Professional Documents
Culture Documents
Context Impact
NGO Reference Model Design
Fundraising Funding
Delivery
Communications among stakeholders both within and outside the organisation, helping
Communications an organisation achieve its goals through building understanding and engagement based
on, for example, the organisations core values, strategy and advocacy targets.
Organisation
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
management
aligning 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
Storage
Knowledge 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
Sharing and dissemination
and linking people with people, including both tacit and non-tacit knowledge.
Enabling Activities
Re-application Knowledge is used as evidence to inform future programme development and practice.
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).
Management
Processes associated with returning or receiving returned products for any reason as
Return
well 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
Management accounting
performance 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
Manage internal controls
and 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.
Workforce planning as well as, attracting, screening and inducting candidates into the
Recruiting and on/off boarding
workforce, and off-boarding exiting staff.
Maintain workforce information and legal documents as required by law. Ensures all
Workforce administration
necessary exchanges to the legal authorities and institutions.
Identify, fund, design and implement adequately secure innovative IT services to meet
Service design & transition
currently agreed and expected future business requirements.
Deliver and manage IT services at agreed levels as well as channel new or changed
Service operation
business requirements to serve as input for the Service design & transition activity.
Information
Technology Concerns the strategic alignment of IT services to best serve the business. Includes
defining, planning, and managing the interface between business and IT across:
Enterprise architecture Business, Data, Application, and Technology domains. Develops and maintains models
and practices that support high-level enterprise assessments and investment trade-off
decision.