchanges to the legal authorities and institutions.
Identify, fund, design and implement adequately secure innovative IT services to meet
currently agreed and expected future business requirements.
Deliver and manage IT services at agreed levels as well as channel new or changed
business requirements to serve as input for the Service design & transition activity.
Concerns the strategic alignment of IT services to best serve the business. Includes
defining, planning, and managing the interface between business and IT across:
Business, Data, Application, and Technology domains. Develops and maintains models
and practices that support high-level enterprise assessments and investment trade-off
decision.